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

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The way forward for greater manchester academic health science network ahsn

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