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The way forward for greater manchester academic health science network ahsn

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The way forward for greater manchester academic health science network ahsn

  1. 1. The way forward for Greater Manchester Academic Health Science Network (AHSN) Linda Magee, Chief Operating Officer | Manchester Academic Health Science Centre
  2. 2. Joint Working – why should we bother? Understanding the regional view "The way forward for the Greater Manchester Academic Health Science Network (GM- AHSN)" Dr Linda Magee MAHSC COO & Business Development Director 26 June 2013 ABPI Meeting
  3. 3. Overview • Relationship between the Manchester Academic Health Science Centre (MAHSC) and GM-AHSN • Our particular areas of interest and expertise • Case Studies and Opportunities for partnership working with industry – the good, the bad and the ugly!
  4. 4. AHSC:AHSN Relationship
  5. 5. Salford CCG Salford Royal Manchester Mental Health & Social Care University Hospital South Manchester Christie Central Manchester University Hospitals University of Manchester MAHSC Members
  6. 6. MAHSC & GM-AHSN • MAHSC described as the ‘beating heart’ of GM- AHSN • Many of the key assets to support delivery of the GM-AHSN business plan are led, hosted or supported by MAHSC members • Domains will deliver reliable implementation of selected NICE guidelines and iTAPP technologies • Domains will also map to GM Clinical Networks enabling effective advice and engagement of clinical leadership
  7. 7. MAHSC: GMAHSN Interface
  8. 8. Areas of Expertise and Interest
  9. 9. GMAHSN - Aims • Improved health outcomes through systematic reduction of the number of deaths amenable to healthcare (vast majority related to cardiovascular risk factors) • Deliver the safest healthcare through systematic reduction of harm from medication error • Systematic implementation of NICE guidance • Systematic implementation of High Impact Innovations • Deliver increased activity and output from invention and research • Deliver education and training to create capability in measurement for improvement, health informatics and digital technologies • Create a climate for retention, development and growth of industry
  10. 10. Bio/pharma: Systems Biology & ‘omics Discovery Assets: MCCIR (AZ/GSL/UOM) MCRC (AZ) CDSS/MRC Fellowship Clin. Pharm. COEBP On e of top 3 UK biomed clusters, significant specialised accommodation (UMIC Innovation Centre, Medtech Centre, CityLab, MediPark) plus international airport and UK competitive cost basis Health Technology Hub: (MIMIT/m health/e health) supporting industry interface And significant commercialisation capability and NHS IP Innovation Hub ( UMIP, Trustech) Implementation science , safety , quality: GM CLAHRC, NIHR Patient Safety Centre, Haelo UK leading Cancer Centre & Europe’s largest Children’s Hospital UK leading clinical research infrastructure: imaging, bio-banking (UK Bio-bank); NIHR GMCLRN, specialist Clinical Research Facilities & MAHSC Clinical Trials Unit National Institute of Clinical Excellence (NICE) (Memorandum of Understanding) University of Manchester in top three in UK (RAE 2008) MMU: Allied health, sports science & rehabilitation University of Salford : Allied health , digital and media sector University of Bolton : Health & Wellbeing World class e-health infrastructure: Salford integrated e-health record, NIBHI, NW e Health ( ‘FARSITE’)
  11. 11. But our greatest asset is…….. Access to large, heterogeneous (3.5M and 11M in I hour drive) but relatively stable population (all major diseases areas and including areas of considerable deprivation)
  12. 12. Case Studies, Opportunities & Challenges • Partnership working with industry – the good, the bad and the ugly! The Good • GSK Salford Lung Study – first large, prospective, ‘real-world’ study on a pre- licence medicine, across a large population within one geographical setting • GSK/AZ – Manchester Collaborative Centre for Inflammation Research • Health Technology Industries – med tech, e-health & m-health including focus on supporting SMEs and links to wider community eg via Bionow The Bad and the Ugly – no specifics! • We need to understand each others expectations, drivers and required outcomes otherwise disappointment, mistrust, poor outcomes • Improving access to NHS and streamlining the process of engagement including clear involvement with procurement process • Working in true partnership – mutual benefit, respect and input
  13. 13. Global Biomedical Sector - Trends Clinical • Ageing population • Chronic disease burden (70% cost for a few diseases) plus ‘frequent flyer’ disproportionately high cost to individual communities • Personalised medicine (drug/diagnostic combinations) Delivery • Shift to local (home) from hospital based care – growing importance of adjunct technologies to pharma eg mobile health technology • Market has been defined by providers eg NHS but increasingly by individuals Economic • Imposition of price cuts on existing drugs • Higher standards for reimbursement (UK risk share schemes) – need evidence of value to healthcare systems in both developed & emerging markets • Economic pressures to prescribe generics • Value creation no longer reliant on R&D; value-added in manufacture & distribution process
  14. 14. Challenges • All now operating in difficult times – Limited resources – Ever greater efficiency required – Increasing number and value of deliverables – Increasing expectations of healthcare from the patent and the public – New modes of healthcare delivery requiring different approaches For all of us - more for less
  15. 15. MAHSC Website –
  16. 16. GMAHSN Website –