Synopsis
This changing landscape is being geared to generate greater efficiencies of scale against the backdrop of flat budgets and more clinical calls on an already stretched health and social care system.
90% of NHS patient contacts are at primary care level. Kable Market Research estimates that this market will grow to £676m in 2013/14, peaking at £894m in 2014/15, before dropping back to £753m in 2016/17.
As of April 1st, the 211 newly established Clinical Commissioning Groups (CCG) will form the backbone of the primary health care market, responsible for commissioning clinical and other support services for England’s 8,371 GP practices.
Kable Market Research has been tracking CCGs since their inception in 2011. This report updates CCGs’ attitudes to ICT procurement, and discusses their evolving relationships with Commissioning Support Units.
Scope
Kable Market Research covers the use of ICT in the public sector across England, Scotland, Wales and Northern Ireland.
Summary
The radical NHS organisational structure coming into force means the ICT procurement routes within primary health care will present new opportunities for vendors primed to respond to changing operational models and so engage meaningfully with key influencers.
Reasons To Buy
• Gain insight into the changing landscape of the UK healthcare market.
• Gain insight into the opportunity landscape.
• Gain insight into outsourcing.
Table of Contents
Contents
1 Overview
1.1 Why Clinical Commissioning Groups are important to ICT vendors
1.2 CCGs are key gatekeepers to the primary health care ICT market
1.3 Responsibilities of the NHS Commissioning Board
1.4 General practitioner IT services and CCGs
1.5 Role and responsibilities of the Commissioning Support Units
1.6 CSUs seen by CCGs as a source of ICT services
1.7 CCGs want to commission others to deliver ICT services
1.8 ICT purchase via CCGs or CSUs may drive standardisation in GP practices.
1.9 Outsourcing and shared services
1.10 Opportunity landscape
1.11 Telehealth/telecare – important strategic objective but low investment potential?
1.12 Application readiness
1.13 CCG spending power
1.14 CCG back-office ICT
2 Political requirements
2.1 A paperless NHS by 2018
2.2 First NHS Mandate
3 GP Systems of Choice
3.1 Preliminaries to re-procurement
4 What suppliers should do
4.1 All ICT vendors
4.2 Vendor selection criteria
4.3 IT and business process outsourcers
4.4 Systems integrators
4.5 Voice and data communication providers
4.6 Software vendors
5 Strategic objectives
6 Trends
7 Opportunity landscape
7.1 Opportunity landscape in the coming twelve months
7.2 Opportunity landscape in the coming three years
8 Outsourcing
8.1 Likelihood to outsource
8.2 Types of processes considered for outsourcing
8.3 Specifics of outsourcing plans
9 Shared services
9.1 Likelihood to share services
9.2 Likelihood of leading a shared services
9.3 Types of services that could be shared
10 Application readiness
10.1 Current and future implementation levels
11 Supplier engagement
11.1 Supplier engagement levels
12 Vendor recognition
13 Procurement routes for ICT products and services
13.1 Easy options top list.
14 Reliance on CSUs
14.1 A welcome support
15 Procurement decisions
15.1 How will CCGs procure their ICT?
15.2 How and who will take procurement?
16 Clinical commissioning groups – organisation and structure
16.1 Do you have dedicated ICT staff?
16.2 Size of IT staff in 2013/14
16.3 Annual ICT budget
16.4 Size of CCG
16.5 Merger potential
16.6 Likelihood of CCGs splitting
17 Methodology
List Of Tables
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List Of Figures
Figure 1: Vendor selection: critical criteria
Figure 2: Supplier engagement levels in specific types of vendors
Figure 3: Current software implementation levels
Figure 4: Strategic objectives of CCGs in 2012
Figure 5: Strategic trends
Figure 6: Other strategic trends
Figure 7: Opportunity landscape in the next 12 months
Figure 8: Opportunity landscape in the next three years
Figure 9: How likely are you to outsource?
Figure 10: Types of processes that CCGs would outsource
Figure 11: Likelihood of sharing services
Figure 12: Likelihood of leading a shared services initiative
Figure 13: Types of services CCGs would share
Figure 14: Potential future and current software use
Figure 15: Supplier engagement levels
Figure 16: Awareness of procurement routes
Figure 17: Acquiring IT services via CSUs
Figure 18: How will CCGs procure their ICT?
Figure 19: How and who will take procurement decisions?
Figure 20: Size of organizations interviewed
Figure 21: How likely are CCGs to merge?
Figure 22: How likely are CCGs to split?
