dr liz mear, chief executive officer

Clinical Transition Programme - Presentation to David Nicholson – 12 January 2012

Dr Liz Mear, Chief Executive Officer


Innovation Health and Wealth

Innovation Health and Wealth was launched in December 2011 by the Prime Minister alongside the Life Sciences Strategy

It is the NHS’s contribution to the Plan for GrowthWhy is innovation important to the

NHS?

What should be done to drive innovation?

1. Innovation transforms patient outcomes

2. Innovation can simultaneously improve quality and productivity

3. Innovation is good for economic growth

1. Reduce variation and increase compliance of NICE guidelines

2. Publish uptake metrics3. Establish a more systematic delivery

mechanism4. Align incentives and rewards5. Improve procurement6. Develop our people and hard wire

innovation into training7. Strength leadership in innovation8. Identify and mandate High Impact

Innovations


Academic Health Science Networks

Academic Health Science Networks will:

• be a “systematic delivery mechanism for diffusion and collaboration”

• “align … clinical research, informatics, training and education and healthcare delivery”

• “improve patient and population health outcomes”

Innovation Health and Wealth says

Progress: •The NHS Chief Executive and the Chief Medical Officer designated 15 networks - go live during 2013/14 •Funding has been allocated and contracts are currently being signed


Clarity of Purpose

Key Linkages and Leversthat enable the core purpose

of AHSNs to be delivered

Additional functionsthat locally the partners want to deliver through the AHSN

Core Purpose

Identification, adoption and spread of innovation and best practice


Participation in AHSNs (1)

15 nationwide therefore importance of collaboration. Footprint 3-5 million alignment with other geographies, such as Clinical Senates, Strategic Clinical Networks and Health Education England is essential.

Funding from a ‘sunset review’ of other bodies

For the NHS opportunity to develop state-of-the art proven innovations and best practice in partnership, benefiting from the sharing of learning and expertise about innovation and best practice in an innovation network


Participation in AHSNs (2)

For industry – helps creates the new relationship that is described in Innovation Health and Wealth and give a point of contact for the NHS

For higher education institutions – helps demonstrate impact of research as part of the life sciences agenda but the offer needs to be attractive and tangible

AHSNs will work together - to spread innovations and have a national voice


The licence

Five year licence from NHS England to the AHSN that would be:

An agreement between the members of the network and the NHS England that they will work together to improve patient care and population health; A “contract” to deliver defined tasks and outcomes for which network will receive funding from the NHS England, including local resources that the members will contribute.

AHSNs will be able to bid for other contracts and they may decide to work together to bid for contracts at a national level


Four licence areas

• Identify and address unmet need• Speed up adoption of innovation• Identify and enable research• Create wealth

No ‘blueprint’


Success

• Having a plan to build local partnerships across autonomous organisations

• Shared values• Strong working partnerships – commissioners and

providers (CCGs have a legal duty to promote innovation)

• Local leadership and energy for working across boundaries

• Clarity on operational delivery• National shared purpose across AHSNs• No duplication locally or nationally


Challenges

• AHSNs give a simpler and supportive landscape but……• Central direction v local determination• Developing a culture of implementation across

boundaries• Developing collaboration across regions for the benefit

of residents• Developing whole pathway and whole system metrics


North West Coast AHSNImproving population health by reducing variation and equalising access to excellent care. Promoting a vibrant economy through investment, innovation and sustainability of employment.

Local priorities

•Cancer•Child/ Maternal Health•Cardiac Health•Stroke•Mental Health •Long Term Conditions

National lead areas

• Tele health/ care/ meds• Neurological conditions• Personalised medicines• Infection and tropical medicines

• Procurement


Building up our national workstreams

School of Tropical Medicine/UCLAN

Neurological research

More Independent (Mi) draft document on working together

Personalised medicines – SBRI funding for personalised medicines for cardiac

Procurement – NHS England and the Innovation hub


Building up our local workstreams

Child and maternal health – SBRI, LTSM, genomics

Cardiac – SBRI Neurological research

Stroke – Year of the Brain possibilities

Contribution to local system re-design


Building up our links nationally and locally

Represented on the board for 3 million lives

on the NICE assessment panel

on the board of the Health Services Research Network

Building up links with Health e Research Centre (HERC) and big data companies

Contribution to Medilink events and newsletter

Presentation for R and D North West, CLRN chairs, national NHS/ Biopharmaceutical Forum


Building our infrastructureThere should be Board providing leadership to the AHSN with an independent chair and an accountable officer – wide Board with multiple stakeholders and quarterly stakeholder forums

Executive team

• Gideon Ben-Tovim, Chair• Bruce Ash – Vice Chair• Liz Mear – Accountable Officer• Philip Dylak – Director of

Innovation, Nursing and AHPs• John Goodacre, Medical Director• Commercial Director - vacancy

Support staff

•Programme Managers•Project Managers•PR and Communications Manager•Funding and Grants Support Manager•Executive PA•Admin support


Building up our relationship with local business

Commercial strategyIndustry groupMeet the experts x 4Medi-link eventsIndividual meetingsCRM databaseSBRI Neurological researchBig dataTender for industrial partner


National/ international projects

Stop and Go – European procurement project3 Million lives projectNICE assessmentEuropean Connected Healthcare AllianceNetwork of NetworksNorthern NetworkHorizon 2020International Festival of Business


Before we next meet….

Academic SummitChild and Maternal Health SBRI competitionCommercial strategy finalised Posts advertisedPR improvedWebsite launched

dr liz mear, chief executive officer

Documents