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Odelle dos
- 1. Market to the NHS Dos and Donts in light of recent changes
- 2. Dos and Donts Dont treat the NHS as one entity Dont be afraid to engage commercially Dont expect the NHS to be joined-up Do consider change as opportunity Do consider individuals in the marketing process Do keep communications targeted and aligned to needs
- 3. Change creates opportunity The NHS must demonstrate that it is outcomes making the most effective use it can of public money to deliver quality healthcare cost NHS Better Care, Better Value Indicators www.productivity.nhs.uk
- 4. Big structure to support
- 5. NHS employs more than 1.7 million people Just under half are clinically qualified 400000 350000 300000 250000 200000 150000 100000 50000 0 Nurses Hospital doctors General Ambulance Staff Practitioners
- 6. NHS funding functional split NHS funding 20% Staff costs 7% Drug budget Other supplies 60% Building, services, cl 13% eaning, capital
- 7. Significant utilisation 1,000,000 463 8 140 Patients People a People a People dealt minute second seen by with a a GP per day week but a finite budget
- 8. Market forces are impacting market access More diverse providers to innovate and improve services (supply) Improving patient Better care Efficiency in delivery journey Better patient experience and service provision Better value for money More patient choice (demand)
- 9. Dos and Donts Dont treat the NHS as one entity Dont be afraid to engage commercially Dont expect the NHS to be joined-up Do consider change as opportunity Do consider individuals in the marketing process Do keep communications targeted and aligned to needs
- 10. The future vision of the NHS is bold It states that the NHS must: Be genuinely centred on patients and carers Achieve quality and outcomes that are among the best in the world Refuse to tolerate unsafe and substandard care Eliminate discrimination and reducing inequalities in care Put clinicians in the driving seat and setting hospitals and providers free to innovate, with stronger incentives to adopt best practice
- 11. The Big Opportunity Drive innovative and Medicines Drive outcomes commercially more fertile oriented ground for initiatives commissioning Greater ownership packages of and care rather Empower accountability than buying clinicians to for the public medicines lead from purse the front
- 12. Understanding customer needs That the NHS meets the needs of everyone1 Commissioning in the NHS is the process of That the NHS is free at the point of delivery1 ensuring that the health and care services That the NHS is based on clinical need, not provided effectively meet the needs of the ability to pay1 population2 1: NHS Core Principles, July 5, 1948 2: World Class Commissioning, UK Dept of Health www.dh.gov.uk/en/Managingyourorganisation/Commissioning
- 13. Change creates opportunity The NHS must demonstrate that it is outcomes making the most effective use it can of public money to deliver quality healthcare cost NHS Better Care, Better Value Indicators www.productivity.nhs.uk
- 14. Change creates opportunity Commissioning until a new process is likely model is proven to remain similar
- 15. Commissioning Strategic Planning Stage NEEDS Public Health Other Identify unmet ASSESSMENT data statistic/data need? REVIEW Identify Service Gap analysis service SERVICES Mapping improvements DECIDE Development Resources / Involve users of strategic PRIORITIES Budgeting and carers plan
- 16. Commissioning Service Procurement Stage Development of Involve service DESIGN SERVICES service model users and carers Development of CAPACITY strategies for care PLANNING, DEMAND and resource MANAGEMENT utilisation Support & PCT develop Invite SHAPING STRUCTURE encourage service NHS/private/3rd OF SUPPLY providers to specification, Pls sector providers develop services
- 17. Commissioning Monitoring & Evaluation Stage MANAGING Ensure agreed Develop Review patient targets are improvement PERFORMANCE set goals met plans SEEKING Patient Informs PATIENT / outcomes & commissioning PUBLIC VIEWS experiences actions
- 18. Where are your customers? Target your effort vs. reward 7 Integration Denial High 2 6 Search Emotional Participation Awareness 3 5 Experimentation 1 Shock / Surprise 4 Acceptance Low Time
- 19. Dos and Donts Dont treat the NHS as one entity Dont be afraid to engage commercially Dont expect the NHS to be joined-up Do consider change as opportunity Do consider individuals in the marketing process Do keep communications targeted and aligned to needs
- 20. 5 domains of the NHS Outcomes Framework Effectiveness 1. Preventing people from dying prematurely 2. Enhancing quality of life fro people with long-term conditions 3. Helping people to recover from episodes of ill health or following injury Patient Experience 4. Ensuring people have a positive experience of care Safety 5. Treating and caring for people in a safe environment and protecting them from avoidable harm
- 21. As far back as the NHS White Paper 2010 Reducing inefficiencies QIPP PROMS NHS Outcomes Frameworks Adoption of Best Practice Role of the CQC (Care Quality Commission) Enhanced role of NICE (150 Quality Standards) Local Health Watch bodies
- 23. Quality, Innovation, Productivity, Prevention QUIPP agenda is a strong driver for ICP implementation Most localities are actively seeking QIPP initiatives that will deliver service improvement Monthly QIPP returns Saving objectives Strategies for further savings Service development initiatives Inefficiency reduction initiatives
- 26. Dos and Donts Dont treat the NHS as one entity Dont be afraid to engage commercially Dont expect the NHS to be joined-up Do consider change as opportunity Do consider individuals in the marketing process Do keep communications targeted and aligned to needs
- 27. Dos and Donts Dont treat the NHS as one entity Dont be afraid to engage commercially Dont expect the NHS to be joined-up Do consider change as opportunity Do consider individuals in the marketing process Do keep communications targeted and aligned to needs
- 28. Any Questions? steven@odelletechnology.com