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The Role of the Healthcare Development Manager

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  1. The Role of theHealthcare Development Manager David Veitch Vice-President and General Manager,UK Bristol-Myers Squibb 2 November 2006

  2. 5. Payment by Results Tariff for secondary care services whereby PCTs pay a fixed price to hospitals for a defined output for all admitted patient, outpatient and A&E care, except certain specialised services 6. Consolidation of procurement Collaborative Procurement Hubs have been created to centralise purchasing on behalf of large numbers of NHS trusts. PASA, PMSG and Pan-London are becoming increasingly powerful NHS in England: Key Changes 3. Specialised Commissioning Top-sliced funding allocated to NSSCG to commission specialised low volume/high cost national services, and SCGs (1 per SHA) to commission specialised regional services 2. Practice-Based Commissioning Budget devolved from PCTs to GP practices which then commission services from both NHS and private providers. Groups of practices can form consortia 1. SHA and PCT restructure 7. Independent Sector Treatment Centres Commissioning of private sector service providers by PCTs to provide elective surgery procedures for a range of conditions 4. Foundation Trusts Hospitals with greater financial and operational freedom than other NHS trusts but operating to NHS standards.

  3. The Changed NHS • The NHS is now a health business • The era of king payor is here to stay • Need to sell both product and the business proposition that lies behind it

  4. The Healthcare Development Manager Role • Not new - but it is changing • A vital business asset and source of competitive advantage • Driving market access is the key

  5. Ref: BBC News Website Wednesday, 11 October 2006, 10:18 UK, www.bbc.co.uk\news

  6. The Healthcare Development Manager Role • Not new - but it is changing • A vital business asset and source of competitive advantage • Driving market access is the key

  7. What makes a successful HDM team? • Clear vision, objectives and focus: • rigorously aligned to core business objectives • Superior customer insight: • ability to anticipate their next steps • intelligence is only useful if allied to a plan

  8. Who are “payors”? • “Payors” are healthcare organisations - they exist to improve health and health care - not just to balance the books • They have many different needs: • Achieving financial balance – locally and nationally • Meeting local and national clinical targets • Managing organisational and structural change • Implementing national policies, e.g. long-term conditions, cancer and patient choice • Ensuring equity of access • Managing the uptake of new technologies, including medicines NIMBDIM “Not in my budget, doesn’t interest me” “If I can’t treat everyone, I won’t treat anyone” Demonstrate value, not just clinical outcome

  9. NHS Tug-of-War National guidance and targets Primary Care Practice-Based Commissioning Secondary Care Payment by Results Local delivery and financial balance

  10. Towards partnership with the NHS • In the foothills, rather than scaling the peaks • True partnership means an immense cultural change for the NHS and will take time • Industry must play its part: • no deviation from ethical, CoP-based behaviour • need to build trust

  11. The Need for Transparency • Partnerships with the NHS must support the bottom line • Need to be clear about this, not just with ourselves, but with our customers as well • No transparency, no trust

  12. Level of priority vs appropriateness of pharma industry involvement - England Base = All Answering Source = PCT Questionnaire, Q22 Adelphi Survey 2006

  13. The Successful “Win-Win” • Trust • Transparency • Take-up

  14. What makes a successful HDM team? • Clear vision, objectives and focus: • rigorously aligned to core business objectives • Superior customer insight: • ability to anticipate their next steps • intelligence is only useful if allied to a plan • Ability to identify and sell the “business proposition” • Ability to communicate the value of the role