Journal of Perioperative Practice
PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
01423 881300 www.afpp.org.uk
Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
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TO ADVERTISE IN FUTURE ISSUES OF THE PROCUREMENT GUIDE PLEASE CONTACT Account Manager
FRANCES MURPHY +44 (0) 121 200 7820 –––––
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Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
Contents
Welcome to your September Guide 05
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Inside clinical procurement – what you didn’t know
Major fund for British medical breakthroughs now openx
Event gives insight into new NHS procurement strategies
Using technology to improve product selection
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Top tips for new CCG leaders
Journal of Perioperative Practice Procurement Guide information In print within the AfPP Journal of Perioperative Practice covering national AfPP members, but also with a dedicated print and e-distribution to supplies and purchasing managers. Key Sectors: NHS Supply Chain, Independent Hospitals, Higher Education. Medical Device Companies. Published 6 times a year we will focus on procurement issues in every edition as well as specialist subjects which for the following year include:
November 2012 Urological surgery based items. Renal surgery based items. Safety. Wound Management. Procurement. January 2013 Recovery / Patient Warming. Procurement.
Contact Information: Advertising, Sponsorship & Partner Packages. Frances Murphy Account Manager Open Box M&C T: 0121 200 7820 E: francesmurphy60@yahoo.com Editorial Chris Wiles Head of Publishing / Editorial AfPP T: 01423 882950 E: chris.wiles@afpp.org.uk
PR & press material. All press releases welcome and we will feature as many as we can in each issue, all press releases need to be submitted to: Frances Murphy Account Manager Open Box M&C T: 0121 200 7820 E: francesmurphy60@yahoo.com
Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
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Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
Consumables
Inside clinical procurement – what you didn’t know David Pierpoint, Clinical Trading Director at NHS Supply Chain has over twenty years experience in supply chain and logistics having worked for some of the largest global retailers in a variety of senior procurement roles. Here, David explains why NHS Supply Chain’s 200 strong procurement specialists are a cut above the rest. Why is the role of NHS Supply Chain important for the NHS agenda? Originally NHS Supply Chain was set up to do two things; put compliant procurement frameworks in place for NHS trusts and to deliver efficiencies through logistical and supply chain expertise. We have committed to delivering £1 billion of savings back to the NHS over the ten years of our contract. We also work closely with the Department of Health (DH), on all aspects of the QIPP agenda, particularly in helping trusts to deliver the £1.2 billion in savings of the £20 billion target which must come from procurement by 2014/15. I also sit on the QIPP Orthopaedic Procurement Panel which entails working very closely with the DH, to deliver these savings. What are the benefits of the improved procurement practices that NHS Supply Chain has implemented for the NHS? NHS Supply Chain has the
broadest range of frameworks and contracts available enabling NHS trusts to buy exactly what they need. We utilise commercial levers within our frameworks to deliver savings back to the NHS whether its through our Alternative Product Opportunities programme, bulk buys or eAuctions. We have the tools available to enable us to work with suppliers to consolidate the supply chain and pass the generated savings back on to the NHS. What would you say to a competitor who says that NHS Supply Chain can’t be experts in procurement for niche/specialist products because we provide such a broad range of supplies – one cap surely can’t fit all? I would challenge anyone who tables this notion. We have a fantastic group of over 200 procurement professionals with a wide range of industry experience from across the private and public sector. We don’t just recruit procurement people; we recruit
procurement specialists with significant product knowledge and expertise. This enables them to work with clinicians and heads of procurement to determine their needs and deliver savings, especially in our high end clinical area. Can you name a few things that set your procurement teams apart from everyone else? Their product and market knowledge and their clinical engagement capability to really understand the needs and requirements of the NHS to drive best value. Who decides which procurement method is best for a trust? Our role is to provide guidance for trusts and remain impartial. We don’t make product
We utilise commercial levers to deliver savings back to the NHS whether its through our Alternative Product Opportunities programme, bulk buys or eAuctions. We have the tools available to enable us to work to consolidate the supply chain and pass the savings back to the NHS.
Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
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Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
recommendations. Our customer engagement teams work with trusts to understand what their requirements are and provide information on the range of products and services we can offer that will enable them to deliver effective patient care and achieve their savings targets. Trusts can buy with the reassurance that they are getting the products they want, at the best prices that have been derived through a fully compliant source. How do we get our theatres staff involved in the decision making process? Task forces are a really important path for our business as they help us to understand our customer’s requirements and ensure independent tender evaluation specifications. Through our specialist procurement teams and investment in our Theatres Nursing Advisors (TNAs), we work very
Consumables Task forces are a really important path for our business as they help us to understand our customer’s requirements and ensure independent tender evaluation specifications.
closely with heads of procurement, clinicians, surgeons and theatre managers to understand their product requirements.
Association of British Healthcare Industries (ABHI) to really drive a change in behaviour in terms of quality, ethics and sustainability.
Our Accelerated Theatre Excellence (ATE) programme is designed to drive accelerated savings largely for high end clinical products. We provide resource in individual trusts to target their needs and work with clinicians to process savings at an accelerated rate compared to what trusts would be able to achieve on their own.
We have also worked very closely with the Sustainability team at the DH, This has helped us to understand the market needs and requirements and ensure that the policies that we implement will give trusts the assurance that they can buy from us with confidence. As Trading Director what do you like most about your job?
Tom Brophy has been working very closely with NHS Supply Chain over the past year, with the surgical instruments team. Would you like to see NHS Supply Chain develop more connections with other specialists?
Yes I’m a director at NHS Supply Chain but I’m also a tax payer. The NHS is important to me as it is for everybody else, I’ve used it as have my family and I’m sure I will need to use it more as I get older!
NHS Supply Chain wants to take a leading role in not just the quality agenda but also the ethical and sustainability agendas. As such we are working with industry experts as well as industry and trade bodies such as the
So having a sustainable NHS is really important to me. Through my role at NHS Supply Chain, I want to ensure that the savings that we can deliver into the NHS has a direct impact on the success that we can help deliver.
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Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
Innovation
Major fund for British medical breakthroughs now open A £180 million government scheme that will provide grant funding for innovative small and medium sized enterprises (SMEs) and academics to develop solutions to healthcare challenges is now open to applications. The Biomedical Catalyst is a key element of the Strategy for Life Sciences and was launched by the Prime Minister in December last year. It will see the Medical Research Council (MRC) and the Technology Strategy Board (TSB) working together to take the best British medical breakthroughs through to commercial success. The Biomedical Catalyst will be open to SMEs and academics. It will accept promising ideas
from sectors or disciplines that demonstrate the potential to provide significant positive healthcare and economic impact. It will support the development of innovative technologies emerging from partnerships between clinicians, academics and industry. Three categories of grant awards will be available through the Biomedical Catalyst scheme – feasibility, early stage and late
Individual grants to businesses will range from a maximum of £150,000 for feasibility awards to £3 million for early and late stage awards. Support through the Biomedical Catalyst scheme will be available for projects coming from sectors or disciplines that are aimed at addressing healthcare challenges. Projects could focus on, for example, stratified therapy development, regenerative medicine, diagnostics, eHealth and mHealth solutions, enabling medical technologies and devices. The programme will seek to support those opportunities which demonstrate the highest scientific and commercial potential, irrespective of medical area.
stage. Any SME or academic undertaking research and development, either individually or working in collaboration, may apply and applications will be accepted at any time. Individual grants to businesses will range from a maximum of £150,000 for feasibility awards to £3 million for early and late stage awards. Support through the Biomedical Catalyst scheme will be available for projects coming from sectors or disciplines that are aimed at addressing healthcare challenges. Projects could focus on, for example, stratified therapy development, regenerative medicine, diagnostics, eHealth and mHealth solutions, enabling medical technologies and devices. The programme will seek to support those opportunities which demonstrate the highest scientific and commercial potential, irrespective of medical area. Key features of feasibility award: • Projects can last from 3 to 12 months • The maximum grant available is £150k • Projects will be funded at 75% of total eligible project costs. Key features of early-stage award • Projects can last from 1 to 3 years • The maximum grant available is £2.4m • The minimum project size is £250k • Projects will be funded at up to 50% of total eligible project costs Key features of late-stage award • Projects can last from 1 to 3 years • The maximum grant available is £2.4m • The minimum project size is £250k • Projects will be funded at up to 50% of total eligible project costs For more information on the Biomedical Catalyst, contact Medilink Yorkshire & Humber’s Managing Director, Kevin Kiely at k.j.kiely@medilink.co.uk
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Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
Innovation
Event gives insight into new NHS procurement strategies An exploration into how businesses can make the most of innovation and procurement strategies in the NHS took place at a recent event in Leeds.
Jointly organised by Medilink and Medipex and hosted by the Leeds office of international law firm Eversheds, the one-day event, ‘Have your say –new innovation and procurement strategies for the NHS’, was attended by 40 healthcare companies, and focused on the Department of Health’s (DH) major review of the current NHS innovation and procurement system. Speakers included Miles Ayling, Director of Innovation and Service Improvement at the DH, who spoke on the potential power of innovation in the NHS
and David Pierpoint, Director of Trading for NHS SupplyChain, talked about the future roles of procurement intermediaries. David Newton, Clinical procurement matron, Nottingham University Hospitals NHS Trust, also spoke at the event. The event afforded the opportunity for in depth discussions on the challenges facing small and medium enterprises (SMEs), who are currently both innovating and selling into the NHS. Companies were then provided with a platform to feedback to the DH about their ideas to improve the new system.
Giles Proffitt, Product Innovation & Operations Manager of Medilink Yorkshire & Humber, said: ‘I think businesses who attended this session have a much better understanding of the new strategies and how they may affect them and their competition. They are now in a stronger position to make the most this new framework’. This event followed on from the successful ‘Funding for Innovation’ event, where more than 75 delegates heard about current funding streams for innovation in the healthcare sector.
Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
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Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
Innovation
Using technology to improve product selection In a relatively short space of time the internet has become an integral part of our lives providing instant access to information. Whether you’re looking to buy household appliances, book a holiday or weigh-up the difference between a good and bad hotel, you now have instant access to all the information you need through the internet. In an area that has historically lacked transparency, Peto is making access to medical supplier and product information just as straightforward through Peto Marketplace (www.peto.co.uk). It wasn’t too long ago that buying a television was a drawn out affair. It had to be planned like a military operation, packing the family into a car to spend a day traipsing up and down the local high street. Five hours later, with screaming kids and tired feet you’d be no clearer on which television met your requirements or which presented best value. There simply wasn’t an easy way to compare them. Eventually, you simply went with the salesperson that didn’t annoy you and then lived with the consequences.
its supplier(s). Combine this with price comparison and you’re able to confidently make best value decisions. And that got us thinking... Why isn’t there a simple tool that provides access to the same rich information but for clinical products - helping you find the right product at best value?
Spring forward to today and the internet has changed everything.
The clinical products sector is one of continuous development. It’s a fast-paced market where access to the right information can dramatically improve patients’ lives, reduce risk and deliver better value.
You can easily find and compare most household appliances at the click of a button. User reviews help you determine the quality of a product and reputation of
New products flood the market making it time consuming to stay abreast of the latest developments and find the right product - never mind the day job!
There’s also a vast array of existing transformational products that fail to get adopted by hospitals. Talk to the team at NTAC(1) (the NHS Technology Adoption Centre) to appreciate how many innovative technologies are out there, providing significant improvements on patient outcomes and cost, yet struggling to get adopted. Unless you hear about the product or supplier from a colleague or sales rep, they tend to go unnoticed. Wouldn’t it be good if you had a single place to go for all your product and supplier information? A place you could: • search for products like you do at home • find and compare alternative products and suppliers • stay abreast of product news and innovation • read and write product and supplier reviews • hold conversations with colleagues / peers in secure forums Well now you can with Peto. Peto is the information portal where the NHS goes for supplier and product information. Launched in January this year, we now have over 220 NHS trusts registered on our site, 1,500+ suppliers supplying over ¼ million products to view - and growing daily. We’re now working closely with clinicians, nurses, procurement and management to open up other markets so that the NHS
can benefit from open access to information. Soon we will be launching another Peto product - a ‘Dressings selection tool’ that we’ve developed through working with Tissue Viability Nurses and trust Procurement teams. This tool will give you all the information you need to establish what wound care products are available in the market, along with indicative costs. It links various data sources so you can also understand what products are best for different wound types and sort the results by the properties of the product. It will be available to NHS staff registered on Peto soon. And the best bit - Peto is FREE to NHS staff. There’s no complicated set up , no contracts to agree and no authorisation needed. Simply register and start using today, whether at home, on the move or in the hospital. All you need is a web browser. Peto was developed for the NHS. To continually evolve with your needs it’s vital we hear your feedback - whether you’ve used the site for a while or are a new joiner. In particular we’d like to hear what additional suppliers and products you’d like to see on the site and any improvements you’d like us to consider. If you’d like to hear more about Peto, please contact us. You can register for FREE on the site now using the link below. Contact tel: 0207 297 2197 URL: www.peto.co.uk (1) NTAC - http://www.ntac.nhs. uk/HowToWhyToGuides/How-toWhy-to-Guides.aspx
Journal of Perioperative Practice PROCUREMENT GUIDE September 2012 Volume 01 Issue 04 www.afpp.org.uk
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News
Top tips for new CCG leaders Your locality is unique – think about the nature of your CCG and how it should drive the way in which you need to operate to be most effective. Clarify your roles – especially if you have a clinical chair and a clinical accountable officer. Be clear on who does what and how you will make sure others around you know how your roles are differentiated. Engage all CCG members as quickly and as actively as possible. Know your strengths and weaknesses as a leader and consciously broaden and adapt your leadership behaviour as often as you can to the specific circumstances that you face. Work with your team to actively and consciously build the culture that you want – express the norms of behaviour that you will both expect and stick to.
Understand fully the governance processes you need and your role in them. Build trust and transparency at every opportunity with stakeholders and the public in order to signal a new local way of doing things. Relish the diversity you see in the system around you and which you can create in all the people you engage in the work of the CCG – this element will keep you unique and connected to the ‘eco-system’ in which you are swimming. This is an extract from an article ‘Go fishing for the best variety of CCG for you’ by Phil Kenmore, director of public sector consulting at Hay Group, published in Health Service Journal, 2 August 2012.
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The Association for Perioperative Practice is a registered charity (number 1118444) and a company limited by guarantee, registered in England (number 6035633). AfPP Ltd is its wholly owned subsidiary company, registered in England (number 3102102). The registered office for both companies is Daisy Ayris House, 42 Freemans Way, Harrogate, HG3 1DH.