odelle dos

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 joined-up

Do consider change as opportunity

Do consider individuals in the marketing process

Do keep communications targeted and aligned to needs

Change creates opportunity

The NHS must demonstrate that it is making the most effective use it can of

public money to deliver quality healthcare

NHS Better Care, Better Value Indicatorswww.productivity.nhs.uk

outcomes

cost

Big structure to support

NHS employs more than 1.7 million people

Nurses

Hospita

l docto

rs

General Prac

titioners

Ambulance

Staff

0

100000

200000

300000

400000

Just under half are clinically qualified

NHS funding – functional split

60%

13%

7%

20%

NHS funding

Staff costsDrug budgetOther suppliesBuilding, services, cleaning, capital

Significant utilisation…

… but a finite budget

Market forces are impacting market access

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

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

The Big Opportunity

Understanding customer needs

That the NHS meets the needs of everyone1

That the NHS is free at the point of delivery1

That the NHS is based on clinical need, not ability to pay1

Commissioning in the NHS is the process of ensuring that the health and care services provided effectively meet the needs of the population2

1: NHS Core Principles, July 5, 19482: World Class Commissioning, UK Dept of Health www.dh.gov.uk/en/Managingyourorganisation/Commissioning

Change creates opportunity

The NHS must demonstrate that it is making the most effective use it can of

public money to deliver quality healthcare

NHS Better Care, Better Value Indicatorswww.productivity.nhs.uk

outcomes

cost

Change creates opportunity

Commissioning process is likely to remain similar

…until a new model is proven

Commissioning

Strategic Planning Stage

Commissioning

Service Procurement Stage

Commissioning

Monitoring & Evaluation Stage

Where are your customers?

Target your effort vs. reward

Low

High

Time

Emoti

onal

Par

ticip

ation

Shock / Surprise

Denial

Awareness

Acceptance

Experimentation

Search

Integration

1

2

3

4

5

6

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 joined-up

Do consider change as opportunity

Do consider individuals in the marketing process

Do keep communications targeted and aligned to needs

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

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

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

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 joined-up

Do consider change as opportunity

Do consider individuals in the marketing process

Do keep communications targeted and aligned to needs

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

Any Questions?

steven@odelletechnology.com