What does the abolition of NHS England mean for your market access and NHS Engagement strategy? How will the changes at national and integrated care board (ICB) level impact launch strategies?
We are hosting a series of special Q&A sessions with senior decision makers in the NHS, to explore what these changes mean on the ground now and what we can expect going forward. The first of these NHS Whispers specials, was held on Thursday 3rd April.
Prof. Phil Richardson (Chief Innovation Officer & Chair, Mtech Access – Powered by Petauri and former ICS system leader) put your questions to:
- Tim Goodson (Executive Officer, Dorset General Practice Alliance and former ICS system leader)
- Ashleigh Boreham (Deputy Director Partnerships, Research and Innovation, NHS Dorset and formerly Deputy Chief Officer Strategy and Transformation, NHS Dorset)
Background:
On 13th March, UK Prime Minister Sir Keir Starmer announced the abolition of NHS England (NHSE) to “cut bureaucracy” and bring management of the health service “back into democratic control”. The day before, Sir Jim Mackey, interim CEO of NHSE, announced a significant restructuring of ICBs, mandating a 50% reduction in their costs. This will lead to the merger of several ICBs and a substantial reduction in leadership roles. The restructuring is expected to have significant repercussions for the Pharmaceutical and Medtech industries. Learn more about the announcement and our initial thoughts on the implications for industry here. In response, we are hosting a series of NHS Whispers specials to gain early perspectives and direct insights on what this means for the NHS and industry, from those responding to these changes and driving decision-making in the NHS.
Session 1 discussion highlights:
Our host Phil Richardson has provided the following summary of the key points from the discussion in our first session:
1) Stakeholder Engagement:
Identifying and engaging the right stakeholders is crucial. The restructuring of NHS England means that roles and responsibilities of stakeholders are changing, and it is essential to stay updated on these changes to maintain effective engagement. Clinical connections are unlikely to change however there could be a change in management and oversight
2) Clinical Networks:
The future of clinical networks, such as cancer alliances and specialist commissioning groups, is a key focus. While administrative roles might change, the clinical networks themselves are likely to remain intact due to their value. This stability is important for market access strategies.
3) Specialised Commissioning:
There is a possibility of redefining what constitutes specialist commissioning, with some services potentially being managed at a larger scale. The balance of service group delegation may change with scale being more important for some than local commissioning. The discussed the need to stay close to lead clinicians involved in SpecCom.
4) New Product Access:
Health innovation networks and research partnerships play a crucial role in connecting with industry and ensuring that new products and innovations are mature enough for market access. Maintaining strong relationships with these networks is essential for successful market access. They are part of a team of teams, so are useful connectors and allies.
5) Cost vs. Value:
There is a current focus on immediate cost savings rather than long-term value and prevention. Market access directors need to balance the need for short-term financial stability with the long-term goals of prevention and digital transformation. There is a need for value propositions that address both aspects (more than may be needed). Demonstrating cost out will be essential.
6) Access Strategy:
Access strategy needs continual testing, both brand and above brand. Key relationship are needed with clinical and management leads in transformation, partnerships and innovation as co-design of immediate and long term outcomes will be the new norm.
7) Don’t Panic:
This is an evolving situation. Work still needs to get done. Take a calm approach to the change and try to avoid being caught up in the media and political frenzy. Close-in trusted advice is likely to be more useful during the change.
About our speakers
Tim Goodson (Executive Officer, Dorset General Practice Alliance and former Integrated Care System [ICS] system leader)
Tim Goodson spent his career working within the NHS helping to improve services for patients. Most recently Tim was the ICS lead for Dorset as well as being the Chief Executive for Dorset Clinical Commissioning Group (CCG) for 9 years. These roles enabled him to take a leadership role both locally and nationally, enabling Dorset to be at the forefront of promoting an integrated approach across health and social care.
Under Tim’s stewardship, Dorset undertook a comprehensive Clinical Service Review that set out the roadmap for how Dorset wanted to transform health services to improve patient care, whilst at the same time offering a sustainable solution for the NHS in Dorset. During Tim’s career he has held a broad range of executive responsibilities including the post of Director of Finance for three Primary Care Trusts also spanning 9 years. Tim now runs his own company providing consultancy services and hands on support to boards, and is also a Trustee of a local hospice.
Ashleigh Boreham (Deputy Director Partnerships, Research and Innovation, NHS Dorset and formerly Deputy Chief Officer Strategy and Transformation, NHS Dorset)
Ashleigh is a highly experienced healthcare leader with a career spanning over two decades. In addition to his role as Deputy Director Partnerships, Research and Innovation, his current portfolio also includes his role as Programme Director for Oral Health and the Medical School, in addition to leading on Creative Health and on Health for the Armed Forces Community.
He previously served for 27 years in the Regular Army, deploying to the Balkans, Sierra Leone, Kenya and Oman before joining the NHS in 2020. He was Head of Medical Operations in Germany and Afghanistan, and commanded two Field Hospitals, deploying to Iraq and Kosovo in this role. He was awarded the Order of St John in 2001. Previous appointments included Corps Colonel and Head of Career Management for the Army Medical Services, leading strategic workforce planning and medical training.
These sessions are conducted live under ‘Chatham House Rules’, to enable our speakers to share their views openly in these changing times and facilitate a live, active discussion. We will be taking questions directly from you in the sessions. To enable this active discussion, the webinars will not be recorded, so please attend live with your questions!
What questions will you put forward? The sessions will be shaped by the questions we receive in advance and on the day, by the live audience. We anticipate, this could include:
- How will the abolition of NHSE affect market access in England?
- What does the restructuring on ICBs mean for Pharma market access?
- How quickly can we expect to see changes on the ground?
- What will this mean for the future of ICBs?
- What will this mean for specialised commissioning and the devolution of specialised services to ICBs?
- Where and how will this change decision-making?
- How should Pharma and Medtech be adapting their strategies?
