A hospital-network RFQ should make facility coverage and administrative responsibilities comparable while leaving clinical decisions to qualified professionals. A broad request for comprehensive healthcare can produce offers with very different sites, exclusions and payer assumptions. Define the commercial programme and require a facility-level response so the buyer understands what each network is actually proposing.
A hospital-network RFQ should make facility coverage and administrative responsibilities comparable while leaving clinical decisions to qualified professionals. A broad request for comprehensive healthcare can produce offers with very different sites, exclusions and payer assumptions. Define the commercial programme and require a facility-level response so the buyer understands what each network is actually proposing.
State the intended access or payment arrangement, workforce locations and administrative services needed. Distinguish outpatient booking, planned-admission administration and account management where relevant. Have healthcare, benefits and legal advisers help frame the scope rather than prescribing clinical services through procurement alone.
Ask bidders to list named facilities, locations, relevant regulators and the services included at each. Require separate identification of external referral partners. Ask whether those partners are covered by the proposed account agreement or require a separate commercial process. A group brochure should supplement, not replace, the contracted-facility schedule.
Ask how central account management connects to local booking, admissions and finance teams. Require contact roles, escalation routes and the process for cross-facility administrative issues. Identify the buyer's responsibilities and the information needed for eligibility or payment confirmation.
For example, the RFQ can ask how a billing query involving two sites receives one accountable owner. It should not ask procurement staff to approve clinical transfers or interpret the medical basis of a referral.
Request fee schedules, exclusions, estimates, additional-service processes and relevant cancellation conditions. Distinguish employer-funded scope from insurance or patient obligations. Require providers to explain how individual coverage and authorisation are confirmed through the appropriate parties.
Specify the minimum account reporting required and ask for fictional sample invoices. Have privacy and legal reviewers assess fields and sharing arrangements. Avoid requiring diagnoses, consultation notes or detailed patient records merely to compare administrative systems.
Set out facility verification, qualified clinical review where needed, administrative capability and commercial evaluation as distinct workstreams. Request evidence appropriate to each and avoid identifiable patient case material in routine procurement submissions. Include non-patient process walkthroughs for shortlisted networks. The resulting offers should allow the organisation to choose a transparent and manageable provider agreement without presenting the procurement exercise as a clinical ranking of hospitals or a guarantee of individual care outcomes.
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