A vision for cheshire and mersey clrn

  • 579 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
579
On Slideshare
0
From Embeds
0
Number of Embeds
6

Actions

Shares
Downloads
1
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. A vision for Cheshire and Mersey CLRN Dr Liz Mear, CEO| The Walton Neurological Centre, Liverpool
  • 2. North West Coast AHSN www.nwcahsn.nhs.uk Dr Liz Mear CEO, The Walton Centre NHS Foundation Trust
  • 3. Policy Background  Key document is “Innovation Health & Wealth” (DH, December, 2011)  Premise - the NHS “.. needs a stronger relationship with the scientific and academic communities and industry to develop solutions to health care problems and get existing solutions spread at “pace and scale” in the NHS.”  Aim - improve healthcare and outcomes for individuals and populations, and enhance the wealth of the nation
  • 4. Why “pace and scale” matter  Currently, many new ideas and products that originate in the UK are developed overseas, where it is quicker and easier to do so. Disincentive to inventors, entrepreneurs and industry  This can mean that opportunities to create employment and wealth for the UK are lost  Patients who could benefit earlier from treatments do not have an opportunity to do so  As a consequence, some people will be unable to work, which will affect their own material health and wealth, and that of their family and community
  • 5. Innovation  Innovation has been defined in many ways  In the context of “Innovation Health and Wealth”, it refers to invention and also implementing a proven technology in clinical practice for the first time, or in a novel clinical context  Important benefits for patients, populations and the economy from the delivery of innovations
  • 6. Potential 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
  • 7. AHSNs in the North West  GM AHSN – Greater Manchester, East Cheshire, East Lancashire (provider only)  North West Coast (NWC) AHSN – Merseyside and South Cumbria, most of Cheshire and Lancashire  North Cumbria is part of North East AHSN
  • 8. Vision for NWC AHSN  Improving population health by reducing variation and equalising access to excellent care.  Promoting a vibrant economy through investment, innovation and sustainability of employment.
  • 9. Themes & Priorities  Telemedicine, telehealth and telecare  Vaccines  Tropical medicines  Procurement  Clinical themes – Cancer, Child and Maternal Health, Cardiac Health, Stroke, Mental Health and Long Term Conditions
  • 10. 100 Day Plan  Set up AHSN and populate its structure  Assess compliance with NICE Technology Appraisals in collaboration with ABPI and NICE  Programme of work with SMEs - 4 “meet the experts” events (with TrusTECH)  Prepare to deliver iTAPP technologies and 6 HIIs in collaboration with AQuA  Establish a delivery plan with levers, incentives and metrics across all work areas  Establish key partnerships and „ready to go‟ assets for all our workstreams
  • 11. Governance & Delivery Structure  AHSN Stakeholder Board began meeting in shadow form in November 2012  Board draws members from across AHSN‟s geographical area and its interested parties, including academia, commissioning, primary, secondary and tertiary care, industry and patient representation (two seats)  Three Board Committees correspond to the AHSN‟s workstream themes (Service Improvement Committee, Research, Education, Training Committee, Wealth Creation Committee)  AHSN management structure Independent Chair and Deputy Chair, MD supported by 3 directors and Improvement Managers  Much of the AHSN‟s work will be achieved through contracts, MOUs, SLAs etc.
  • 12. Role of the National Institute for Health Research  National Institute for Health Research is the “research arm” of the NHS  It is the vehicle through which government invests in health research to drive better treatments for NHS patients  The NIHR is the biggest global investor in comparative health research  Together, NIHR people, places and systems represent the world’s most integrated clinical research system, propelling research from bench to bedside for patient benefit  NIHR fund£1 billion of research on a national basis
  • 13. Comprehensive Local Research Networks  Research enhances the care of patients and the population  Clinical trials – industry and NHS  Shortly to change to LCRNs  One per AHSN footprint  Will simplify the national research structure?
  • 14. Purpose / set up of CLRNs  Reduce the red-tape around setting up a study (Coordinated Systems for gaining NHS Permission - CSP)  Enhance NHS resources by funding the additional people (e.g. research nurses) and facilities needed to support research “on the ground”  Advise researchers on how to make their study work in the NHS, help them to identify suitable NHS sites, and recruit patients to take part in research studies  Our motivation: to facilitate effective research delivery and provide patients with opportunities to participate in research
  • 15. Cheshire and Mersey CLRN  25 NHS Trusts within the Cheshire and Merseyside footprint.  Annual budget of between £10 and £11 million.  500 research staff integrated into NHS Trusts.  Promote and deliver Life Sciences research into the NHS, increasing efficiency (and cost effectiveness) of delivery.  Exemplar project in 2011 that demonstrated that the NHS was equal to, if not better in delivering pharmaceutical research than other European competitors.  Performance is always within the top national quartile in delivering studies to time and recruitment
  • 16. The Cheshire & Merseyside Comprehensive Local Research Network is part of the National Institute for Health Research High Level Objectives 2012/13 1. Double the number of participants recruited into NIHR CRN portfolio studies 2. Increase the proportion of studies in the NIHR CRN portfolio delivering recruitment to time and target 3. Increase the percentage of commercial studies delivered through the NIHR CRN 4. Reduce the time taken to achieve NHS permission through CSP for NIHR studies 5. Reduce the time taken to recruit first participant into NIHR CRN portfolio studies 6. Increase the percentage of NHS Trusts participating in NIHR CRN portfolio studies
  • 17. The Cheshire & Merseyside Comprehensive Local Research Network is part of the Nationa Institute for Health Research NIHR research networks transition– objectives / plans include: 1. Ensuring a “fit for purpose network structure” for the future 2. Maximise research delivery performance in the context of major change in health & social care 3. Simplify the structure (102 networks currently) Aims: 1. Create 15 – Local Clinical Research Networks (currently 25 CLRNs) 2. Responsible for allocating funding across its region 3. LCRN will cover the spectrum of all disease areas 4. National strategic priorities will be protected and supported 5. Operational from April 2014 onwards The opportunities of change..
  • 18. North West Coast CLRN  Cheshire, Mersey, South Cumbria and Lancashire.  Budget of c £18 million  Management of research staff, promoting patient and public engagement in research, liaison with health commissioners, supporting governance and quality assurance and working closely with the Academic Health Science Network.  Networking with NHS Trusts and Clinicians and building capacity in research within the geographical footprint.
  • 19. North West Coast AHSN www.nwcahsn.nh s.uk