Leadership and Management Development Programmes
The Trust is seeking tenders from Contractors Service Providers who have proven track record of delivering Leadership and Management Development Programmes ideally within a large hospital environment which is also an Academic Health Sciences Centre.
UK-London: training services
Section I: Contracting authority
King’s College Hospital NHS Foundation Trust – King’s Health Partners,
Procurement Department, 129 Coldharbour Lane
Contact point(s): Guys & St Thomas’, King’s College Hospital NHS Shared Procurement Service
For the attention of: Vidal Charley
SE5 9NY London
Telephone: +44 2032998396
Fax: +44 2032993218
General address of the contracting authority: http://www.kch.nhs.uk/
Address of the buyer profile: http://kingshealthpartners.g2b.info
Electronic access to information: https://www.delta-esourcing.com/delta/index.html
Electronic submission of tenders and requests to participate: https://www.delta-esourcing.com/delta/index.html
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)
Section II: Object of the contract
Service category No 27: Other services
NUTS code UKI
We anticipate the delivery of two modular programme run over a period of 6-8 months supported via action learning groups with a coaching focus in order that managers can use the ‘day job’ activities as vehicles for learning.
One programme (programme A) must meet the strategic and operational needs of our very senior teams, those working as Divisional Managers, Professional Clinical Leads, Clinical Directors and Associate Directors.
The second programme (programme B) must be firmly grounded in the realities of healthcare delivery and is aimed at a wide range of staff working to support the very senior team and managing operations, including matrons, clinical leaders/managers and business/service managers.
Some managers will already possess management academic qualifications, e.g MBAs or masters’ level in management/leadership, whilst others may lack any significant formal management training. Whilst they have similar core experience of working in the NHS they will have had different exposure to management/leadership challenges. The programme must relate to the whole NHS context, the consultants delivering the training should possess a good current understanding of the NHS and the implications for the future both immediate and future.
The programme should incorporate identifying current areas to address as part of the Trust’s overall performance, e.g. improving the patient experience; CQUIN targets, patient safety, increasing efficiency and managing financial resources more effectively and integrate a research approach. A key element of the programme will be the inclusion of a service improvement project, the programme will include a model of how this will be supported. Projects can be done as individuals, in pairs or in groups as we anticipate delegates coming from the same Divisions and/or working closely with Directorates.
In order to achieve appropriate content in partnership with the provider, King’s will nominate an executive director to be the ‘sponsor’ of each of the subject areas. They will work with the provider and have final approval of the module design and content.
All modules should be highly interactive, fast paced and stretching; it will be acceptable to expect pre-course reading to be completed by the participants. The modules should be competence orientated, pragmatic and reflect the focus of the NHS Leadership Framework. We want to see learning outcomes for the programme as whole and for each module.
The following knowledge and skills will be key, how they will be incorporated in to the programme is to be demonstrated in the tender bid:
Programme A – Strategic Focus.
1. Communication, self and others
A master class, involve diagnostics, 360 degree leadership framework, listening exercises. Building relationships; getting to know each other. Presentation skills; communicating a compelling message to large audiences. Negotiation and influencing skills and awareness of personal impact.
What are the communication challenges of working across KHP? Continuing to develop and build on stakeholder relationship and the larger health economy and implications. Challenging current work boundaries, listening to and responding to stakeholders; engaging with stakeholders.
2. Devising and delivering the Strategy
Operationalizing the vision and values of the Trust, taking the services forward, impact of health economies, working across multiple strategies, e.g. KHP and King’s how to meet both, what are the implications. Top down thinking; analysing a problem or issue using strategic skills.
3. Influencing and leading changes in the NHS
What is involved in leading the new NHS, role of the senior leader, working with DoH, commissioners, other hospitals, and community partners? The role of KHP and Academic health partners and how they will influence the direction of challenge for King’s?
4. Driving Performance
Making external comparators to other healthcare systems, what does that raise? To focus on the leadership and delivery of a service which meets the needs of the current and future health economy. This will involve an ability to analyse and understand data, identify trends and to advise the Executive on the most cost effective and innovative method of delivering the service whilst meeting patients needs and expectations. This will also include leadership on the performance management of people and teams.
5. Delivering a World Class Service
What is a world class service? What does the new NHS mean to the service and the Trust; how do the services influence each other? What are the challenges; what changes do we need to deliver? How do we need to do it and who needs to do?
The role of KHP; role of Clinical Academic Groups (CAGs) part of AHSC; role of Clinical Leads; change in working relationships; the role of the academic and research in delivering change, e.g. bench to bedside and implication for service development. Understanding and managing the tripartite mission of the AHSC and considering practical implications of this.
6. Workforce planning
For future service requirements across King’s and KHP, building a world class hospital through it’s people. What are the changing roles and opportunities from working in CAGs, linking with Local Education Training Board’s how do we influence the use of the education and development budget?
7. Talent Management/Career Management
Managing self and others, stepping up to board level, future generation of leaders and managers, how to spot encourage and support; how does this link to workforce/service planning? What does talent look like? Completing the calibration assessment.
Programme B – Operational Focus with Strategic Direction.
1. Communication and partnership working
Listening exercise, feedback from service users, working across agencies, networking, building relationships across teams, working with different professional groups. Self awareness, 360 degree leadership framework and feedback linking to emotional intelligence. Top down thinking; analysing a problem or issue using strategic skills.
Presentation skills; communicating a compelling message to large audiences. Negotiation and influencing skills and awareness of personal impact.
2. Managing the Team
Enabling and empowering people to develop and improve themselves and the service. Building trust, openness, developing colleagues and a culture of innovation, motivation and continuous improvement. Providing clear and strong direction for the team. Managing talent in the team, own and others.
3. Effective Performance Management
To focus on the development of performance management, including setting appropriate KPIs, the use of performance scorecards, performance reporting and constructive performance management / outcomes evaluation. We want individuals to have a clearer idea of the importance of data, it’s management and analysis. We see a shared model of problem solving as an essential tool in the managers kitbag and would like this included in the programme. To understand the importance and relevance of qualitative data to support service improvement and delivery, especially feedback from those using the service.
4. Managing Financial Resources
To focus on developing financial skills, including how to: develop and set a budget; correct adverse variances, analyse financial and activity data; (e.g., using activity based costing); and seek out opportunities for efficiency improvements and business development without losing quality and safety.
5. Strategy Development and Implementation
To include developing strategy in the new context of the NHS, developing business cases, planning and implementing change, and marketing the service. Top down thinking; analysing a problem or issue using strategic skills.
6. Developing and Leading a World Class Service
To include developing a listening strategy, listening to service users and those delivering the service. What does a world class service look like? Measuring and monitoring quality. Implementing change, what do we need to do, how to motivate, how to maintain.
7. Career Management.
Stepping up, finding opportunities, self-presentation.
The modules do not need to be of equal length or grouped, but should commence January 2013. A possible format would be 3 full days spread over 6 months plus an evaluation workshop, with supporting project work in between the modules. We expect the pace to be fast and the work challenging. Please state how the subjects would be divided between the modules and the format you are proposing i.e. one days or 2 day blocks. Learning outcomes should be given for the whole programme and for each module.
We would like the successful partner to provide an open awareness session to promote both programmes to those considering participating. This would give potential participants a better understanding of content as well as an opportunity to meet the programme leads.
We would want a minimum of 22 with a maximum of 28 people on each cohort to run once per annum. The programmes are to run simultaneously but not on the same days.
If accreditation is possible, please state at what level and the accrediting body. This is not an essential requirement for the programme.
Range: between 80 000 and 480 000 GBP
Section III: Legal, economic, financial and technical information
A full list of the Regulation 23(1) and 23(2) criteria are at http://www.delta-esourcing.com/delta/project/reasonsForExclusion.html#pcr.
Candidates will be required to answer these questions as part of the qualification process. For candidates who are registered overseas, you will need to declare if you have any offences/misconduct under your own countries laws, where these laws are equivalent to the Regulation 23 lists.
Candidates who have been convicted of any of the offences under Article 45(1) are ineligible and will not be selected to bid, unless there are overriding requirements in the general interest for doing so.
Candidates who are guilty of any of the offences, circumstances or misconduct under Article 45(2) may be excluded from being selected to bid at the discretion of the Authority.
(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 three 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.
Information and formalities necessary for evaluating if the requirements are met: Please see and complete tender document.
Minimum level(s) of standards possibly required: Please see and complete tender document.
(f) The educational and professional qualifications of the service provider or contractor and/or those of the undertaking’s managerial staff and, in particular, those of the person or persons responsible for providing the services or managing the work.
(j) An indication of the proportion of the contract which the services provider intends possibly to subcontract.
Please see and complete tender document.
Minimum level(s) of standards possibly required:
Please see and complete tender document.
Section IV: Procedure
Section VI: Complementary information
Service providers must read this set of instructions and follow the process to respond to this oppotunity. The informationand/ or documents for this opportunity are available on https://www.delta-esourcing.com/delta/index.html. Youmust register on this site to respond, if you are already registered you will not need to register again, simply use your existing username and password. Please note there is a password reminder link on the delta homepage. Service providers must log in, go to your response manager and add the following access code: 3ZFESV6W2F. Please ensure that you allow yourself plenty of time when submiting your tender prior to the closing date and time,especially if you have been asked to upload documents.
In order to overcome file size difficulties we request that tender submissions are completed in ‘Word’ or similar. Attachments to the response should be compiled into one zip file. GO Reference: GO-2012918-PRO-4247507.
VI.5)Date of dispatch of this notice:18.9.2012