Dudley & Walsall Mental Health Partnership NHS Trust Board

Transcription

1 Dudley & Walsall Mental Health Partnership NHS Trust Board Date of Board Meeting: 27 th May 2009 Subject: Trust Board Lead: The Role of Market Intelligence within a Strategic Marketing Framework Jacky O Sullivan, Director of Performance & Strategy Presented by: Mary Bytheway, Head of Market Intelligence Aim of the report: To demonstrate the role of market intelligence within the emerging NHS environment To demonstrate how market intelligence links in with Trust business processes such as planning and service development Key points: The emerging NHS environment is being driven by contestability and increased tendering, competition from other service providers and choice (direct payments & personal budgets). Market Intelligence can be a useful tool in providing the rigour to identify the issues facing the Trust in this changing environment. The framework presented shows how the tools can be used to identify and address strategic issues. Recommendation: Board members are asked to approve the methodology. Board action required (please tick) Information Approval Discussion Other (please state) Key Standard(s) for Better Health: C6, D6, C17, D8, D11 Implications: Financial: No implications at this stage HR/Personnel: Community/user: Equality & Diversity: No implications at this stage No implications at this stage No implications at this stage 1

2 The Role of Market Intelligence within a Strategic Marketing Framework 2

3 Contents Agenda Item The Emerging NHS Environment CONTESTABILITY & WORLD CLASS COMMISSIONING COMPETITION & COLLABORATION FREEDOM OF CHOICE Strategic Marketing Framework SENSING AND THE MARKET AUDIT/ASSESSMENT Output of the Audit Interim Audit PLANNING PHASE Business Improvement better performance and better value Business Development new services and/or new markets Mapping and Evaluation IMPLEMENTATION PHASE REVIEWING Summary Recommendation

4 1 The Emerging NHS Environment Whilst having a strong position as the principal provider of specialist mental health services in Dudley and Walsall the Trust is operating in an increasingly competitive market environment. Within the emerging environment of contestability, competition and choice, the adoption of a Customer Focused Marketing Approach will ensure that the Trust improves patient experience and establishes itself as the provider of choice for service users, GPs and commissioners. To be able to respond effectively to this emerging environment it is imperative that the Trust strengthens its marketing capabilities. A Strategic Marketing Framework and action plan is put forward for discussion. This Strategic Marketing Framework draws on market analysis and research tools and models and will inform the Trust s Corporate Plan, Service Business Plans, Integrated Business Plan, Stakeholder Engagement and Communications Plan. This paper presents the role of Market Intelligence in developing a Strategic Marketing Framework for the Trust within the emerging NHS environment. 1.1 Contestability & World Class Commissioning The Department of Health (DoH) has given direction on the stimulation of a contestable market. Commissioning bodies are encouraged to ensure that they are choosing the best service providers for their localities. Commissioners have a key role to play in shaping the market through dialogue and procurement to stimulate providers to produce innovative solutions and create an environment where these can be sustained. For example contracts will become increasingly focused on outcomes rather than service delivery methods as they are now. This also includes more strategic, earlier discussion with providers about need, transparent and fair procurement and introducing or increasing contestability by addressing potential barriers to entry. This clearly creates a more competitive and open environment for service providers as well as stimulating more choice for referring bodies and service users. A key challenge for the Trust is to ensure that our commissioners and referring bodies have a full appreciation and awareness of the range of services and service quality that we can and will offer. 1.2 Competition & Collaboration Competition for tenders and contracts can arise from both existing providers and new entrants. Those that were once partners are now free to compete head to head. Private and third sector providers are diversifying, adding new services to their portfolios where they see gaps in provision or vulnerable providers. One major issue affecting the competitive arena is the focus on prevention and early intervention a shift from secondary care to primary care. 4

5 This brings with it a segment of new competitors who can supply complementary and alternative therapies. It is these competitors who may pose the bigger threat as they grow and diversify. Foundation Trust status also brings with it the challenge associated with competitive rivalry as those who strive for it and achieve it are more freely able to compete for new business outside their territory. A key challenge for the Trust will be to maintain thorough, continuous monitoring of the competitive landscape to ensure that we can pre-empt any competitive threat, reacting quickly and effectively 1.3 Freedom of Choice Choice in Mental Health is in its early stages of development but aims to provide a wider range of treatment options, it enables people to express preferences and make decisions about their care. The advent of direct payments and personal budgets enhances this further. By definition it will stimulate the provision of a wider range of services. A key challenge for the Trust will be ensuring that we fully appreciate the market environment and that we provide and develop services that users and carers want and value. 2 Strategic Marketing Framework The objective of a Strategic Marketing Framework is to support the achievement of the Trust s strategic objectives by developing a strategic marketing approach that will: - 1. Create a robust market position for the Trust in the core markets of Dudley and Walsall by delivering the right services at the right time in the right way This means understanding and satisfying the needs of service users and carers and other stakeholders. It means adopting a customer-led approach to defining performance and implementing service improvements. 2. Define opportunities for service development and growth through a thorough understanding of emerging needs and trends This means understanding and exploiting the Trusts capabilities and competitive position to potentially introduce new, differentiated services by supporting a culture of innovation and best practice 5

6 The Marketing Lifecycle Approach is proposed and is described in four sequential phases: - This process, when applied to the emerging NHS environment, delivers a systematic approach to aligning the Trust s capabilities with the needs of the community. It presents open and informed insight into needs, perceptions and expectations such that the Trust can deliver the right services in the right way at the right time. The Trust s marketing strategy will develop effective responses to the changing market environment and underpin delivery of the Trust s strategic objectives. The framework manifests itself across many business processes already in place such as Business Planning and Tendering for example. 6

7 2.1 Sensing and the Market Audit/Assessment Sensing is the audit and analysis of the market the Trust is operating within and the position of the Trust within that market. It defines our strengths and weaknesses as perceived by our stakeholders not just ourselves. For example: - Skilled and experienced workforce Local knowledge Leading service provider It also defines opportunities and threats emerging from this open and contestable market environment. The processes that will be used to conduct the market audit include the following: - 1. A review of the impact of national drivers such as World Class Commissioning, market contestability, Patient Choice, the current economic recession, the new Mental Health Act, Freedom of Information, the ageing population, social marketing etc. etc. (termed the PEST analysis). These tend to be drivers that we have little or no control over. 2. Analysis of the mental health service provider landscape within the region: - Understanding neighbouring provider s strategic intent and capabilities The emergence of new service providers The flexibility that Foundation Trust status brings for us and for neighbouring Trusts The influence and power of commissioners and the impact of GP commissioning The influence and power of our suppliers and partners as competitors in their own right (Termed Competitive & Collaborative Forces Analysis) 3. Local Health Economy (LHE) review that identifies the emerging trends within Dudley and Walsall and the surrounding regions in context of the wider West Midlands region and England; assessing the impact of these trends on the demand for mental health services; for example the increase in the number of people in the Boroughs that are over 75 and the levels of deprivation in certain wards. 4. Stakeholder Perception Studies and Surveys using direct feedback from service users, carers and their families and friends, support groups in the community, supply partners, GPs, commissioners and Trust staff to help shape our Clinical Plan and drive improvements in quality and value for money. 5. Performance Benchmarking assesses how the Trust is performing with regard to: - Service user and carer expectations Commissioner success criteria Other service providers 7

8 This will be done using our own and national indicators in order to establish our performance compared to expectations and targets Output of the Audit The result of the market audit is the market audit report. This is a detailed report and analysis of the market using the tools listed above and culminating in a set of strategic issues. These strategic issues will be evaluated and addressed by the Trust in order to meet the strategic objectives. Subsequent plans such as business cases, campaigns, projects can be referenced to the strategic issues list. These issues will be both internal and external and will be wide ranging from, for example, the need to provide better public information, to the need to provide easier access to services for the BME community in our localities Interim Audit Work has already been undertaken to develop a market assessment as part of the Trust s Corporate Business Plan. This includes: Changing demographics and health needs of the local population such as the rise in the over 75 s National drivers such as Patient Choice; Practice based Commissioning; Payment by Results and legislative changes such as the new Mental Health Act Local needs assessments Comparative performance of other Service providers in the region Stakeholder Feedback event This will be extended to provide an in-depth audit that will influence processes within the Trust such as Service Business Planning, Annual Strategic Plan (Clinical and Social Care Plan) and the Integrated Business Plan. Specific bespoke market intelligence will be carried out on an on-going basis to support business cases and tenders. 2.2 Planning Phase This phase of the marketing lifecycle is focused on agreeing what should be done to address the strategic issues identified in the audit. 1. Assessing the impact and feasibility of the above issues - understand those issues that will have a high, low; short, medium or long term impact 2. Prioritise - agree which to pursue and in what timeframe 3. Generate and evaluate options - decide how each of the agreed initiatives will be addressed in-house, partner, sub-contractor etc. Issues tend to fall into two categories Business Improvement and Business Development Business Improvement better performance and better value Within the context of the NHS this relates to enhancing access and referrals such that more people within our localities will gain access to our existing services. 8

9 Planning will involve benchmarking, performance improvement, service re-design as well as perception management, communications and promotion, engagement and training Business Development new services and/or new markets Here we analyse the options for growth and diversification by comparing the attractiveness of a new opportunity against the capabilities and competitiveness of the Trust and of course the desired timeframes. This phase enables the Trust to explain why opportunities have been accepted or rejected and will support the Business Case and Tender Process Mapping and Evaluation The Ansoff Matrix can be used to map options. This option evaluation allows us to focus and prioritise. An example is shown: Existing Commissioned Services New Services Ideas/Innovations Existing Markets Dudley & Walsall New Markets Short Term Impact: Market Penetration In the context of the NHS this relates to increasing referrals and improving access to existing services. Focus on communication & engagement, promotion, awareness, especially assertive outreach and community development. Medium Term Impact: Market Development launch our existing services into new markets for example Electro Convulsive Therapy (ECT), Psychiatric Intensive Care Unit (PICU) Medium Term Impact: Service Development introduce a new service to fill gaps in our existing market such as A&E Liaison, Memory Clinic Long Term Impact: Diversification introduce a new innovative service into related markets for example Secure Beds for the West Midlands, Autistic Spectrum Disorders (ASD) Clearly the main issue during this phase of the process is to ensure that we can secure funding support for the introduction and development of new services and markets. This means influencing commissioners to purchase the new service or researching other opportunities for funding. This should form part of the business case process. 9

10 2.3 Implementation Phase The implementation phase defines the roll-out of discrete plans and campaigns that support business improvement and/or business development. It is a project management phase. The main focus in this phase is that of effective planning and communication: - Understanding that groups of stakeholders have both differing needs, levels of knowledge and preferred methods of receiving information Use branding to create a strong, clear structure and messaging to support the service offering Ensure that communications are targeted at the specific audience using techniques and methods that are in line with segment expectations, cultures and needs. 2.4 Reviewing By implementing performance metrics for marketing projects and campaigns we can demonstrate the value to the Trust directly, as well being able to improve the processes we employ. By using metrics that matter to service users as well as to the Trust we develop a customer-led approach. 3 Summary In essence the Strategic Marketing Framework sets out a process for business improvement and growth. By involving all stakeholders in the Sensing Phase we are able to develop a customer-led strategy, ensuring that our services are targeted correctly and that we maintain a robust sustainable market position. By using rigorous analytical tools to evaluate options we implement initiatives that will have real impact on the community we serve. By shaping our implementation plans to the target audience we can be sure that they will be received effectively, yielding the maximum benefit. By continually reviewing the environment and our performance against metrics that matter we can improve quality and performance. 4 Recommendation Board members are asked to approve this methodology. 10