Tenders and contracts
We are responsible for buying (commissioning) healthcare services from other providers to meet local health needs.
This commissioning process involves contracting with existing service providers and can include competitive tendering.
As commissioners of healthcare services have have a clear responsibility to make sure we make decisions and commission services fair and openly. We must get value for money and meet our population’s healthcare needs.
Details of contracts currently being tendered
Tenders, including adverts and other contracts currently available for public tender are in the Official Journal of the European Union (OJEC) which is issued daily. You can subscribe and see more information on OJEC website.
Additional information may be made available on request; however details of individual bids while a tender is being processed will be refused if it would damage the commercial interests of anyone.
We believe in being transparent about the work that we do, our finances and performance and the care and treatment we provide.
Being a transparent organisation gives our patients and our partners the information they need to make informed choices about their treatment and about our organisation in general, enabling our key stakeholders to hold us to account.
The government has set out the need for greater transparency to enable the public to hold public bodies to account, including making details about how institutions like the NHS operate. This includes publishing more clinical data, extending the friends and family test and other measures.
We currently publish information on our safe staffing levels, mortality (death) reviews, expenditure and gender pay gap reports: 2017 Report, 2018 Report ,2019 Report and 2020 Report, (includes Ethnicity Pay Gap report), 2021 report.
The Modern Slavery Act 2015 makes provision about slavery, servitude and forced or compulsory labour as well as about human trafficking.
Whilst not all of the Act is directly relevant to business, section 54 “Transparency of Supply Chain” requires organisations that carry on business within the UK providing good and services to report annually on the steps that they have taken, within that financial year, to ensure that slavery and human trafficking are not taking place in their own business or supply chain.
Although publication in the Slavery Statement Registry (operated by the Home Office) is currently voluntary the government does intend to legislate for mandatory reporting under planned changes to the regime; it is considered good practice to make and publish an annual statement. You can read our full statement here.
South West London and St George’s NHS Mental Health Trust is committed to delivering good governance and has always expected its staff and directors to meet the highest standards of business conduct.
The Bribery Act 2010 came into force on 1 July 2011. The aim of the act is to tackle bribery and corruption in both the private and public sector.
The Act defines the following key offences with regard to bribery:
- Active bribery (offering, promising or giving a bribe);
- Passive bribery (requesting, agreeing to receive or accepting a bribe); and
- Bribery of a foreign public official.
The Act also sets out a corporate offence of failing to prevent bribery by an organisation not having adequate preventative procedures in place. One of the six principles of the Act demands that there is top level commitment in the organisation for preventing bribery. The Trust is committed to ensuring compliance with the Act and has a zero tolerance approach to fraud, corruption and bribery.
The Trust follows NHS best practice and has robust controls, policies and procedures in place to prevent fraud, corruption and bribery. To limit our exposure to bribery we have in place a Counter Fraud and Bribery Policy and Conflict of Interest Policy which includes information on gifts and hospitality. In addition, we hold a register of interest for directors and staff and ask staff not to accept gifts or hospitality that will compromise them or the Trust. These apply to all staff and to individuals and organisations who act on behalf of the Trust.
The success of our anti-bribery approach depends on our staff playing their part in helping to detect and eradicate bribery. Therefore, we encourage staff, patients, service users and others associated with the Trust to report any suspicions of bribery and we will rigorously investigate any allegations.
As a Trust, we are commitment to ensuring that the Trust is free from fraud, corruption and bribery and that all staff are aware of their responsibilities in relation to the prevention of bribery.
Duty of Candour
We have a duty to be open and transparent when things go wrong and there have been mistakes in a patient’s care that have led to harm. This is known as the Duty of Candour, and it helps patients to receive accurate, truthful information from hospitals and other healthcare providers. It also sets out some specific requirements that we must follow when things go wrong with care and treatment, including informing people about the incident, providing reasonable support, providing truthful information and saying sorry.
We are committed to talking to patients and their carers at a very early stage to understand what happened and, where necessary, learn the lessons that will prevent it happening again to improve the safety of our future patients. This is very much part of our culture.
If you have any questions, or you would like to raise a concern, talk to a member of staff in the service concerned. If you are unable to do so, you should contact our Patient Advice and Liaison Service (PALS) and they will be able to advise you. Call PALS on 020 3513 6150.
Commissioning for Quality and Innovation (CQUIN)
The Commissioning for Quality and Innovation (CQUINs) payments framework encourages care providers to share and continually improve how care is delivered and to achieve transparency and overall improvement in healthcare.
It enables commissioners to reward excellence, by linking a proportion of English healthcare providers' income to the achievement of local quality improvement goals.
The framework aims to embed quality within commissioner-provider discussions and to create a culture of continuous quality improvement, with stretching goals agreed in contracts on an annual basis.
It makes a proportion of provider income conditional on the achievement of ambitious quality improvement goals and innovations agreed between commissioner and provider, with active clinical engagement.
How did we do for 2020/21?
Early in March 2020, due the Coronavirus pandemic, the CQUINs were put on hold for Quarter 1. In July 2020, the CQUINs were formally suspended for all providers until 31st March 2021. This meant that providers were not required to implement CQUIN requirements, carry out CQUIN audits nor submit CQUIN performance data whilst being focused on the pandemic work. An allowance of CQUIN was built into nationally set payments for Trusts for the year.
What do we have planned for 2021-22?
CQUINS have been paused until the end of October 2021.