Do’s and Don’ts in light of recent changes Market to the NHS Do’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 Indicators www.productivity.nhs.uk outcomes cost

Big structure to support

NHS employs more than 1.7 million people

NHS funding – functional split

Significant utilisation… 1,000,000 Patients dealt with a day 463 People a minute 8 People a second 140 People seen by a GP per week … but a finite budget

Market forces are impacting market access Better care Better patient experience Better value for money Improving patient journey More diverse providers to innovate and improve services (supply) Efficiency in delivery and service provision More patient choice (demand)

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 Empower clinicians to lead from the front Greater ownership and accountability for the public purse Drive outcomes Drive innovative and commercially oriented initiatives Medicines – more fertile ground for commissioning packages of care rather than ‘buying’ medicines

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, 1948 2: 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 Indicators www.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 NEEDS ASSESSMENT Public Health data Other statistic/data Identify unmet need? REVIEW SERVICES Service Mapping Gap analysis Identify service improvements DECIDE PRIORITIES Development of strategic plan Resources / Budgeting Involve users and carers

Commissioning Service Procurement Stage DESIGN SERVICES Development of service model Involve service users and carers CAPACITY PLANNING, DEMAND MANAGEMENT Development of strategies for care and resource utilisation SHAPING STRUCTURE OF SUPPLY PCT develop service specification, Pls Support & encourage providers to develop services Invite NHS/private/3rd sector providers

Commissioning Monitoring & Evaluation Stage MANAGING PERFORMANCE Ensure agreed targets are met Review patient set goals Develop improvement plans SEEKING PATIENT / PUBLIC VIEWS Patient outcomes & experiences Informs commissioning actions

Where are your customers? Target your effort vs. reward 7 Integration Denial High 2 6 Search Awareness 3 Emotional Participation 5 Experimentation 1 4 Shock / Surprise Acceptance Low Time

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