Market to the NHSDo’s and Don’ts in light of recent changes
Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t expect the NHS to be joi...
Change creates opportunity                        The NHS must demonstrate that it is       outcomes      making the most ...
Big structure to support
NHS employs more than 1.7 million people          Just under half are clinically qualified40000035000030000025000020000015...
NHS funding – functional split                    NHS funding              20%                                  Staff cost...
Significant utilisation…1,000,000       463            8                140   • Patients     • People a       • People a  ...
Market forces are impacting market access                    More diverse providers to innovate and improve               ...
Do’s and Don’t’sDon’t treat the NHS as one entityDon’t be afraid to engage commercially Don’t expect the NHS to be join...
The future vision of the NHS is bold                 It states that the NHS must:                 Be genuinely centred on...
The Big Opportunity                                                     Drive                                             ...
Understanding customer needs That the NHS meets the needs of everyone1                 Commissioning in the NHS is the pro...
Change creates opportunity                        The NHS must demonstrate that it is       outcomes      making the most ...
Change creates opportunityCommissioning                     …until a newprocess is likely               model is provento ...
CommissioningStrategic Planning Stage    NEEDS           Public Health       Other        Identify unmet ASSESSMENT       ...
CommissioningService Procurement Stage                    Development of         Involve service  DESIGN SERVICES         ...
CommissioningMonitoring & Evaluation Stage MANAGING         Ensure agreed                      Develop                    ...
Where are your customers?Target your effort vs. reward                                                                7   ...
Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t expect the NHS to be joi...
5 domains of the NHS OutcomesFrameworkEffectiveness1. Preventing people from dying prematurely2. Enhancing quality of life...
As far back as the NHS White Paper 2010                   •Reducing inefficiencies                   •QIPP                ...
Quality, Innovation, Productivity, Prevention    •QUIPP agenda is a strong driver for ICP implementation        •Most loca...
QIPP Template Example
QIPP Template Example
Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t expect the NHS to be joi...
Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t expect the NHS to be joi...
Any Questions?     steven@odelletechnology.com
Odelle dos
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Odelle dos

  1. 1. Market to the NHSDo’s and Don’ts in light of recent changes
  2. 2. Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t 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. 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 healthcarecost NHS Better Care, Better Value Indicators www.productivity.nhs.uk
  4. 4. Big structure to support
  5. 5. NHS employs more than 1.7 million people Just under half are clinically qualified400000350000300000250000200000150000100000 50000 0 Nurses Hospital doctors General Ambulance Staff Practitioners
  6. 6. NHS funding – functional split NHS funding 20% Staff costs 7% Drug budget Other supplies 60% Building, services, cl 13% eaning, capital
  7. 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. 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. 9. Do’s and Don’t’sDon’t treat the NHS as one entityDon’t be afraid to engage commercially Don’t 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. 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. 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. 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 population21: NHS Core Principles, July 5, 19482: World Class Commissioning, UK Dept of Health www.dh.gov.uk/en/Managingyourorganisation/Commissioning
  13. 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 healthcarecost NHS Better Care, Better Value Indicators www.productivity.nhs.uk
  14. 14. Change creates opportunityCommissioning …until a newprocess is likely model is provento remainsimilar
  15. 15. CommissioningStrategic 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. 16. CommissioningService 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 InviteSHAPING STRUCTURE encourage service NHS/private/3rd OF SUPPLY providers to specification, Pls sector providers develop services
  17. 17. CommissioningMonitoring & Evaluation Stage MANAGING Ensure agreed Develop Review patient targets are improvementPERFORMANCE set goals met plans SEEKING Patient Informs PATIENT / outcomes & commissioning PUBLIC VIEWS experiences actions
  18. 18. Where are your customers?Target your effort vs. reward 7 Integration DenialHigh 2 6 Search Emotional Participation Awareness 3 5 Experimentation 1 Shock / Surprise 4 Acceptance Low Time
  19. 19. Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t 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. 20. 5 domains of the NHS OutcomesFrameworkEffectiveness1. Preventing people from dying prematurely2. Enhancing quality of life fro people with long-term conditions3. Helping people to recover from episodes of ill health or following injuryPatient Experience4. Ensuring people have a positive experience of careSafety5. Treating and caring for people in a safe environment and protectingthem from avoidable harm
  21. 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
  22. 22. 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
  23. 23. QIPP Template Example
  24. 24. QIPP Template Example
  25. 25. Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t 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
  26. 26. Do’s and Don’t’sDon’t treat the NHS as one entity Don’t be afraid to engage commercially Don’t 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. 27. Any Questions? steven@odelletechnology.com
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