Celebrating Innovation and Health Connected
Gideon Ben-Tovim, OBE, Chair
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Twitter @NWCAHSN
#nwcEngage

Thank you to all our sponsors:

Thank you to all our exhibiting partners:

What are we celebrating?
• Partners working together for a wider scope of action than
previously possible
• Our region developing as the ‘go-to’ area for joint working
and business location
• Strong relationships developing between industry,
academia and NHS
• Establishment of regional health and wealth projects that
will grow health and social care infrastructure and produce
economic growth

Our vision
Designed by you….
• Reducing Health Inequalities
• Improving Economic Growth and
promoting a vibrant economy

• Building strong partnerships and connections region-wide
• Building regional infrastructure
• Interoperability and sharing good practice
• Focus on residents
• Core support e.g. bid-writing, health economics,
procurement, SME assists
• Regional approach to improving health and wealth/ strong
alignment with LEPs/ European funding
• National approach as appropriate e.g. Patient Safety
Collaborates, shared learning
Our approach

Celebrating Innovation and Health Connected
Dr Liz Mear, Chief Executive
Follow us on
Twitter @NWCAHSN
#nwcEngage

NWC AHSN introduction video
https://www.youtube.com/watch?v=sqbOfyltCkg&f
eature=youtu.be

The North West Coast AHSN
• 15 Academic Health Science Networks
across England
• Licensed and funded by NHS England
• Promoting, evidence-based innovation in
health and social care
• Single structure to share and disseminate
good practice and learning

Some key components….
• National Institute for Health Research infrastructure
(Comprehensive Research Network, Collaboration for
Applied Health Research)
• NHS England infrastructure (Clinical Commissioning
Groups, Strategic Clinical Networks….)
• NHS / University partnerships (Northern Health Science
Alliance, Lancaster Health Hub, Liverpool Health
Partners, Cheshire Centre for Integrated Healthcare
Science)
• Local Enterprise Partnerships
• Trade Bodies

Our themes
Neurological
Health
Digital Health Medicines
Optimisation and
infection
Personalised
Medicine
AF/Stroke Apps,
Interoperability
(IT/patient record
integration)
Maximising the benefit
of medicines to
improve health
outcomes
Genomics Bid –
100,000 genomics
project
Technology to
support the
care pathways
Intelligent use of
data
Global learning Cancer and rare
disease DNA
sequencing
Innovation Culture Economic Growth
Reducing Health Inequalities

Industry
Engagement/
Economic
Growth
Business support Liaison with industry Procurement Funding
Local themes Cancer CVD
Maternal and
child health
Dementia
Mental
Health
Long term
conditions
MSK
Innovation Culture Economic Growth
Reducing Health Inequalities

North West Coast solutions
• Strategy
• Systems
• Staff
• Safety
• Speed

Recognising and overcoming the
barriers….
• Conservative thinking
• Silo structures
• Sectorial introspection
• Mistrust / misunderstanding across and
within sectors
• Communication
• Dysfunctional systems and processes

Working through people - Innovation
Scouts
• In each NHS organisation
• Middle management role – access
to front line and senior
management team
• Focus on challenges and cultural
implications to increase the
adoption of innovative practices,
technologies or treatments
• Training in performance change
• Creating a system-wide
‘movement’

Developing an Innovative Workforce
• Forerunner Project
• Funded by NW Health Education
England
• Strategic review of the health and
social care workforce on behalf of
the C&M Local Workforce &
Education Group
• Integration with strategic plans
• Development of innovative
solutions for the future of the
workforce

Procurement
• Expert group established – met in July
• DH, NICE, NHSSC, procurement leads and AHSNs
• Identified key area of collaboration and aligned
interests was procurement technologies not currently
purchased that could redefine patient pathways
• Find a model to overcome silo budgets, annual ROI,
negative incentives e.g. loss of tariff and work across all
stakeholders, procurement, commissioners and
providers to redefine pathways using new technologies
• Good examples of success e.g Leanvation

Investment in regional
infrastructure
• Data interoperability capability (Liverpool and Lancs/
Cumbria)
• Creation of jobs through innovation hubs (Liverpool, Lancs,
Chorley)
• Local Enterprise Partnerships business assist programmes
to attract/ assist SMEs in the region
• Alderhey training centre (paediatrics)
• Health economics team
• Tele-health readiness adoption study
• Cheshire Centre for Integrated Healthcare Science

European Agenda – global
learning and influencing
European Health policy
• Building European connections
• Building knowledge
• Tracking and responding to funding programmes
• Raising NWC of England profile
• Constructing local partnerships
• Integrating European agenda with national and
wider global eHealth ambitions

Connecting all sectors
Residents, patients and service users at the centre of the Ecosystem as the
users of connected health services. They help to drive the design and innovation in connected
health services and take more control over their conditions for better health and quality of life.

Engagement in Europe
• Coral Network members
• European Connected Healthcare Alliance website
platform
• Medicines Optimisation Programme
• Consultation on digital/ehealth funding streams in
‘Health Demographic Change and Wellbeing Work
Programme 2016-17’
• Roundtable for North West European partners
• Presented at the World Health Design Forum and
World E-Health Forum

Enabling research to drive innovation
• Infrastructure to work with all 9 NWC universities
• Three local NHS /University partnerships - driving
collaborative research and innovation
• NWC Expert Groups - linking research and innovation
within clinical themes
• Support for national / international funding bids

Enabling innovation to drive
research: examples
Integrated Health Record System
Acoustic Medicine
Proteus

27©2012 Proteus Confidential
Digital Medicine
Tiny, Safe Ingestible Sensor
Grain-of-sand sized sensor made from
dietary minerals, manufactured in drugs
Medicines Signal When Ingested
Unique, pill-specific signal inside body
with no battery, radio or antenna
Monitor Therapy & Outcomes
Wearable patch measures ingestions &
full panel of physiologic response metrics
Deliver Mobile User Experience
Applications translate data into
knowledge, incentives and collaboration

28©2012 Proteus Confidential
• Provides unique insights into medication taking
behaviours and their physiological responses
• Enables improved decision making, and optimises use of
resources in managing health
• Helps patients achieve control and stability
Helps people take the right medicines at the right time
Advanced monitoring system to support personalised treatment decisions

What are we celebrating?
• Bringing partners together for a wider scope of action than
previously possible
• ‘Trusted broker’ with industry, academia and NHS
• Contributing to regional health and wealth projects that will
grow health infrastructure
• Strong promotion of our region as the go-to area for joint
working and business location

Looking Forward - Patient Safety
Collaborative
• National leadership role
Clinical Priorities
• Medicines Optimisation
• Sepsis
• Transition from paediatric to adult care
• Hydration
• Technology possibilities
Working with
• AQuA
• Haelo
• Edge Hill University

Looking Forward – Health and
Wellbeing of NHS staff
• Five Year Forward View for the NHS
• Large economically-active workforce
• Scoping what each NHS body has done so far
positive and negative
• What has worked well, what we need to improve
• Gathering examples of innovation that we can use
more widely
• Working with academic and technology partners to
promote an effective, cost-efficient programme

Looking Forward – Shaping the
future together
Use the strength of our partnership to
• reduce health inequalities
• meet local health and social care needs
• draw down funds
• support and guide the health businesses in our
region
• influence national and international health policy
• become the ‘go-to’ region for business

Ken Halligan
Patient representative
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Twitter @NWCAHSN
#nwcEngage

Building Digital Business
Follow us on
Twitter @NWCAHSN
#nwcEngage

Thrombosis in pregnancy
Liverpool
Bio-Innovation Hub
Ian A Greer
Faculty of Health and
Life Sciences,
University of Liverpool, UK

Health Innovation in the UK: The problem
Advances in biomedical science - the potential
Describe disease by molecular signature rather
than organ
Interaction of genomic, environmental and social
factors – phenotype
Molecular understanding creates enormous
opportunity for disease modifying targets with
biomarkers and a precision medicine approach
Yet number of new therapeutic is declining
Benefit of innovation: Major savings and efficiencies
from integrated research and care eg Duke AHSS
delivers savings of $300Mpa
But 15-20 years to get innovation into NHS Practice
TRANSLATION of advances into tangible health benefits
has ‘stalled’ at two key steps where interfaces occur
Innovation and Diffusion
‘On vital area is
continued research
and the use of
research evidence in
the design and
delivery of services at
a local level’ (NHS
Outcomes Framework
1.10)

Translational “Gaps”
Discovery Science (T1), Clinical validity and utility (T2)
Implementation into healthcare (T3), Public health impact (T4)
AHSS: Integration across the whole pathway from Research and Tertiary
Centres through to community hospitals and public health creating a
network from innovation to adoption and diffusion- From AHSC to AHSN

Integration and Excellence in Health & Life Sciences
Vision: Integration of Research, Education and Practice
Relevant Locally, Nationally and Globally
Research
EducationPractice
“In the teaching
hospitals care of
patients and
furtherance of
teaching and research
would receive equal
emphasis”
Goodenough 1944

Integration and Excellence in Health & Life Sciences
Requires Integration of functions for Research, Education and Practice
Requires Integration of approach from Industry, Universities and NHS
Research
EducationPractice
Innovation &
Excellence

Fuelling translation: University of Liverpool
• Faculty research awards increased from around £50M to £74.2M in 2013/14.
– Total for University is £102M so HLS delivers almost 75% of University research
– Should flow into translation and diffusion in health research
• Following restructure Research Council application success rates increased from
2009/10 levels.
– MRC success increased from 4% to 29%
– BBSRC success increased from 19% to 33%
– ESRC success increased from 8% to 56%
• UK rank for success of applications also increased
– BBSRC 5th from 19th and MRC 8th from 29th
• Research Centre awards increased eg:
• 2 HPA Infection Research Units (£7M), an MRC/Arthritis Research UK Research Centre,
the Pancreas Biomedical Research Unit, a UK Regenerative Medicine Hub (£4.5M),
renewal of an MRC Centre (£3.5M)
• Technology Directorate
• delivers outstanding efficiency from equipment funding
• £3.2M from MRC to establish a new Centre for Preclinical Imaging
• Seven competitive BBSRC Advanced Life Sciences Research Technology Initiative awards
out of 42 national awards in ALERT 13 & 14 – unique success

TECHNOLOGY DIRECTORATE
Shared
Research
Facilities
(SRFs)
Centre for
Genomic
Research
Centre for
Proteome
Research
NMR Centre
for Structural
Biology and
Metabolomics
Cell Sorting
and Flow
Cytometry
Facility
Enzyme Assay
Screening
Facility
Laser Capture
Microscopy
Facility
Centre for Cell
Imaging
Magnetic
Resonance
Imaging
Research
Centre
Biomedical
Services Unit
Computational
Biology
Facility
Wide-ranging portfolio of
Shared Research Facilities
underpinning world-class
research in health and life
sciences research, each with:
• Academic leadership
• Technical support
• An auditable business plan
with full cost recovery
• Continual re-investment in
cutting-edge equipment
and infrastructure
• Open for industry

• At the heart of any AHSS is an AHSC to fuel translation
• LHP -Self-designated AHSC focused on T1/T2
• 12 partners (9 NHS Trusts, 1 CCG and 2 HEIs)
• 3 strands – research, education and clinical service
• Critical Mass to compete internationally – LHP BRC
• Joint Research Office brings together costings, contracts, sponsorship
and submission for any research project between the University and
at least one NHS partner
• 1st year pilot -49 applications worth £22.8m -61% success rate.
• Present Liverpool as a unified force in research that can fuel
innovation and integrate with the NWC AHSN
Developing translation with the NHS
Liverpool Health Partners

How we look when we come together for research……

How do we integrate industry?
Universities
Health
service
Industry
Innovation &
Excellence

Liverpool Bio-Innovation Hub
• Innovative approach to research/industry links
• New building 4 floors with 20 ‘units’ of approx
2000 sq ft with laboratories, write up space and
offices
• Flexible accommodation suitable for SME in
biomedicine and biotechnology with opportunity
for larger anchor tenant
• Funding: University and ERDF (approx £10M) and
£300k from the AHSN.
• Ready for occupation September 2015

Liverpool Bio-Innovation Hub
• Brings together
– Research and opinion leaders
– Technology platforms through the Technologies
Directorate
– Extensive biobanks and phenotyping data
– LHP Biomedical Research Centre in Precision Medicine
• Co-locates this with space for industry and SMEs
– Allows access to patients, biobanks, technology platforms
and research leaders
• Interfaces with
– NHS (adjacent to RLUH, CCO)
– World leading materials science (MIF) and bioengineering

genotypephenotype
Wolfson Centre for
Personalised Medicine
Centre for Genomics
Research
MRC Centre for Drug
Safety Science
Centre for Proteome
Research
Centre for Cell Imaging
Liverpool Biobanks
Big Data
Enhanced efficacy
Improved safety
NHS Trusts
Application and
Implementation:
CLAHRC and AHSN
NMR Shared Resource
Facility
Treatment
Liverpool
Bioinnovation
Hub
Liverpool Health
Genomics Laboratory
Diagnostics
Pharmaceuticals
Liverpool Platform for Personalised Medicine: Improving Health
and Creating Wealth

LBIH: future biomedical innovation

ALDER HEY – “The Art of the
Possible”
Louise Shepherd
Chief Executive

Innovation Hub
Create Sustainable Innovation Through
Partnerships

Areas for Joint Focus “Early
Wins”

Sensor Technology – Monitoring Vital Signs Throug
h
Patches

The Lancaster Health Innovation Campus
11th December 2014
Neil Johnson, Dean of Health and Medicine, Lancaster University

The vision
Lancaster to become a
significant presence regionally,
nationally, and internationally
in health and medicine
particularly in relation to
ageing

Why ageing?
• Society
– UK - 1/3 of life as ‘older adults’
– Lords Select Committee - ‘enable
people to live longer, more
prosperous and healthier lives’
• Health sector
• University sector
• Lancs/Cumbria – a microcosm
0
5
10
15
20
Now 2030 2050
>65
>80

The plan
• An Innovation Hub comprising
– Faculty
– Partners
– Incubation

The aims
• Investment from, and employment in,
small and medium-sized enterprises
particularly in relation to ageing
populations
• New ‘communities of interest to help
improve health and generate wealth in
the local economy
• Develop and test new interventions

What will the HIC do?
• Roles
– Teaching and CPD
– Research and evaluation
– Knowledge exchange and thought
leadership
– External collaboration

The current position
• Significant funding (e.g. £17 million
from Growth Deal) and further bids
(HEFCE, University, ERDF)
• Considerable support and interest
• Consultation is continuing

The role of the AHSN
• ‘NHS credibility’
• Development of idea
• Links and networks
– Profile
– Business engagement
• Funding

A Human Factors Approach to
Clinical Service Re-design
NWC-AHSN Dec 2014
Neal Jones – Assistant Director of Safety & Governance

What is Human Factors ?
“Enhancing clinical performance through an understanding
of the effects of teamwork, tasks, equipment, workspace,
Culture and the organisation on human behaviour and
abilities, and application of that knowledge in clinical
Settings”
Ken Catchpole, CHFG

• Human Factors is not a new science
– Other High risk industries have utilised HF in
the design of their environments, equipment
and systems for decades.

• Why Human Factors?
It is estimated that at least 80% of errors are
attributable to human factors at individual level,
organisational level, or more commonly both
NPSA 2008

• Drivers for change
– Never events
– Episodes of avoidable harm

• Human Factors safety re-design
– Human factors awareness/education
• Enabling
– System redesign
• Error causation removal

• Human factors Education/training
– If delivered in isolation can do more harm
than good

• Enabling your clinical workforce to recognise
both the latent and active error causation factors
is brilliant!
• Then doing nothing about the risks that they now
see every day– not so good!
= culture of frustration and vulnerability

• Why human factors projects could go wrong
– Health care is not a linear production line
– Dynamic variability in healthcare is the only constant
– Adopting a mechanical industry based methodology
and implementing in healthcare, runs the risk of
making things worse
• Achievability/measurability

• Healthcare should be
– Effective
– Efficient
– Reactive
– Adaptive (most important factor)
• Even following a robust re-design, the dynamic
variability of healthcare requires an adaptive
workforce. (new systems = new error types)

1. Understand the problem
• Review error reports looking for common causation
factors
• Observe clinical practice, looking to triangulate the
pre-identified causation factors
• Understand the relationship between the systems that
are driving the unwanted behaviours, and the
episodes of harm created by the unwanted
behaviours

2. Correct the problem
• Re-design the system = alter the behavioural response =
enhance the reliability of the safe system
• *ensure you maintain risk vigilance as
new ways of working = new risks

• Example
• WHO safer surgery checklist
– Should help to prevent surgical never events
– However………… 70% of the UK’s surgical never
events utilised the WHO checklist (2012)

• Complexity breeds contempt
– WHO checklist had been modified locally from 22 to
32 checks
– As a result It became a one person tick box exercise,
due to the time it took to complete.
– Even when items where missing, it was not
communicated effectively to the team.
– Seen as a waste of time/unnecessary.

• Actions
– Simplify process
– Simplify tools (checklists)
– Create theatre safety collaborative team
– Ensure ownership of changes
– Pilot new systems
– Refine tools

• Following implementation of the new tools
and systems
• NEW theatre checklists
• HALT tool
• Human Factors training (all theatre
staff=228)
• Removal of system driven time pressures

Thematic analysis (1st 6 months)
• Increased reporting
– Set 1 = 121
– Set 2 = 275 127%
• Reduction in episodes of harm (relative)
– Set 1 = 25 (20%)
– Set 2 = 30 (10%)
– 50% reduction in episodes of harm

Summary – Improvements to safety from
Sept 2013 (set 2)
• 0 deaths (0 never events)
• 0 episodes of severe harm
• 2 Episodes moderate harm (v’s 7 set 1)
– (5% set 1 0.7% set 2)
• 27 episodes of minor harm (v’s 18 set 1)
– (14% set 1 9% set 2)
• 127% increase in reporting

Now (December 2014)
• 157% increase in error reporting
• Maintained 50% decrease in episodes of patient harm
• 0 episodes rated above Low harm in 12 months

• Thank you
• Contact – Neal.Jones@sthk.nhs.uk

Coffee and Market Place
Follow us on
Twitter @NWCAHSN
#nwcEngage

Strata Health and Cumbria Partnership NHS
Foundation Trust
Strata Health and Cumbria Partnership NHS Foundation Trust - YouTube

My House of Memories app
from National Museums Liverpool
http://vimeo.com/92944194#at=2

NHS trial medical video conferencing for
patients on dialysis
http://www.bbc.co.uk/news/health-
29656096

Arthritis Research UK
https://www.youtube.com/watch?v=LjW6tb9A
P44

Engaging our Community
Follow us on
Twitter @NWCAHSN
#nwcEngage

©2014 Proteus Confidential 103
Celebrating Success
Working Together To Get Smarter
Proteus Digital Health
Patient Centered Health Care
December 2014

THE WORLD’S FIRST
INGESTIBLE SENSOR

Combine Therapy and Analytics
Proven medicines that deliver outcomes and the
data physicians want to know
Close the Outcome Loop
Product measures ingestions, full panel of
physiologic metrics and patient progress
Value Proposition Grounded in Evidence
Substantive clinical studies and experiential
evidence base building
Digital Technology Today, Digital Health Tomorrow

Proteus insights
enable providers to
optimise treatment
decisions and get
patients to goal faster
Patients are more
engaged and involved
in their care leading to
improved health
outcomes
Payers realise
substantial savings
and increased revenue
through improved
outcomes and higher
quality scores
Delivering Therapy, Measuring Progress and Optimising Patient
Outcomes
• Patients on digital medicines are significantly more likely to achieve treatment goals
than similar patients receiving usual care
• Patients on digital medicines achieve treatment goals faster with fewer resources and
lower costs
• Digital medicines demonstrate sustained clinical improvements resulting in decreased
total cost of care at 1 year
.
Patients Providers Payers

Working with North West Coast AHSN to Achieve Mutual Goals
• Focus on the needs of patients
and local populations….identify
and address unmet medical
needs,
• Build a culture of partnership
and collaboration….. address
local, regional and national
priorities.
• Speed up adoption of innovation
to improve clinical outcomes and
patient experience
• Create wealth through co-
development, testing, evaluation
and early adoption

Working with NWC AHSN has Helped Deliver Positive Results
All patients with a history of uncontrolled hypertension (n=227)
2 week system use-case with integrated blood pressure measurement on Day 14
Need Further Testing
11% (N=25)
Missing BP measurements or
less than 6 days of use
Controlled with Therapy
56% (N=126)
Controlled Hypertensive
Systolic BP <140 mmHg and Diastolic BP <90 mmHg
Adherence>=70%
Need New Therapy
24% (N=54)
Uncontrolled Hypertensive
Systolic BP >=140 mmHg or
Diastolic BP >=90 mmHg
Adherence>=70%
Need Adherence Support
10% (N=22)
Adherence<70%

“Whatever you do in life, surround yourself with smart people who'll
argue with you ! ” John Wooden
• Celebrating Success

“ Technology is nothing. What's important is that you have a faith in
people... if you give them tools, they'll do wonderful things with
them” Steve Jobs
• Working Together To Get Smarter
Patients Centred Principles
Dignity respect ,compassion
Personalisation
Coordination
Enablement
Patients Centred Activities
Self Management support
Shared decision making
Collaborative care support
planning

To evaluate the clinical outcomes and health
economic impact
GP refers unresponsive patients aka Intermediary
care or Specialist Clinic
A CoE for the integration of technologies into clinical
pathways.
Digital
Clinic
GP
GP
GP
GP
Digital
Ward
Home
Discharge
Home
Discharge
Home
Discharge
Home
Discharge
Remote monitoring of discharged patients medication
taking and physiological patterns post return home
The aim of Digital Ward would be to allows patients to
be discharged early with the support of the digital ward
Working towards Personalised Health Care and an Integrated System

..Continuing To Work With NWC Will Bring Success

Telehealth adoption and
organisational readiness
11th December 2014
Alison Marshall, Clive Flashman, Liz Ashall-Payne, Tilly Reid

The opportunity
We could access our healthcare
in the same way we do online
banking, shopping, socialising
and many more things
- Health records available to all
who need them, from any
device, anywhere
- Consultations with health
professionals using video
- Collect monitoring data and
share with health advisers

The challenge
Who pays for the kit? Who maintains it? How does it affect my
job? Will the patients become more demanding of my time? Is
it secure? Will my health data be sold to an insurance
company? Could someone hack into the messages I sent and
use them to blackmail me? How do I support a patient that has
found out all they need to know on Google? If patients can
contact us at any time, how will we control our workflow?
Digital health is a disruptive technology.
It has the potential to radically alter the way healthcare is
delivered.
Our systems need to change to make it work.

Digital health - definitions
•sharing of patient
records; e-referrals;
patient controlled
records; social media
and related products
•Community alarms to
enable patients to call for
help in an emergency;
equipment to enable
people to manage
independent living in and
outside the home.
•Remote monitoring to
enable patients to
monitor and self manage
their health at home, data
shared electronically with
health providers
•Remote examination
of, or consultation
with, a patient by a
health professional
Telemedicine Telehealth
eHealth
Telecare and
assistive
technologies

Stakeholder Empowered Adoption Model
(StEAM)
Understand the dynamics
between the different
stakeholder groups
Define shared goals that
link to decision
making criteria
• Adoption of new solutions does not take place in
isolation from other processes – so an evaluation
cannot be a ‘scientific experiment’

Case study
Telehealth adoption process combined with business case analysis by CSC
• The client was a North West Coast Trust interested in implementing
telehealth
• Their key driver was to improve management of LTC patients with COPD
− Fewer hospital unplanned admissions and readmissions
− Better community care and supported self management
We talked to Trust directors and managers, partners in the health and care
economy, patients and selected professional staff.

Conclusion
We could not recommend implementation of telehealth because of limitations in
• Community care and intermediate care structures.
• Conflicting (competing?) services already in place delivered by other
organisations.
• Misalignment of objectives and strategy related to integrated care across the
local health and care economy
• Lack of clarity of the clinical need to be addressed.
• Poor understanding of which patients could benefit.
The organisation was not ‘telehealth ready’
Perception that telehealth (maybe innovation?) can solve their
problems – without really understanding what those problems were
Conflating innovation with the desire to cut budgets – and staff

Telehealth Readiness Tool
The North West Coast Academic Health Science Network asked us to refocus
the project and look at developing the Telehealth Readiness Tool
• A tool to enable organisations to assess a number of elements and score
themselves against clear criteria
• Backed up by resources for improvement
• Addressing all the elements that are critical to making telehealth work in a
real environment
• Developed and piloted for the needs of NWC organisations.

Partnership
working
Patients and
public
Organisation Quality
Technology & Infrastructure
Telehealth Readiness Tool

Using the Telehealth Readiness Tool
Learning resources and good
practice guidance
Self assessment questions
Scoring
Partnership working
Patients & publicOrganisation
Quality

Partnership working
Understand appropriate partnerships with other organisations delivering care
within the same health/care economy
Sharing of goals and developing appropriate plans
Who should lead?
Key partners to influence and support
Integrated care across health and social care delivery partners
Involvement of voluntary and third sector partners

Patients and public
Understand which patients/patient groups will benefit most – risk stratification
How should self management be supported?
Patient engagement and involvement in design
Communications, resources, training for patients
Data security
Appropriate feedback to patients

Organisation
Focus on the key clinical need to drive planning of the initiative
• What problem are you seeking to solve?
Impact on staff roles and responsibilities
Impact on skill needs
Training (and retraining) plans
Financial model for the initiative
• Cost savings in one service could mean increased costs elsewhere
Planning for scalability

Quality
Defining and measuring success
Balancing clinical and financial outcomes
Clinical leadership
Change management and stakeholder engagement
Planning to meet commissioning criteria
Sustainability

Next steps
Completion of the Telehealth Readiness Tool in early 2015
Piloting in the North West Coast region – partners sought!
Full launch as an online tool
Dissemination and roll out

Thank you for listening
Professor Alison Marshall: Professor of Health Technology and Innovation
alison.marshall@cumbria.ac.uk
Website: www.cumbria.ac.uk/cachet
Liz Ashall-Payne :Clinical programme manager for digital
Liz.ashall-payne@nwcahsn.nhs.uk
Clive Flashman: Global Healthcare Industry Strategist
cflashman@csc.com
Dr Tilly Reid: Advanced Practice Learning Facilitator
tilly.reid@cumbria.ac.uk

Emily Gee
Communities & Health Co-
ordinator

Our team of young people created In Hand
as a simple app to help you focus on where
you’re at and bring back the balance.

https://www.youtube.com/watch?v=pJLiCDjzVy4

Lancashire’s Digital Health Ecosystem
Digital Health Project - Progress 2014
Presented by Declan Hadley
declanhadley@nhs.net
December 2014

The future
Hayley Fraser gets 3D-printed hand
NOT

A good year…
• Met many, many suppliers
• Engaged Leadership & Workforce
• Tested the underlying technology
• Gained lots of new knowledge
• Built a number of productive partnerships
• Commissioned a fantastic IG tool
• Started the local design work

Strategic Alignment
Share
Empower Enable
High
Need
Moderate
Need
Staying
Healthy & Well
Extensivist
Enhanced Primary Care
Episodic & prevention

The year ahead…
• More collaboration
• More partnerships
• Social mobilisation
• Evolving our plans
• Full implementation of LPRES
• Developing the Wellbeing Platform

The Mersey Forest
Working with Communities
Paul Nolan - Director, Mersey Forest

The Mersey Forest
• What role
can a
Community
Forest play
in improving
health and
wellbeing?

What do we do?
• Change Places
– Passive benefits
• Air
• Temperature
• Mood!
– Active benefits
• Physical activity
• Mental Health
Make
Connections
• Place
• Belonging
Research

Preliminary Results- Accelerometer Data

Friends of Mill and Alder Wood

Wellbeing scores
improved by 18%

A mindfulness programme
• 8 week course developed
with clinical psychologists
• Developing research
programme with Liverpool
Universities
• Enabling self
management and
developing coping skills
• A new product for the
Natural Health Service

Thank You
Merseyforest.org.uk
paulnolan@merseyforest.org.uk

Lunch, Market Place and
Speaker’s Corner
Follow us on
Twitter @NWCAHSN
#nwcEngage

Speakers’ Corner Programme
12.45pm - Iain Hennessey, Consultant paediatric surgeon and clinical lead for
innovation, Alder Hey Children’s Hospital
12.50pm - Dr DJ Wright, Clinical lead for heart failure and device therapy, Liverpool
Heart and Chest Hospital
12.55pm - Dr Ram Kumar, Consultant paediatric neurologist, Alder Hey Children’s
Hospital
1.00pm - Francis R. Amato, Chief Operating Officer, electroCore
1.05pm - Dr Maurice Smith, GP member of Liverpool Clinical Commissioning Group
(CCG) Governing Body and Chair of Liverpool Mi programme
1.10 – 1.30pm NWC AHSN videos – Procurement event, Ecosystem, Healthy Apps
and Patient Safety meeting.

NWC AHSN video - SMEs gather at event to
unlock NHS procurement potential
https://www.youtube.com/watch?v=lRqOtEka
SWk

NWC AHSN video - North West Procurement
Development Excellence in Supply Awards
https://www.youtube.com/watch?v=iYQjk60St
Xk

NWC AHSN video - 2nd NWC Connected Health
Ecosystem meeting
https://www.youtube.com/watch?v=rc7hzUuai
oQ

NWC AHSN video - Healthy Apps - Transforming
care through technology
https://www.youtube.com/watch?v=r2c9-
DMMtxY

NWC AHSN video - Patient Safety Collaborative
Priority Setting Event
https://www.youtube.com/watch?v=oBVqZYB
HMzo

New Care Models
Follow us on
Twitter @NWCAHSN
#nwcEngage

INNOVATION & PARTNERSHIP
PRODUCTIVE WORKING WITH ACADEMIC HEALTH
SCIENCE NETWORKS
CEO
Dr Hakim Yadi
Hakim.yadi@theNHSA.co.uk

The Life Science and Healthcare sector is undergoing
a fundamental change

The Life Science and Healthcare sector is undergoing
a fundamental change
REFORM

Industry has responded to these challenges through in-
licensing, defensive M&A activity & OI
2005 2006 2007 2008 2009
$65bn
$101bn
$87bn
$67bn
$188bn
119
107
123
136
123
2005
FUJ (YAM) $20.8bn
SAN (DAI) $15.4bn
2006
SCH (BAY) $21.3bn
2007
Organon [SGP] $15.6bn
MEDI [AZN] $15.6bn
Serono [Merck] $13.8bn
2008
Alcon [NVS] $10.4bn
2009
WYE [PFE] $68.0bn
DNA [Roche] $46.8bn
SGP [MRK] $41.1bn
Phase I Phase II
J&J 36% 22%
GSK 34% 33%
Novartis 56% 31%
Roche 21% 35%
Pfizer 10 36%
AstraZeneca 17% 33%
Abbott 14% 11
Sanofi-Aventis 36% 42%
28%56%47%47%52%70
%34%22%46%19%
18%
29%
46%
39%
42%
45%
24%
Mean Company
Merck
BMS27%
37% 21% 38%
35% 27%
37%
In-licensing Defensive M&A

Industry has responded to these challenges through in-
licensing, defensive M&A activity & OI
2005 2006 2007 2008 2009
$65bn
$101bn
$87bn
$67bn
$188bn
119
107
123
136
123
2005
FUJ (YAM) $20.8bn
SAN (DAI) $15.4bn
2006
SCH (BAY) $21.3bn
2007
Organon [SGP] $15.6bn
MEDI [AZN] $15.6bn
Serono [Merck] $13.8bn
2008
Alcon [NVS] $10.4bn
2009
WYE [PFE] $68.0bn
DNA [Roche] $46.8bn
SGP [MRK] $41.1bn
Phase I Phase II
J&J 36% 22%
GSK 34% 33%
Novartis 56% 31%
Roche 21% 35%
Pfizer 10 36%
AstraZeneca 17% 33%
Abbott 14% 11
Sanofi-Aventis 36% 42%
28%56%47%47%52%70
%34%22%46%19%
18%
29%
46%
39%
42%
45%
24%
Mean Company
Merck
BMS27%
37% 21% 38%
35% 27%
37%
In-licensing Defensive M&A
EmergingHistorical Future
FIPCoFIPCo
FIPCo

People
Processes
Data
Industry
Clinical Academia
Leadership
Research
Management
Scientists
But delivering co-ordinated out-sourced biomedical
research and product testing is not easy

It requires all the component parts to work together

• To maximize the impact of the health science research and to provide a go-to center for health care
companies we have created the Northern Health Science Alliance (NHSA), a collaboration across eight of
England's great cities
A new health partnership for the North

The Northern Health Science Alliance

NHSA: Vision and value proposition
Confidential between NHSA members
NHSA Vision Statement
Creating an internationally recognized life & health
science system, providing unrivalled access to
healthcare innovation for the benefit of industry,
academia and patients.
Ensuring UK life science continues to
compete on a global scale with our
international competitors.
Good for the North,
Good for the UK.

A thriving Northern Health Science system

205
3. Collaboration and new opportunities
with AHSNs

Clinical Priorities Cross Cutting Projects System Wide Support
Across England
AHSN
Information is of indicative areas of activity. For more detailed analysis please contact the relevant AHSNs directly
COPD
MentalHealth/
Dementia
Musculoskeletal
Cardiovascular/
Stroke
Cancer
Diabetes
LongTerm
Condition&Ageing
Alcohol
Others
WealthCreation
&Innovation
Eastern Patient safety; Implementation of NICE TAs
SME Support & SBRI program;
Medication Safety
East Midlands
Leadership; Informatics; Black & minority
ethnic Health; Patient & Public Leadership;
Greater Manchester Harm Free Care (Medication errors)
Informatics; Patient Safety
(Medication Error); Venture Capital
Imperial College
Integrated Care; Patient Safety; Research;
NHS/Industry Partnership; Intelligent Data;
Overseas Development
Kent Surrey & Sussex
Enhanced Recovery; Pneumonia; Acute
Kidney Injury; Preventable Emergency,
Community Acquired; Patient Safety
Enhancing Innovation; SME support
Research Capacity Builder
Enhancing Quality & Recovery Plus
North East & North
Cumbria
Integrating Care; Hard to Reach Groups;
NICE Collaborative
North West Coast Child & Maternal Health
Telehealth; Infection & tropical disease;
Personalised Medicine; Neurological
Conditions; Procurement
Oxford
Out of hospital/older people;
Medicines Optimisation,
Maternity; Children
Patient Safety; Informatics; PPIEE Informatics; Wealth Creation
South London Patient Experience; Information Mental Health
South West Peninsula Urgent & Acute Care
Patient Safety; Informatics; Economic
Development
Integrated Care
UCLPartners
Children, Young People &Maternal
Health ; Neuroscience
Quality & Value; Informatics; Innovation;
Research; Education & Capability
Informatics; Mental Health
Wessex
Medicines Optimisation; Nutrition; Patient
Centred Informatics; NICE TA
Implementation; High Impact Innovations
& Digital Health
Nutrition; Respiratory Disease
West Midlands Drug Safety
Digital, Adoption & Innovation,
Integrated Care; Training & Education;
Clinical Trials
Digital; Wealth Creation
West of England
Patient Safety, Adoption and Spread, and
Connecting Data for Patient Benefit
Patient safety; PPIEE; Robotics; Bio
Engineering; Telehealth &
Informatics
Yorkshire & Humber
Robotic Surgery; Healthy Active Living
Wound Care; In-silico Science;
Neuroscience; Medtech Adoption;
Patients Safety; Change Capability &
Process;
QIPP; Telehealth, SME support;
Imaging & Diagnostics
International
Gateway ref:
SME Engagement and Models of
Funding; Patient Engagement
Patient Safety; Reducing health
inequalities; Evidence Based Practice
Obesity & Mental Health

AHSNs – Part of the health & wealth engine
AHSC AHSN
Patient Groups

• The PDH ingestible sensor is the world’s
smallest medical device.
• It is made entirely of ingredients found in
the human diet.
• This sensor enables a new therapeutic
category: digital health feedback
systems. By integrating medicines with
mobile connectivity, data is generated
daily that helps people make better
health choices.
• By empowering individuals, healthcare
will become both accessible and
effective.
Proteus Digital Health (PDH) a novel digital
medicine for 21st century care

21st century care requires 21st century
technology – Patient Safety
• Sectra DoseTrack™ is a web-based dose monitoring solution that allows
you to monitor patient radiation doses and ensure that they are kept as
low as reasonably achievable.
• Sectra DoseTrack automatically collects, stores and monitors data from
all connected modalities saving valuable time and facilitating analysis.
• Sectra DoseTrack allows you to easily track and compare the radiation
levels on modality, examination or patient level. The system can be
configured to provide automatic alerts when radiation levels exceed
established thresholds.

21st century care requires 21st century business
models
Neurodegeneration Medicines
Acceleration Programme
• £30 million in funding and resources
from a global coalition of charities and
funders into neurodegenration
• Led by MRC Technology
• NHSA only founding clinical academic
partner
• Partners include:
o Alzheimer’s Association (US)
o Alzheimer Research UK
o Alzheimer’s Society (UK)
o ALS Association
o Michael J Fox Foundation
o MND Association
o Parkinson’s UK

A collaborative approach to public
services; development of a
Digital Health Village
in Chorley
Presentation by
Cllr Alistair Bradley
Leader, Chorley Council
Date
11/12/2014

Context
Chorley Council is looking at innovative and radical ways of
delivering public services and supporting its residents, including;
1. Exploring new ways of working
• Chorley Public Service Reform Board
• Explore alternative business models for public services
• Transformation Challenge Award ‘integrated wellbeing service’
2. Bringing forward investment opportunities
• Market Walk
• Land at Euxton Lane

Digital Health in Lancashire
Independent report commissioned by CBSL (November 2014);
“Digital Health is a key growth point for the UK economy with a
global market of £230billion growing at 5% per annum”
The report highlights the potential for the site;
• Potential for trial facilities with the onsite healthcare provision
and the adjacent hospital, and even new home based
technologies for the onsite housing
• Position the site as deployment, testing and production to
complement other research led sites
• Potential for distribution and logistics businesses given
Chorley’s network links
• Potential to link into the existing industrial base to
adopt new technologies, and build on Chorley’s
ability to support and develop new businesses

Digital Health Village
The proposal is to bring forward an investment site located at
Euxton Lane for construction of a Digital Health Village with
complementary mixed use and will provide;
• Approx 745 new jobs
• 5000m2 of digital health offices start up accommodation
• 1000m2 of data centre provision
• 6000m2 of light industrial
• 4000m2 of health care provision (step up/step down or
nursing home)
• 800m2 of leisure / retail
• Up to 125 new homes
Partners include Chorley Council, private landowner/developer,
NWCAHSN, Lancashire Teaching Hospitals Trust, HE/FE
Institutions

Conclusion – The opportunities
• For the partners (local government, the North West Coast
Academic Health Sciences Network and NHS Partners) and
businesses to work together in a mutually beneficial
way, which will encourage and embrace innovation
and better services for all
• For the health economy – providing a centre where digital health
products can thrive and develop, all of which will support
patients in their own homes
• For the growth of businesses – where support can be provided
to start up and SME businesses in an environment designed to
help them collaborate and thrive
• For patients who will ultimately benefit

Presentation
for the
North West Coast AHSN
1st Anniversary
John Hopkins
CEO
223
Improving Outcomes
in our Health Economy

POLICE CALLED IN OVER ’HORRIBLE NEGLECT’
AT SCANDAL-HIT HOSPITAL
“It’s not really broken but it's big,
inefficient, costly and a little bit
mad. But it works, (just), and new
technology means earlier diagnosis
and better treatment, and
ultimately - reduced cost”
Problem – What Problem?

225
Our contribution to
the solution!
Benefits include…
Reduced healthcare costs
Focus on patient monitoring in real time
Ease of use for staff
Alerting of patient physiological changes
Better use of scarce resources
Proactive intervention
Reduction of unplanned admissions
Better patient self management
Reduction of risk for patient, staff and the
Trust
For use in Hospitals and at home
Complete auditability/accountability

Innovation on the current state
of the art!
Our association with the AHSN has helped us
secure an innovative SBRI bid which includes:
• Proof of concept to (transdermally) detect levels
of lactate and pH in children and infants at Alder
Hey.
•Physiological sensors (pulse, temperature, blood
saturation, respiration)completed and undergoing
miniaturisation.
• We are currently expanding this project to
detect a range of blood based biochemical
markers e.g. HCO3, haemoglobin, Na, K and also
blood glucose (removing the invasive “finger
pricking” process completely).
• Data feed remotely via Bluetooth to Med eTrax
solutions providing real time statistics and alerts.
+

Working with the AHSN
• Outward looking organisation
• Looking for innovative products
• Focussed on benefits to NHS
• Bringing together
• SME’s
• NHS
• Academia
Accessibility
• Knowledgeable team
• Good mix of NHS and commercial skills
• Excellent links with Clinical teams
• Very approachable
If you engage with them and explain your concepts they will actively bring opportunities to
the table

Liverpool City Region LEP
“We will support the creation of Local Enterprise
Partnerships – joint local authority-business
bodies brought forward by local authorities
themselves to promote local economic
development – to replace Regional
Development Agencies (RDAs).“
Coalition Programme For Govt. May 2010
229

Regional Development Agencies
to Local Enterprise Partnerships
230

Liverpool City Region
£20 billion economy
1.6 million people
47,500 businesses
The LCR economy grew
by 50% over the past
decade.

LCR LEP
• Membership model
• 450+ strong & fee-paying (including 3 NHS trusts)
• Private sector-led Board chaired by Robert Hough
• Plus political leaders representing the six Local Authority areas
• Main body which representing City Region at Government level
• Innovation Board – chaired by Sir Howard Newby (University of
Liverpool)
• Executive team based at Princes Parade
232

LEP: What is it?
• A new collaborative public/private partnership at City Region level
• Endorsed and recognised by Central Government
• Greater access to UK Government
• Local Prioritisation and Endorsement of UK schemes eg Growing Places
Fund, Regional Growth Fund, European Regional Development Fund
• Formal City Region endorsement & support of Key Growth Sectors
• Integration of private sector led Boards for each Growth Sector
• Complementary to existing structures
But….
• Little direct UK Government funding

234
What we do
Strategic Objectives
• Accelerate the rate of economic growth and create jobs
• stimulate investment
• better coordinate public funds
Actions
• Grow existing businesses and support creation of new businesses
• Attract new investments to the City Region
• Change the business environment
• Support identified “Growth Sectors” in the City Region

Why are we working with the
NHS?
Growing our Life Sciences Sector
• 92 Life Sciences companies
• Products and services in excess of £1.7 Billion
• Contributing over £300 GVA million into local economy
• Strong industrial focus
• Pharmaceutical and biopharmaceutical manufacturing
• Diagnostics
• Emerging SMEs – influenza / anti infective agents / neurological conditions
• Growing nutrition and Food Technology sector
• Multinational: Novartis, Eli Lilly & Co., BristolMyers Squibb, Terumo, Life
Technologies, Nutricia, Nestle, Associates of Cape Cod International, Baxter
Healthcare, Watson Pharmaceuticals and LGC
• Mid-sized companies: ProLab Diagnostics, Pharmapac, Mast Group Ltd
• Smaller growing companies: Biofortuna, RedX Pharma, Iota Nanosolutions,
Vitaflo, Hydra Polymers.
235

Supporting Life Sciences
Creating an first rate innovation ecosystem
Maximise interaction to drive economic growth:
• Businesses
• Knowledge institutions
• Finance
• People
Creating a competitive advantage for Liverpool
NHS is a key partner
• Increase speed of product to market
• Opportunity for Clinical trials
• Driving innovation into provision
Pipeline of Skills
• Life Sciences University Technical College
• Skills for growth agreements
Access to finance
• Spark Impact Biomedical Fund
236

Why are we working with the
NHS?
Future of local services
• Ageing Population / Changing Population
• Reduction in Public Sector Spending
• Central Policy Push to Integrate Social Care & NHS
• Central Policy Push to Increase Tech in Health & Social Care
• Significant eHealth Global Market Growth
What does the state provide?
What does the market provide?
What does that mean for Liverpool City Region’s economy?
• Large public sector
• Opportunity and threat
• Can we get ahead of the curve ?
• Can we accelerate the growth of a Liverpool based provision economy?
• Can we export this?
237

How are we working with the
NHS?
1. LCR Innovation Plan
• Smart specialisation strategy to drive growth and jobs
• Key component to Local Growth plan
• Builds on key recent ERDF investment (Alder Hey / LHIB / LSTM)
• Framework for 2014-2020 ERDF spend and a prospectus to lever
private and government funding / Horizon 2020
• Health and Well-being one of 4 key priority areas
• Delivery programmes:
• Precision Medicine
• Mi Liverpool (+)
2. Health and Social Care Economy plan
• Joint approach to developing local market
• Working with CCGs and Local authorities
• Developing work programmes:
Workforce / Export / Technology / Networks
238

How are we working with the
NHS?
3. Inward investment programme
• Joint ASHN and LEP approach to attract life science companies to locate in
the Liverpool City Region
• Promotional Campaign
• UK and overseas trade and investment activity
• A soft landing programme
4. Joint communication plan and interface with Industry
• Joint approach between LEP, AHSN, Liverpool Health Partners and SCN
• Single message to support industry
• Focus on technology development pipeline from concept through to
commercialisation and to the clinic
• Increase opportunities for inward investment
• Joint sector Manager
• Moving towards blending of budgets / joint action plan
239

Lessons being learnt
Environment for joint working is challenging but rewarding
• Variable geographies
• Need for better understanding of opportunities
• Economic development
• Health sector
• Need for thought leadership but also quick wins
• Development of joint governance models
• Avoid duplication of activity is crucial
• Manage “organisational pride and self-interest”
• Very busy and complex agenda – pick a manageable amount of
activities
• Picking the right time to engage with private sector
• Invest in developing relationships
• Develop a joint language and branding
240

Reflections from
Rt. Hon. Andy Burnham MP
Follow us on
Twitter @NWCAHSN
#nwcEngage

Introducing Genomics in Healthcare
from Health Education England
http://hee.nhs.uk/work-programmes/genomics/

Joined-up care: Sam's story
from The King’s Fund
http://www.kingsfund.org.uk/audio-video/joined-care-sams-story

Introduction to STEPSelect
from Digitalis Medicines Management
https://www.youtube.com/watch?v=rMO9C7r
HvZU

‘Hospital to Home’
from Philips
https://www.youtube.com/watch?v=h8S4PnlO
84A

Everton in the Community
NWC Academic Health Science Network
Michael Salla
11 December 2014

Background
• Everton Football Club’s official charity
• Established in 1988 & registered as a charity in 2004
• One of the largest, most diverse and most successful professional club
community schemes in the world

Four Delivery Pillars
Sport &
Disability
Health and
Wellbeing
Employment &
Education
Youth
Engagement
53 Active Community Projects 5 Capital Projects in Development

2
3
45
7
8
9
10
11
12
13
14
15
16
17
18
20
21
23
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118
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123
128
Everton in the
Community
‘Delivery sites’

Health and Wellbeing
Liverpool- Most deprived LA in England (IMD, 2010)
Public Health Challenges:
1. Non-communicable disease
2. Mental Health
3. Ageing Population

Everton’s Pulling Power
Everton ward: Second highest mortality rate
Engaged with men at
social hubs i.e. pubs and
betting shops.
Provided information on
signs and symptoms
using a non-clinical
approach
Match-day Campaign

Mortality Rate 2004-2008
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0

0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0

0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0

Reduced Bowel Cancer
Mortality
Everton ward:
• 2008: Ranked 2nd
• 2010: Ranked 8th
• 2012: Ranked 16th
Everton ward

NWC AHSN.
Atrial Fibrillation:
In Liverpool, about 15% of strokes caused by AF are experienced by those who
did not know they had AF…about 110 people each year (NWC AHSN, 2014).
AF occurs more in people with high blood pressure or atherosclerosis. Episodes
of AF can also be triggered by binge drinking, being overweight, caffeine, illegal
drugs and smoking (NWC AHSN, 2014).

The Everton Brand
John Bailey- Everton FA Cup Winner

Impact of event.
• 400+ pulses were tested across Liverpool, 48 at Everton Football Club (<12%)
• A total of 12 abnormal pulses were detected, 4 at Everton Football Club (25%)

Model of good practice.
• AAA: Royal Liverpool University Hospital
• Sudden Cardiac Arrest: Liverpool Heart & Chest Hospital
• Blood Pressure: Know your Numbers
• NHS Health Checks: Public Health & CCG
• Hepatitis C: Public Health & Hepatitis C Trust
• HIV: Public Health and Saving Lives

Thank you!
Michael.Salla@Evertonfc.com

The Centre for Integrated Healthcare
Science in Chester
Dale Vimalachandran
Chair Research and Innovation
Countess of Chester

20152007
2008
2009
2010
2011
2012
2013
2014
2005
2006
Research Matters
@ the Countess
C
I
H
S
Centre for
Integrated
Healthcare
Science
Bache Hall
Patient
Engagement
Project &
Research
Awareness
Week
319 Study
Patients
976 Study
Patients
917 Study
Patients
1,141 Study
Patients
624 Study
Patients
1,259 Study
Patients
125 Study
Patients
137 Study
Patients
156 Study
Patients
Limited
research
mainly
involving
cancer
patients
Creation of the
Cheshire &
Mersey Clinical
Research
Network
Our research
numbers
started
growing
dramatically
CLOTs 3 Trial - 2nd highest
recruitment in the UK
Studies in 11
specialties,
including
diabetes,
rheumatology
& oncology
SIROCCO (CRA) Study
- First to recruit in
North West
Studies in
Heamatology,
Obs & Gynae,
and
Paediatrics
Nurse led studies
a key driver of
research activity
Clinical Research Network
North West Coast
@CIHSBache
Our Research So Far……

“Research and innovation should
be at the core of your business”
-Ken Wilson, 2012

Local solution to national problems

Our vision
• Improve the health of our local population
through high quality research
• Develop the capacity to conduct research,
innovation and teaching that is:
– Locally relevant
– Nationally significant
– Translates into real benefits for our patients
– Develops and attracts the best researchers
– Multidisciplinary and multiprofessional

Engage with our stakeholders
Initial stakeholders include –
•NW Coast AHSN
•University of Chester
•NIHR Clinical Research NW Coast
•Cheshire West & Chester LA
•West Cheshire CCG / Primary Care
•Cheshire & Wirral Partnership Trust
(community services)
•Lay representative

‘The Centre for Integrated
Healthcare Science’
- Bache Hall, Chester
Integration
Research
InnovationEducation
Opening January 2015

Principal Activities
• Education –
Postgraduate medical
Multidisciplinary clinical
• Health & Social Care Research
Clinical Trials
Clinical Research Facility
• Health & Social Care Innovation

Research & Development
• Centre provides space & flexibility
• Local ‘Hub’
• Centralised and integrated R&D staff
• Patient facing and focussed
• Expand number and scope of clinical
trials
• Opportunity for new collaborations
• Facilitating innovation opportunities

Emerging examples
• MSc in advanced clinical practice
• Skype consultation with post operative
patients
• Personalised, disease specific app
development
• Establishment of research tissue bank

The future
Future potential stakeholders –
•Other Cheshire NHS organisations
•In time….
– Other UK AHS Centres
– International partners – eg Jonkoping, Maastricht,
IHI Boston
– First world & developing world health institutions
– Other clinical research institutes
– Commercial partners including pharmaceuticals
and medical device companies.

Thank you
dale.vimalachandran@nhs.net @dalevim @CIHSBache

Reflections from the day…
Follow us on
Twitter @NWCAHSN
#nwcEngage

Meet the NWC AHSN team,
Networking and Marketplace
Follow us on
Twitter @NWCAHSN
#nwcEngage

Meet the NWC AHSN team
Dr Liz Mear Chief Executive
Philip Dylak Programme Manager
Bruce Ash Vice Chair
Gideon Ben-Tovim Chair
Lisa Butland Director of Innovation & Research
Lorna Green Commercial Director
Prof John Goodacre Medical Director
Jeni Quirke Communications Manager
Gill Hamblin Clinical Programme Manager
Patricia Roberts Programme Manager
Dr Julia Reynolds Programme Manager
Bryan Griffiths Commercial Programme Manager
Michael Tyldesley Project Manager
Andy Sweeting Project Manager
Chris Kelly Project Manager
Mark Scott Communications Officer
Pam Briers Executive Assistant
Jen Gilroy-Cheetham Project Manager
Liz Ashall-Payne Clinical Programme Manager
Dr Ceu Mateus Health Economist
Aly Hulme Associate Director
Shirley Harrison Project Manager

Thank you for coming
Follow us on
Twitter @NWCAHSN
#nwcEngage

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