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TRANSCRIPT
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
