CCG Authorisation – what to make of different bills of health

As we’re all aware, the Clinical Commissioning Group (CCG) authorisation process was completed in March 2013 in readiness for the new commissioning model “going live” in England from 1^st April.   But  do you actually know the latest ‘scores on the doors’ and what it all might mean for pharma?

In the end, all 211 CCGs were given the green light to take up their statutory responsibilities for planning and commissioning hospital, community, and mental health services on behalf of their local areas.  However, there are various degrees of authorisation.

106 CCGs have now been fully authorised.  These will be able to fully function as a commissioner of local healthcare because they have been judged to have an entirely clean bill of health.  This includes a total of 43 who met all of the 119 authorisation criteria upon first assessment plus a further 63 who were able to formally discharge their conditions during the March re-assessment process.

91 CCGs have been authorised with conditions.  This means that they haven’t yet satisfied NHS England (formerly the NHS Commissioning Board) that they have met all of the authorisation criteria.  On the one hand, this might perhaps be because the CCG in question hasn’t yet submitted some of their paperwork. On the other, it could be something like the CCG hasn’t yet been able to recruit all members of its governing body – the secondary care doctor being a typical “gap” at this stage.  Moving forwards, these CCGs will be given a level of formal support from NHS England and the Area Teams and will be reviewed again later in the year.

14 CCGs have been authorised with legal directions.  This means their conditions are underpinned by legally-mandated intensive support from NHS England or another CCG. 

Adelphi’s recent recruit to the Spectrum team, Jo Pritchard, was directly involved in the authorisation process – personally moderating several of the CCG site visits which formed part of the assessment process.   Jo comments that the majority of these 14 CCGs failed to meet the authorisation criteria because they don’t have a three year strategy that is supported by a sound financial plan.   In other words, they cannot demonstrate that they can commission the services that their population requires within the budget that they have been given.

So now that CCGs are officially in charge of £65 billion of the £95 billion NHS budget, what does this mean for Industry?   For example, might pharma need to research which CCGs might be best to target or which are most ripe for partnership working?    And should brands be considering differential targeting strategies in accordance with the characteristics and/or priorities of the different CCGs?

These are very key and very timely considerations.  We know from research that there is a noteworthy difference in the attitudes and business potential of many of these CCGs.

Indeed, in order to succeed in this clinically-led commissioning environment, several of our more forward-thinking pharma clients are already conducting extensive MR to get to grips with the challenges of the new landscape. 

For example, exploring how best to segment CCGs for targeting purposes or testing various hypotheses on the optimum way to engage effectively with the NHS post the transition.  

The list of important MR topics is mounting with no two Adelphi clients investigating exactly the same angles and no stone remaining unturned.   Some exceedingly useful insights are emerging. 

All recognise that early knowledge of CCGs and the key players will be vital to inform effective marketing and customer engagement strategies.  

So the question is can your company really afford to miss the early boat?