The London Network
For Nurses and Midwives
Draft: The London Network for Nurses and Midwives
Marketing and Administration
The London Network for Nurses and Midwives page 1
1. The purpose of 1.1.Purpose
specification The purpose of this service specification is to identify the necessary background knowledge and service
information so that any potential organisation can develop a meaningful and robust bid to run this service on
behalf of the London Network for Nurses and Midwives.
2. Period of Service 2.1.Period of Service
The content will run from 1 December 2008 for a period of 2 years and subject to compliance with the contract
specification, satisfactory progress, quarterly performance reports and met objectives
There will be the opportunity to renew the contract for a further year subject to review.
3. Scope and 3.1.Scope and Definition of the Service
Definition of the
Service The service will encompass the provision of training and networking events and all marketing and central
administrative aspects, as defined in this specification, of the London Network for Nurses and Midwives.
The specification is detailed in Sections 9 and 10 but broadly the functions are as follows;
The provider will furnish the Network with the following resources;
• Dedicated human resource
• A venue where regular meetings of the Strategic Management Board and Working Groups can be
held and occasional Network activities can also be accommodated.
The provider will ensure the following marketing elements are provided;
• Develop a strong branding strategy for the London Network for Nurses and Midwives.
• Identify opportunities for partnership branding between the Network and the provider.
• Develop the current web site.
• To actively encourage and support the working groups to develop publications.
• To expose working group members to networking and publication opportunities.
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The provider will ensure that the following communication elements are provided;
• Develop and implement a communication strategy that incorporates members and non members
of the Network with the objectives of publicising the network and increasing involvement.
• Develop and implement an information/consultation strategy aimed at nurses and midwives in
relation to Healthcare for London.
• Provide a networking event for members by hosting and facilitating a monthly evening event for
• The provider will hold a live register of Network membership.
The provider will ensure that the following administrative elements are provided;
• Provide a named contact point for all LNNM enquiries.
• Develop the link with Ealing PCT (currently the host organisation for Management Accounts but
this could change) and ensure prompt payment of invoices.
• The provider will act as secretary by organising and servicing the bi monthly Strategic
Management Board Meetings.
• Maintain communication and contact with the Network chair.
• Manage the nomination and election process of the Network chair.
• Provide secretarial support to the Network sub groups by the booking of venues and invitations to
• Take minutes of working group and Strategic Management Board meetings and following approval
ensure they are distributed and placed on the web site.
• Facilitate workshops for working group members to scope their topic areas and develop work
plans and submissions for funding.
• Facilitate the setting of objectives for the Business Plan.
• To write the annual report for the London Network for Nurses and Midwives.
• Maintaining the web site and chat room function.
3.6. Education & Training
• To significantly strengthen the educational opportunities of the Network by;
• Runninga development programme for working group chairs and members of the Strategic
Management Board on “Strategic Influencing”.
• Actively seeking educational opportunities with new provider partners that support the
objectives of the Network.
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4. Parties to the 4.1.Commissioner:
Network Chair and two further members of the Strategic Management Board
5. Context 5.1.History
In 1999 the London Network for Nurses and Midwives was created as “The London Standing Conference for
Nurses, Midwives and Health Visitors” by Dame Chris Beasley, Chief Nursing Officer for England, whilst in her
role as Regional Nurse Director for London.
The main objective was to specifically bring nurses together across London so that they could share their
challenges, experiences and innovations. This was achieved through the formation of working groups that
could share their knowledge and experience at the first Standing Conference at Wembley in 2000.
The Network lay within the boundaries of the London Region but the Network was intentionally established as a
separate body and not a work stream of the regional team. It was agreed that the Chair of the Network would
rotate, by election, from the body of Nurse Directors across the capital. This would give autonomy and an
opportunity to independently influence the nursing and health agenda across London.
Whilst there was variation in the outputs of the working groups these early years were extremely successful and
the Network ran further conferences in 2001 (Wembley); 2002 (Wembley); 2003 (ExCel, Docklands). It was
clear that through this cohesive and collective approach it was possible to influence the health agenda
In December 2003 the London Directors of Nursing created a Strategic Management Board for the Network and
introduced four specific aims of the board; to pro actively share good practice initiatives; promotion of inter
professional and multidisciplinary work; to reflect the diversity of the population and of service profiles in
London; and to provide strategic leadership. The new Strategic Management Board had increased Director of
Nursing membership and increased educational representation.
This further strengthened the Network and introduced a significantly wider group of individuals to the strategic
work that also strengthened the governance of the London network by ensuring their was an accountability
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A further conference was held in 2004 (ExCel, Docklands) but it was clear at this time that the work of the sub
groups was moving away from operational problem solving (such as the development of standard
competencies) to strategic influence. It was decided not to hold a conference in 2005 but to focus the resources
on the strategic work of the sub groups. This would also allow more of the funding to be spent on development
In February 2006 there were further changes to the Network. In order to introduce even more individuals to the
strategic direction of the Network the Strategic Management Board membership was opened to each of the
working group Chairs. Additionally, the name of the Network was changed from the “London Standing
Conference for Nurses, Midwives and Health Visitors” to the current title of “The London Network for Nurses and
A further conference was held in 2006 but in order to reflect the changing work this conference had a new
emphasis. The 2006 event brought patients and professionals together in order to present the patients
perspective of care and how the caring activity is perceived by patients.
5.2.The Present and The Future
The Network is currently composed of 14 working groups;
• Connecting for Health
• Critical Care
• End of Life
• Learning Disability
• Long Term Conditions
• Mental Health
• Older People
• Peri-Operative Care
• Primary Care
• Sexual Health
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In addition there are 6 working groups that have now closed;
• Clinical Practice
• Women’s Group
One group that has recently been proposed but yet to be established;
Each group has a working group chair who is a member of the Strategic Management Board. Whilst there is
variation across the working groups some groups continue to make a significant impact on initiatives that affect
Some of the working groups have an agreed set of objectives and a work plan for the course of the year. Other
groups meet and address initiatives as the group members bring issues to the table. Each working group is free
to establish their own way of working. The principle is that the methodology has to work for the group members.
More recently the Network is looking at ways in which it can engage with the strategic direction of London
healthcare and offer a formal and informal route for initiatives to engage a nursing voice. For example,
Healthcare for London is developing new ways to improve the healthcare of Londoners over the next ten years
and has actively approached the Network for membership representatives on some of the advisory groups. The
Network Chair, currently Geraldine Walters, Director of Nursing at St George's Healthcare NHS Trust, is a
member of the clinical reference group.
The membership is open to any commissioning or provider agency within the NHS, although the Independent
Sector has also been exploring how they can engage in the Network and this is for further exploration in the
near future, this NHS membership includes primary, secondary, tertiary and educational providers.
Membership is currently through an annual subscription to the Network. This then allows staff working within
that member agency the opportunity to engage with the Network free of other charges. However, their time is
often their own as some of the activities take place outside of working hours. The engagement of individuals is
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not strictly controlled and motivated nurses or midwives have been permitted to participate even if their parent
organisation did not subscribe.
However, only four organisations across London failed to subscribe in 2006-2007. This year the Network is
financial supported by some central funding and is not so dependent upon the subscription system.
The subscription has financed the work of the sub groups and the salary of a Network Co-ordinator. The
Network co-ordinator has provided some administrative support. This post is currently filled by an interim co-
ordinator who is not a substantive employee of the Network.
6. Objectives 6.1.London Network for Nurses and Midwives Overarching Objectives
The current objectives were agreed in 2003;
• To provide an authoritative voice on nursing and healthcare issues in London
• To influence and inform health policy in London
• To identify, support and promote best practice
These objectives remain current but an emerging objective for the Network that has not yet been formally
recorded is to assist the Clinical Leads and Working Group Chairs, that are associated with “Healthcare for
London”, to access the views of frontline nursing and midwifery staff and utilise personal networks of the
working group members.
Many of the Network’s Working Groups have identified their own objectives and work plans.
7. Functional 7.1.Functional Components
There are four functional components to the Network.
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Function Component Specific Functions
Strategic Management Strategic Direction of the Network; Financial
Board Resource Allocation; Nomination of Network Chair;
Link to NHS London and Professional networks.
Working Groups Advancing clinical care; influencing strategic work
across London; improving patient experience.
Corporate Branding; Marketing; Membership; Communication;
Administrative; Publication; Event Management.
Education and Training Development, Awareness Raising, Education.
8. Outcomes 8.1.Outcomes
There are no specific outcomes identified by the Strategic Management Board for the London network but many
of the working groups have identified their own outcomes for 2007-2008. The provider will facilitate the
development of objectives as part of the annual report and business plan.
9. Service Outline 9.1.Service Provision
Marketing and As outlined above (in section 3) and detailed below the provider will support the London Network in the
Administrative) corporate function and with the following specific aspects.
A dedicated human resource is required in order provide the Network members with a single point of contact.
The provider will decide the specification for the post holder and the salary band but the resource will need to
provide a wide range of services for the Network which include secretarial functions and marketing functions.
The provider may wish to separate these into a range of posts at a range of grades. Or alternatively, the
provider may wish to house some aspects within their own in-house services. If so, there must be a dedicated
contact person who can easily be identified as the administrator/co-coordinator of the Network.
The provider will be able to accommodate a range of events at their own headquarters or similar venue for the
Network meetings and working group meetings. The demands on venue are not too onerous as none of the
working groups meet more than monthly, unless planning for an event, and in many cases less frequently. The
largest meeting is the Strategic Management Board which could require a venue for up to 30 individuals. The
venue will need to be able to accommodate meetings that could be held after normal working hours but no later
than 21.00hrs and not at weekends.
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The current Network branding needs further development but needs to be within the boundaries of the NHS
brand. However, there needs to be a single set of images and words that are associated with the Network and
the provider will help identify these.
The provider may wish to incorporate the branding strategy within a marketing strategy but it will need to be
clear how the brand will dovetail and assist the Network in achieving the objectives.
The Network is keen, when appropriate, to explore the potential of joint branding with the provider. Particularly
when holding scoping events across London. However, both brands will need to retain their distinct identity and
this should be outlined within the branding strategy.
9.6.Development of the Web Site
The current web site was developed on the Networks behalf by a former Strategic Health Authority and the
facilitation of the web site has been subsequently hosted by a single individual. The web site has become tired
and many areas are out of date.
The provider will re-launch the web site with a fresh up to date appearance that remains within the boundaries
of the NHS branding. The provider will explore the possibility of providing a chat room, within the site, that
members and non members can utilise for asking and answering questions.
9.7.Supporting the Working Groups in Developing publications
Some of the working groups have already published guidance or reports that have been published under the
London network for Nurses branding. The provider will support the Network Working Group Chairs with work
where the eventual aim is publication. This support may include mentoring such individuals and copywriting.
9.8.Exposing Members to Networking and Publication Opportunities
The provider will seek opportunities for the London Network to become involved in Networking events and in
conjunction with the Network Chair in identifying and supporting suitable members to present at such events.
9.9.Developing a Communication Strategy
The provider will develop and implement a communication strategy that allows the Network to communicate with
the individual members and with the contacts within member organisations (Directors of
Nursing/Educationalists). Whilst the web site will be key there will be the need to sustain a paper based
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method, for example a newsletter, for the member organisations.
9.10.Develop an Information/Consultation Strategy in Relation to Healthcare for London.
Healthcare for London is an exciting opportunity for the Network to become the “voice” of nursing when
consulting on strategic health issues across London. The provider will ensure the opportunity is captured and
will explore ways of becoming involved in similar work with the main London wide organisations, for example the
Mayors Office, and also for National organisations undertaking London work.
Web site for Healthcare for London; http://www.healthcareforlondon.nhs.uk/
9.11.Facilitate Networking by Hosting a Monthly Event for Network Members
The provider will facilitate a monthly meeting for Network members. The provider will decide the shape and
circumstance but the event will provide an opportunity for Network members to share ideas and experiences.
The event can be social, academic, discussion or an alternative but it must serve to bring members together
and incorporate Healthcare for London as a core theme related to all discussions and work.
9.12.The Provider Will Hold a Live Register of Network Membership.
The provider will hold the following live registers of names, substantive role, contact details (telephone and E-
• Strategic Management Board Members
• Network Working Group Members
• Contacts at Member organisations (Directors of Nursing/Educationalists)
9.13.Provide a Named Contact Point for Network Enquiries
Whist the provider may divide the various functions of the service the provider will need to retain a single point
of contact for enquiries from 09.00hrs to 17.00hrs Monday to Friday excluding Bank Holiday and Statutory Days.
9.14.Develop the link with the Organisation with Responsibility for Financial management.
Ealing PCT currently acts as the agent that manages the Networks financial accounts. This is overseen by
Ealing PCTs Director of Nursing but the provider will need to ensure that invoices are processed through the
Network systems within 4 weeks.
Whilst the detailed accounts are held at the host PCT the provider will need to maintain an overview of financial
expenditure of the finances awarded to working groups in order to ensure groups do not spend above their
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9.15.Organising and Servicing the Two Monthly Strategic Management Board Meetings.
The provider will need to organise the Strategic Management Board Meetings by compiling the Agenda in
conjunction with the Network Chair. The provider will also need to circulate agenda items and papers to the
Board Members at least 10 days prior to the meeting. The provider will need to undertake a record of the
meeting and have these approved by the Network Chair prior to circulation and publication on the web site.
9.16.Maintain Communication and Contact With the Network Chair.
The opportunities identified within this service specification for contact between provider and Network Chair are
not exhaustive. The provider will need to maintain regular contact with the Network Chair on all issues of
importance. This should be undertaken via prior arranged telephone calls or occasional face to face meetings.
9.17.Manage the Nomination and Election Process of the Network Chair.
The provider will manage the election process of the network Chair. This is an annual cycle.
9.18.Secretarial Support to the Network Working Groups.
The provider will support the work of the working groups by booking and communicating the venue to members
and issuing electronic invitations to the working group members.
The provider will ensure that the activity and discussions of the Network Working Groups is documented and
posted on the web site. This would ordinarily be through the taking of minutes but could also be through other
means depending upon the available technology (digital media) or event (e.g. meeting Vs conference)
9.20.Facilitate the setting of objectives for the Business Plan.
The provider will, in conjunction with the Network Chair, facilitate the setting of objectives with the members of
the Strategic Management Board.
9.21.To write the Annual Report
The provider will compile a short annual report outlining the activities of the Network over the past year.
9.22.Maintaining the Web Site
The provider will ensure that the web site is up to date and that information is posted within 2 weeks of
submission and that items raised within the chat room are forwarded to the appropriate working group chair
within 24 hrs and that their response is posted within a further 24hrs of return.
9.23. Support the Working Groups in Identifying Work Plans
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The provider will support the individual working group chairs in the identification of realistic objectives and the
development of a work plan.
9.24.Identifying New Work Streams for the Network
The provider will advise the Strategic Management Board of any new opportunities for work stream
9.25.Accessing Skills and Expertise
If the provider already has expertise in healthcare there should be an identified mechanism that allows for
expertise within the Network and the Provider to share knowledge/experience/skills.
10. Service Outline 10.1.Facilitate Workshops for Working Group Members
(Educational and The provider will facilitate workshops for Working Group members when the team are building up to an event.
Developmental ) This could include a conference or presentation.
10.2.To run a development programme on “Strategic Influencing”.
The provider will develop an innovative development programme on Strategic Influencing” that is aimed at
Members of the Strategic Management Board. However, there may be times when the Network Chair identifies
other individuals who may benefit from attending the programme. The programme can be within the confines of
blended learning (in particular E-learning or self directed learning) but must include at least 40% of the
programme where the participants are brought together. The programme should carry the joint branding of the
Network and the Provider.
Outcomes to the programme must be agreed with the Network Chair and the programme must demonstrate
evidence of evolution dependent upon evaluation and current thinking.
10.3.Encouraging New Educational Partnerships
If the provider organisation does not have the specific expertise the provider will seek new partnership
arrangements when addressing the educational and development needs of the Network.
10.4.Facilitate a Programme of Action Learning Sets
The contract incorporates the financial provision for a series of Action Learning sets (£10,000) for groups of
individuals or working group members identified by the Network Chair. This should be a minimum of six learning
sets per year and includes advertising (or communication), facilitation and administrative costs.
The Action Learning sets are to be broadly run in themes that match the priorities of Healthcare for London and
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are to be developed in conjunction with the Network Chair.
10.5.Buddying and Mentoring
Facilitate the occasional mentoring or buddying of Network members (as identified by the Network Chair) who
are working on projects within the scope of Healthcare for London who may need additional professional or
10.6.Energizing and Motivating
The provider will ensure that opportunities for ensuring maximum engagement are obtained. Remembering that
the majority of time within the Network activities are in the participants own time the provider will maintin
moptivation of participants through their own performance but also by seeking out other opportunities for
motivation. For example, seeking opportunities for members to be nominated for awards or recognised by
senior officials within the field.
11. Budget & 11.1.Budget and Finance
Finance The term of this contract would be the partial year of 2008-2009 plus two full further years.
The 2008-2009 budget for the administration and marketing systems is £90,000 per annum pro rata.
The 2008-2009 budget for the administration and marketing systems is £90,000 per annum + 4% inflation
The 2009-2010 budget for the administration and marketing systems is £93,600 per annum + 4% inflation
An additional £10,000 is available for the facilitation of the Action Learning Sets
The funding covers the following;
• All human resource costs and their associated employment costs (employer contributions)
• Computer hardware or software necessary to undertake the service
• Re-launch of web site and associated maintenance, hosting and management.
• Room hire charges (excluding refreshment costs)
• Office stationary
12. Governance 12.1.Standards
• The provider must comply with all employment legislation.
• The provider must be experienced in contributing to healthcare strategy.
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• The provider must be able to offer leadership and development to employees.
• The provider must follow appropriate DH advice and guidance (for example, use of DH logo).
• The provider must have monthly update/report meetings (may be telephone) with the Network
• Any provider employees are accountable to the provider for their performance. Planned absence
is to be approved by the Provider in consultation with the Network Chair and unplanned absence
is to be reported by the individuals to the provider.
• The marketing and administration aspects of the service are accountable to the Network Chair.
• The financial aspects of the service are accountable to the Network Chair and Director of Nursing
at the host PC.
• Service objectives are to be agreed jointly with the provider and Network Chair.
13. Performance 13.1.Monthly reporting
Will be verbally to the Network Chair.
A quarterly report will be agreed by the Network Chair and tabled at a Strategic Management Board which will
include a report on the following minimum;
• Progress of the web site. This could include the number of hits or the development and changes.
• Progress against branding/communication and marketing strategy.
• Support work undertaken (ie. Publications).
• Outcomes of the development programme
• Workshop facilitation.
• Updated membership lists.
14. Standards & 14.1.Service Standards
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• The provider will ensure that there is a named contact person. The provider will ensure that there
is cover for leave and other absence between 10.00 and 16.00 on week days. Not including public
or statutory holidays.
Documentation and Confidentiality
• Maintain accurate written records of all formal meetings marked by a set agenda.
• Maintain storage of records in a suitable secure environment.
• The provider is not to maintain records that could specifically identify a patient (for example
working group discussion of a case study).
• All freedom of information requests must be alerted to the Network Chair.
• Uphold the standards of customer care as expected by the NHS.
• The provider will ensure that all E-mail enquiries are acknowledged within 24hrs (working time).
• The provider must ensure that staff either possess, or are enabled to obtain the skills and
knowledge required to meet the needs of the role.
• The Service Provider must have processes and procedures that ensure that the service is efficient
and the service given is of a high standard
• The Service Provider will have structure and procedures that will ensure that the resources are
effectively utilised and services are provided at the agreed level throughout the term of the
15. Short listing 15.1.Criteria
Criteria • Provider must be able to offer service within financial envelope
• Provider must have a high profile within the Capital for shaping healthcare policy.
• Provider must be an established London brand that is recognised within the nursing workforce and
a track record in nursing leadership
• Provider must have an agreed strategy/objectives/business plan that is compatible with the work of
the London Network for Nurses and Midwives.
• Provider must be financially stable.
• Provider must have London headquarters (or significant office function).
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• Provider must be able to provide sufficient venue capacity for meetings.
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