General approach to marketing management and development

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Plenary

• General approach to marketing management and
  development
• Sophia Christie
• Chief Executive
• NHS Birmingham East North

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WORLD CLASS COMMISSIONING GOOD PRACTICE EVENT
Wednesday 15th July 2009 Sophia R Christie Chief
Executive
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Good Hope Hospital

• Population of 440,000
• Diverse and vibrant communities
• 17 wards in Europes largest Local Authority
• 1,700 staff
• 237 GPs
• 82 practices
• Budget circa 0.7b
• Lead commissioners for mental health, learning
  disabilities, sexual health
• Host of West Mids Specialised Commissioning team
  - 0.7b

Deprivation Proportion of ward population in the
following deprivation sectors
Sutton Four Oaks
Most deprived Least deprived
Sutton Trinity
Sutton Vesey
Sutton Vesey Pop. 22879
( refers to position in the national listing of
most deprived areas).
Kingstanding
Sutton New Hall
Erdington
Stockland Green
Tyburn
Hodge Hill
Heart of England NHS Foundation Trust
Washwood Heath
Shard End
Bordesley Green
Stechford and Yardley North
South Yardley
Sheldon
Acocks Green
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A Long Term Vision and Strategy

• Goals
• To be so responsive to the
• population we serve that no one
• waits for the health care they need
• That the health and well being of the
• population will have improved so
• much that people will enjoy 10 more
• years of quality life
• Our communities will be the most
• involved, informed and empowered
• in the country
• That people regard us as the first
• choice organisation to work
• with and for

Purpose Working in partnership to tackle
inequalities and improve the health and well
being of local people
NB Collins and Porras Built to Last
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Organisational Design for World Class Performance

• PRIME
• Workforce OD
• PIPE (Planning, Innovation, Process Excellence)
• Provider arm development
• KM IT

• New players
• Attractive to high performers
• Resilience diversity in team
• Skills behaviours
• Expert partners

• Director of process Improvement
• Knowledge management focus
• Participative processes
• Lean redesign
• OD network

Strategy
Processes
People

• Matrix teams
• Faculty of director
• Collaboration and integration
• Review design criteria

• PRIME
• Performance accelerator
• KM
• Trajectories

Structure
Metrics
Jay Galbraith Designing Organisations
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Real-Time Strategic Change Principles(Robert W
Jacobs)
Get clear on your preferred future Combine the
best of your past and present and compelling
visions for your desired future. When you build
this integrated picture, people are energized to
make it real.
Think and act in real time Live in your future
and plan for it at the same time. When you think
and act as if you were already the organization
you want to become, your desired future happens
faster.
Preferred Future
Real Time
Create community Ensure people feel allegiance to
their respective part of the organization and
allegiance to the larger whole. When these dual
alliances exist, people collaborate as part of
something larger than themselves that they have
created and believe in.
Engage and include Clear direction with limited
inclusion and broad-based participation can both
be engaging. Keep asking, Who are the key
stakeholders and how can we engage them? to
build commitment and ensure you get the right
answers for your organization.
Create Community
All RTSC Work
Engagement
BuildUnderstanding
Reality is a key driver
Make reality a key driver Expand your thinking by
looking outside your organization to gain
perspective and focus inside your organization to
gain insight. When people maintain these two
points of view, they make more informed decisions
and are better prepared to respond to emerging
issues and opportunities.
Build understanding Share information that needs
to be common throughout the entire organization
and restrict custom information that meets unique
needs to specific parts. When people understand
the big picture and how their work is related, it
leads to aligned action.
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High Performing Organisations

• Four Essential Practices
• Strategy
• Execution
• Partnering

• Two of Four Options
• Innovation
• Mergers and Acquisitions
• Talent Management
• Retain and reward the CEO

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Our Strategic Plan

• In meeting our core purpose and principles, we
  are working hard to provide a healthier future
  for our communities. We are doing this by wise
  investment in
• Partnership to assess needs, tackle inequalities,
  personalise services, and jointly commission for
  key groups
• Bringing care closer to home excellence in CDM,
  telephone care, group interventions, peer
  education, domiciliary and community focused
  services
• Collaborating through Working Together for Health
  with key NHS providers across range of planned
  care
• PRIME and the generation of new relationships
  through the creative use of intelligence
• Ensuring high quality safe services integrated
  governance, management and clinician partnership,
  leadership development, process improvement

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World Class Commissioning AssessmentGovernance
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World Class Commissioning
WORLD CLASS COMMISSIONING ASSESSMENT
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Learning to date Innovation Delivery

• Tackle inequality profile population, target
  activity, prioritise resources, understand
  preferences, new service designs, screening and
  outreach, signposting
• WCC in primary care building capacity,
  improving performance,
• de-commissioning
• New models of care assertive outreach,
  telephone delivery, group interventions,
  integrated services
• Maximising digital technology web-based
  communications, remote monitoring, mobile
  communications, e-consultation
• Rigorous concern for return on investment
• maximise the use of total allocation

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Competency 7

• Effectively stimulate the market to meet demand
  and secure required clinical and health and
  wellbeing outcomes
• Knowledge of current and future provider capacity
  and capability
• Alignment of provider capacity with health needs
  projections
• Creation of effective choices for patients

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Evidence and Activity for 7

• Analysis of local market
• dominant position of NHS providers, potential of
  marginal shifts, RD partnerships, re-shaping IS
  in mental health for value and quality
• Track record in developing new models of care
  with alternative providers for unmet need
• dermatology, Birmingham OwnHealth, EoL support,
  Intermediate care and internal RD
• New Choices of
• Style peer, group, phone, web-based
• Location mobile, pharmacy, retail, leisure
• models of service nurse led, physio led, self
  referral

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Competency 9

• Secure procurement skills that ensure robust and
  viable contracts
• Understanding provider economics
• Negotiation of contracts around defined variables
• Creation of robust contracts based on outcomes

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Competency 9

• Understanding provider economics coding,
  capacity, marginal shift, power and relationships
• Negotiation of contracts around defined
  variables key principles, prior approval, shared
  risk / shared benefits, aligned organisations
• Creation of robust contracts based on outcomes
  from strategy to specification, metrics and
  reward, process improvement
• New Commercial model relationship management,
  core expertise in service procurement, local
  relationship development and management, benefits
  realisation, assessment fitness of system and
  process

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An environment for improvement and innovation

• Clear and consistent purpose and goals
• High participation, system approach
• Make it easy to do the right thing
• Celebrate creative stealing
• Demonstrate courage
• Design for Scale artisan to industrial
• Love big picture and pay attention to detail