Business Analysis and Planning: NHS Care Service Tender Report

This report provides a business analysis and planning overview of an NHS care service tender for the City of London borough. It begins with an introduction to business analysis and its application in the context of the NHS, focusing on integrated working. The report details assumptions about the demand for care services, contractual obligations, and data collection methods. It explores the average weekly costs for low, medium, and high support services, including a breakdown of consultancy project stages and associated costs. Additionally, the report presents a yearly budget and projected income and expenditure for a three-year period. The report concludes by outlining requirements for engaging with service users and wider stakeholders, emphasizing the importance of effective planning and research to achieve business objectives. The report also describes the roles and responsibilities of various care support staff within the NHS framework.

Business Analysis
and Planning

Contents
INTRODUCTION.........................................................................................................................3
MAIN BODY..................................................................................................................................3
Assumptions of the demand for services and policy issues are concerning meeting the needs of
the specific service area/users:.....................................................................................................3
Average weekly cost to deliver low, medium or high support services:.....................................5
Explore a yearly budget and a projected income and expenditure (Budget) for three years:....11
Requirement as to evidence how winning organization will engage with service users and
wider stakeholders:....................................................................................................................13

INTRODUCTION
Business analysis is defined as discipline that focuses on determining business needs,
analyzing them, as well as coming up with solutions to different business issues. This method
can also be described as a series of strategies and tasks that serve as a gateway to clients,
assisting them in comprehending the company's core function, as well as its operations and
policies. It is critical to describe a spectrum as a full and explicit statement. This reach would be
the core idea heading forward, aiding the team in comprehending and realizing the business's
requirements. It's vital to know that perhaps the scope isn't an action plan; rather, it's a roadmap
that walks you through each phase of the market research process (Choudhary Harding, Tiwari
and Shankar, 2019). The company selected in this report Is NHS which focus on integrated
working. In the same context a detailed invitation for tender to commission a care or support
service in the borough has been presented. The report also covers assumptions of the demand for
services, average weekly cost to deliver low, medium or high, a yearly budget and anticipated
income and expenses for upcoming 3 years.
MAIN BODY
Assumptions of the demand for services and policy issues are concerning meeting the needs of
the specific service area/users:
A proposal is being pursued to offer support and services to nursing staff in the City of
London borough. The total tender value is £500,000 for 3 years. The contract will be for three
years. Per year, the fund manager will perform an inspection. There have been some tender
contractual obligations, that are such as the tender to provide a cost-benefit study, proof of
cooperation with the municipal authorities, a record of service users' participation, tenders can be
posted online via the NHS website, On the 28th of March up and the bid shall contain all tender
records as well as the bidder's identity, identity card, and phone numbers (Harding, Brunfaut and
Unger, 2020).
It really essential for businesses to conduct effective strategy and research in order to achieve
their objectives and priorities. It is impossible to achieve targets without preparation therefore it
is very much necessary for them in presenting and creation of an appropriate plan for achieving
the goal. The section would provide all of the information needed to ready the tender. Through
addition, the tender would include an estimate of the three-year valuation of capital, terms of

service, etc. There would be an overview of the various types of documentation that are needed
for service customer interaction. Furthermore, it states the documents to be provided with the
tender. Multiple data collection methods, as well as direct and indirect sources, would be
addressed. Primary sources include questionnaires, interviews, and other forms of data, while
secondary sources include posts, magazines, and books. Various data processing methods will be
clarified by the invitation that makes a clear understanding for the NHS to make a meaningful
result. It would be simple to decide what methods of data processing are usable. It will be
discussed the different ways in which municipal governments will cooperate or affiliate.
Furthermore, what are the various forms of stakeholders that operate in local government with
which the borough may collaborate in making the deal more impactful for health and care
services. This initiative would cost a substantial amount of capital (Holma, Vesalainen,
Söderman and Sammalmaa, 2020). The following are some of most significant characteristics of
this tender, as follows:
 Both prospective contractors and vendors shall apply their bids by client's defined deadline.
 The bid will contain all necessary and appropriate information, such as services to be
used, project's estimated expense, and so on.
 Following the deadline, customer evaluates all bids based on a series of defined conditions
such as price and efficiency.
 Invitation to tender also known as a call for tender, is the first step in tendering process
(RTF)
 It all comes to a head with public assessment process, after which one of bidders wins the
proposal or deal.
 Tenders are widely published in a range of media once they are circulated by the customer,
allowing any potential vendors to apply on the project.
Tenders or offers are assessed according to predetermined parameters like price, cost, and
values for capital. In other terms, the company that will have the best quality good or service at
the lowest cost will be awarded the contract. Since tender documents being opened and analyzed
in a public forum, nepotism or unfairness of some sort has little space. Tenders have the most
benefit for the money invested from client's viewpoint. This is attributed to client's willingness to
choose from a vast pool of possible vendors those who will deliver the best quality service
at lowest expense. This enables, the business establishment, or association to save capital without

sacrificing efficiency. As a result, despite becoming thing, tendering is a lucrative long-term
process from perspective of a company. Tendering assists in the growth of a dynamic industry.
That's because each project allows a large number of prospective vendors, companies, or
manufacturers to submit bids. Since procurement is based on both quality and price, each bidder
attempts to eliminate as many operating inefficiencies and layoffs as practicable to minimize
costs and enhance quality.
Average weekly cost to deliver low, medium or high support services:
This overall process promotes healthy competition in marketplace and inhibits
complacency and ignorance, which then in turn gives an increase to innovations and new
ideas/concepts. Tendering enables it made it simpler and more transparent for new businesses to
enter market or even specific sector. Because contracts are assigned under this framework based
on predetermined unbiased requirements this is case. As a consequence, even a newcomer to the
business with no industry experience or relationships will earn a coveted and lucrative offer by
giving the customer the best deal for their money (Sutaria, Roderick and Pollock, 2017). As a
result, this method aids new businesses in gaining a foothold in market or sector, substantially
lowering the conventional barriers to entrance. In this regard following is estimation of services
cost of tender, as follows:
CONSULTANCY
DISCIPLINE
Project Stage (completed and
approved)
Project
Type
Total
Meetin
gs*
Quantity Surveyor New Project Type 2a 35 No
* Assumed minimum number meetings for assessment purposes only (20% by
Project Director to 80% by Project Senior)
Grade Rate ex
VAT
Project Director
[Architect/Engineer/Quantity
Surveyor]
£1,200.
00 /hr

Project Senior
[Architect/Engineer/Quantity
Surveyor]
£1,000.
00 /hr
Support
Staff
£785.00
/hr
Average Rate (for Stage Services) @ 10% Director Rate + 40%
Senior Rate + 50% Support Staff rate
£912.50
/hr
Hours/
Visit
Travel hours per site visit/meeting for Director [e.g.: Dublin-
Mullingar 1hr each way = 2 hrs]
1.0 hrs
Travel hours per site visit/meeting for Project Senior [e.g.: Galway-
Dublin 2.5 hr each way = 5 hrs]
1.0 hrs
Hours
Stage Services (Including Project management {DT leader}, but
excluding meetings and Travel hours)
350.0
hrs
£319,37
5.00
Meetings and Travel Time Director (4 Hours x 20% (rounded) of
Number of Meetings)
34.5 hrs £41,400
.00
Meetings and Travel Time Project Senior (4 Hours x 80%
(rounded) of Number of Meetings)
138.0
hrs
£138,00
0.00

TOTAL COST of
SERVICES [TENDER
SUM] ex VAT :
£498,77
5.00
The below is a listing of expected roles that could be needed for care or support services and
based on care requirements by NHS designated staff; such list isn't really complete, and needed
Services may differ depending on specific needs:
 As per the Support Plan assigned by NHS personnel, provide all facets of personal treatment,
including help in moving in as well as out of bed, washing, and controlled toileting.
 Organize continence treatment, including adequate handling of incontinence goods and
notice of any adjustments in the Client's situation to sufficient employees.
 As directed by Support Plan, providing prescription prompting and retrieval from pharmacy.
Additional costs involved with picking up drugs from pharmacy must be factored into
acceptable hourly rates including mileage rates, if necessary.
 Keep track of nutritional intake to ensure that calories and water are ingested in accordance
with the Support Plan. When the Client has persistent trouble feeding or drinking, Support
Worker must notify their boss, who would then notify the proper HSE workers to note the
information in client's record of treatment.
 Prepare meals according to the care and support plan.
 Encourage patients to walk on their own where possible. As instructed by the Home Care
Package, utilizing suitable mobility equipment and delegated fitness schedule.
 Any improvements in overall health and wellbeing as well as skin honesty, must be reported
to Support Worker's boss, who also must refer matter to the proper HSE employees, and that
this must be properly recorded in the log of treatment.
 To ensure a healthy atmosphere for the Client, perform critical household tasks as outlined in
the care and support Plan, providing standard kitchen/day living zone, bathroom and
bedroom grooming, lighting and fire planning as required and trash collection and drainage
as needed. Provide sessional respite services as required.
 Where there is no alternative help, shop for specific food specifications. Document the
treatment provided and any concerns of concern, and notify the NHS if required.

A public authority can use its own procurement processes, tools, and methods for certain care
or support services agreements. It would almost certainly want to pursue a procurement process
that is directly proportional to contract's worth and takes into account certain basic requirements
as matter of professional practice (for instance, TFEU's fundamental principles where relevant as
well as fair working practices). Public body can adapt or standardize one of procurement
procedures listed in Public Contracts (Scotland) Regulators 2015 while doing this. This is not
required to meet the specific procedural criteria laid out in these Regulations if it chooses to do
just that. As a result, a public body does not mention Regulations in tender documents it sends
out to entrants, because it should give the impression that detailed procedural criteria will be met.
In other cases, public body must be certain that the recruitment process is correctly and simply
defined, and then followed (Talamo and Atta, 2018).
Developing a procurement plan
A local authority must determine how the service can be implemented and design the service
requirements at the planning period. A local authority should create a procurement strategy that
explains:
 Introduction and definition of purchase (taking into account the intent, essential nature, as
well as any intolerances);
 whether this is advertising requirement and awarding contract or framework agreement
through competition, expanding an existing project or rendering direct award without
competitive advantage; and
 Whether this is advertising requirement and granting contract or structure agreement through
competition, expanding an established contract or creating a direct offer without competition.
 The conditions that contributed to that decision;
 How this will be shown that procurement activity will be equitable, straightforward, and non-
discriminatory, namely in compliance with procurement laws;
 Duties and obligations of employees participating in procurement process;
 The policy framework and consent process in place;
 How and where it will inform people who have used the program, as well as their cares, of its
intentions, as well as plans for their participation in procurement process;

 How service specification would be created with the participation of individuals who use the
facilities, as well as their carers as well as service providers (along with any potential to lead
to monetary, social, and community issues and to minimize inequality);
 How service specification would be developed with participation of individuals who
use services, as well as their carers or service providers in its growth (along with any
potential to commit to economics, social, and environmentally wellbeing as well as to
minimize inequality
 Study of the provider industry to find existing providers offering same or comparable service,
as well as any spend analysis possible;
 Form and length of proposed contract or arrangement agreement, required expenditure, and
approximate contract value,
 What requirements would be employed to choose service providers as well as award contract
or framework agreement (such as whether grant requirements or performance metrics may
involve equality considerations);
 Expected advantages and potentials (Hewison, Zafar and Efstathiou, 2020).
 What requirements would be employed to identify service providers as well
as award contract or framework arrangement;
 what transitional plans will be in force if existing service is transferred to a new provider;
 the administration of the contract or process agreement;
 how public body's interaction with service provider(s) would be handled;
 plans for evaluating the service;
 What steps it plans to take at conclusion of contract term; including how bidding exercise
would be assessed.
When a contract involves a combination of services, that it is classified as care and support
contracts would likely concentrate on whether such services account for the bulk of contract's
expense. The deal would be a medical and support facilities agreement if more than half of the
bill is composed of such services, including vice versa. Deal is considered to be care as well
as support services contract where expense of services is equally divided (i.e. 50-50) as well
as contract value is around between £50,000 to £750,000 (i.e. agreements below EU-regulated
contract limit). While procuring care and support services contract, the service definition is
important because it offers accurate guidance to prospective service providers on public body's

specifications. It specifies type of service government entity chooses to procure in attempt to
satisfy the demands of people, as well as the expectations and results that service must meet. The
service requirement would also be incorporated into the arrangement between the authority and
the service provider (Loeffler and Bovaird, 2019).
A local authority should make sure service requirements are flexible enough to allow for
reconstruction and creativity, particularly if contract is for longer period of time. Such future
amendments to contract could be considered material changes, requiring the agreement to also be
re-tendered. Service parameters can be outcome-based whenever possible. It helps a government
agency to concentrate on the outcomes it needs service provider to produce rather than
prescribing how service can be produced in depth. It allows service provider more flexibility in
developing programs to address individual needs, proposing new ideas, and directing capital (in
collaboration with service users).
Work requirements for defined social care providers, such as home care, may be very precise
on the activities that must be completed by service provider within given amount of time. A local
authority should understand the degree to which mission and time-based requirements can results
in service that meets the needs of those that use it. Where activity and time-based requirements
are relevant, they should be structured in such manner that time allotted for the defined tasks is
adequate to deliver a high-quality service, produce the desired results for individuals who access
services and enable service provider to adapt to imminent and evolving needs. Groups who
access services should be interested in identifying their requirements and the results they expect,
and their perspectives should guide the implementation of service specification. It must also be
involved in including service providers in formulation of service specification while making sure
that they don't achieve an unfair benefit in subsequent procurement phase. Regulation 42
of Public Contracts (Scotland) Regulations requires public authorities to take reasonable steps to
guarantee that competitiveness is not manipulated by tenderer who was interested in the
procurement's planning. Therefore, care must be taken to ensuring that service providers
participating in the preparation of service specification don't gain an undue benefit in tendering
process.

Explore a yearly budget and a projected income and expenditure (Budget) for three years:
A current service specification cannot be assumed to represent future specifications by a
public authority. Existing specifications must be checked and revised to insure that they are all fit
for intent. A public agency must therefore insure that there are no conflicts of interests which
may distort competitiveness or discourage bidders from being treated equally. This could include
circumstances where persons have direct or indirect financial, monetary, or other private interest
that could be interpreted as jeopardizing their objectivity and integrity in procurement process
(Braulio-Gonzalo and Bovea, 2020). In this context following is yearly budget and projected
incomes and expenditures budget for three years, as follows:
Revenue Year 1 Year 2 Year 3
Grants 500000 0 0
Contracts 50000 80000 120000
United Way 40000 48000 72000
Contributions (define) 30000 36000 54000
Membership 10000 12000 18000
Individuals 170000 204000 306000
Fees for services 150000 180000 270000
Sales 180000 216000 324000
Fundraisers and events 70000 84000 126000
Endowment 80000 96000 144000
Interest income 12000 14400 21600
Miscellaneous 140000 168000 252000
Total cash revenue £1,432,000 £1,138,400 £1,707,600
Total in-kind revenue £25,000 £27,000 £30,000
Total Revenue £1,457,000 £1,165,400 £1,737,600

Expenses Agency Program 1 Program 2
Staff salary and benefits 100000 110000 165000
Occupancy (rent and
utilities)
120000 132000 198000
Insurance 10000 11000 16500
Legal, accounting 20000 22000 33000
Equipment 250000 0 0
Supplies 80000 88000 132000
Printing and copying 30000 33000 49500
Telecommunications 40000 44000 66000
Travel and meetings 25000 27500 41250
Marketing and advertising 100000 110000 165000
Staff training/development 40000 44000 66000
Contract services 90000 99000 148500
Other 8000 8800 13200
General administration 15000 16500 24750
Total cash expenses £928,000 £745,800 £1,118,700
Total in-kind expenses £25,000 £27,000 £30,000
Total Expenses £953,000 £772,800 £1,148,700
Revenue over Expenses £504,000 £392,600 £588,900
The above budget prepared for tender depicts that there will be profit during all the three
year. Although due to initial phase and increasing expenses there is estimation that in year 2
profit may decline but in third year profit will rise and reached to around £600000. There
are number of flaws in the current paradigm that must be resolved in order to better satisfy
people's needs. A potential service model would operate under the budgetary constraints, but on

the basis of fair hourly wages that increase terms and conditions towards care staff. The
problems extend to hourly rates charged to services providers with the care or support sector
possessing a poor image in terms of affordability for caregivers. The regional care industry,
according to Qualifications for Care, does have an ageing workforce, with a mean lifespan of
around 43 years, high employee turnover of 37.4 percent, vacancy rates of around10%, with
relatively little external recruiting outside of individuals currently employed in sector. This
image is reflected in conversations with suppliers, though collecting readily accessible specific
data for borough is challenging. Period and task's model, that ensures that care staff are
continually racing against clock to contribute to next visit, irrespective of the changing needs
of people they serve, contributes to lower job satisfaction. That transactional strategy does not
provide for personalization or emotional satisfaction, and the related travel costs render other
industries, like retail, more appealing propositions (Malouf, Henderson and Alderdice, 2019).
Requirement as to evidence how winning organization will engage with service users and wider
stakeholders:
Existing significant care worker services must be used to the fullest extent possible. The
argument for reform is well-established, including number of local authorities have implemented
alternate delivery methods to step away from time-frame and task framework. This has aided in
the development of NHS model's values and approaches while report's detail was developed via
co-production following series of formally and informally engagement meetings with wide array
of stakeholders, namely:
 Individuals in receipts of the care or support services by telephonic surveys
 Members or group of public
 Existing key contracted providers
 Wider providers by soft market test sessions
 An array of adults care as well as CCG staff
 Community nursing as well as occupational therapists staff
A co-produced, better practice framework would be only way to accomplish the goal of
providing high-quality care and support services. The implementation of an updated home care
model would supplement Adult Care Directorate emerging Targets Operating Model (TOM). To
improve reablement-led provisions, embed strength-based interventions, and expand multi-

disciplinary collaboration, TOM would take into consideration whole-system needs as well as
the necessary collaboration with health stakeholders.
New care or support program will be inclusive of a broader range of options, from low-cost or
no-cost programs to complex tailored and specialized services. This is critical that the
implementation of new model of care and support fits in with the Directorate's larger system
innovations and is tailored to the needs of health stakeholders. The Council's financial
constraints, as well as the difficulties faced by suppliers, the standard of provisions, and rising
demand never go unaddressed. If Council is to maintain a thriving home care sector capable of
providing higher-quality care in NHS, it must act to serve a smaller proportion of population for
a shorter period of time, as well as re-able and advance to offer alternatives to traditional high-
costs care. Through providing high-quality, flexible treatment and assistance only for as long as
this is required, a new care model will help to minimize demand.
A potential new delivery framework for care and support offers a potential to resolve the
concerns raised in case for reform, while also enshrining adult care vision that Council "will
work together as well as support people to live full engaged lives to function independently and
also to play active role in their regional communities. People would be enabled to stay at longer,
live comfortably, and access social resources to maintain their health and quality of life if they
receive efficient care and support. In additament to decreasing demand towards traditional care
facilities and thus costs, model suits with Care Act 2014's personalisation and preventive agenda
(reduce, avoid, delay). The goal of new delivery framework is to improve user satisfaction by
encouraging prospective caregivers to consider care as a viable career option and to pursue
careers in community care or health. Attracting motivated employees with right ideals relieves
providers of the burden and expense of constantly recruiting and training their staff
(ENTERPRISE, 2019).
Other local governments have adopted proposed model, offering a foundation of knowledge
and learning from which Council can develop. Proposed service configuration is currently in the
works. It is based on the implementation of best practices from other areas, as well as the results
of co-production exercise with core stakeholders who are informing content. The implementation
of principles and methods is a key component of the planned new delivery framework. The
latest model's key principles are as follows:

 A recovery culture for all persons using the program • The fostering of freedom by
sustained reablements.
 Provider care workers are in charge of managing ‘envelopes of time' for people.
 Providers are viewed as members of multidisciplinary team.
 All individuals involved in care and support of person receiving the service have a high
degree of confidence.
 The Approaches of the new model are:
 While completing Care/support Plan, assessment as well as provider care personnel use
strength-based methods.
 The individual receiving the service decides the desired results, and support plans are
person-centered.
 As part of support planning phase options for using equipment, assistive devices, or
interactive solutions are discussed.
 Provider personnel are informed and capable of using or collaborating with assistive
devices, technology services, and other equipment.
 As portion of care or support for people receiving services, provider personnel make best
usage of local assets.
 Learning and growth opportunities for caregivers are available.
The successful elements of current specification would be combined in new delivery
model, which will be expressed in new service configuration. The continuity of successful
provider organization against a regional footprint is critical component (zones). This facilitates
communication with evaluation teams and health-care providers, such as nursing staff. The new
framework will require to be flexible in order to meet needs of each region (Glenngård, 2019).
This will provide providers with certainty of income and encourage the use of work agreements
for provider cares workers. It would be implemented only after the amount of service needed in
each region had stabilized into a predictable pattern. Digital call tracking will be required to
ensure service continuity to Council, but that will be linked to payment mechanisms Providers
plan for services to also be offered on dates and locations chosen by the client and families,
while continuing to fulfill their obligations where important call hours are needed. Providers can
play much larger role in organization of care plans, as well as in the evaluation process. In such
model, provider feedback will lead to changes in care packages that favor the customer while

also allowing the Council to save money in circumstances where requirements have improved. A
reablement-focused services delivery model in which providers reable persons to reduce their
care packages after a time of structured (and cost-free) reablement. This will mean that provider
has resources to satisfy new services request demand, as well as proactively including provider
in the demand management. It'll also promote use of equipment and support devices, as well as
ensure that public asset initiatives are considered as portion of the overall package. Rising hourly
rate charged to suppliers to match that of Chartered Institute of Public Finances and Accountancy
(CIPFA) community neighbor local councils meaning that costs are affordable over the original
contract period and throughout financial envelope. Providers' care workers will be adequately
compensated thanks to an updated hourly rate stated in contract papers. The costs of this would
be offset by appropriately designing care packages thereby avoiding dependence from increasing
(Maniadakis and et.al., 2018).

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