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Sbri healthcare spring 2016 competitions
- 1. SBRI Healthcare Programme An NHS England funded initiative delivered by the Eastern Academic Health Science Network www.sbrihealthcare.co.uk @sbrihealthcare
- 2. Helping the public sector address challenges • Using innovation to achieve a step change Accelerating technology commercialisation • Providing a route to market Support and the development of innovative companies • Providing a lead customer/R&D partner • Providing funding and credibility for fund raising SBRI is a pan-government, structured process enabling the public sector to engage with innovative suppliers:
- 3. SBRI Key features 100% funded R&D Operate under procurement rules rather than state aid rules UK implementation of EU pre-commercial procurement Deliverable based rather than hours worked or costs incurred Contract with prime supplier • Who may choose to sub contract but remains accountable IP rests with supplier • Certain usage rights with public sector – companies encouraged to exploit IP Light touch reporting, payments quarterly and up front
- 4. Things to Note Any size of business is eligible Other organisations are eligible as long as the route to market is demonstrated All contract values quoted INCLUDE VAT Applications assessed on Fair Market Value Contract terms are non-negotiable Single applicant (partners shown as sub contractors) Applicants must fully complete the application form
- 5. Eligible costs (all to include VAT) Labour costs broken down by individual Material costs (incl. consumables specific to the project) Capital equipment costs Sub-contract costs Travel and subsistence costs Other costs specifically attributed to the project Indirect Costs: • General office and basic laboratory consumables • Library services/learning resources • Finance, personnel, public relations and departmental services • Central and distributed computing • Cost of capital employed • Overheads
- 6. https://sbri.innovateuk.org/ website contains details of all SBRI competitions
- 7. Accelerating Innovation • Acute flow & efficiency • Pediatric self-care Opens June 2016 £5m available www. sbrihealthcare. co.uk
- 8. SBRI Process Due diligence & contracts
- 9. New Competition Spring 2016 Competition launch: 8th June 2016 Closing Date: Noon 28th July Industry workshops: 21st June, London 22nd June, Leeds Contracts awarded: November 2016
- 13. Accelerating Innovation Ideas Delivered - SBRI NHS funded, AHSN led programme, with national clinical and industry engagement and the potential to deliver substantial NHS efficiency saving and health benefits 30 clinically led challenges during annual cycle of 2 challenges NHS value and patient nos* 2012/13 - £510m -23m 2013/14 - £424m – 4m 2014/15 - £299m – 1.9m 172contracts £55m invested since 2012 +£14m this year 119 feasibility contracts (phase 1) 55 development contracts (phase 2) 8 implementation contracts (phase 3) 250 jobs, 66 patents/TMs, £45m+ VC/investor funds leveraged 87% small or micro 56% under £250- turn over 56% under 5 years old * Independent Health Economics assessment 20 companies currently selling Three exporting
- 14. AHSN/SBRI Healthcare companies Phase II onwards Yorks & Humber Advanced Digital Innovations, Dynamic Health Systems, RedEmbedded Systems East Midlands Astrimmune, Inspiration Healthcare, ViVo Smart Medical Devices Eastern Aseptika, Bespak, Cambridge Respiratory Innovations, Hidalgo, Ieso Digital Health, Inotec AMD, Owlstone, TwistDX S.London, Imperial, UCLP Armourgel, Big White Wall, Cupris, Lightpoint Medical, Maldaba, MIRA Rehab, Therakind, TiKa, uMotif Wessex My mHealth, i2r Medical North East & North Cumbria Polyphotonix Kent, Surrey & Sussex Anaxsys, Docobo, InMezzo Greater Manchester & NW Coast Biosensors, Cardiocity, Digital Creativity in Disability, SkyMed, Rapid Rhythm, Veraz West Midlands Advanced Therapeutic Materials, Just Checking West of England Careflow Connect, Handaxe, Folium Optics, Mayden South West Plessey Semiconductors Oxford Fuel 3D, Oxford Biosignals, Message Dynamics Scotland, N Ireland & Wales Edixomed
- 15. Self care and independence for children with long term conditions Clinical Presentations
- 16. Self-care and Independence in Children with Long Term Conditions SBRI Healthcare NHS England competition for development contracts 2016
- 17. Making a difference to children’s healthcare • Long-term conditions or chronic diseases are conditions for which there is currently no cure, and which are managed with drugs and other treatment • Examples – cerebral palsy, asthma, diabetes, rare diseases • Includes physical disability and mental health • About 15 million people in England have a long-term condition
- 18. Why this call? • TITCH workshops • Feedback from meetings • Web referrals
- 19. The scale of the problem People with long-term conditions now account for about 50 per cent of all GP appointments, 64 per cent of all outpatient appointments and over 70 per cent of all inpatient bed days Department of Health (2012). Report. Long-term conditions compendium of Information: 3rd edition The conditions rising most quickly are cancers, chronic kidney disease and diabetes 0.8 million disabled CYP aged 0–18 in the UK are disabled which accounts for 6% of all children
- 20. How many young people? 20% of children and young people have at least one LTC Department of Health (2012). Report. Long-term conditions compendium of Information: 3rd edition
- 22. Impact on life • Currently, CYP with long term-conditions spend a lot of their lives interacting with the health service – impact on later life • In 2012, 31% of school pupils aged 11–15 who reported having a long-term illness, disability or medical condition felt it impacted negatively on their ability to participate in education
- 23. What do patients with LTCs want? People with long term conditions consistently say: • They want to be involved in decisions about their care – they want to be listened to • They want access to information to help them make those decisions • They want support to understand their condition and confidence to manage – support to self care • They do not want to be in hospital unless it is absolutely necessary Our health, our care, our say: a new direction for community services – consultation responses from people with long term conditions
- 24. What are the risks of not intervening early? • During early life young people develop skills that will contribute to society in adulthood Having an LTC • Reduces quality of life over time • Increases the risk of mental health problems • More likely to have risky health behaviours • Increases risk of not working
- 25. What are the benefits of intervening early? • Strong evidence that self-management behaviours initiated in adolescence remain with them throughout life • Key elements of development, particularly emotional development will have a permanent effect on life skills in adulthood • Improved education and social integration Sawyer SM, Drew S, Yeo MS, Britto MT. Lancet 2007; 369(9571): 1481–9 Durlak JA, Weissberg RP, Dymnicki AB, Taylor RD, Schellinger KB. Child Dev. 2011 Jan- Feb;82(1):405-32.
- 26. Tools for Living: A child has three occupations (activities): self-care, productivity and leisure SELF CARE The personal care activities that children engage e.g.: bathing tooth brushing dressing eating toileting
- 27. Productivity The play and school activities that children engage in e.g. cutting with scissors drawing doing puzzles building with blocks attending to individual / group activities
- 28. Leisure The extracurricular activities that children engage in e.g. spending time with family playing with friends teams clubs
- 29. Aspects and skills in child development to consider Gross Motor skills Cognitive skills Physical skills Psychosocial skills Fine Motor skills Sensory skills Link with the environment : Physical + Social +Cultural
- 30. The challenge Supported self management • Giving people with long term conditions the support they need to increase the control they have over their own lives • and to minimise the constraints imposed on them by their state of health or disability. • It requires seeing patients not as passive recipients of care but as active partners (Bodenheimer et al 2005)
- 31. Challenges with LTC in CYP • LTCs may not just be one specific disease – there may be multiple associated co- morbidities • Parent may have the same condition • Disease course and presentation varies with age
- 32. Category 1 Assisting or restoring function
- 33. Category 2 Self-care & Remote Patient Monitoring (RPM)
- 34. Category 3: Home based investigations
- 35. Changing the direction of care Community: Self management School Social Integration Remote patient monitoring
- 36. Summary • Child and Young People pose different challenges relating to the development of novel technology to support LTCs • Large impact and benefit over time • The scale of the challenge is great
- 37. www.titch.org.uk
- 38. Improving patient flow to maximise operational efficiency in the acute sector Clinical Presentations
- 39. Improving patient flow to maximise operational efficiency in the Acute Sector
- 40. Improving / to maximise operational efficiency in the Acute Sector patient flow Measurable Unplanned The progressive movement of People, Equipment and Information through a sequence of processes. Everything- How, When, Where, Who of a hospital stay except the clinical decisions made about the patient (the What)
- 41. Explanation of patient flow It’s complicated, however….
- 42. Admission • History • Admin Diagnostics • Imaging • Pathology • Genetics • Pathology • Endoscopy Treatments • Radiological • Pharmacological • Surgery • Therapy • Psychological Discharge • Safety • Logistics • Follow up • Re-admittance avoidance Patient is Fed, Hydrated and Cared for Relatives/Friends Informed + Supported Staff communication / networking / Decisions of care/ Transfer of care
- 43. Pathway Attribute Simplest Patient Complex Patient Length of stay 2 Hours > A Year Staff 20 100’s Condition 1 Main Multiple co-morbidities Process steps 100-120 1000’s Discharge Walk out Specialist transport, multiple agency support Hospital Attribute Small Large Beds 200 2000+ Wards 20 100+ Staff 2000 15,000+ Episodes per year 120,000 750,000+ Every patient is different* Every Hospital is different
- 44. Imbalance leads to: • Exit block • Outliers • Prolonged Length of stay (LOS) • Operational complexity • Culture erosion • Staff Burnout • Huge variation in activity, over resourcing Admissions (input) Discharges (output) Avoidance is the best outcome but this challenge is from admission onwards When it doesn’t flow
- 45. It could be an improvement that is for one specific group of patients It could be systemic improvement that is for all patients
- 46. Category 1: Improving in-patient journey whilst receiving care within the hospital
- 47. Category 2: Improving use of resources during the patient journey within acute care
- 48. Category 3: Improving efficiency of hospital discharge
- 50. What does good look like? http://sbrihealthcare.co.uk/case-studies/
- 51. It’s an exciting challenge be ambitious Population 65M 4M Acute admission/year 1 2 3 4 5 6 7 8 9 10 11 12 1314 15 16 Chances are someone you know will have an acute episode in the next 16 days
- 52. Joop Tanis Director SBRI Healthcare Programme sbrienquiries@hee.co.uk 01223 928040 www.sbrihealthcare.co.uk @sbrihealthcare The application process
- 63. Assessment Phase Timelines • Close competition, noon on 28th July • Review compliance (July) • Assessment packs assigned and issued to technical assessors (August) • Each application reviewed and scored by technical assessors (August) • Assessment of long-list applications at panel meeting involving clinical leads (September) • Production of rank ordered list for interview (September) • Interview panels to select final winners (October) • Draft and issue contracts (November) • Publish contracts awarded (November) • Feedback to unsuccessful applicants (by December)
- 64. 1. What will be the effect of this proposal on the challenge addressed? 2. What is the degree of technical challenge? How innovative is the project? 3. Will the technology have a competitive advantage over existing/alternate technologies that can meet the market needs? 4. Are the milestones and project plan appropriate? 5. Is the proposed development plan a sound approach? 6. Does the proposed project have an appropriate commercialisation plan and does the size of the market justify the investment? 7. Does the company appear to have the right skills and experience to deliver the intended benefits? 8. Does the proposal look sensible financially? Is the overall budget realistic and justified in terms of the aims and methods proposed? Assessment Criteria
- 65. Key Points to Remember • Research and define the market/patient need • Review the direct competitor landscape and make sure you define your USP • Consider your route to market, what is the commercialisation plan? Do you know who your customer will be, how will you distribute, how much will you charge for the product/service? • How will the project be managed (what tools will you use, how will the team communicate etc.) • Provide a clear cost breakdown • Make sure you answer all of the questions in sufficient detail • Try not to use too much technical jargon, sell the project in terms the NHS will understand (outcomes, benefits to patients etc.)
- 66. Karen Livingstone SBRI Healthcare National Director karen.livingstone@eahsn.org 01223 257271 Joop Tanis Director of the SBRI Healthcare Programme sbrienquiries@hee.co.uk 01223 928040 www.sbrihealthcare.co.uk @sbrihealthcare Contact Us
Editor's Notes
- Stephen to suggest we deal with questions from his presentation at the end of Karen’s
- £1,458,158 awarded Estimated savings at £1 billion per annum Product available now 60 employees directly created as a result of SBRI funding. Approximately £2 million of additional investment has also been secured by the company.
- Any size of business is eligible Other organisations are eligible as long as the route to market is demonstrated All contract values quoted include VAT Applications assessed on Fair Market Value Contract terms are non-negotiable Single applicant (partners shown as sub contractors) Applicants must fully complete the application form
- Any size of business is eligible Other organisations are eligible as long as the route to market is demonstrated All contract values quoted include VAT Applications assessed on Fair Market Value Contract terms are non-negotiable Single applicant (partners shown as sub contractors) Applicants must fully complete the application form
- Measurable- Everything will be judged on measurable improvements, even if it is a “soft” measure like patient experience. It has to be a genuine efficiency improvement across the whole system. The elimination of tasks, improved reliability of other tasks, if its’s about “moving the work out of the hospital” it has to have a measurable benefit to the system. The acute sector- refers to unplanned part of a patient care- About 50% of the NHS budget. Patient Flow- The physical and systemic movement of patient through their journey including everything that makes that happen. Excluded here is the actual clinical decision making process. A new diagnostic test may be useful and included but not
- If you have experience of logistics, FMCG(fast moving consumer goods), manufacturing, construction etc looking from the outside in it can seem straightforward. Patient arrives, diagnostics, treatment, home. It is hugely more complicate than that, however it’s not so complicate that it can’t be understood or improved, it happens 4 million times a year. Just don’t underestimate the subtleties. (if anyone askes, the relationships between Drs and Nurses, Technology maturity/adoption etc)
- A patient could have a very simple journey or a very complex one involving multiple co-morbidities, specialities, diagnostics and treatments All supported by hundreds of back office functions/Processes and thousands of staff Staff communication could be process flow co-ordinators, bed management team, outreach etc Each organisation is set up uniquely to deliver flow so a pivotal role in one organisation doesn’t even exist in another.
- LOS- Staff including back office, clinical and support staff even the shortest episode wouldn’t happen without huge input Condition Process steps-a Physical action from inputting into a PC, completing a form, administering a drug or therapy, making a phone call that advances the patient’s stay. Never underestimate the challenge of good practice roll out. *Every Patient may be unique but what is done to that patient is made up of mostly repetitive tasks The resources, structure, relationship with the community even the staff naming is different everywhere- don’t underestimate the challenge of spreading the good practice (not invented here, were special, were different)
- When there is balance the organisations operate well. Most organisations can cope with some imbalance (escalation areas etc) but when it becomes too much Exit Block- Royal College of Emergency medicine term for patients getting operationally delayed in A+E- trolley waits. Finding a bed or being put in the wrong place (outliers) leads to poorer outcomes and longer length of stay Operational complexity- resources diverted from routine work to fire fighting Culture erodes where the unacceptable becomes routine (long waits, poor outcomes, re-admission) Huge variation means huge additional resources diverted to manage what should be routine (bed management teams etc)
- - It’s not all just about Software, technology + equipment, “the Stuff”. It’s about “the People” and “the process”, pathways, legislation, best practice, nice guidelines “the systems” they work in make it all come together. Any innovation must consider an adoption methodology and the impact of the innovation on the systems and the people, both staff + patients. You can have the best of one but it will break the others, The best technology is redundant if it’s not used. Introducing a new technology could inadvertently break a process so try to think it all through.
- - It’s not all just about Software, technology + equipment, “the Stuff”. It’s about “the People” and “the process”, pathways, legislation, best practice, nice guidelines “the systems” they work in make it all come together. Any innovation must consider an adoption methodology and the impact of the innovation on the systems and the people, both staff + patients. You can have the best of one but it will break the others, The best technology is redundant if it’s not used. Introducing a new technology could inadvertently break a process so try to think it all through. In one only it won’t work. In 2 it might work a bit. To succeed it needs to work across all three domains.
- It’s exciting, be ambitious, chances are with 4M emergency admission in a population of 65M it will effect someone you know in the next 16 days.