Nhs Standard Contract Template Alliance Agreement
Alliance contracts tend to be longer-term and more strategic, as it is recognized that achieving strategic changes in all organizations requires a long-term partnership, and this is exactly what alliance agreements are designed to support. We`d like to add more answers so you have the information you need when planning commissioning and procurement innovations. If your question is not below, please contact us. We will respond directly to you and can update this page. The prime contractor is responsible for designing a delivery model and patient journey that most effectively meets the terms of the contract. It uses the terms of subcontracts to stimulate the necessary behaviors and services that it would like to see from other providers and to create incentives. The document “Commissioning and Procurement for Integrated Care” contains more information on the prime contractor model and two case studies describing how it is used in Staffordshire and Bedfordshire. The NHS standard contract can be used for many innovative contract models, especially because the 2014/15 version allows for more flexibility than before in terms of contract duration and price. At present, however, it is not permitted to award a single cross-cutting contract to a number of suppliers (see Main Feature 1). If you have any questions about the standard nhs contract, send an email to: nhscb.contractshelp@nhs.net We can help you clarify what you want to achieve and explore the best ways to achieve it through an options assessment. If it is decided that an alliance contract is the best way, we can help you determine it as soon as possible while ensuring due process is followed.
An alliance may resemble an informal joint venture or consortia where no new legal entity is formed. A joint venture is often, but not always, supplier-driven. An alliance contract is led by the commissioner and the commissioner is part of the alliance and shares the risk. When developing an alliance, the parties should consider the optimal level for the contract and its geographical coverage in order to maximize benefits and minimize complexity where possible. Each organization must then give an opinion on the alliances and contracts that deserve their participation. Allianz relies on a high level of trust in its relationships. The members lead the alliance jointly through a board of directors with an agreed mandate. Many Clinical Order Picking Groups (CCGs) are starting to think about how they could use their commissioning and contracting tools to encourage suppliers to work together in different ways.
There is a lot of interest and activity for new forms of contract, and a number of models are developing in different ways and with different terminology. An abbreviated form of the current schedule is presented below. The complete form with the categories of contractual services can be downloaded. The calendar is updated monthly after DCB meetings and approval of new collections. The Commissioning and Procurement for Integrated Procurement document focuses on three contract vehicles used by Commissioners to provide integrated services. These frameworks are summarized below. If the treaty has relatively little value, it is more likely that the Commissioner will want to keep the agreements as simple as possible and may not want to invest too much time in changing governance and building new relationships and mistrust. A shorter contract carries a higher risk for suppliers (losing the contract in the short term) and therefore forces them to increase the cost of all the investments they need to make in the buildings and equipment needed to provide the services over a shorter period of time. If one of your goals is to ensure better value for money and see fixed costs removed from your local health and social economy, a longer-term contract provides the security to enable providers to do so by investing in new technologies and modifying their staffing facilities. There is some interesting research on alignment in health alliances that highlights the key characteristics of alliances that have successfully aligned effectively: credibility and leadership stability; trust; and proactive communication approaches are critical to success.
The main issues that Commissioners and suppliers need to consider when developing an NHS Alliance model contract are: Various innovative contract models are being tested in the NHS, most often the prime contractor/main supplier model, which many are now familiar with, as well as the integrated hub model. An alliance designed to achieve the strategic objectives deemed necessary by commissioners for their local communities is more likely to withstand changes in national policy and policy and reduced funding. In our experience, there are sufficient requests from grant-funded organizations, local authorities, CCGs and government departments for the use of alliance contracts. The value of contracts ranges from £100,000 to hundreds of millions. In a prime contractor model, CCG enters into contracts with a single organization (or consortium), which then contracts individual suppliers to provide maintenance contracts. CCG retains overall responsibility for the services ordered, while the prime contractor holds each of the subcontractors individually accountable. Note that naming templates at the beginning of a new procurement project can be distracting and unnecessary. It is more important to focus on the ambitions behind the desired transformation and how they can be integrated into the terms of the contract. A network of alliances could potentially be very powerful and allow a strong cross-fertilization with a rapid diffusion of innovation. If the alliance is set up with existing suppliers because the decision has been made that they are best able to achieve your goals, you should always review the alignment. As with building trust, be honest about alignment and even more so about misalignments.
Our strength in the areas of health and social services lies in inter-organizational and partnership-based dialogues, which are often separated from contractual and commercial agreements. Alliance Contracting brings them together. The overall agreement can be a legally binding agreement or a non-legally binding letter of intent or charter, although a legally binding agreement would add complexity. To work across the necessary order to determine performance and business framework, we adapt the business alignment workshops used in the development of alliance agreements in other sectors. During a 2-day workshop followed by a one-day “wash”, the entire business package can be negotiated by the Alliance`s management team. This minimizes the need for time at the management level and shortens a long negotiation phase. In a treaty of alliance, there is a provision on the treatment of “intentional omission.” This separates poor performance, even if you do your best, from conscious action. In these circumstances, the supplier who proves intentional misconduct may be excluded.
But what contractual models should commissioners and providers introduce to implement these new models of care? Once established, the Alliance can take into account the dual role of Commissioners. Alliance contracts in other sectors often involve “internal teams” of commissioners in the same way that general practitioners and social services can be considered “internal teams”. The concept of the dual role of the owner (commissioner) as a client and the owner (commissioner) as a participant in the alliance is well established. Governance regulations and treaties clearly describe this. Perhaps most interestingly, there are also alliance agreements. In this article, we explore what alliance contracts are and how they can be used in the NHS to help organisations work together to improve patient outcomes. Alliance Contracting is a contractual structure in which several organizations, both commissioners and suppliers, agree to work together to provide agreed services. The impact of exclusion on other members of the Alliance should be assessed. The other members of the Alliance`s management team would meet urgently to agree on the best course of action: termination, maintenance without the skills or capabilities provided by the supplier, or seeking another supplier member. The advantage of maintaining dispute resolution within the alliance is that it requires all parties to keep a perspective on the dispute (as settlement would be a serious step) and get people to come up with creative solutions and discuss them.
Similar to the prime contractor model, a primary provider would typically receive a capped budget to provide all of the care services specified in the contract. The primary supplier would also use this budget to “purchase” additional services (through subcontracting) that it cannot provide directly. Note that suppliers have other disclosure obligations under the NHS Standard Contract, including the need to comply with all NHS Information Standards Notices (ISIs) accordingly. .