RFQ: Refresh of VCCC Alliance Strategy and Development of the Business Case

RFQ Process Objective

The Victorian Comprehensive Cancer Centre Alliance Ltd, VCCC Alliance, is releasing a (public/market) call for Expressions of Interest (EOI) to find an external provider to support the team with the work required to refresh the VCCC Alliance strategy and to develop the next business case.

Background

Vision

The vision for the Victorian Comprehensive Cancer Centre Alliance (VCCC Alliance) is to save lives through the integration of consumer-engaged cancer research, education, and patient care.

Founded in the holistic principles of the internationally recognised Comprehensive Cancer Centre model, the VCCC Alliance brings together 10 of Victoria’s leading research, academic, and clinical institutions to achieve what can only be done through state-wide collaboration. Together we will improve outcomes in cancer in metropolitan, regional and rural Victoria, and forge novel approaches to cancer research, education, and patient care for all.

Operating Environment

The VCCC Alliance’s multi-site, multi-disciplinary model brings together the complementary strengths of Peter MacCallum Cancer Centre, Melbourne Health (including The Royal Melbourne Hospital), the University of Melbourne, Walter and Eliza Hall Institute of Medical Research, The Royal Women’s Hospital, The Royal Children’s Hospital, Western Health, St Vincent’s Hospital Melbourne (including St Vincent's Institute), Austin Health (including the Olivia Newton-John Cancer Research Institute and Austin Lifesciences) and Murdoch Children’s Research Institute.

The VCCC Alliance has a 3.5-year agreement to June 2024 with the Department of Health to develop and implement new and innovative cancer research and treatment programs under an agreed Strategic Program Plan.

Our Team

Our team fosters and coordinates the expertise of the VCCC Alliance and other partners to encourage and enable collective effort to achieve more than any single entity can achieve on its own. At the VCCC Alliance, our team, along with our distributed leaders, are our backbone. We are dedicated to facilitating the expertise of the alliance in the ambitious task of implementing sustainable systemic change to continuously improve equitable care and outcomes for cancer patients.

Team Purpose

Be known for enabling the best research-led cancer care for all

Team Values

Better Together we connect and support to empower sustainable change

Bold we cultivate ideas and dare to innovate

Patient-Centred we place patients with cancer at the centre of all we do

For All, we champion equity of cancer care for every Victorian

Purpose

The current strategy is set for 2021-24. Aligned to the current strategy is the Strategic Program Plan (SPP) funded by the Victorian Department of Health, which contains 10 programs of work across 4 key goals of Discovery, Acceleration, Equity, and Leadership. Additionally, the VCCC Alliance has other programs of work that fall outside the SPP. This includes the Victorian COVID-19 Cancer Network and education programs such as SKILLED, and the Master of Cancer Sciences.

The VCCC Alliance will be entering 2023 with the intention of:

• Refresh the current strategy to better encompass all its work as well as the strategic challenges beyond 2024
• Finalise the impact evaluation scorecard to support tracking of the VCCC impact against strategic priorities
• Develop the business case to seek funding for the next phase of work beyond 2024.

Scope

The VCCC Alliance has a Quality and Strategic Initiatives (QSI) team responsible for the overall project management and delivery of the strategy refresh and preparation of the next business case (figure 1 in document). The successful tenderer will demonstrate their ability to work as a partner with the QSI team for all or part of the work deliverables outlined in Table 1 in document.

The VCCC Alliance has internal resources in Communications, Education, and Research Teams who will also support various aspects of the work outlined. The VCCC Alliance team will also draw in other key teams and leadership groups such as: the Distributed Leadership, SPP programs committees and working groups, Board sub-committees and VCCC Alliance Board, to support the engagement, sense checking and successful implementation of this work.

The key deliverables for the strategy refresh and business case development for the VCCC Alliance are:

1. Desktop analysis and review of key evidence, policy, and strategy
   Victorian, National, and international cancer organisations and leaders. These may include but are not limited to: Victorian Cancer Agency, VCCC Alliance Partners, Cancer Australia, Royal Marsden (UK), MD Anderson (US), Broad Institute (US) Cancer Research UK, and Canadian Partnership Against Cancer.
2. Investment Logic Mapping (ILM) and Benefits Management Plan (BMP) Implement the development of these to inform the next business case.
3. VCCC Alliance Strategy Refresh
   Review the existing VCCC Alliance strategy with the Board and codesign with key stakeholders a refreshed strategy for the next cycle in readiness for Board approval by mid-2023.
4. Collective Impact Dashboard for the VCCC Alliance
   Develop a strategic approach to measuring VCCC Alliance’s impact by reviewing and integrating all current, and routinely collected measures into a collective impact scorecard. This will include current board metrics, BMP metrics, program measures, and any other routinely collected measures that can demonstrate organisational impact against current and future strategic goals. Where gaps exist, propose any measures that are missing. This will support the impact evaluation for the VCCC Alliance after the current strategic cycle.
5. Stakeholder Consultation
   Map and implement a consultative data collection process to support an efficient, effective, and equitable cycle of consultation across the alliance partners and key external stakeholders to gather key data to establish the priorities for Victorians that relate to the refreshed VCCC Alliance Strategy and form the basis of the next generation of improvements to respond to problems identified in the ILM. The consultation process should be designed to elicit big ideas and synthesise data into creative, innovative solutions to the problems identified in the ILM.
6. Economic Evaluation
   Build on current economic modeling to support the proposed work and underpin the business case for the next strategic cycle.
7. Business Case
   Translate the findings of the strategy refresh, ILM, BMP, impact scorecard, and stakeholder, consultation into a business case ready for submission by Dec 2023.

The VCCC Alliance is undertaking some preliminary market assessments to inform our approach to the market and the procurement path we will need to take which will be guided by our procurement policy for all or parts of this work.

The scope excludes venue hire and catering associated with any in-person workshops.

It is expected that the successful candidate would work with both internal and external parties to align the new pieces of work (refreshed strategy and business case) to relevant other concurrent work such as government advocacy work and funding directions related to cancer research, education, and care.

This RFQ will be approached in 2 stages. Initially, we are requesting quotes in the range of 30-60K to complete some or all of the deliverables associated with Parts 1 and 2 as outlined in table 1.

Responses can provide suggestions and propose strategies for the deliverables in parts 3 and 4 which may be added on later however this initial RFQ will be assessing the deliverables for Parts 1 and 2 only.

Major deliverables, response to include, key selection criteria, timeline and review process can be found in the full document here.

NOTE:

*  The EOIs received will be reviewed by a panel of experts from the VCCC Alliance and its members, as well as any external experts as required.

*  Strict confidentiality regarding any submissions by respondents will be adhered to and is noted in the Terms and Conditions.

*  Please note that costs associated with additional staff salaries and/or third-party fees are not considered in scope for this EOI. Respondents should limit details of their indicative costings to the provision of the services outlined above.

*  Respondents may be called upon to provide additional details, and/or to meet with the VCCC Alliance project management team to clarify any aspect of their submission.

*  The successful respondent/potential vendor will be asked to undertake a process to enter a contract with the VCCC Alliance.

The VCCC Alliance procurement processes will be adhered to at all times. These processes aim to align with the Victorian Government Purchasing Board policies.

For further information about this RFQ, please contact the Head of Quality and Strategic Initiatives, Lisa Somerville, [email protected] or 0402 836 826

RFQs should be submitted no later than 5pm on Tuesday 6 December 2022 to Faiza Usman at [email protected]