Provides the safest, most effective care possible

Transcription

1 CORP/PROC 7 v.1

2 Contents 1) PURPOSE ) BACKGROUND ) VISION FOR PROCUREMENT ) NATIONAL AGENDA & PRIORITIES ) CURRENT POSITION ) ASPIRATIONS AND ACTIONS EFFICIENCY Efficiency Objectives Efficiency Actions LEADERSHIP Leadership Objectives Leadership Actions PROCESS Process Objectives Process Actions PARTNERSHIP Partnership Objectives Partnership Actions PEOPLE People Objectives People Actions ) PROCUREMENT WORKPLAN ) LORD CARTER RECOMMENDATIONS ) IMPLEMENTATION OF LORD CARTER RECOMMENDATIONS ) REFERENCES

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4 CORP/PROC 7 v.1 1) PURPOSE This Strategy provides the focus and actions that will take over the next three years aligning with the Trust Strategy Looking Forward to Our Future 1. can add real value to the Trust not only in providing efficiencies and ensuring stock is in place to treat patients but in many more areas. Bringing together the innovation in the market with our clinicians can bring real change in the care pathway. The financial challenges the NHS face mean that cutting the cost of products alone can no longer provide the savings needed for the future. Changes in clinical practice are needed and procurement can be the catalyst to bring together suppliers and clinicians within a commercially focused partnership. NHS England has launched The Five Year Forward View 2 highlighting a need to achieve a 2% 3% net efficiency for the next 10 years to close the 30b funding gap in the NHS. is one of the solutions to assist in the ongoing efficiency requirements. The Strategy is forward thinking and acts to strategically support the delivery of all four of the Trusts four Strategic Themes as well as National Policy and Guidance. It will provide the professional, commercial department required to make it happen in an innovative but compliant manner that will lead the way. Figure 1 shows the strategic themes along with examples of how will support delivery. Figure 1 - Strategy Themes Provides the safest, most effective care possible Provide products and services that improve care Implementing processes to ensure trial and loan products are maintained, tested and made safe Materials Management having stocking responsibility in full liaison with clinical staff. Ensuring business continuity plans are in place with key suppliers Control and reduce cost of providing healthcare Efficient & effective contracts that reduce patient pathway costs Collaborating with acute 's & public sector organisations Utilising procurement hubs reducing duplication & time Managing stock effectively incl. stock rotation & rationalisation Managing supplier representitives effectively Focus on innovation and improvement Bring supplier innovation combined with clinical engagement Supplier days to encourage joint working and innovation Supplier portal to encourage engagement from all suppliers Network with colleagues nationally and internationally to be aware of innovations Develop staff to ensure they harness innovation Develop responsibly, delivering the right services with the right staff Ensure simple electronic processes reducing admin burden and freeing up clinical time E-catalogues ensuring accuracy of ordering information and invoicing process is made simple ensuring key stakeholders are involved at appropriate times during the process. 1 DBH Trust Strategy 2 NHS England 5 Year View

5 2) BACKGROUND In 2014 the Trust restructured and six clinical care groups were formed plus corporate (See figure2). The table below shows the care groups and the annual spend per care group in 2013/14 3 : Figure /14 Care Group & Corporate Spend Emergency Emergency Department, Medical and Surgical Assessment Units Respiratory Medicine 7,337,067 Surgical Theatres & Anaesthetics, Critcal Care, Pain gastro Intestinal, Endoscopy Ophthalmology, Oral Maxillofacial 10,675,319 Musculoskeletal & Frailty Trauma & Orthopaedic, Rehaibilitation Care of Older People, Rhumatology 11,307,692 Diagnostic & Pharmacy Pathology, Pharmacy Medical Imaging, Outpatients 8,463,966 Children & Famly Services Obstetrics, Gynaecology Paediatrics, Genitourinary Medicine 2,118,835 Seciality Services Cancer services Cardiovascular 6,023,121 Corporate Estates & Facilities Management Catering External Contracts 28,709,488 3 This is an estimate using previous cost codes as the care groups formed in July

6 Doncaster and Bassetlaw Hospitals Foundation Trust spent 74,635,488 in 2013/14 on Non-Pay spend and Agency (excluding drugs). The spend has been broken down in Figure 3 into clinical and non-clinical splits. Figure 4 shows the non-pay spend split by care group excluding Corporate. Figure 3 - DBH Non Pay Split Non Pay Expenditure Split 40% Clinical Goods and Services 60% Non-Clinical Goods and Services Figure 4 - DBH Spend by Care Group Expenditure by Care Group Children & Families Care Group Emergency Care Group Specialty Services Care Group Diagnostic & Pharmacy Care Group MSK & Frailty Care Group Surgical Care Group 5% 23% 18% 13% 16% 25% The Trust has a supplier base of 2376 with 65% of spend with the top 30 suppliers. The majority of orders (98%) are placed via the Agresso finance system or NHS Supply Chain Electronic system. Although the statistic for electronic ordering is good, part of the procure to pay process is still heavily reliant on paper requisitions. The Supplies department receive nearly 10,000 paper requisitions per year. The Agresso finance system contains products and pricing for over 5000 products although this isn t managed in a consistent manner leading to price queries within accounts payable. 6

7 3) VISION FOR PROCUREMENT To support the delivery of High Quality Patient Care through Strategic, Efficient and Innovative utilising appropriate levers such as collaboration and market engagement. An account management approach to care groups will be introduced to ensure that the groups have the professional support and guidance required to realise the strategic priorities of the Trust. The following procurement principles will apply in all our decision making, process and work ethics: Communication We will communicate with internal customers promptly providing accurate information to support the Care Groups. We will communicate in a professional manner with internal and external stakeholders including suppliers and peers. Transparency Tender opportunities will be communicated on an e-tendering portal according to the thresholds outlined in the Standing Financial Instructions and Standing Orders (SFIs & SOs) Quotations will be carried out via the e-tendering portal according to the thresholds as outlined in the SFIs & SOs Engagement will work to gain suitable stakeholder engagement which may include clinicians, service users, external organisations and suppliers for each tender and project. Integrity will work in a professional manner at all times. Equality All suppliers will have an equal opportunity to win business with the trust. They will be evaluated in a fair and transparent manner. Consistency will follow the procurement process in a consistent manner. Innovation will encourage innovation from our suppliers and customers. Proportionality The tender process will be designed to meet the requirements taking into account the value, complexity and risk. Pre-qualification questionnaires will only be used for EU s unless the market size requires it. 7

8 4) NATIONAL AGENDA & PRIORITIES The Department of Health (DH) have launched a suite of strategies, guides and resources in recent years: 1. DH Strategy 4 - (Better, Better Value, Better Care, 2013) 2. E- Strategy 5 - (NHS e- Strategy, 2014) 3. NHS Standards 6 - (NHS Standards, 2013) 4. NHS Dashboard 7 - (NHS Dashboard, 2013) 5. NHS Transparency 8 - ( Transparency, 2014) These have now been underpinned by a supporting Centre for Excellence (CPE) with the DH. The CPE are focusing on supporting Trusts with the following priorities: Board level recognition and sponsorship of Executive authority and influence Organisational alignment Category management and sourcing strategies Supplier Relationship Management Risk management Operational Process Management Performance management Data, information and knowledge People strategy Excellence in governance, planning, programme and change management This strategy aims to address the areas identified as priorities by the CPE. The strategy objectives and actions have been designed to align with the DH guidance and fall within four main themes. Refer to section 6.2 to 6.5 for specific actions in these four themes: Leadership People Partnership Process 4 DH Strategy 5 NHS e-procurement strategy 6 NHS Standards 7 NHS Dashboard 8 NHS Transparency 8

9 5) CURRENT POSITION The North of England Commercial Collaborative (NOECPC) carried out an independent review of the Supplies function in July 2014 (NOECPC, 2014). The review highlighted the need for improvements in the following areas: Strategic Structure Leadership Staff development Systems and process Governance Communications The Trust has also carried out a self-assessment against the NHS Standards. These standards are best practice procurement standards that guide Trusts in how to benchmark their procurement function against what good procurement looks like. Each Trust should aim to achieve a green or amber status in most areas. The results for each procurement standard are detailed in figure 6. The actions to improve these standards are detailed within the strategy. 6) ASPIRATIONS AND ACTIONS The Supplies department will become The Department with a focus on the end to end procurement process. The department will achieve varying levels of the NHS Standards detailed in Figure 6 by March Not all NHS procurement standards are suitable for all Trusts and there are standards where achieving a green would not be suitable for DBH. This does not mean however that the particular standards objectives will not be met it just means the Trust will achieve it in a slightly different way. Examples of this are: 1. Partnership Standard 3.4 -Ensure that opportunities to supply exist for encouraged enterprises SME Development whilst the Trust will baseline the number of SME s the Trust engage with and will allow all suppliers including SME s to bid for future work through an electronic tendering portal, the Trust will also be working in collaboration with other Trusts to reduce costs and standardise. This means that the collaborative groups will be looking for contracts based on larger volumes and these are often not suitable for SME s. 2. Partnership Standard Advertise all opportunities over 10k. There is no benefit to the Trust in advertising all opportunities over 10k with the objective of encouraging smaller businesses. The Trust can achieve an improved level of engagement with business through a new procurement portal where it can publish and carry out quotations. This will be a much simpler process for both the Trust and the Supplier. The portal will be free of charge for suppliers to register and will be used for quotations and tenders in the future. This will achieve the aim of the particular standard but in a different way. These examples above show that whilst the Trust may not reach green in all areas there is still potential to do more than the current status to improve performance in all areas. The Department of Health recognise that not all standards will be suitable to be met in full by all organisations. 9

10 Standard Assessed Standard Assessed Standard Assessed Standard Assessed Figure 5 - DBH Self-Assessment of the Standards & Targets for March ) People People 2017 People 14/ Total Number of Standards and Levels for People Red Amber Green 2) Partnerships Partnerships 2017 Partnerships 14/ Red Amber Green Total Number of Standards and Levels for Partnerships 3) Process Process 2017 Red Process 14/15 Amber Green Total Number of Standards and Levels for Process 4) Leadership Leadership 2017 Red Leadership 14/ Total Number of Standards and Levels for Leadership Amber Green 10

11 6.1. EFFICIENCY The Department will spearhead the Trusts procurement related Cost Improvement Programme (CIP). The new department will have a stretching target for savings and improvement over the next three years. This will be a blend of cashable savings within care groups, other procurement savings, cost avoidance and non-cashable benefits. The method for achieving savings is becoming more complex as it requires much more than reducing the cost of a product. Future cashable efficiencies can be achieved through innovation, standardisation and collaboration. This can only be achieved by having a professional, motivated Team with a focus on the Trusts objectives and team s vision and shared objectives. Investment in the team will be required to continue to make efficiencies and to improve on the efficiencies. By achieving at least 18% of the Trusts overall CIP target the team will produce cashable and other procurement savings of at least 7m over the next 3 years. This will be achieved through a range of projects including standardisation, rationalisation, substitution, demand management, contract monitoring, collaboration and market testing. Efficient and effective processes and procedures will be put in place making the procurement process fully electronic in the future Efficiency Objectives Contribute 7m to the Trust CIP target over the next 3 years. Contribute non-cashable efficiencies to the Trust including professional procurement resource to new projects and innovation. Have a fully documented audit trail of efficiency savings that have the support of the Care Groups. Ensure the Director of Finance is kept briefed on the progress of the CIP Efficiency Actions Develop and jointly agree with finance savings definitions. Develop and implement an efficiency database to hold both cashable and non-cashable savings. Ensure procurement CIP projects are reported to care groups along with other CIP schemes. Develop joint working between procurement and care group finance leads. Develop a regular report to the Director of Finance on the CIP progress. 11

12 6.2. LEADERSHIP To achieve the aspirations over the next 3 years requires a change in behaviours. can no longer rely entirely on negotiating the cost of products and services down. The scale of financial challenge means that the Trust has to be receptive to changes in product, specifications and demand management. This requires leadership support from the Board and. The Director of Finance is the Board level member responsible for. A Non- Executive Director has been appointed as the Non-Executive Sponsor from The board will give support for the Head of to build a stronger procurement function over the next 3 years to ensure that the changes required to achieve the aspirations have Executive Support. The Head of was appointed in August 2014 to lead the department and implement the recommended strategy and changes. The procurement team in the future will lead procurement across the Trust, supporting and challenging the care groups to ensure the best opportunities are identified hand in hand with clinicians and are implemented effectively Leadership Objectives Board engagement in the Strategy and Plans are reviewed in line with the Trust Strategy. Introduce strong procurement leadership. Transform the procurement function from operational to strategic. Proactively engage with the market to ensure procurement is the first contact with the Trust. Clinical engagement is considered for every clinical procurement project. Introduction of a Category Management approach within. Trust Wide visibility of stock and patient level costing. National procurement leaders engage with the Trust. Trust staff outside of the procurement department has efficiency related objectives. Business continuity plans are in place for key suppliers to the Trust. Transparency of spend and opportunities are clearly visible. Innovation focusing on patient care and efficiencies are encouraged and supported by. influence all spend above the tender threshold. Care Groups benefit from Account Management. Key stakeholders including clinicians and suppliers are kept informed on developments and opportunities. All major clinical procurement projects will have a Senior Clinical Sponsor. SME s are able to trade easily with the Trust. 12

13 Leadership Actions Develop a business case for the transformation of. Re-structure the department with a focus on category management and care group account management. Report procurement performance annually to Trust Board. Brief the Executive and Non-Executive lead on procurement issues quarterly. Review, recommend and implement changes to stock management systems. Introduce a procurement handbook for staff induction and guidance. Introduce procurement systems (further details within section 6.3 on process) to enable transparency of contracting and purchasing. Introduction of internet and intranet systems to provide procurement communication. Enable SME information to be captured in a supplier management system. Ensure a Senior Clinical Sponsor is appointed for all major clinical procurement projects. Have a procurement lead focusing on communications PROCESS In May 2014 the Department of Health launched an e-procurement strategy 9 for the NHS. The ambition of the strategy is for all NHS purchase-to-pay transactions and all category management activities to be undertaken by electronic means to cover all non-pay expenditure. Use of master data across the NHS will assist in benchmarking and catalogue content. The GS1 system enables a single global source of master data to be created, captured and shared across supply chains, from the brand owner through to the end user GS1 codes are easily recognisable on products as Bar Codes. The standard acute contract now instructs all Provider Trusts to comply with the NHS E- strategy. The Trust has already started the journey of an electronic procure to pay process and has an element of inventory management throughout the hospital sites utilising the Supply Chain EDC Materials Management system. The e-procurement plans will be developed further and will incorporate electronic processes from the development of specifications and adverts through to contract management. There has never been as much need for electronic auditable systems as there is now due to the litigious nature of the supplier market. The EU requires that all public bodies use electronic means for the advertisement and receipt of tenders. This will become UK law in Although 98% of the orders are placed via the Agresso finance system or NHS Supply Chain Electronic system electronically the requisitioning element of the process remains on paper. 9 NHS E- Strategy 13

14 The Agresso finance system contains products and pricing for over 5000 products. This will need to be built up significantly if electronic requisitioning and ordering is to be effective. Figure 6 - Current Ordering Statistics 30,275 Supply Chain Electronic Orders 9,428 Paper Requisitions 14,268 Department Direct Aggresso Orders 10,476 Supplies Aggresso Orders (from Paper Req's) 55,019 Electronic Orders placed Process Objectives Tendering, Evaluation and Contract management will be carried out via fully auditable electronic systems. Paperless procure to pay systems in place working effectively and efficiently. Regularly stocked items are available via electronic catalogues allowing for efficiency of scale and reliable spend reports. Trust wide view of stock is in place linked to patient level costing. E-procurement systems are compliant with the latest DH e-procurement strategy requirements. The Trust reports on the DH Dashboard on a quarterly basis. A procurement handbook is in place for all Trust staff to guide them easily through the process. Sustainability is baselined and targets set. The trust is GS1 compliant and has implemented throughout the Trust. The trust has introduced global standards for Purchase Order, Advice Note, invoicing and messaging (PEPPOL). No orders will be sent via fax or post. Ensure every invoice has a purchase order number for payment. Ensure full visibility of spend for procurement and care groups and have the ability to benchmark with others. The Dashboard reporting tool will be in place and reported to Trust Board annually. Sustainability will form part of the category strategy and evaluation criteria Process Actions Procure and implement tendering and contract management systems. Redesign the procure to pay process to ensure a paperless system throughout the Trust. Increase product range and manage the internal catalogue. Procure and implement a trust wide inventory management solution to enable GS1 coding to be used and provide Patient level costing data. Develop reporting capability and report via the procurement dashboard. 14

15 Reject invoices with no Purchase order number. Procure and implement a spend analytics tool. Introduce a gateway for transmitting orders and e-invoices that enables PEPPOL compliance. Develop the systems required to ensure the procurement dashboard reporting can be achieved. Standard documents will be developed that include sustainability PARTNERSHIP It is well understood that individual trusts cannot always achieve best value on their own. The Trust has developed a number of excellent working relationships with other organisations in order to aggregate spend and achieve efficiencies. It will continue to work with others on procurement initiatives with an increased focused on a structured plan and key deliverables. The trust is a full member of the North of England Commercial Collaborative (NOECPC) and will work with the NOECPC to influence their future workplans Partnership Objectives Have a structured workplan with collaborative groups including but not exclusive: a) North Of England Commercial Collaborative (NOECPC) b) Working Together Group made up of 7 Yorkshire Trusts c) Yorkshire Managers Group d) Northern Lincolnshire & Goole NHS FT and United Lincolnshire Hospitals NHS Trust Project focused clinical procurement groups in place for all major clinical procurements. Clinical Groups established and led by the Clinical Specialist. The groups will be chaired by a senior clinician relevant to the products or services being reviewed. Key suppliers are performance managed and have regular performance reviews. The Head of liaises with the DH on national procurement initiatives Partnership Actions pipeline/workplan established with collaborative groups to ensure no duplication exists. Clinical Specialist is tasked with establishing clinical procurement groups. A Contract management system is procured and implemented. The Head of is an active member of the Centre for Excellence. Supplier relationships are developed that encourage innovation and efficiency. A recording method will be introduced to enable the Trust to capture spend with SME s. A baseline will be set for the % of business carried out with SME s. 15

16 6.5. PEOPLE Effective requires a whole team approach. The team should be appropriately trained and have the environment and systems required to carry out their role effectively. Investment will be required within the department for staff, systems and training. A business case is being developed to support delivery of this strategy People Objectives Develop and present a business case to support delivery of this strategy. Have a future-proof structure in place that achieves the Trust and procurement strategy objectives. Support the care groups with an account management approach. Manage the market with a category management approach. Have a working environment that is fit for purpose for now and in the future. Have a team of professional staff motivated and achieving personal and team objectives. Are customer and patient focused at all times. Become a valued department that the Trust engages with during business planning and prior to any procurement process commencing People Actions Develop a structure and recommend within the Business Case. Ensure the structure has category management and business intelligence capability. Provide staff training utilising: a) Academy of Excellence (APEX) b) Chartered Institute of Management and Supplies (CIPS) c) Mentoring d) Shadowing e) System Training Redesign the receipts and distribution area making it fit for purpose to allow for future direct deliveries from a wider range of suppliers. Introduce regular staff meetings with hot topics to focus on procurement innovation and development. Ensure the whole team are focused on Trust and Objectives. Develop a procurement handbook and provide procurement training to non-procurement staff. Develop an account management approach for the Care Groups. Form closer working relationships with the Care Group Finance Leads. 16

17 CORP/PROC 7 v.1 7) PROCUREMENT WORKPLAN Infrastructure Strategy Approval Business Case Development & Approval Restructure of Supplies Department Stock management system review, business case and tender Stock management implementation Receipts and Distribution area re-design and improvement office re-design and improvement Efficiencies Develop and jointly agree with Finance savings definitions Develop and implement an efficiency database to hold both cashable and non-cashable savings. Have a fully documented audit trail of efficiency savings that have the support of the Care Groups. Ensure procurement CIP projects are reported to Care Groups along with other CIP schemes. Develop joint working between procurement and care group finance leads. Increase the efficiency target for to fund Business Case. Develop a regular report to the Director of Finance on the CIP progress. Leadership Board approval of the Strategy. Head of to engage in National initiatives Introduction of a Category Management approach within. Provide the Board with a procurement update annually. Brief the Executive and Non-Executive lead on procurement issues quarterly. Implement an account management structure for care groups. Develop and introduce a procurement handbook for staff induction and guidance. Staff development requirements identified and appropriate training provided. Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar

18 Process Procure and implement an e-tendering and contract management system. Work with finance to ensure Trust Funds ordering and finances are on Agresso. Introduce products and Contracts onto Agresso master file and manage proactively. Web requisitioning is introduced Trust wide. Trust wide view of stock is in place linked to patient level costing. E-procurement systems are compliant with the latest DH e-procurement strategy. The Trust reports on the DH Dashboard on a quarterly basis. Sustainability is baselined and targets set. The Trust is GS1 compliant and has implemented throughout the Trust. Introduce a gateway for transmitting orders and e-invoices that enables PEPPOL compliance. Ensure every invoice has a purchase order number raised upfront and is matched for payment. Reduce confirmation orders by 50%. Groups have the ability to benchmark with others by implementing a spend analytics tool. Develop reporting capability and systems to enable reporting via the procurement dashboard. Integration with Agresso and EDC complete. Partnership CORP/PROC 7 v.1 Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar pipeline/workplan established with collaborative groups to ensure no duplication exists. Clinical procurement groups in place for all major clinical procurements. Clinical Groups established and led by the Clinical Specialist. The groups will be chaired by a senior clinician relevant to the products or services being reviewed. Key suppliers are performance managed and have regular performance reviews. A recording method will be introduced to enable the Trust to capture spend with SME s. A baseline will be set for the % of business carried out with SME s. People Define role training requirements and recommend within the Business case. Carry out training for staff. All staff to have regular 1-1's Personal objectives to be set and monitored as part of a regular appraisal. Introduce regular staff meetings Ensure the whole team are focussed on procurement objectives. Develop a procurement handbook and provide procurement training. Develop an account management approach for the Care Groups Form closer working relationships with the Care Group finance leads. Ensure the team has category management and business intelligence capability.

19 CORP/PROC 7 v.1 8) LORD CARTER RECOMMENDATIONS As published in the Lord Carter Report February 2016, the Trust will be implementing the following recommendations: 1. Produce a Transformation al Plan Every Trust should have a local Transformation Plan in place by October 2016 covering plans to meet the model hospital benchmarks, collaboration with other Trusts and the national solutions such as NHS Supply Chain. Trusts should consider the role collaborative procurement hubs could play in helping them achieve their model hospital benchmarks but without competing with the national provider 2. Publish Metrics Trusts focusing on the measure of key procurement metrics and being responsible for driving compliance to the following targets by September 2017: 80% addressable spend transaction volume on catalogue, 90% addressable spend transaction volume with a purchase order, 90% addressable spend by value under contract. 3. Collaboration with others to improve 4. National Spend analysis and Benchmarking 5. Ensure effective system Control, compliance and building supply chain capability 6. Embrace the NHS Standards of 7. Align to NHS Improvement s regional structure Collaboration (i.e. sharing data and resources ) designed to modernise the procurement function with Trusts accelerating collaboration with other Trusts to develop aggregated sourcing work plans to reduce variety (including NHS Supply Chain for their categories) for and in including contributing to clinically driven product testing and evaluation, and adopting the outcome pf these processes, switching products where appropriate, unless a clinically agreed exception exists NHS Improvement providing a national spend analysis and benchmarking solution from high quality spend data to be fully operational by April This will include a purchasing pricing index staring with an initial basket of 100 products with immediate effect. NHS Improvement will hold trusts boards to account in performance against the index from October All Trusts to prioritise the role of procurement on ensuring effective system control and compliance, building supply chain capability in terms of both inventory management systems and people. Trusts to aim to work in collaboration both with national procurement strategies and other trusts to explore common systems adoption e.g. efficient electronic catalogues using retail systems standards, enhancing current purchase to pay systems, adopting (GS1) and Pan European Online (PEPPOL) standards detailed in the e Strategy, and to align with NHS Supply Chain on category initiatives. Trusts embracing the adoption and promotion of the NHS Standards of with the support of the new skills Development Networks, with those that have already achieved Level 1 achieving Level 2 of the standards by October 2018; and those trusts that are yet to attain level 1 achieving that level by October All trusts to produce a self-improvement plan to meet their target standard by March He plans are expected to be agreed with NHS Improvement and ideally Lord Carter would like to see alignment with NHS Improvement s proposed regional structure.

20 9) IMPLEMENTATION OF LORD CARTER RECOMMENDATIONS The following table indicates when who and how the recommendations will be recommended: # Carter Recommendation 1 Produce a Transformational Plan Carter Objective A local PTP by October Publish Metrics Measure key procurement metrics 3 Collaboration with others to improve 4 National Spend analysis and Benchmarking Collaboration to improve Providing data for the national spend analysis & benchmarking How When Who How Monitored or Reported A published and disseminated PTP covering plans to meet the model hospital benchmarks, shared with others through collaboration with details of how we intend to improve service Using the NHS Dashboard Reporting template to report monthly progress on doing it Well, Doing it Efficiently and doing it Right. Targets by September % addressable spend transaction volume on Catalogues 90% addressable spend transaction volume with a PO 90% addressable spend by value under Contract Sharing data, time and expertise with other Trusts and Hubs. Developing an aggregated sourcing work plans where feasible, and sharing our own work plans ( with NHS Supply Chain, NOECPC and CCS) Also working with Working Together Group on joint procurement initiatives. Submitting all of our spend data to NHS Improvement (through our links with NHS Supply Chain) Via PPIB By October 2016 By October 2017 From April 2016 From July 2016 Head of Head of Head of E Manager Published document Quarterly updates to DOF An annual report to the Board of Directors Publish Workplan on the Intranet Data records online (Uploading data onto 20

21 5 Ensure effective system Control, compliance and building supply chain capability (by April 2017) Ensuring effective system control and compliance, building supply chain capability, in terms of both inventory mgt., systems and people The Trust aim to work in collaboration with both the national procurement strategy and other trusts to explore common system adoption, and with the upcoming implementation of the NHS SBS system to explore common functionality it can provide. By implementing the Genesis Stock system and GHX catalogue system, moving to be compliant with GS1 and PEPPOL. To include Stock management functionality. By April 2017 Commenced April 16 Head of PPIB website of PO spend NHS Dashboard & Carter model Hospital metrics 6 Embrace the NHS Standards of Adoption and promotion of the NHS Standards of Produce a self-improvement plan to Attain Level 1 Attain Level 2 Attain Level 3 October 2016 October 2017 October 2018 Head of By attainment of the Standard 7 Align to NHS Improvement s regional structure See alignment with NHS improvement s proposed regional structure (not yet published) Plan to include Using the Skills Development Network to improve the longer term resilience, leadership and capability of the Department The Trust is already a member of NOEPC and the Working Together Group. Continue with these links and feed back into work carried nationally by the NHS Customer Board to improve NHS tbc Head of tbc 21

22 REFERENCES (2013). Better, Better Value, Better Care. England: Department Of Health. (2013). NHS Dashboard. England: Department of Health. (2013). NHS Standards. England: Department of Health. (2014). NHS e- Strategy. Engalnd: Department of Health. (2014). Transparency. England: Department of Health. (2014). Five Year Forward Review. England, NHS England NOECPC. (2014). Overview of the Supplies Department at Doncaster & Bassetlaw Hospitals NHS Foundation Trust. NOECPC. 22