CFP Example: £1 Million Community Health Hubs

Project Overview

Contract Value: £1,000,000
Project: Design and construction of Community Health Hubs
Procurement Route: Competitive Flexible Procedure (CFP)

Stage 1: Pre-qualification Questionnaire

Traditional Approach (Old Regulations)

• Mandatory Selection Questionnaire (SQ)
• Fixed financial thresholds (e.g., £2m annual turnover)
• Pass/fail assessment only
• Limited flexibility to adjust criteria

NEW CFP APPROACH

• Optional “Conditions of Participation” – authority can choose whether to include this stage
• Proportionate requirements must be justified based on contract nature, complexity and cost
• Flexible financial criteria – can consider track record over capability for SMEs
• Innovation and sustainability can be weighted alongside financial standing
• Community benefit experience can be assessed (e.g., local employment, social value)

Key Changes:

• No mandatory selection stage – could go straight to competitive tendering
• SME-friendly criteria – focus on capability rather than just company size
• Social value integration from the start

Stage 2: Invitation to 4 Contractors for Outline Proposals

Traditional Approach

• Fixed shortlist numbers based on procedure type
• Standard evaluation criteria
• Limited interaction with bidders

NEW CFP APPROACH

• Flexible shortlist size – authority decides appropriate number
• Preliminary Market Engagement encouraged before formal process
• Pipeline Notices published if part of larger health infrastructure programme
• Enhanced transparency – reasons for shortlisting published
• Dynamic evaluation – can adjust approach based on market response

Key Changes:

• No rigid shortlist limits – could be 3, 6, or 8 contractors if justified
• Earlier market engagement through formal preliminary engagement notices
• Greater transparency in selection decisions

Stage 3: Competitive Dialogue on Technical Solutions

Traditional Approach

• Restricted dialogue scope
• Limited flexibility to change requirements
• Formal, rigid process

NEW CFP APPROACH

• “Deliberately broad” preliminary market engagement permitted
• Collaborative solution development encouraged
• Iterative refinement of health hub specifications
• Community consultation integration – residents’ needs can shape design
• Refining award criteria during process (under strict conditions)
• Innovation partnerships possible for complex health technology integration
• Net zero and sustainability solutions actively encouraged

Key Changes:

• Much broader dialogue scope – can discuss fundamental design approaches
• Community input integration – local health needs can shape solutions
• Award criteria refinement – can adapt evaluation as understanding develops
• Innovation focus – encourages creative health service delivery solutions

Stage 4: Final Tenders Incorporating Agreed Solutions

Traditional Approach

• MEAT (Most Economically Advantageous Tender)
• Limited post-tender clarification
• Fixed evaluation approach

NEW CFP APPROACH

• MAT (Most Advantageous Tender) – broader value assessment
• Enhanced assessment summaries provided to all bidders
• Detailed scoring explanations with specific references to bid content
• Value for money includes broader public benefit considerations
• KPI setting for health outcomes and community benefit
• Supply chain transparency requirements for local employment

Key Changes:

• Broader value definition – includes community health outcomes, not just economics
• Much more detailed feedback – specific scoring explanations provided
• Health outcome focus – KPIs for community health impact
• Supply chain visibility – local employment and SME subcontracting tracked

Award: Based on Most Advantageous Tender

Traditional Approach

• 10 calendar day standstill period
• Limited award information published
• Basic contract details only

NEW CFP APPROACH

• 8 working day standstill period (more predictable)
• Contract Award Notice published before contract signature
• Enhanced transparency – detailed contract information published
• Assessment summary sharing – unsuccessful bidders see winning bid scoring
• Public contract publication (full contract published within 90 days for £5m+ contracts)
• Performance monitoring through published Contract Performance Notices

Key Changes:

• More predictable timescales – working days vs calendar days
• Radical transparency – winning bid assessment shared with losers
• Public contract visibility – community can see full contract terms
• Ongoing performance publication – health outcomes and contractor performance published quarterly

Additional CFP Innovations for Health Hubs

1. Dynamic Markets Integration

• Health Hub Dynamic Market – could join existing frameworks for repeat health infrastructure
• Open frameworks – successive health hubs procured on similar terms
• Cross-authority collaboration – multiple councils could jointly procure

2. Enhanced Market Engagement

• Community co-design workshops during preliminary engagement
• Health provider input – GPs, pharmacists, mental health services involved in design
• User journey mapping – patient experience central to design development

3. Innovation and Sustainability Focus

• Net zero requirements – carbon neutral operation targets
• Modern Methods of Construction encouraged
• Digital health integration – telemedicine, digital consultations
• Modular design – adaptable spaces for changing health needs

4. Social Value Integration

• Local employment requirements throughout supply chain
• Apprenticeship creation – training opportunities for local residents
• Local SME participation – subcontracting requirements
• Community benefit delivery – measured and reported throughout contract

5. Performance Management Revolution

• Health outcome KPIs – patient satisfaction, appointment availability, community health metrics
• Real-time performance monitoring – published quarterly performance reports
• Contract modification flexibility – adapt services based on community health needs
• Supply chain transparency – local economic impact reporting

The CFP transforms this from a traditional construction procurement into a collaborative, community-focused, outcome-driven process that prioritizes health outcomes and community benefit alongside value for money.