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Case Studies
- First Kelly Market - Construction
- Second Kelly Market - Waste Management
- Third Kelly Market - Independent Sector Treatment Centres (ISTCs)
 

Third Kelly Market - Independent Sector Treatment Centres (ISTCs)

Third Kelly market - Independent Sector Treatment Centres

Market High Suitability Low Suitability
Public sector market size Large - £2.5bn over 5 yrsPS is a significant customer N/A
Supply capacity A shortage of specific health procedure delivery Supply is very sensitive to changes in demand N/A
Degree of competition Insufficient competition (5 major suppliers only)Opportunity to encourage other players into the market N/A
Predictability of demand Demand plans not visible to the market Predictable demand
Substitutability of skills Specialised skills requiredNeed to meet NHS standardsLong lead-time to develop such skills N/A
Statutory obligations Need to maintain NHS provision to citizens N/A
Government policy initiatives Several Health policy initiatives will significantly impact the market N/A
Implementability Mixed support from Key stakeholders Potential for some Key stakeholders to oppose work

Approach High Suitability Low Suitability
Board level support and ownership of this programme Top of the Office authority to proceed On-going participation in the process Ministerial engagement N/A
The market has synergy with your business objectives Compatibility with strategic objectives. N/A
Programme appropriately organised and resourced for this market Team established according to problem domainFull set of skills obtained for the work N/A
Required to establish an understanding of Demand and Supply and to propose ways to improve competition and capacity in this market To ensure supply improved to meet demandBuilding an improved health sector procurement approach N/A

 

Deliverables High Suitability Low Suitability
Public sector spend and demand profile for the supply side Derived from a comprehensive survey Actual expenditure and projected demand plans Data aggregated from many sources Extrapolated / interpreted data used
Recommendations for a better market approach Active support from major stakeholders Implementation taken forward by (some) key stakeholders N/A
Structures/groups for taking forward recommendations Structure(s) in existence to take forward Senior people participating Health market has many professional representative bodies

 

Outcomes Likely Unlikely
A more responsive market for the public sector requirements Scoped for addressing capacity issues Levers for change exist Other political and policy objectives too Many different levers in different parts of health market - potential for conflict?
Less dependency of public sector on a small number of suppliers Additional players potentially Cross-over opportunitiesInnovation opportunities Momentum needs to be maintained - else retrenchment possible
Better interchange between key stakeholders Better early two-way communications Not all pressure groups in support of market shaping

 

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