The document provides guidance on marketing to the NHS. It advises to consider individuals in the marketing process, treat change as an opportunity, and engage commercially with the NHS. It also notes the NHS is not a single entity and its parts are not always joined up. Quality improvement initiatives like QIPP and the NHS Outcomes Framework aim to improve efficiency, outcomes and patient experience.

1. Market to the NHS
Do’s and Don’ts in light of recent changes

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. 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. 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. 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. 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. 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

24. QIPP Template Example

25. QIPP Template Example

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. 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

28. Any Questions?
steven@odelletechnology.com