tendering requirements lnnm specification

The London NetworkFor Nurses and Midwives

Draft: The London Network for Nurses and Midwives

Marketing and AdministrationSpecificationAugust 2008

The London Network for Nurses and Midwives page 1

1. The purpose of this service specification

1.1. Purpose

The purpose of this service specification is to identify the necessary background knowledge and service information so that any potential organisation can develop a meaningful and robust bid to run this service on behalf of the London Network for Nurses and Midwives.

2. Period of Service 2.1. Period of Service

The content will run from 1 December 2008 for a period of 2 years and subject to compliance with the contract specification, satisfactory progress, quarterly performance reports and met objectives

There will be the opportunity to renew the contract for a further year subject to review.

3. Scope and Definition of the Service

3.1. Scope and Definition of the Service

The service will encompass the provision of training and networking events and all marketing and central administrative aspects, as defined in this specification, of the London Network for Nurses and Midwives.

The specification is detailed in Sections 9 and 10 but broadly the functions are as follows;

3.2. ResourcesThe provider will furnish the Network with the following resources;

Dedicated human resource A venue where regular meetings of the Strategic Management Board and Working Groups can be

held and occasional Network activities can also be accommodated.

3.3. MarketingThe provider will ensure the following marketing elements are provided;

Develop a strong branding strategy for the London Network for Nurses and Midwives. Identify opportunities for partnership branding between the Network and the provider. Develop the current web site. To actively encourage and support the working groups to develop publications. To expose working group members to networking and publication opportunities.


3.4. CommunicationThe provider will ensure that the following communication elements are provided;

Develop and implement a communication strategy that incorporates members and non members of the Network with the objectives of publicising the network and increasing involvement.

Develop and implement an information/consultation strategy aimed at nurses and midwives in relation to Healthcare for London.

Provide a networking event for members by hosting and facilitating a monthly evening event for Network members.

The provider will hold a live register of Network membership.

3.5. AdministrationThe provider will ensure that the following administrative elements are provided;

Provide a named contact point for all LNNM enquiries. Develop the link with Ealing PCT (currently the host organisation for Management Accounts but

this could change) and ensure prompt payment of invoices. The provider will act as secretary by organising and servicing the bi monthly Strategic

Management Board Meetings. Maintain communication and contact with the Network chair. Manage the nomination and election process of the Network chair. Provide secretarial support to the Network sub groups by the booking of venues and invitations to

members. Take minutes of working group and Strategic Management Board meetings and following approval

ensure they are distributed and placed on the web site. Facilitate workshops for working group members to scope their topic areas and develop work

plans and submissions for funding. Facilitate the setting of objectives for the Business Plan. To write the annual report for the London Network for Nurses and Midwives. Maintaining the web site and chat room function.

3.6. Education & Training To significantly strengthen the educational opportunities of the Network by;

Runninga development programme for working group chairs and members of the Strategic Management Board on “Strategic Influencing”.

Actively seeking educational opportunities with new provider partners that support the objectives of the Network.

4. Parties to the 4.1. Commissioner:


AgreementNetwork Chair and two further members of the Strategic Management Board

4.2. Provider:

TBC

5. Context 5.1. History

In 1999 the London Network for Nurses and Midwives was created as “The London Standing Conference for Nurses, Midwives and Health Visitors” by Dame Chris Beasley, Chief Nursing Officer for England, whilst in her role as Regional Nurse Director for London.

The main objective was to specifically bring nurses together across London so that they could share their challenges, experiences and innovations. This was achieved through the formation of working groups that could share their knowledge and experience at the first Standing Conference at Wembley in 2000.

The Network lay within the boundaries of the London Region but the Network was intentionally established as a separate body and not a work stream of the regional team. It was agreed that the Chair of the Network would rotate, by election, from the body of Nurse Directors across the capital. This would give autonomy and an opportunity to independently influence the nursing and health agenda across London.

Whilst there was variation in the outputs of the working groups these early years were extremely successful and the Network ran further conferences in 2001 (Wembley); 2002 (Wembley); 2003 (ExCel, Docklands). It was clear that through this cohesive and collective approach it was possible to influence the health agenda

In December 2003 the London Directors of Nursing created a Strategic Management Board for the Network and introduced four specific aims of the board; to pro actively share good practice initiatives; promotion of inter professional and multidisciplinary work; to reflect the diversity of the population and of service profiles in London; and to provide strategic leadership. The new Strategic Management Board had increased Director of Nursing membership and increased educational representation.

This further strengthened the Network and introduced a significantly wider group of individuals to the strategic work that also strengthened the governance of the London network by ensuring their was an accountability structure.


A further conference was held in 2004 (ExCel, Docklands) but it was clear at this time that the work of the sub groups was moving away from operational problem solving (such as the development of standard competencies) to strategic influence. It was decided not to hold a conference in 2005 but to focus the resources on the strategic work of the sub groups. This would also allow more of the funding to be spent on development work.

In February 2006 there were further changes to the Network. In order to introduce even more individuals to the strategic direction of the Network the Strategic Management Board membership was opened to each of the working group Chairs. Additionally, the name of the Network was changed from the “London Standing Conference for Nurses, Midwives and Health Visitors” to the current title of “The London Network for Nurses and Midwives”

A further conference was held in 2006 but in order to reflect the changing work this conference had a new emphasis. The 2006 event brought patients and professionals together in order to present the patients perspective of care and how the caring activity is perceived by patients.

5.2. The Present and The Future

The Network is currently composed of 14 working groups; Cancer Children Connecting for Health Critical Care Education End of Life Homelessness Learning Disability Long Term Conditions Mental Health Older People Peri-Operative Care Primary Care Sexual Health

In addition there are 6 working groups that have now closed; Benchmarking


Cardiac Clinical Practice Staffing Trauma Women’s Group

One group that has recently been proposed but yet to be established; Dental

Each group has a working group chair who is a member of the Strategic Management Board. Whilst there is variation across the working groups some groups continue to make a significant impact on initiatives that affect London citizens.

Some of the working groups have an agreed set of objectives and a work plan for the course of the year. Other groups meet and address initiatives as the group members bring issues to the table. Each working group is free to establish their own way of working. The principle is that the methodology has to work for the group members.

More recently the Network is looking at ways in which it can engage with the strategic direction of London healthcare and offer a formal and informal route for initiatives to engage a nursing voice. For example, Healthcare for London is developing new ways to improve the healthcare of Londoners over the next ten years and has actively approached the Network for membership representatives on some of the advisory groups. The Network Chair, currently Geraldine Walters, Director of Nursing at St George's Healthcare NHS Trust, is a member of the clinical reference group.

5.3. Membership

The membership is open to any commissioning or provider agency within the NHS, although the Independent Sector has also been exploring how they can engage in the Network and this is for further exploration in the near future, this NHS membership includes primary, secondary, tertiary and educational providers.

Membership is currently through an annual subscription to the Network. This then allows staff working within that member agency the opportunity to engage with the Network free of other charges. However, their time is often their own as some of the activities take place outside of working hours. The engagement of individuals is not strictly controlled and motivated nurses or midwives have been permitted to participate even if their parent organisation did not subscribe.


However, only four organisations across London failed to subscribe in 2006-2007. This year the Network is financial supported by some central funding and is not so dependent upon the subscription system.

5.4. Administrative Support

The subscription has financed the work of the sub groups and the salary of a Network Co-ordinator. The Network co-ordinator has provided some administrative support. This post is currently filled by an interim co-ordinator who is not a substantive employee of the Network.

6. Objectives 6.1. London Network for Nurses and Midwives Overarching Objectives

The current objectives were agreed in 2003; To provide an authoritative voice on nursing and healthcare issues in London To influence and inform health policy in London To identify, support and promote best practice

These objectives remain current but an emerging objective for the Network that has not yet been formally recorded is to assist the Clinical Leads and Working Group Chairs, that are associated with “Healthcare for London”, to access the views of frontline nursing and midwifery staff and utilise personal networks of the working group members.

6.2. Working Groups

Many of the Network’s Working Groups have identified their own objectives and work plans.

7. Functional Components

7.1. Functional Components

There are four functional components to the Network.

Function Component Specific FunctionsStrategic Management Board

Strategic Direction of the Network; Financial Resource Allocation; Nomination of Network Chair; Link to NHS London and Professional networks.

Working Groups Advancing clinical care; influencing strategic work across London; improving patient experience.

Corporate Branding; Marketing; Membership; Communication; The London Network for Nurses and Midwives page 7

Administrative; Publication; Event Management.Education and Training Development, Awareness Raising, Education.

8. Outcomes 8.1. Outcomes

There are no specific outcomes identified by the Strategic Management Board for the London network but many of the working groups have identified their own outcomes for 2007-2008. The provider will facilitate the development of objectives as part of the annual report and business plan.

9. Service Outline (Communication, Marketing and Administrative)

9.1. Service Provision

As outlined above (in section 3) and detailed below the provider will support the London Network in the corporate function and with the following specific aspects.

9.2. Human ResourceA dedicated human resource is required in order provide the Network members with a single point of contact. The provider will decide the specification for the post holder and the salary band but the resource will need to provide a wide range of services for the Network which include secretarial functions and marketing functions. The provider may wish to separate these into a range of posts at a range of grades. Or alternatively, the provider may wish to house some aspects within their own in-house services. If so, there must be a dedicated contact person who can easily be identified as the administrator/co-coordinator of the Network.

9.3. VenueThe provider will be able to accommodate a range of events at their own headquarters or similar venue for the Network meetings and working group meetings. The demands on venue are not too onerous as none of the working groups meet more than monthly, unless planning for an event, and in many cases less frequently. The largest meeting is the Strategic Management Board which could require a venue for up to 30 individuals. The venue will need to be able to accommodate meetings that could be held after normal working hours but no later than 21.00hrs and not at weekends.

9.4. Branding StrategyThe current Network branding needs further development but needs to be within the boundaries of the NHS brand. However, there needs to be a single set of images and words that are associated with the Network and the provider will help identify these.


The provider may wish to incorporate the branding strategy within a marketing strategy but it will need to be clear how the brand will dovetail and assist the Network in achieving the objectives.

9.5. Partnership BrandingThe Network is keen, when appropriate, to explore the potential of joint branding with the provider. Particularly when holding scoping events across London. However, both brands will need to retain their distinct identity and this should be outlined within the branding strategy.

9.6. Development of the Web SiteThe current web site was developed on the Networks behalf by a former Strategic Health Authority and the facilitation of the web site has been subsequently hosted by a single individual. The web site has become tired and many areas are out of date.

The provider will re-launch the web site with a fresh up to date appearance that remains within the boundaries of the NHS branding. The provider will explore the possibility of providing a chat room, within the site, that members and non members can utilise for asking and answering questions.

9.7. Supporting the Working Groups in Developing publicationsSome of the working groups have already published guidance or reports that have been published under the London network for Nurses branding. The provider will support the Network Working Group Chairs with work where the eventual aim is publication. This support may include mentoring such individuals and copywriting.

9.8. Exposing Members to Networking and Publication OpportunitiesThe provider will seek opportunities for the London Network to become involved in Networking events and in conjunction with the Network Chair in identifying and supporting suitable members to present at such events.

9.9. Developing a Communication StrategyThe provider will develop and implement a communication strategy that allows the Network to communicate with the individual members and with the contacts within member organisations (Directors of Nursing/Educationalists). Whilst the web site will be key there will be the need to sustain a paper based method, for example a newsletter, for the member organisations.

9.10. Develop an Information/Consultation Strategy in Relation to Healthcare for London.Healthcare for London is an exciting opportunity for the Network to become the “voice” of nursing when consulting on strategic health issues across London. The provider will ensure the opportunity is captured and will explore ways of becoming involved in similar work with the main London wide organisations, for example the


Mayors Office, and also for National organisations undertaking London work.

Web site for Healthcare for London; http://www.healthcareforlondon.nhs.uk/

9.11. Facilitate Networking by Hosting a Monthly Event for Network MembersThe provider will facilitate a monthly meeting for Network members. The provider will decide the shape and circumstance but the event will provide an opportunity for Network members to share ideas and experiences. The event can be social, academic, discussion or an alternative but it must serve to bring members together and incorporate Healthcare for London as a core theme related to all discussions and work.

9.12. The Provider Will Hold a Live Register of Network Membership.The provider will hold the following live registers of names, substantive role, contact details (telephone and E-mail);

Strategic Management Board Members Network Working Group Members Contacts at Member organisations (Directors of Nursing/Educationalists)

9.13. Provide a Named Contact Point for Network EnquiriesWhist the provider may divide the various functions of the service the provider will need to retain a single point of contact for enquiries from 09.00hrs to 17.00hrs Monday to Friday excluding Bank Holiday and Statutory Days.

9.14. Develop the link with the Organisation with Responsibility for Financial management.Ealing PCT currently acts as the agent that manages the Networks financial accounts. This is overseen by Ealing PCTs Director of Nursing but the provider will need to ensure that invoices are processed through the Network systems within 4 weeks.

Whilst the detailed accounts are held at the host PCT the provider will need to maintain an overview of financial expenditure of the finances awarded to working groups in order to ensure groups do not spend above their allocation.

9.15. Organising and Servicing the Two Monthly Strategic Management Board Meetings.The provider will need to organise the Strategic Management Board Meetings by compiling the Agenda in conjunction with the Network Chair. The provider will also need to circulate agenda items and papers to the Board Members at least 10 days prior to the meeting. The provider will need to undertake a record of the meeting and have these approved by the Network Chair prior to circulation and publication on the web site.


http://www.healthcareforlondon.nhs.uk/

9.16. Maintain Communication and Contact With the Network Chair.The opportunities identified within this service specification for contact between provider and Network Chair are not exhaustive. The provider will need to maintain regular contact with the Network Chair on all issues of importance. This should be undertaken via prior arranged telephone calls or occasional face to face meetings.

9.17. Manage the Nomination and Election Process of the Network Chair.The provider will manage the election process of the network Chair. This is an annual cycle.

9.18. Secretarial Support to the Network Working Groups.The provider will support the work of the working groups by booking and communicating the venue to members and issuing electronic invitations to the working group members.

9.19. Minute TakingThe provider will ensure that the activity and discussions of the Network Working Groups is documented and posted on the web site. This would ordinarily be through the taking of minutes but could also be through other means depending upon the available technology (digital media) or event (e.g. meeting Vs conference)

9.20. Facilitate the setting of objectives for the Business Plan.The provider will, in conjunction with the Network Chair, facilitate the setting of objectives with the members of the Strategic Management Board.

.9.21. To write the Annual ReportThe provider will compile a short annual report outlining the activities of the Network over the past year.

9.22. Maintaining the Web SiteThe provider will ensure that the web site is up to date and that information is posted within 2 weeks of submission and that items raised within the chat room are forwarded to the appropriate working group chair within 24 hrs and that their response is posted within a further 24hrs of return.

9.23. Support the Working Groups in Identifying Work PlansThe provider will support the individual working group chairs in the identification of realistic objectives and the development of a work plan.

9.24. Identifying New Work Streams for the NetworkThe provider will advise the Strategic Management Board of any new opportunities for work stream development.


9.25. Accessing Skills and ExpertiseIf the provider already has expertise in healthcare there should be an identified mechanism that allows for expertise within the Network and the Provider to share knowledge/experience/skills.

10. Service Outline (Educational and Developmental )

10.1. Facilitate Workshops for Working Group Members The provider will facilitate workshops for Working Group members when the team are building up to an event. This could include a conference or presentation.

10.2. To run a development programme on “Strategic Influencing”.The provider will develop an innovative development programme on Strategic Influencing” that is aimed at Members of the Strategic Management Board. However, there may be times when the Network Chair identifies other individuals who may benefit from attending the programme. The programme can be within the confines of blended learning (in particular E-learning or self directed learning) but must include at least 40% of the programme where the participants are brought together. The programme should carry the joint branding of the Network and the Provider.

Outcomes to the programme must be agreed with the Network Chair and the programme must demonstrate evidence of evolution dependent upon evaluation and current thinking.

10.3. Encouraging New Educational Partnerships If the provider organisation does not have the specific expertise the provider will seek new partnership arrangements when addressing the educational and development needs of the Network.

10.4. Facilitate a Programme of Action Learning SetsThe contract incorporates the financial provision for a series of Action Learning sets (£10,000) for groups of individuals or working group members identified by the Network Chair. This should be a minimum of six learning sets per year and includes advertising (or communication), facilitation and administrative costs.

The Action Learning sets are to be broadly run in themes that match the priorities of Healthcare for London and are to be developed in conjunction with the Network Chair.

10.5. Buddying and MentoringFacilitate the occasional mentoring or buddying of Network members (as identified by the Network Chair) who are working on projects within the scope of Healthcare for London who may need additional professional or coaching support.


10.6. Energizing and MotivatingThe provider will ensure that opportunities for ensuring maximum engagement are obtained. Remembering that the majority of time within the Network activities are in the participants own time the provider will maintin moptivation of participants through their own performance but also by seeking out other opportunities for motivation. For example, seeking opportunities for members to be nominated for awards or recognised by senior officials within the field.

11. Budget & Finance

11.1. Budget and FinanceThe term of this contract would be the partial year of 2008-2009 plus two full further years.

The 2008-2009 budget for the administration and marketing systems is £90,000 per annum pro rata.The 2008-2009 budget for the administration and marketing systems is £90,000 per annum + 4% inflationThe 2009-2010 budget for the administration and marketing systems is £93,600 per annum + 4% inflation

An additional £10,000 is available for the facilitation of the Action Learning Sets 11.2. CostsThe funding covers the following;

All human resource costs and their associated employment costs (employer contributions) Computer hardware or software necessary to undertake the service Re-launch of web site and associated maintenance, hosting and management. Room hire charges (excluding refreshment costs) Office stationary

12. Governance 12.1. Standards

The provider must comply with all employment legislation. The provider must be experienced in contributing to healthcare strategy. The provider must be able to offer leadership and development to employees. The provider must follow appropriate DH advice and guidance (for example, use of DH logo). The provider must have monthly update/report meetings (may be telephone) with the Network

Chair.

12.2. Accountability


Individual Any provider employees are accountable to the provider for their performance. Planned absence

is to be approved by the Provider in consultation with the Network Chair and unplanned absence is to be reported by the individuals to the provider.

Service The marketing and administration aspects of the service are accountable to the Network Chair. The financial aspects of the service are accountable to the Network Chair and Director of Nursing

at the host PC. Service objectives are to be agreed jointly with the provider and Network Chair.

13. Performance Management

13.1. Monthly reporting

Will be verbally to the Network Chair.

13.2. Quarterly Reporting

A quarterly report will be agreed by the Network Chair and tabled at a Strategic Management Board which will include a report on the following minimum;

Progress of the web site. This could include the number of hits or the development and changes. Progress against branding/communication and marketing strategy. Support work undertaken (ie. Publications). Outcomes of the development programme Workshop facilitation. Updated membership lists.

14. Standards & Quality

14.1. Service Standards

Contact The provider will ensure that there is a named contact person. The provider will ensure that there

is cover for leave and other absence between 10.00 and 16.00 on week days. Not including public or statutory holidays.

Documentation and Confidentiality Maintain accurate written records of all formal meetings marked by a set agenda.


Maintain storage of records in a suitable secure environment. The provider is not to maintain records that could specifically identify a patient (for example

working group discussion of a case study). All freedom of information requests must be alerted to the Network Chair.

Customer Care Uphold the standards of customer care as expected by the NHS. The provider will ensure that all E-mail enquiries are acknowledged within 24hrs (working time).

Managerial The provider must ensure that staff either possess, or are enabled to obtain the skills and

knowledge required to meet the needs of the role. The Service Provider must have processes and procedures that ensure that the service is efficient

and the service given is of a high standard The Service Provider will have structure and procedures that will ensure that the resources are

effectively utilised and services are provided at the agreed level throughout the term of the contract

15. Short listing Criteria

15.1. Criteria Provider must be able to offer service within financial envelope Provider must have a high profile within the Capital for shaping healthcare policy. Provider must be an established London brand that is recognised within the nursing workforce and

a track record in nursing leadership Provider must have an agreed strategy/objectives/business plan that is compatible with the work

of the London Network for Nurses and Midwives. Provider must be financially stable. Provider must have London headquarters (or significant office function). Provider must be able to provide sufficient venue capacity for meetings.


tendering requirements lnnm specification

Health & Medicine

dedicated human resource

strategic management board

action learning sets

working group chairs

named contact point

working group chair

working group members

current web site