Creating successful partnerships in Yorkshire and HumberAndrew Riley, Programme Director | Yorkshire and Humber AHSN

Creating successful partnerships in Yorkshire and Humber

Andrew Riley June 2013

www.yhahsn.org.uk

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Background• Y&H AHSN population 6m (one of the largest)

• Members – Three university teaching hospitals Leeds, Sheffield and Hull/York– Twenty two CCGs– Eleven Foundation Trusts, six NHS Trusts– Six Mental Health Trusts– Twelve Universities– Medilink Yorkshire & Humber– Medipex Yorkshire and Humber– Three City Region LEPs

• Combined NHS budget around £12bn

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Challenges

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• Significant regional variation in clinical outcomes and population health

• Higher than average rates for;• smoking prevalence• child poverty• low birth weight babies• smoking in pregnancy• teenage pregnancy rates

• Local economies under pressure• Industry struggling to engage with NHS

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Variations in Patient experience – The Adult Inpatient Survey

Source: YHQO, based on 2010 Adult Inpatient survey data from CQC

York

Scarborough and NE Yorks

Harrogate

BarnsleyRotherham

Sheffield

Doncaster and Bassetlaw

Bradford

Airedale

Leeds

Calderdale and Huddersfield

Mid Yorkshire N Lincolnshire and

Goole

Hull and East Yorks

-3

-2

-1

0

1

2

3

71 72 73 74 75 76 77 78 79 80

Low score, high improvement

High score, high improvement

(this is the quadrant we want our trusts to be in)

Change in score for England

Low score, low improvement

High score, low improvement

Absolute score for England

Changein score from the

last survey

Absolute score from current survey

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Work Programme 2013/14

• Population Health; – Implement an NHS workforce health and wellbeing programme in

Sheffield and two other centres. (NCESEM).

• Transforming Health Services; – Implement the 6 national High Impact Innovations– Implement and deliver full benefit from five NICE TAs including NOACs– Implement the 10 high impact patient safety interventions.

• Wealth Creation;– Work with Medilink to support 10 identified SMEs at various stages of

the innovation pathway engage with the NHS in Y&H.– Work with the KTC and AMRC to attract large multinationals to Y&H– To establish one of the national AHSN International Offices

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• Increasing Research Participation;– Implement a single sign off process for multicentre trials in Y&H– Increase the number of people participating in trials and studies by

10% pa compared to the 2012/13 baseline.– Work with NIHR to manage a smooth transition to one CLAHRC and

one LCRN for Y&H

• Better use of Information;– Introduce a SPOC and account management centre for industry to

improve initial contact, matching and on-going work with the NHS.– Implement prospective patient profiling to improve speed of

recruitment to trials and studies.– Actively market AHSN through the Y&H region

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Work Programme contd

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1. Emphasis on the “N”.2. Mutual benefit principles.3. Top level NHS Board commitment.4. Adding value to existing successful organisations;

– Providers of NHS services– NHS E, Commissioners, Strategic Clinical Networks– CLAHRC, LCRN, NICE– Medilink, Medipex– ABPI, ABHI and other professional bodies

5. Closing the gap between Industry, Higher Education and the NHS.

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How will things be different?

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Y&H NOAC Programme; Actions “Moving from achieving compliance to realising the benefits”

1. AHSN regional NOAC compliance audit November 20122. Connection with regional Chief Pharmacists network.3. Links made to NOAC producer to develop “out of the box”

implementation solution.4. Participation with the NICE Implementation Collaborative

NOAC programme leading to a Y&H being a NIC pilot.5. Regional “champions” identified in Primary and Secondary

care – regional implementation and rollout workshops.6. Engagement of Commissioners and the Y&H Strategic

Clinical Network in the wider economic case.7. Discussions with the CSUs about assisting regional rollout.

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• To identify and bring together stakeholders involved in research, production, regulation, commissioning, system transformation, prescription and personal use;

• To support implementation of the NICE TA through effective clinical engagement, helping partner organisations realise and measure the benefits within their own systems.

• To support system wide changes where benefits and costs may lie with different organisations.

• To spread learning across the region (and wider).

Y&H NOAC Programme; AHSN Role

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Summary

• To enable industry based in the UK to increase global market share.

• Wherever possible to enhance supply and adoption into the NHS.

• To create a major cultural change in the NHS and HEI to create wealth.

• Emphasis on the “N”.• Clear commitment of NHS Boards through their CEO.

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Creating successful partnerships in Yorkshire and Humber

Andrew Riley June 2013

www.yhahsn.org.uk