THE ROYAL WOLVERHAMPTON HOSPITALS NHS TRUST. Note The progress against the objectives within the Marketing Plan

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AGENDA ITEM NO: 8a THE ROYAL WOLVERHAMPTON HOSPITALS NHS TRUST

REPORT TO: Trust Board – 27 July 2009 REPORT OF: Chief Operating Officer SUBJECT: Trust Marketing Plan

AUTHOR: Head of Strategic Development RECOMMENDATION:

The Trust Board is asked to Note

• The progress against the objectives within the Marketing Plan EXECUTIVE SUMMARY

This report covers the following areas: Progress in achieving the objectives within the Marketing Plan

Purpose of the Report: Implications:

Financial

• The impact of changes in referring patterns on activity and income Human Resources • Healthcare • Policy • Legal •

Standards for Better Health •

Other

• Enhancing the Trust’s reputation through media such as NHS Choices • Improving patient and public perception of the organisation through

effective marketing Review Committee Approval

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AGENDA ITEM NO: 8a THE ROYAL WOLVERHAMPTON HOSPITALS NHS TRUST

REPORT TO: Trust Board – 27 July 2009 REPORT OF: Chief Operating Officer SUBJECT: Trust Marketing Plan AUTHOR: Head of Strategic Development 1. TRUST MARKETING PLAN 2008-10

1.1 In September 2008 the Trust Board approved the Marketing Plan for 2008-10. The Marketing Plan built upon the strategy previously approved by the Trust Board. The key priorities for the plan are:

• to reaffirm our position as a major healthcare provider in our current market

• establish our brand, ensuring that it is associated with all services we provide across our wider catchment

• continue to deliver the core business

1.2 The success of the plan will be measured by achievement of seven objectives. Progress against each objective is shown below:

1. To maintain or increase referrals from our current catchment

Action By when Lead Progress

Monitor the referring patterns of GPs using the Dr Foster Marketing tool, highlighting areas for concern instigating action as required

Ongoing Head of Strategic Development

Appendix 1 provides a summary report

Determine a range of KPIs to monitor progress

January 2009

Head of Strategic Development

The KPIs are included in the performance monitoring framework Establish better

communication links with Practice Based

Commissioning Groups and GPs

Ongoing Head of Strategic Development/ Head of Health Records

1.Attendance at the bi monthly Wolverhampton Choose and Book sub group (GPs & Consultant forum)

2.Presentation at 2 primary care events related to the introduction of SNOMED (standard nomenclature of medical definitions)

Undertake “refresh” of information in the Directory of Services and review effectiveness of sub specialty clinics

Ongoing Head of Strategic Development/ Booking & Referral Centre Manager/ Directorate Managers & CDs

1.Review of all specialties as part of the upgrade to Choose and Book

2.Review of key specialties linked to pressures on appointment slots 3.Review of Paediatrics as part of

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2. To extend our catchment for tertiary services

Action By when Lead Progress

Identify market gaps/ opportunities

Ongoing Head of Strategic Development/ Divisional Managers

1.Work has commenced as part of the preparation of service development plans for 2009/10 2.Increase in service at

Bridgnorth

3.Weekly review of tenders on NHS site Supply2Health Circulate marketing prospectus to targeted PBC Groups August/ September Head of Strategic Development

The prospectus also needs to take account of the significant changes to Choose and Book (main route of referrals into the Trust) as it becomes compliant with international medical classifications.

3. To support the concept of Care Closer to Home through repatriation of work

Identify opportunities using travel times to end point provider

Ongoing Head of Strategic Development/ Divisional Managers

Increase in services at Bridgnorth – additional dermatology clinic and rheumatology as a new service

4. To build partnerships that enable us to deliver services on other providers premises

Identify market

opportunities – community and secondary care

Ongoing Chief Operating Officer/ Head of Strategic Development 1.Active involvement in Wolverhampton PCT plans to create an “arms length” provider organisation

2.Appointment of 2 Paediatric Orthopaedic Consultants with Birmingham Children’s Hospital 3.Development of business case for Paediatric Oncology on a “shared care” basis with Birmingham Children’s Hospital 4. Discussion re joint

appointment with Birmingham Children’s for general surgery

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5. To identify new opportunities to “grow” the business

Horizon scan for market opportunities – community and secondary care

Weekly review of tenders on Supply2Health

Use market intelligence to understand competitors plans

1.A number of organizations are recruiting additional clinical staff in response to the events at Mid Staffordshire to strengthen urgent and emergency care 2.Wolverhampton PCT has tendered for the provision of community dermatology services which will impact on our referrals

3.Walsall have recruited additional Paediatric

consultants to strengthen the service

4.Shrewsbury and Telford are bringing forward their plans to open additional renal capacity to cope with demand

Internal “sign off” of proposals linked to contribution As required Director of Finance Nil to report

Promote new technology and treatments (post internal business case approval

Ongoing Lead dependent on development

Nil to report

6. To develop the organisations brand/ Promote the Services

Agree the corporate style

April 2009 Head of Strategic Development

Corporate Style approved by the Trust Board

Roll out corporate style across the organisation – implementation plan in place

August onwards Head of Strategic Development/ Head of Procurement/ Head of Medical Illustration

1.Templates being prepared for letterheads, email, and

powerpoint

2.Logo to appear on new name badges

3.Logo and colour palette on new bedside folders

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Action By when Lead Progress Launch the new

website and intranet

August/September Head of Strategic Development

1.Discovery Day held with key staff and the design company. 2.Home page design and structure of website agreed 3.Work commenced on website “build”

4. Review of current content commenced

5. Development of a password protected area for referrers Develop a marketing prospectus August Head of Strategic Development As above Exploit opportunities presented through NHS Choices and Choose & Book websites

1.Further revisions to the information on these sites is in progress providing greater detail on the range of services we provide

2.Development of improved links between these sites and the Trust website

7. To develop marketing capability across the organisation

Undertake gap analysis at Business Unit level

September Head of Strategic Development/ CD & DM

Will form part of the skill set linked to the OD programme for SLM

Roll out Dr Foster marketing tool to Directorate teams

August Head of Strategic Development

Group training session in August followed by individual support Develop resource pack to

complement SLM at Business Unit level

October Head of Strategic Development

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APPENDIX 1 A. Referrals for First Outpatient Appointment by PCT

The table below shows the percentage share by PCT for new referrals to the Trust. As can be seen we have maintained or marginally improved our position against the last period reported.

PCT October 08 – March 09 April 08 – September 08 Total referrals Percentage share Total referrals Percentage share Wolverhampton 50,073 93 (46,390) 50,509 92 Walsall 49,550 13 (6525) 47,154 13 South Staffordshire 97,684 9 (8975) 101,130 8 Dudley 57,323 5 (2646) 55,934 5 Shropshire 48,420 3 (1315) 47,477 3

B. Market Share: Competitors by PCT

Outpatient Referrals: October 2008 – March 2009

The table below shows the market share for each Provider with a share valued at £100k or more by PCT. For Wolverhampton PCT providers with a market share of 1 percent or more are shown. The pattern for all providers has remained with changes of plus/minus 1 percent, the exception being Dudley Group of Hospitals who have seen an increase of 3 percent over the period from their host PCT. South Staffordshire PCT has the widest distribution of providers creating the potential for this Trust to increase its market share from this PCT. Further analysis of the referring patterns will be undertaken in the next period.

Apr – Sept 08

Oct 08 – Mar 09

Rank Provider Share Tariff Share

Wolverhampton PCT

1 The Royal Wolverhampton Hospitals NHS Trust

93% £6,600k 93% 2 The Dudley Group Of Hospitals NHS

Foundation Trust

1% £100k 1%

3 Wolverhampton City PCT 1% £69k 1%

Walsall PCT

1 Walsall Hospitals NHS Trust 69% £4,856k 69% 2 The Royal Wolverhampton Hospitals

NHS Trust

14% £878k 13%

3 Heart of England NHS Foundation Trust

4% £301k 4%

4 Sandwell and West Birmingham Hospitals NHS Trust

3% £218k 3%

5 University Hospital Birmingham NHS Foundation Trust

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Apr – Sept 08

Oct 08 – Mar 09

Rank Provider Share Tariff Share

Dudley PCT

1 The Dudley Group Of Hospitals NHS Foundation Trust

81% £6,294k 84%

6% £433k 6%

3 Sandwell and West Birmingham Hospitals NHS Trust

3% £197k 3%

4 University Hospital Birmingham NHS Foundation Trust

4% £195k 3% South Staffordshire PCT

1 Mid Staffordshire NHS Foundation Trust

33% £4,669k 34%

2 Burton Hospitals NHS Foundation Trust

20% £2,932k 21%

3 Heart of England NHS Foundation Trust

8% £1,445k 11%

10% £1,226k 9% 5 South Staffordshire PCT 7% £1,122k 8% 6 University Hospital Of North

Staffordshire NHS Trust

5% £481k 4% 7 Derby Hospitals NHSF Trust 4% £406k 3%

8 The Dudley Group Of Hospitals NHS Foundation Trust

2% £312k 2% 9 Walsall Hospitals NHS Trust 2% £295k 2%

10 University Hospitals Birmingham NHS Foundation Trust

1% £180k 1%

Shropshire PCT

1 Shrewsbury & Telford NHS Trust 69% £5,314k 67% 2 Robert Jones & Agnes Hunt 17% £1,454k 18%

3 Shropshire County PCT 4% £353k 4%

3% £199k 3%

5 Worcestershire Acute Hospitals NHS Trust

2% £165k 2% 6 Hereford Hospitals NHS Trust 1% £131k 2%