Stevenage Bioscience Catalyst Martino Picado eahsn.org | @TheEAHSN
StevenageBioscience Catalyst
Martino Picado
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The Eastern Academic HealthScience Network
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Karen Livingstone
11.30
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Welcome Martino Picado,Chief Executive, Stevenage Bioscience Catalyst
11.40 IntroductionsKaren Livingstone, Director of Partnerships & IndustryEngagement and National Director, SBRI Healthcare
11.50 Local Enterprise Partnerships Paul Witcombe, Hertfordshire LEP
12.10 Sustainability and Transformation Plans (STPs)Victoria Corbishley, Core Programme Lead, Eastern AHSNCarol Roberts, Chief Executive of PresQIPPRobert Berry, Innovation lead, Kent Surrey and Sussex
13.15 What do you want from EAHSN - Ian Sandison to facilitate
13.4014.00
Lunch and networkingCLOSE of session
Agenda
Hertfordshire Local EnterprisePartnerships
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Paul Whitcombe
Accelerating business-led growth
We are a credible force for growth in the county
We have secured nearly £300 million of Government and EU funding to dateto invest in our people, places and businesses.
A1(M)Growth Area
M1/M25Growth Area
A10/M11Growth Area
A1M
M11
M1
M25
A10
We are making it easier to work by improving transport links and broadband connections
We have invested in a package of road and rail improvements including the Metropolitan Line Extension and a new train station forHatfield.
We are creating healthy, prosperous town centres
We have put in place ambitious regeneration plans for Hemel,Watford and Stevenage with further opportunities progressing in Hatfield.
We are building lasting connections between schools and businesses
We are shaping the future workforce to meet local employers’ needs viaTheCareersand Enterprise Company, Skillmakersand Apprenticeships Ambassador Network.
We are accelerating R&D for commercial success
We are investing in science-led incubation centres at Rothamsted Research, the University of Hertfordshire and Stevenage Bioscience Catalyst.
We are unlocking new growth and job creation
We are providing free support to established businesses withhigh-growth potential via our Growth Hub. Weare investing instart-up support such as the new Ambition Broxbourne Business Centre.
We are encouraging new inward investment
Our newly established Enterprise Zone aims to create an international y recognised employment zonefocusing on the emerging enviro-tech sector.
We are growing the visitor economy with our tourism service Visit Herts.
We are supporting our key sectors
Creative industries:£1m Growing PlacesFund to support Elstree Studios expansion, helping to secure Netflix£100m production ofThe Crown, employing up to400 additionalpeople on site and injecting up to £30,000 per day into local economy.
We are now delivering on our £221.5m Growth Deal…
Life sciences: £2.5m to support unique, innovative knowledge transfer partnership at theUniversity of Hertfordshire’s new Scientific Knowledge and Innovation Hub
Agri-tech: Daniel Hall Innovation Centre now open at Rothamsted, providing specialist incubationspace with six agri-tech businessesalready on site
…and secured £55.3m EU funding for business support and skills projects
European Regional Development Fund: High-growth and start-ups businesses can access a new ERDF-funded business support services package from 2017
European Social Fund: Around£17m ESF allocated to promotesocial inclusion, employabilityand lifelong learning
Hertfordshire’s economy
In summary, we are performing well in relation to other LEP areas but there are still major challenges around productivity and meeting the demand for skills in a tightening labour market. Our revised Strategic Economic Plan wil help to address some of these challenges and meet the growing needs ofbusinesses.
We are ambitious for the future
wide
Partner: We wil continue to work with a range ofpartners.
Investor: We wil build on our significant
track record forinvestment.
Strategic Leader: We wil set out clear
priorities for economic growth.
Advocate: We wil ensure the voice of
business remains at the heart of our work.
The Eastern Academic HealthScience Network
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Karen Livingstone
Academic Health Science Networks
15 Academic Health Science Networks across England
• Licensed and mainly funded by NHS England
• Promoting innovation in healthcare• Disseminating innovation – from the UK and
beyond• Improving care across whole systems• Providing access to the NHS for industry• Creating wealth and health• Collaboration – A B C
Business
ClinicianNHS service
Academia
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• 4.8 million people• > 650 companies• 43 NHS organisations• 7 Universities• Cambridge Biomedical
Campus/Science Parks
• Norwich Research Park
• Stevenage Biocatalyst• Global pharmaceutical
Presence• Health Enterprise East• Leading SBRI for NHS
Cambridge
Norwich
Stevenage
Colchester
lpswichBedford
Eastern Academic Health Science Network
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Refreshed Clinical Trials tool – re- launched with CRN
Refreshed Procurement tool –relaunched with Regional Hub
Horizon scanning, learning events & surgeries
Building on existing work Building on existing work
MedTechAccelerator STPs Test Beds
Needsarticulation/Identification
Innovation Exchange & user testing
groups
The Innovation Pathway – Economic Growth workA programme of business support has been developed for SMEs and industry partners in conjunction with key regional partners
MedTechAccelerator
Needs articulation/Identification
327 Businesses supported 78 hrs of business support
MedTechAccelerator STPs Test Beds
Needs
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articulation/Identification
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SustainabilityTransformation
Plans
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Victoria Corbishley
Sustainability and Transformation Plans (STP)
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• Outline of what the STP plans are, how they have been formulated and what they mean for NHS planning
• How the STPs in the East are taking forward their work – what projects you might be able to link into
• Key opportunities for new technologies and innovations
What are the STP plans?
• 44 plans being developed by regions known as ‘footprints’
• These plans will be place based, multi-year plans built around the needs of local populations.
• They are umbrella plans that cover a range of delivery plans,different geographies and types of services
• The plans must show how they will achieve sustainable financial balance by March 2021
• The plans are expected to set out how the local area will implement a number of national priorities, such as seven day services, improving cancer outcomes and a paperless NHS
SOURCE: HEALTH SERVICE JOURNAL
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The three gaps STPs are trying to solve
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The health and well being gap– Prevention– Health inequalities
The care and quality gap– Reshaping care delivery to address variations in outcomes– Harnessing technology
The funding and efficiency gap– £22bn of savings required nationally by 2020/21
How they have been formulated
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• April 2016: Footprints submitted their initial STPs
• May 2016: Conversations took place between footprints leads and leaders from the health ALBs (arms lengths bodies)
• 30 June 2016: Second deadline for submission
• July 2016: Regional conversations between footprint leads and leaders from the ALBs
• 21 October 2016: Final deadline for submission
• October - December 2016: Plans expected to be published
• Early 2017: Consultation on plans expected to take place.
Why haven’t Hertfordshire and West Essex published?
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Regional finance and efficiency gap
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The Hertfordshire plan is not yet published though some “leaks” have appeared.
We have used leaked numbers in the table opposite but these should be treated with caution until the plan is published
The financial bridges published
The deficit left is the social deficit which has been included in all the positions. The NHS only position is a 0.9m surplus
Regional total 1,617.30 2,021.70 - 47.60 293.10
£mThe do nothing
financial gap Savings2020/21 publishedidentified position
Cambridgeshire and Peterborough 547.00 548.50 1.50Suffolk and North East Essex 248.00 248.80 0.80Mid and South Essex 406.70 406.60 - 0.10
Norfolk and Waveney STP 415.60 365.80 - 49.80Hertfordshire - 452.00
£s for each head of
population588.17260.23338.92
401.55
Which results in varying degrees of activity impact
-7% -13%
-30%-30%
-40%
-20%
-10%
0%C&P SNEE MSE N&W
A&E attendance changes
0
-11% -9.70%
-34%-40%
-20%
-30%
-10%
0%C&P SNEE MSE N&W
NEL changes
-8%
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-7%
-14%-16.20%
-20%
-15%
-10%
-5%
0%C&P SNEE MSE N&W
Outpatient changes
• C& P provided financial breakdown but not always a consistent activity picture so we havebeen unable to include them routinely in the charts
• Norfolk & Waveney quoted different figures at stages through the document. In the plan on a page, they quote 20% reduction in A&E and a 20% reduction in NEL. This differs form numbers quoted in the left shift chart on pg. 32. We have shown the figures from pg. 32 but are uncertain which ones represent the shared position of the STP. N.B. If we took the reduced figures, the STP would still be the most aggressive in terms of activity reduction.
• The A&E attendance reduction figure for N&W by 20/21 equates to 65,000 attendancesbeing moved into other settings or not requiring treatment
Improvingprevention
How the regional STPs are taking forward their work
Increasing self-care
Developing enhanced primary care
Putting outpatient care “out”
of hospitalEffective hospitals
Integrating MH
Specialist services
New Models of
careSTP focus areas
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How the regional STPs are taking forward their work
Improving prevention
Increasing self-care
Developing enhanced
primary care
Putting outpatient
care “out” of hospital
Effective hospitals
Integrating MH
Specialist services
New Models of
careSTP focus areas
Improving prevention Lifestyle interventions Health checks Screening services
Increasing self-care Virtual monitoring and consultations Wearable sensorsPatient education Peer support
Enhanced primary care GP practices increasing list sizes Offering enhanced services e.g. Lucentis injections
Outpatient services Moving outpatients into community settingsVirtual OP
Effective hospitals Centralising services (back office and clinical)Reducing unit cost of care to maintain or improve quality
Integrating MH Mentally healthy communitiesSingle point of access
New models of care Developing accountable care organisations
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Implementation challenges
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• Workforce – do we have the right people, in the right roles with the right resources? If not where are we going to get them from? Do they know and buy into the plans developed?
• Technology – how can we get better at adopting and using technology to meet these challenges?
• Funding – how can we fund any investment needed to deliver the transformation ambitions? Link to estates
• Engagement – the plans need to be further developed and implemented with stronger engagement with all stakeholders
Engagement challenges – one example
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• The BMA recently completed a survey of 615 London GPs and Consultants to ask them their thoughts on STPs• Some of the key findings included:
– 53 per cent have not heard of STPs– 85 per cent have not had any information about STPs from their Trust– 88 per cent felt they were unable to influence decisions made by their CCG– 93 per cent felt they have not had enough information about how health services are being devolved in
pilot areas– 73 per cent do not know if devolution is happening in their area
• Some of the key findings among the GPs surveyed in London were:– 66 per cent have not heard of STPs– 87 per cent were not formally consulted about the STP– 76 per cent felt they were unable to influence decisions made by their CCG– 61 per cent did not know how to challenge or change the leadership of their CCG
Key opportunities for new technologies and innovations
• Anything that supports the priority areas identified and helps our workforce deliver high quality, effective and efficient care
• Consider the radical redesign principles developed by the IHI
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Questions & Answers
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Victoria Corbishley – Eastern AHSN
Carol Roberts – PresQiPP
Rob Berry – Kent Surrey and Sussex
Karen Livingstone – Eastern AHSN
What help do you need?Ian Sandison
eahsn.org | @TheEAHSN
Refreshed Clinical Trials tool – re- launched with CRN
Refreshed Procurement tool –relaunched with Regional Hub
Horizon scanning, learning events & surgeries
Building on existing work Building on existing work
MedTechAccelerator STPs Test Beds
Needsarticulation/Identification
Innovation Exchange & user testing
groups
The Innovation Pathway – Economic Growth workA programme of business support has been developed for SMEs and industry partners in conjunction with key regional partners
MedTechAccelerator
Needs articulation/Identification
MedTechAccelerator STPs Test Beds
Needs
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articulation/Identification
• Health needs identified• Navigation / connections• Clinical trials / research evidence• Connecting to procurement• Demonstrators• Connection to other AHSNs• Other ideas?
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• Would you pay for support?• What would you prioritise?• What would give you an outcome
you can’t get elsewhere?• What would it mean to your
business?• Support to create?• Support to scale?
The Eastern Academic HealthScience Network
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