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In partnership with The NHS and Industry Challenge Event Report October 23 rd 2012, Thistle Grand Hotel, Bristol.

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Presentation on theme: "In partnership with The NHS and Industry Challenge Event Report October 23 rd 2012, Thistle Grand Hotel, Bristol."— Presentation transcript:

1 In partnership with The NHS and Industry Challenge Event Report October 23 rd 2012, Thistle Grand Hotel, Bristol

2 In partnership with Glossary & Keywords AHSN - Academic Health Science Networks; CQUIN - Commissioning for Quality Innovation; IHW - Innovation Health and Wealth report; MLSW - Medilink SW; NICE - National Institute for Health and Clinical Excellence; NISW - NHS Innovation South West KEY WORDS from high level reports – Everybody's responsibility; Increase pace of adoption; Collaboration with industry (not just transactions); innovation and wealth creation. 2

3 In partnership with Background in the NHS arena (1) Innovation Health and Wealth (IHW) - 5 Dec 2011 – Sir David Nicholson, NHS Chief Executive - the report, Innovation Health and Wealth: accelerating adoption and diffusion in the NHS, sets out a delivery agenda for spreading innovation at pace and scale throughout the NHS. The NHS is recognised as a world leader at invention, however sometimes the best ideas fail to achieve widespread use in the NHS as adoption has been slow. Now more than ever before, innovation has a vital role to play if it is to continue to improve outcomes for patients and deliver value for money. The aim and objectives include: – To bring about lasting change in culture and behaviour in leaders and workforce as a whole – To build understanding awareness and advocacy – To make innovation a priority – To re-cast incentives and rewards – A systematic approach to drive innovation through both clinical research and service delivery – To make boards and CEs accountable for their organisations contribution to innovation – To make innovation everybodys job – To outlaw not invented here and make a virtue of copying, and continuous development and improvement – To make the NHS easier to do business with, especially for small and medium sized enterprises (SMEs) – An entirely new relationship with industry based on partnerships, not just transactions. 3

4 In partnership with Background in the NHS arena (2) NHS Procurement: raising our game - 28th May 2012 Actions for NHS trusts and the Department and focuses on taking immediate action to start tackling six key areas for improvements: levers for change transparency and data management NHS standards of procurement leadership, clinical engagement and reducing variation collaboration and use of procurement partners suppliers, innovation and growth Procurement call for evidence 28 May, 2012: – A call for evidence on how procurement in the NHS can be transformed: views and contributions are being sought from the NHS, industry, other government departments, the academic, scientific and third sectors and social care. This could include actions for the Department of Health, wider government, industry, the NHS Commissioning Board, other national bodies, the NHS, or other sectors. Sir Ian Carruthers, who is leading the work, said: Whilst some improvements in NHS procurement are evident, the pace of change is not sufficient to meet the financial challenge facing the NHS. We need more innovative procurement processes and more widespread procurement of innovation. By harnessing relationships with suppliers, the NHS can adopt existing innovations and stimulate new innovation to deliver quality and value, for both NHS patients and taxpayers. – 4

5 In partnership with Background in the NHS arena (3) CQUIN – The CQUIN payment framework enables commissioners to reward excellence, by linking a proportion of English healthcare providers' income to the achievement of local quality improvement goals. Since the first year of the CQUIN framework (2009/10), many CQUIN schemes have been developed and agreed. This is a developmental process for everyone and you are encouraged to share your schemes (and any supporting information on the process you used) to meet the requirement for transparency and support improvement in schemes over time. NICE – The National Institute for Health and Clinical Excellence (NICE) was set up in 1999 to reduce variation in the availability and quality of NHS treatments and care - the so called postcode lottery'. 5

6 In partnership with Speaker high lights NHS Leaders need to be able to be less "risk" Averse NHS has to become a better client and patient focused A challenge led approach to engagement with industry would ensure quicker wins to manage the balance between the "PULL" of NHS need versus "PUSH" of Industry solution. Change or opportunity needs to be disruptive Change needs to be scalable There needs to be more simple systematic approaches for 3rd parties (Industry, Academia, voluntary and charitable) to engage with the NHS Good or Best Practice needs to be able to be taken up appropriately - forms of Standardisation could be enabling CQUIN; NICE directives/initiatives need to have "teeth", at least they should be taken as "base line standards" AHSNs as enablers in this Innovation and Wealth landscape The NHS is typically fragmented and has silo issues and is a system rather than an organisation Clinicians can be champions for innovation development and adoption 6

7 In partnership with Group Amalgamated Notes Procurement – Silo Effect (one process is not suitable for all) Scalable is important Adoption Standard Tender Process – Informed Decisions/ Risk needs to be taken 7 Managing Risk in the NHS – Industry and NHS Help transition from innovation to product/service – Patient centred implementation/ Safety/ CE/ meeting e.g. NICE standards Good Practice: Form, Content, Quality, Experience Post market evaluation/ continuing evaluation Process of eliminating error, but not choice Innovation – Partnership or collaborative work – Challenge driven – Maintaining a tension between "pull" of need and "push" of innovation – Champion to drive innovation: Clinician, TIL, Board – Risk and Reward focus (disruptive change, informed decisions) Communication – Challenge led, but Patient centred – Involvement and engagement of stakeholders in ecosystem Road map of function Task and finish (adaptable but driven) – NHS as a System and a "Family

8 In partnership with Group Amalgamated Notes (2) 8 AHSN programs as enablers – Wealth Creation focus - accelerating Industry/NHS/Academic interaction – Innovation focus realising benefits, evidence, disruptive, scalable – Helping management to make better judgements (appropriate or manageable well informed risk taking) – Improve communication, prioritise better procurement, online forum, peer recommendation Regional activity – next steps 1.Integrating activities: Industry lead through Medilink SW/ABHI/APBI/BIVDA - supporting Industry); NHS Innovation Hubs/TILs/Clinicians - supporting NHS and Academic Centres of Excellence supporting translational research and developemnt. 2.Focus on specific deliverable projects Challenges

9 In partnership with Business Development Gugs Lushai Marketing and Communications Gwyn Tudor Membership, Events Charlotte Tyson Outsourced specialists Associate pool of preferred suppliers Join us on LinkedIn Follow us on Twitter Medilink South West Team

10 In partnership with Thank you

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