The NHS is experiencing significant challenge in implementing the 5 Year Forward View whilst maintaining performance standards and financial balance. At Month 5 in 2016/17, 77 CCGs reported year-to-date overspends, of which 40 were greater than 1 %. Whilst the majority expected to recover their position by year-end, 24 were forecasting a position worse than their annual plan, 4 of these being unplanned deficits. At that point a small but significant number of CCGs were already operating within special measures, and a further tranche of commissioners had voluntarily sought turnaround support.

SCW is seeking to establish a Dynamic Purchasing System of suitably qualified organisations that can provide a range of consultancy support, specialist services and additional workforce capacity, normally operating as part of blended teams with SCW staff and associates, delivering services to our customers in the form of a Turnaround Services Program.

The Turnaround Services Program is a product that comprises PMO functions, a diagnostic and insight assessment, and turn around delivery support organised within a number of modules. SCW will establish central PMO support to the program which will coordinate engagement, scoping initial support required and matching a blended team to the customer requirements, monitor and support local delivery and oversee the commercial aspects of disengagement and handover at the end of the program. Local delivery teams once formed will establish local PMO functions, coordinate input from various sources to support the diagnostic and insight exercise, report to customers on findings, mobilise turnaround services, monitor and performance manage delivery ahead of handover and disengagement at the end of the program. SCWCSU is looking for commercial partners that can operate across the SCW footprint in the south of England and in other parts of England and/or national NHS-systems coverage.

For Lot 1 — SCW need to work with commercial partners that can supply high quality workforce according to a set of roles and skills profiles to work as part of blended team with other partners and SCW employees:

— Turnaround Directors/MDT Leaders;

— NHS Contracting experts;

— QIPP exerts;

— NHS Performance Management experts;

— Finance analysts; Nation Tariff, counting and coding experts;

— Business intelligence analysts;

— Project Managers;

— Quality specialists;

— Clinical policy/IFR specialists;

— Prescribing and Medicines Management experts;

— Health and social care Commissioning experts;

— Change Management experts;

— Hospital efficiency experts;

The Turnaround Services Program is a product that comprises PMO functions, a diagnostic and insight assessment, and turn around delivery support organised within a number of modules. SCW will establish central PMO support to the program that will coordinate engagement, scoping initial support required and matching a blended team to the customer requirements, monitor and support local delivery and oversee the commercial aspects of disengagement and handover at the end of the program. Local delivery teams once formed will establish local PMO functions, coordinate input from various sources to support the diagnostic and insight exercise, report to customers on findings, mobilise turnaround services, monitor and performance manage delivery ahead of handover and disengagement at the end of the program. SCWCSU is looking for commercial partners that can operate across the SCW footprint in the south of England, and in other parts of England and/or national NHS-systems coverage.

For Lot 2 — SCW need to work with commercial partners that can supply specialist services often required to support turnaround and organisational recovery:

— Turnaround Directors; MDT Leaders;

— Financial analysis and modelling;

— Business analytics supporting performance analysis and strategy planning;

— Clinical variation diagnostics and support;

— Urgent and emergency care system management and development;

— Counting and coding and clinical audit;

— National Tariff, counting and coding audit, training and development;

— New models of care and contracting;

— Organisational Development;

— Consultancy to specialist providers e.g. Mental health, Learning Disability, Ambulance 999 and 111 services, Primary care and Out of Hours Services; Continuing Healthcare; Cancer, and children's services;

— Medicines Management;

— Continuing Healthcare services;

— Network development and support;

— Transformation and change management services;

— Hospital efficiency support services;