BP Newspaper Issue 8 v5 1-31 (lores) Aug. 2015 | Page 16

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Be clear about the options
for picking up work.
Make sure you understand the rules
about tendering, the phases (what
does EOI, PQQ, ITN and ITT mean to
you?) and if you’re going to be
providing services to practices then
they need to realise they will have to
pay for those – albeit there should be
efficiency gains. Their initial
contribution to set-up the legal entity
will not support the provision of much
in the way of free practice support.

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Don’t underestimate the
hurdles to be crossed before
you can start to run services.
Make sure you’ve got your
accreditation with appropriate
authorities / certification with the CQC
and other regulators / medical
insurance / information governance
and registration with HSCIC and the IT
interoperability you’ll need to report
on the contract to commissioners.
Your policies and procedures need to
be in place and activated throughout
the organisation and your clinical and
corporate governance needs to be
sound (including appropriate quality
controls of subcontractors).

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Join the conversation

@bestpracticeshow

Do you need to consider
alliances or partnerships?

6
Work up your business plan.
Be realistic – a new entity is not likely to
bag a £10m/year turnover contract.
New guidance suggests that you
cannot get through a pre-qualification
questionnaire for a contract greater in
value than about 1.5 times your annual
turnover. Your business plan and the
action plan and budgeting that falls out
of it is your basic planning tool.

Build friendly relationships with other
providers – you never know when you
might need them! Business is generally
done (especially in the NHS) through
relationship; a hard-edged competitive
aggressive approach doesn’t win
friends. It does influence people – but
not in the way you would have wanted.
Understand your commissioners’
issues and try to work collaboratively
with them to meet their needs as well
as your own – consensus with a win:win
is stronger than a quick win at the
expense of making an enemy.

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Think team / task / individual.

Understand the market place.
With the publication of the 5 year
forward view (5YFV) and the subsequent
guidance, federations need to engineer
their position within their own health
economy. What’s the relationship to
Multispecialty Community Providers, to
Community Trusts and others within
what will become a fast moving
development agenda in the next two
years and beyond.

Who’s going to be working in the
federation and what’s it going to feel
like for them? Will it be a happy and
productive place to work and is there
opportunity for personal progression
and recognition. Good leadership and
communication is key and loss of
focus on any one of these three key
ingredients will jeopardise the success
of the whole. Emotional intelligence
with its perceptiveness and sensitivity
matched by determination and
passion to achieve excellence for
patients and customers are
fundamental features of leadership.

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