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North West Coast innovation showcase
The document summarizes the North West Coast innovation showcase and highlights: 1) A King's Fund report found that while entrepreneurship thrives in the NHS, transferring innovations between places is complex and support from a range of skilled professionals is needed. 2) Examples of digital health innovations in the region include shared care records, telehealth, and online signposting tools. 3) Over the past five years, the region has developed digital health platforms, worked with successful innovators, and evaluated clinical delivery partnerships.
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North West Coast innovation showcase
- 1. North West Coast innovationshowcase Dr Liz Mear Chief Executive @MearLiz
- 2. What did theKing’s Fund report tell us? • Entrepreneurship is alive and well in the NHS; but there are substantial barriers to success • Transferring innovations from place to place is complex • Boots on the ground and a team with a range of skills are needed to support spread • Providers and commissioners have to select those innovations that add most value in a local context • When leaders champion innovation it makes a big difference to success • More funding is needed for adoption and spread
- 3.
- 4. North West Coast- a five year journey…
- 5. North West Coast- a five year journey…
- 6. North West Coast- a five year journey…
- 7. North West Coast- a five year journey…
- 8. North West Coast- a five year journey…
- 9. Shared Care Record (interoperabilityroadmap) Telecare & telehealth telemetry Internet of things (MQTT) Near-patient testing Online signposting and triage TTO Digital Shared Care Viewer Decommissioning legacy interop Social Care Systems / Child Health EPR, Pathology, Radiology, Maternity interop Community Pharmacy, Dental & Optometry Machine readable consent Enhanced case finding Explicit Consent e.g. my circle of trust Real-time case-load management Failsafe, cross organisational workflow Structure data model (drawing from a CDR) Platform development - Tools to Inform Booking Management - Tools to Transact App Integration / APIs – Tools to Act Healthy Children e-redbook Condition flags and alerts Results reporting Clinical documentation and prescribing Events and scheduling
- 10. Digital mobile appto trigger memories of the past National Museums Liverpool
- 11. Sensors – ourfirst hackathon
- 12. Our next hackathon Joinus at… Healthcare Hackathon When: 5 and 6 June 2018 Where: Manchester The British Cardiovascular Society and the Innovation Team of NHS England are hosting a Healthcare Hackathon
- 13. Digital health platforms createdin our region
- 15. Successful Test Bed Innovators •Philips • Speakset • Cambridge Cognition • uMotif • Intelesant • Florence • Simple Telehealth • Good Things Foundation Clinical delivery • Fylde Coast Vanguard • Better Care Together Vanguard Evaluation Lancaster University’s Centre for Aging Research (C4AR) Clinical delivery • Lancashire Care • Lancaster Health Hub • Innovation Agency
- 16.
- 17. Global digital exemplartrusts and fast followers – supported by the Innovation Agency All facing significant challenges around delivering digitally supported paperless clinical pathways
- 18.
- 19. Pathway for patientshospitalized with alcohol-related liver disease 4 3 1 2 5 Re-admissions, disease progression and mortality 1 Predictive tools 2 Service mapping 3 Service Efficiency Business Intelligence 4 E.g. interactive, small area mapping tools combining data from multiple sources 5 Pathway Development Connected Health Cities data in action
- 20. Steady On! “The fearof falling is terrifying, but I now have a way of getting upright if I’ve fallen and know I’ve a service I can turn to. I learned more in an hour than I thought possible and feel less anxious and much more contented.” Service user QTUG Quantitative Timed Up & Go
- 21. 1 2 3 Electronic Transfer ofCare to Pharmacy (TCAM) There is compelling evidence that clinical pharmacy services can reduce delays in transfer of care 1, by being proactively involved at an early stage in care and discharge planning. The likelihood that an elderly medical patient will be discharged on the same medicines that they were admitted on is less than 10 % 2 It has been demonstrated that patients who are included in an eTCP pathway are 2.8 times less likely to be readmitted within 30 days.3
- 22. System wide solution Digitalplatform with sign up from 13 of our acute trusts in the region Key features Hospital admission notification and discharge information electronically to community pharmacy Partnership NHSE Local Office funding secured to develop and implement software 1 2 3 4 5 6 7 8 9 10 11 12 Electronic Transfer of Care to Pharmacy (TCAM)
- 23. FebriDx • A novelpoint of care test • Capillary blood sample to test CRP & MxA • Partnership Evaluation • RPS Diagnostics (Florida, USA) • Urgent Care 24 • Edge Hill University • Evaluation to demonstrate • Application in an out of hours primary care setting within the NHS • Influence on antibiotic prescribing • Influence on patient behaviour • Patient and clinician acceptability
- 24. AF work programmesince 2014 • Two public campaigns • Using innovative technology - Mobile ECG • Diverse environments - e.g. FRS, care homes • Involving our citizens - AF Ambassadors Detect • Programmes - NWC AF Collaborative • Self-monitoring - patients using warfarin • Digital opportunities - integrated systems Protect • Geno-type guided dosing • Data visualization – dashboards, pathways • AF Audit Correct
- 25. Where we work Intermedi ateCare 3rd Sector Organisati ons Leisure services Fire & Rescue Service GP practices Pharmacy / Medicines Managem ent Secondary Care
- 26. Genomics/ Precision medicine –support nationally and locally Seat on the NHS England Programme Board and international Genomics Group Locally provide ongoing funding and senior support for NWC Genomics Medicine Centre (GMC); actively supporting 100k Genomes project. NWC aims to be the fastest place in UK to develop quality research in precision medicine, helped by: • Bespoke IT system connecting GMC local delivery partners and Genomics England • Programme management/Genomics Ambassador post funded by Innovation Agency
- 27. Genomics/ Precision medicine– support nationally and locally Seat on the NHS England Programme Board and international Genomics Group cont’d… • Platform for formal discussions about clinical pathways and laboratory transformation • Reducing inequalities in accessing genetic testing pathways • Good uptake focussing on a wide range of providers • Genotype Guided Warfarin – world first
- 28.
- 29. Supporting: communities of practice forimprovement and innovation 12 Clinical Evidence Champions – commissioners and GPs supported through a PG cert to improve the use of evidence in commissioning cycles 70 Innovation Scouts – innovators and facilitators of innovation connecting to develop culture and capabilities for innovation 110 Q members – a connected network of quality improvers supported by the Health Foundation and NHSI
- 30. Mobilising: Adoption Accelerator • 14clinicians and managers with innovations • 6 month supported programme with workshops and coaching – action learning • Supportive community learning together to adopt and spread innovations and improvements in organisations and beyond • Using social leadership principles and technology for virtual meetings and connecting (zoom/slack/whatsapp) • Evaluated throughout • Showcased at Scouts event in December 2017
- 31. Mobilising: Adoption Accelerator “We wereasked to write about our project using only 100 words and share it with people within our organisation who we didn’t know; this one act snowballed and got me in front of the Medical Devices Board to present my project. The upshot is my project idea has now been tested and is to be embedded within our organisation.” Occupational Therapist Jennifer Marsom of The Walton Centre NHS Foundation Trust
- 32. The Big Innovation Conversation •Monthly bite sized webinars for health and care professionals • One hour long, over lunch • Focus on innovation in our health and care system • External speakers and presenters • 80+ registered to date
- 33. Commercial programme: Business Connectand Innovation Exchange
- 34. • Culture • IntellectualProperty • Ideas • Markets • Finance • Clinical Trials • Evaluation • Commercialisation • Adoption • Brokering • Success Innovation Pathway
- 35.
- 36. Innovation Exchange Regional deliverywith national collaboration The core functions will include: • Identifying need and communicating demand– Help innovators understand healthcare demands (what and where) and the evidence requirements, prepare systems for promising products • Signposting –matching innovations to healthcare, adapting solutions to meet local needs, finding early adopter regions • Evaluation in practice – creating evidence to support adoption and spread • Spread and adoption of innovation – locally, regionally and nationally
- 37. Finance and funding •Over €2m funding for procurement of innovation for local authority and NHS trust through H2020 projects • Secured £3.5m ERDF funding to expand local SME support – now support circa 100 SMEs per year • Supported SMEs to secure over £10m from VC and grant funding • Over £175m investment in infrastructure and inward investment secured with partners over the last 4 years
- 38. We support allnational programmes and have done since the inception of AHSNs
- 39. Success Sponsored awards • NWCInnovation Awards including Innovation Partnership • Excellence in Supply Awards • Bionow: Product of the Year • Medilink North • Comms and PR • Case studies (regional and ATLAS), introductions to AHSN Network • Annual report • AHSN Impact Report • Events - presentations from innovators and adopters
- 40.
- 41. What are thebenefits? • Work with international partners/best practice • Additional funds - expanded programme of activity for our region • Deliver a broader portfolio • Provides funds for pilots/ innovative projects • Medium term funds
- 42. Presentation 1 EU projects •STOPandGO (Liverpool City Council) – EU Framework 7 Programme • Public Procurement of Innovation (Technology into domiciliary care services) • RITMOCORE (Liverpool Heart and Chest Hospital) – EU Horizon 2020 • Public Procurement of Innovation (Remote monitoring for Pacemaker patients) • ENSAFE (British Lung Foundation / Aintree Hospital) – EU Horizon 2020 • Active and Assisted Living (ICT for ageing well)
- 43. Presentation 1 EU projects •EIT Health (Knowledge and Innovation Community) EU Horizon 2020 and membership • Active member of ECHAlliance, a network of connected health ecosystems in over 30 countries • ALTAS - A € 360k project to design an e-learning package for Assisted Living Technologies across Europe • Study trips – taking partners to share learning in Denmark, Austria and China
- 44. STOPandGO Sustainable Technology for OlderPeople – Get Organised • Public Procurement of Innovative Solutions (PPI) 01/04/14 – 31/01/18 • Benefit to 5000 people across Europe • 15 partners in Spain, Italy, the Netherlands and the UK • FP7 contributes €3.446m to existing commitment €17.23m • Liverpool City Council €1 million
- 45. RITMOCORE Arrhythmias Monitoring and ComprehensiveCare • Public Procurement of Innovative Solutions (PPI) 01/11/16–31/12/20 • 9 partners in the UK, Spain, Italy and the Netherlands • H2020 contributes €4m to €7.5m of existing commitment • Liverpool Heart and Chest Hospital to receive c €1m towards remote monitoring • Countess of Chester Hospital on the reserve list
- 46. Product/Market Fit • Largesthealthcare initiative in the world-H2020 • Core partner • Three strands – Innovation, Accelerator, Campus
- 47. Eleanor Garnett- Bentley Associate Director Transformation AlanDavies Director of Digital Health Gideon Ben-Tovim OBE Chair Caroline Kenyon Director of Communications and Engagement Lorna Green Chief Operating Officer Dr Phil Jennings Medical Director Dr Liz Mear Chief Executive Juliette Kumar Associate Director for Improvement and Education Lindsay Sharples International Commercial Programme Manager Jenny Dodd Associate Director Transformation Mike Kenny Associate Director for Improvement and Education Dr Julia Reynolds Associate Director for CHC and Head of Programmes Carole Spencer Transformation Director
Editor's Notes
- #3 Focussing on a wide range of providers eg mental health trusts (Mersey Care and Lancashire Care) introducing genetic testing for their patients. - IT transformation: All Local Delivery Partners and the host organisation have designed and implemented a bespoke IT system to ensure connectivity across the NWC GMC as well as electronic linkage and functionality with Genomics England for the 100,000 genome project - 100,000 genome project has provided a platform and leverage for NHS trusts ( clinical teams and laboratories) to hold formal discussions regarding transformation of rare disease and cancer clinical pathways and laboratory transformation - reduction in inequalities in accessing genetic testing pathways - mental health trusts (Mersey care and Lancashire care) introduced genetic testing for their patients for first time - patients with Learning Difficulties, Personality Disorders and other conditions from partner mental health trusts will be asked to participate in the 100,000 genome project- this is ground breaking and goes a long way in breaking down barriers between mental health and physical health services and helps to reduce stigma around mental illness - partnership working like never before across a larger geographical footprint - CEO engagement and partnership working across all Local Delivery Partners to ensure precision medicine is on the agenda and is part of overall NHS transformation - raising the quality benchmark of laboratory testing across NWC - ability for partners to bid for funds, strength in numbers - education for all staff, using electronic platforms such as online module development, raising profile of research and role of research nurse in precision medicine - getting all staff to see that the future is here and now! Staff encouraged to look at possibilities for service development and transformation - ability to engage more effectively with industry - global leader in precision medicine - reputation of successful delivery of national projects - successful engagement with national teams at Genomics England and NHS England - successful engagement with researchers in Liverpool University, UCLAN and Lancaster University
- #10 The nature of knowledge – companies discovered the difference between information and knowledge, useful knowledge is not a thing that can be managed like other assets – as a self contained entity. Just because someone has read many books about surgery does not mean they are ready to operate on you. Expertise is developed through opportunities to engage with others who have faced or face similar situations. Knowledge of experts is an accumulation of experience and more of a living process than a static body of information. COPs do not reduce knowledge to an object. They serve as a living repository for knowledge. From a business perspective, tacit aspects of knowledge are often the most valuable and consist of embodied experience and a deep understanding of complex systems that make it difficult for competitors to replicatre. Sharing tacit knowledge requires interaction and informal learning processes such as storytelling, conversation, coaching, and apprenticeship. Our experience of knowing is individual but our knowledge is not. Scientific knowledge is the prerogative of scientific communities. Knowledge is not static, what was true yesterday must be adapted to accommodate new factors new data, new problems. Companies are moving toward customer focussed, project based organisations because of the power of teams – the idea social structures in orgs.
- #11 95% of GP practices now referring 4650 patients have received service 801 patients live in the system New flow monitoring pathways: Asthma, quit smoking, hypertension Asthma kids gaming app development Procurement under way The nature of knowledge – companies discovered the difference between information and knowledge, useful knowledge is not a thing that can be managed like other assets – as a self contained entity. Just because someone has read many books about surgery does not mean they are ready to operate on you. Expertise is developed through opportunities to engage with others who have faced or face similar situations. Knowledge of experts is an accumulation of experience and more of a living process than a static body of information. COPs do not reduce knowledge to an object. They serve as a living repository for knowledge. From a business perspective, tacit aspects of knowledge are often the most valuable and consist of embodied experience and a deep understanding of complex systems that make it difficult for competitors to replicatre. Sharing tacit knowledge requires interaction and informal learning processes such as storytelling, conversation, coaching, and apprenticeship. Our experience of knowing is individual but our knowledge is not. Scientific knowledge is the prerogative of scientific communities. Knowledge is not static, what was true yesterday must be adapted to accommodate new factors new data, new problems. Companies are moving toward customer focussed, project based organisations because of the power of teams – the idea social structures in orgs.
- #17 The nature of knowledge – companies discovered the difference between information and knowledge, useful knowledge is not a thing that can be managed like other assets – as a self contained entity. Just because someone has read many books about surgery does not mean they are ready to operate on you. Expertise is developed through opportunities to engage with others who have faced or face similar situations. Knowledge of experts is an accumulation of experience and more of a living process than a static body of information. COPs do not reduce knowledge to an object. They serve as a living repository for knowledge. From a business perspective, tacit aspects of knowledge are often the most valuable and consist of embodied experience and a deep understanding of complex systems that make it difficult for competitors to replicatre. Sharing tacit knowledge requires interaction and informal learning processes such as storytelling, conversation, coaching, and apprenticeship. Our experience of knowing is individual but our knowledge is not. Scientific knowledge is the prerogative of scientific communities. Knowledge is not static, what was true yesterday must be adapted to accommodate new factors new data, new problems. Companies are moving toward customer focussed, project based organisations because of the power of teams – the idea social structures in orgs.
- #18 What is it? A portable ECG monitor How we helped Run two public pulse check campaigns. Developed a NWC AF Collaboration group. Secured funding to improve the warfarin pathway. Supported the development of the AF pathway. Supported the development of a dashboard which brings together AF related databases to support CCGs with business planning. Secured £250 of matched investment from pharma and device partners. Benefits Our ongoing work to identify AF led to more than 10,000 screenings and more than 250 potential strokes being avoided, saving around £5.6m in NHS resources from 2014 to early 2017 Each stroke costs around £24,000 to the NHS and social care in the first year alone. AF is under diagnosed and undertreated – estimate 10,000 people have the condition, but 40 per cent may not be managed according to NICE guidelines
- #20 1 Predictive tools: Improving the data available to front-line teams to support risk-stratification, predict outcomes and inform decisions 2. Service mapping: Mapping variation in the local organization and provision of key services to allow identification of system factors linked to good or poor outcome – informing service design and commissioning 3. Service efficiency: Generating better information about failure to engage with ambulatory services (e.g clinic DNAs) – facilitating more timely, pro-active and individualized support across multiple agencies and optimising the utilisation of resources 4. Business intelligence: Smarter phenotyping algorithms, pathway analytics and data visualizations to reflect the diversity of casemix, patient journeys and key milestones of disease progression – allowing more precise targeting of patient sub-groups or localities for co-ordinated intervention 5. Pathway development: Pathways to avoid emergency re-admissions for defined patient sub-groups (e.g. community de-tox or daycase treatment for recurrent ascites)
- #21 What is it? A hands-on service combining education and community collaboration, with one-to-one home assessments, structured sessions and events. How we helped We have supported the spread of the service by funding the adoption in more than 40 residential homes throughout Lancashire. Benefits STEADY ON! Has shown positive feedback from residents regarding their health and mobility, plus a reduction in problems with anxiety and depression 30 per cent reduction in ambulance service call outs over a 12 month period Preliminary findings regarding A&E admissions during current phase of service delivery has reported a similar reduction
- #22 Keeping patients safe when they transfer between care providers – getting the medicines right, July 2011: http://www.rpharms.com/current-campaigns-pdfs/1303; 2. Boockvar, K. et al (2004) ‘Adverse drug events due to discontinuations in drug use and dose changes in patients transferred between acute and long-term care facilities’. Archives of Internal Medicine, 164(5):545-550); 3. H Nazar et al, A new Transfer of Care initiative of electronic referral from hospital to community pharmacy in England: A formative service evaluation; BMJ Open (accepted for publication);
- #23 Providers: 1. Aintree University Hospital 2. Countess of Chester Hospital 3. Macclesfield General 4. Liverpool Heart & Chest 5. Leighton Hopsital 6. Royal Liverpool Hospital 7. Southport & Ormskirk Hopsital 8. Whiston Hospital 9. Warrington Hospital 10. Arrowe Park Hospital 11. Bowmere Hospital MHT 12. Alder Hey Children’s Hospital
- #26 Secondary Care Intermediate Care 3rd Sector Organisations Leisure services Fire & Rescue Service GP practices Pharmacy/ Medicines Management
- #27 Focussing on a wide range of providers eg mental health trusts (Mersey Care and Lancashire Care) introducing genetic testing for their patients. - IT transformation: All Local Delivery Partners and the host organisation have designed and implemented a bespoke IT system to ensure connectivity across the NWC GMC as well as electronic linkage and functionality with Genomics England for the 100,000 genome project - 100,000 genome project has provided a platform and leverage for NHS trusts ( clinical teams and laboratories) to hold formal discussions regarding transformation of rare disease and cancer clinical pathways and laboratory transformation - reduction in inequalities in accessing genetic testing pathways - mental health trusts (Mersey care and Lancashire care) introduced genetic testing for their patients for first time - patients with Learning Difficulties, Personality Disorders and other conditions from partner mental health trusts will be asked to participate in the 100,000 genome project- this is ground breaking and goes a long way in breaking down barriers between mental health and physical health services and helps to reduce stigma around mental illness - partnership working like never before across a larger geographical footprint - CEO engagement and partnership working across all Local Delivery Partners to ensure precision medicine is on the agenda and is part of overall NHS transformation - raising the quality benchmark of laboratory testing across NWC - ability for partners to bid for funds, strength in numbers - education for all staff, using electronic platforms such as online module development, raising profile of research and role of research nurse in precision medicine - getting all staff to see that the future is here and now! Staff encouraged to look at possibilities for service development and transformation - ability to engage more effectively with industry - global leader in precision medicine - reputation of successful delivery of national projects - successful engagement with national teams at Genomics England and NHS England - successful engagement with researchers in Liverpool University, UCLAN and Lancaster University
- #28 Focussing on a wide range of providers eg mental health trusts (Mersey Care and Lancashire Care) introducing genetic testing for their patients. - IT transformation: All Local Delivery Partners and the host organisation have designed and implemented a bespoke IT system to ensure connectivity across the NWC GMC as well as electronic linkage and functionality with Genomics England for the 100,000 genome project - 100,000 genome project has provided a platform and leverage for NHS trusts ( clinical teams and laboratories) to hold formal discussions regarding transformation of rare disease and cancer clinical pathways and laboratory transformation - reduction in inequalities in accessing genetic testing pathways - mental health trusts (Mersey care and Lancashire care) introduced genetic testing for their patients for first time - patients with Learning Difficulties, Personality Disorders and other conditions from partner mental health trusts will be asked to participate in the 100,000 genome project- this is ground breaking and goes a long way in breaking down barriers between mental health and physical health services and helps to reduce stigma around mental illness - partnership working like never before across a larger geographical footprint - CEO engagement and partnership working across all Local Delivery Partners to ensure precision medicine is on the agenda and is part of overall NHS transformation - raising the quality benchmark of laboratory testing across NWC - ability for partners to bid for funds, strength in numbers - education for all staff, using electronic platforms such as online module development, raising profile of research and role of research nurse in precision medicine - getting all staff to see that the future is here and now! Staff encouraged to look at possibilities for service development and transformation - ability to engage more effectively with industry - global leader in precision medicine - reputation of successful delivery of national projects - successful engagement with national teams at Genomics England and NHS England - successful engagement with researchers in Liverpool University, UCLAN and Lancaster University
- #31 This has been superseded by the Coaching Academy
- #32 This has been superseded by the Coaching Academy
- #43 Overview of current bids and funding opportunities This report summarises the current bids in progress that the Innovation Agency is applying for with partners or supporting. European Structural and Investment Funds (ESIF) The European Structural and Investment Funds (ESIF) are the EU’s main funding programmes for supporting growth and jobs across the EU. In the UK, the ESIF are made up of the: European Regional Development Fund (ERDF) European Social Fund (ESF) European Agricultural Fund for Rural Development (EAFRD) European Maritime and Fisheries Fund (EMFF) In England the Managing Authorities are: Department for Communities and Local Government (DCLG) for ERDF Department for Work and Pensions (DWP) for ESF Department for Environment, Food and Rural Affairs for EAFRD We are partners on four ERDF bids as follows: Bid Summary Partners ERDF value for Innovation Agency ERDF Value total project Stage Anticipated start date Health Enterprise Hub Liverpool City Region: This is a bid to support the development of a more integrated innovation ecosystem within LCR building on the work LCCG have done through the Mi programme and beyond and the innovation agenda at Alder Hey. Di3: business support to students / start-ups for digital health technologies working with them to identify and understand unmet needs in the NHS and of citizens to inform product design and development and then to support them to commercialise. Led by LCCG, including Alder Hey and LJMU, LCR LEP and AIMES Led by Lancaster University with Innovation Agency as the only partner £260K ERDF over 3 years (£260K match required) £525k over 3 years (£350k match required) £1.5m £5.8m Second (final) stage application submitted in March. Decision awaited. Second stage application due 16 May 2016 July 2016 July 2016 Business Assist Lancs: Building capacity and capability in health and life science businesses in Lancashire Led by the Innovation Agency with Lancs Uni as partner £484k over 3 years (£320k match) £916k Second stage application due 16 May 2016 July 2016 Business Assist Cheshire & Warrington Led by the Innovation Agency in partnership with GM AHSN tbc but circa £400k over 3 years (50% match required) Tbc but circa £750k Outline application due 27 May 2016 September / October 2016 We were a partner on the LCR New Markets 2 programme to provide intensive business support to SME s within LCR wanting to engage with and sell to the NHS and health and social care markets. This is led by the combined authority, including a consortia of 14 partners providing all types of business support (incl. Universities, Mersey Maritime, STFC). £185k over 3 years (£185k match required) and has been approved but is still awaiting the grant letter. The candidate identified to deliver the project has subsequently taken another position due to the delays and given the size of the project, the difficulties encountered thus far and the joint and several liability for claw back we have taken the decision to withdraw from this project and focus on those listed above which carry much less financial risk and are with existing partners and collaborators of the Innovation Agency.
- #44 Overview of current bids and funding opportunities This report summarises the current bids in progress that the Innovation Agency is applying for with partners or supporting. European Structural and Investment Funds (ESIF) The European Structural and Investment Funds (ESIF) are the EU’s main funding programmes for supporting growth and jobs across the EU. In the UK, the ESIF are made up of the: European Regional Development Fund (ERDF) European Social Fund (ESF) European Agricultural Fund for Rural Development (EAFRD) European Maritime and Fisheries Fund (EMFF) In England the Managing Authorities are: Department for Communities and Local Government (DCLG) for ERDF Department for Work and Pensions (DWP) for ESF Department for Environment, Food and Rural Affairs for EAFRD We are partners on four ERDF bids as follows: Bid Summary Partners ERDF value for Innovation Agency ERDF Value total project Stage Anticipated start date Health Enterprise Hub Liverpool City Region: This is a bid to support the development of a more integrated innovation ecosystem within LCR building on the work LCCG have done through the Mi programme and beyond and the innovation agenda at Alder Hey. Di3: business support to students / start-ups for digital health technologies working with them to identify and understand unmet needs in the NHS and of citizens to inform product design and development and then to support them to commercialise. Led by LCCG, including Alder Hey and LJMU, LCR LEP and AIMES Led by Lancaster University with Innovation Agency as the only partner £260K ERDF over 3 years (£260K match required) £525k over 3 years (£350k match required) £1.5m £5.8m Second (final) stage application submitted in March. Decision awaited. Second stage application due 16 May 2016 July 2016 July 2016 Business Assist Lancs: Building capacity and capability in health and life science businesses in Lancashire Led by the Innovation Agency with Lancs Uni as partner £484k over 3 years (£320k match) £916k Second stage application due 16 May 2016 July 2016 Business Assist Cheshire & Warrington Led by the Innovation Agency in partnership with GM AHSN tbc but circa £400k over 3 years (50% match required) Tbc but circa £750k Outline application due 27 May 2016 September / October 2016 We were a partner on the LCR New Markets 2 programme to provide intensive business support to SME s within LCR wanting to engage with and sell to the NHS and health and social care markets. This is led by the combined authority, including a consortia of 14 partners providing all types of business support (incl. Universities, Mersey Maritime, STFC). £185k over 3 years (£185k match required) and has been approved but is still awaiting the grant letter. The candidate identified to deliver the project has subsequently taken another position due to the delays and given the size of the project, the difficulties encountered thus far and the joint and several liability for claw back we have taken the decision to withdraw from this project and focus on those listed above which carry much less financial risk and are with existing partners and collaborators of the Innovation Agency.