Creating successful partnerships in yorkshire and humber
partnerships in Yorkshire
Andrew Riley, Programme Director | Yorkshire and Humber AHSN
Creating successful partnerships in
Yorkshire and Humber
• Y&H AHSN population 6m (one of the largest)
– 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
• Significant regional variation in clinical outcomes and
• 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
Variations in Patient experience –
The Adult Inpatient Survey
Source: YHQO, based on 2010 Adult Inpatient survey data from CQC
N Lincolnshire and
Hull and East
71 72 73 74 75 76 77 78 79 80
Low score, high
High score, high
(this is the quadrant we want
our trusts to be in)
Low score, low
High score, low
Absolute score from current survey
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
• 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
Work Programme contd
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.
How will things be different?
Y&H NOAC Programme; Actions
“Moving from achieving compliance to realising the benefits”
1. AHSN regional NOAC compliance audit November 2012
2. Connection with regional Chief Pharmacists network.
3. Links made to NOAC producer to develop “out of the box”
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.
• 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
• To enable industry based in the UK to increase global
• 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.
Creating successful partnerships
in Yorkshire and Humber