Bio2016 Invest NI Breakfast Presentation 8th June

This document discusses opportunities for engagement within the new NHS system, including both product-specific engagement at the national level regarding research, pipelines, commissioning, value, price, and placement, as well as local implementation, priorities, problems, and prices. It also addresses challenges with medicines optimization, such as low medication adherence rates, insufficient patient information, preventable hospital admissions due to medicine side effects, unacceptable medication errors, and wastage. Finally, it proposes strategies for engagement, collaboration, improving outcomes, ensuring value, and leveraging information technology.

The vision for the Wessex AHSN

The document outlines the vision and priorities of the Wessex Academic Health Science Network (AHSN). The vision is to bring discovery and innovation into the Wessex health system to improve population health and support the health innovation sector. The key priority areas include improving care for older people, those with long-term conditions like respiratory disease, nutrition, alcohol misuse, medicines optimization, and ensuring patient-centered information. The AHSN will work on these priorities through operational programs in quality improvement, implementation science, clinical research network integration, and collaborations on education and training.

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This document discusses building a health intelligence platform to support joint working between the NHS and industry organizations. It provides an example of a joint working case study to track outcomes for patients with diabetes across primary and secondary care. The benefits of the tool include facilitating positive action for at-risk patients and tracking outcomes through a unique dataset that can be analyzed by therapy area. Lessons on good joint working emphasize clear benefits for all sides, engagement during development, and potential for long-term partnerships.

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The document provides an overview of the East Midlands Academic Health Science Network (EMAHSN). EMAHSN was established to improve healthcare in the East Midlands region of England through innovation and collaboration between the NHS, universities, and industry. The document discusses EMAHSN's goals and functions, geography, vision, operations, and engagement with industry stakeholders to facilitate research, innovation, and adoption of best practices.

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The document discusses the relationship between the Manchester Academic Health Science Centre (MAHSC) and the Greater Manchester Academic Health Science Network (GM-AHSN). It outlines that MAHSC members host many of the key assets that support GM-AHSN's business plan and that GM-AHSN's domains will deliver implementation of NICE guidelines and technologies. It also describes MAHSC and GM-AHSN's areas of expertise, including systems biology, discovery assets, implementation science, and access to a large population. Finally, it discusses opportunities and challenges for partnership working with industry through case studies.

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The document discusses the development and implementation of a joint formulary across Greater Manchester to standardize prescribing and reduce unwarranted variation. Some key points: - The GM joint formulary aims to create consistency in prescribing across primary and secondary care within the region to improve patient care and reduce costs. - Developing the formulary required significant consultation, leadership support, and governance structures to align 12 CCGs and providers. - Implementation includes developing formulary chapters, monitoring use at practice level, and establishing a "do not prescribe" list to prevent postcode prescribing variation. - Future plans include the formulary being maintained by the CSU, expanding monitoring capabilities, and developing partnerships with industry within ethical frameworks

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This document discusses a collaborative model for continued professional development (CPD). It proposes creating a centralized CPD platform to improve efficiency by allowing healthcare professionals to record their CPD activities in one place aligned with the standards of different regulatory bodies. An audit would first analyze CPD practices at sample centers in the UK, Australia and Spain to inform the design of categories and tools on the platform. Individuals and organizations would benefit from collaborating to improve CPD through a shared online platform.

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Doctors currently practice "trial-and-error medicine" due to limited ability to predict which patients will respond to specific treatments. The Stratified Medicine Scotland Innovation Centre aims to develop personalized medicine through genetic sequencing and analysis of patient data. It will provide facilities for clinical trials, genomic analysis, and sequencing using Life Technologies' Ion Torrent technology. The goal is to transform chronic disease management globally by accelerating biomedical research and improving healthcare.

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UCL Partners AHSN aims to improve health outcomes for 6 million people through collaboration across healthcare organizations, universities, and local authorities. It will achieve this through 5 integrated programs in areas like cancer, cardiovascular disease, and mental health. The programs will focus on initiatives to improve treatment, increase clinical research participation, and better manage conditions. UCL Partners will work across boundaries and with industry partners to spread innovations and solutions at scale. Success requires strong partnerships, local leadership, and a focus on operational delivery rather than single control.

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The document discusses a quality premium program that rewards clinical commissioning groups for improvements in quality and outcomes. It explains that the premium is based on performance on 4 national measures and 3 local measures selected by each CCG. The national measures relate to reducing mortality, emergency admissions, patient experience, and infections. For a sample CCG, emergency admissions are a major issue, with over 56,000 total admissions last year. Selecting local measures that help achieve the national measures, like reducing emergency admissions, could maximize the CCG's quality premium payment.

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The document summarizes a round table discussion on providing sustainable access to therapies for rare diseases. Key points discussed included establishing a separate fund for rare diseases, having a centralized review process for approval and reimbursement, and implementing managed access plans which provide conditional coverage of drugs but require collection of additional data. Challenges noted with managed access plans included determining who is responsible for oversight and data collection as well as establishing clear criteria for when to end conditional coverage of a drug.

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