1. Do’s and Don’ts in light of recent changes
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 making the most effective use it can of public money to deliver quality healthcare
NHS Better Care, Better Value Indicators
outcomes
cost

4. Big structure to support

5. NHS employs more than 1.7 million people

6. NHS funding – functional split

7. 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

8. 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)

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
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

12. 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

13. 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
outcomes
cost

14. Change creates opportunity
Commissioning process is likely to remain similar
…until a new model is proven

15. 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

16. 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

17. 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

18. 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

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?