Greater Manchester Health and Social Care Strategic Partnership Board

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1 Greater Manchester Health and Social Care Strategic Partnership Board 9 Date: 13 October 2017 Subject: Report of: Health Innovation Manchester Update on Progress Rowena Burns, Executive Chair, Health Innovation Manchester SUMMARY OF REPORT: To provide an update to the Strategic Health and Social Care Partnership Board on the recent activities of Health Innovation Manchester. PURPOSE OF REPORT: The purpose of this report is to outline to the Strategic Partnership Board the work that has taken place since March 2017 to refocus Health Innovation Manchester (HInM) and create a sound platform for delivery. It will also outline the further work scheduled for the months beyond October RECOMMENDATIONS: The Strategic Partnership Board is asked to: Note the progress made in 2017 to establish HInM and provide a firm basis for implementation of the priorities in the Business Plan; Note and approve the next steps to be undertaken in 2017/18 to consolidate the new organisation, launch the strategic objectives and new business plan and determine HInM s future funding structure. CONTACT OFFICERS: Amanda Risino Managing Director, Health Innovation Manchester amanda.risino@healthinnovationmanchester.com 1

2 1.0 BACKGROUND AND PROGRESS SINCE MARCH Since the launch in late 2015 and a difficult start as a virtual organisation without dedicated resource, Health Innovation Manchester (HInM) has in the last 6 months delivered against some significant milestones, such as the integration of AHSN and MAHSC within a single HInM brand and governance structure as well as delivery against its business plan On 02 October 2017, HInM went live as a new organisation following a successful merger of AHSN and MAHSC. New governance and structural arrangements have been put in place with sub committees that reflect the unique space that HInM occupies between the NHS, Industry and Academia. Further work is on-going to firm up governance arrangements and organisational development Despite considerable progress there remains some important gaps in both capacity and capability e.g. business development, policy and communication Work is underway to refine the future funding model of HInM with the support and guidance from the health and social care partnership. Funding currently is a mix of central NHS funding and a limited subscription model. Consultation on a proposed model is in progress Following legal advice HInM would have ideally been established as a free-standing community interest company, however, VAT implications have precluded this option. The HInM board agreed that a NHS foundation trust would serve as the best host for HInM. A process has been undertaken to seek expressions of interest in relation to hosting HInM. The hosting process and outcome will be validated by BDO. An announcement is expected shortly. 2.0 DELIVERY AGAINST EXISTING BUSINESS PLAN 2.1. The HInM business plan, approved by the Board in February, commits to progressing both the delivery of the strategic priorities, and the early implementation of selected quick wins In 2017, HInM agreed to deliver the following: An innovation access system to support and guide industry innovators; A strong pipeline of proposals which can be rapidly evaluated, trialled, and implemented; Partnerships with industry, through which new business models can be advanced, such as the ABPI/Partnership/HInM MOU. Implementation of digital infrastructure which will connect the data systems in use across GM (part of our Informatics priority); 2

3 A single research hub for GM, and an enhanced Clinical Trials Unit (part of our Clinical Research Excellence priority); Commencement of projects in Precision Medicine (a strategic priority), focused on new care pathways, novel diagnostics, more targeted treatments, the use of digital technologies to enhance self-care, and greater patient empowerment; GM wide adoption of the first quick wins drawn from innovations being trialled at individual locality level; A pipeline of Medtech and e-health innovations, solicited via calls to industry against specified objectives, which are capable of rapid implementation and early return on investment; Engagement and ownership amongst stakeholders of our objectives, processes, and priorities; buy-in from industry partners, and strong market awareness of HInM s brand and objectives. Establish the HInM delivery vehicle, bringing together MAHSC and AHSN into a single team and organisation Working with system stakeholders and partners As part of the new governance arrangements HInM will have a more systematic approach to assuring alignment of innovation activities with the health and social care partnership priorities. We are working with theme leads to draw out from the agreed strategies in each area, the opportunities for industry innovation. There is now a full suite of strategies for mental health, population health, cancer etc. and these will represent the core source of our input to selecting innovation priorities A sub-committee of the HInM board will oversee the innovation prioritisation and monitoring of the programmes and projects. The membership will reflect the wider GM partners and stakeholders to align priorities. Ongoing feedback will form part of the continual engagement and learning, ensuring partners and stakeholders are kept informed Industry Engagement Interest from industry in HInM has continued to build across life sciences, biotech, pharma and digital health, sectors. even before execution of our external communications strategy, the launch of the innovation pathway, or of the HInM website, so emphasising our position in the health innovation landscape The dementia industry group currently comprises Biogen, Eisai, Janssen, MSD and Otsuka supported by Mednet reached out to GM HSCP and HInM to explore possible partnerships and projects where agendas align with GM Manchester Following the MOU with ABPI we are now in discussions with the Association of British Health Industries (ABHI) who are keen to explore; 3

4 Opportunities that will feed into outcomes based pricing models where medical devices are employed, with a system based approach to cost and benefit. Potential opportunities for collaborations with international health systems pioneering medical devices and diagnostics. To progress the MOU initiative Health Innovation Manchester is also part of a NHSA & Medcity delegation on UK Life Sciences putting on a Symposium on 10th October 2017, Nihonbashi Japan A delegation from Health Innovation Manchester including members of the Health and Social Care Partnership team were present at the MedTech conference held in San Jose in September. Additionally, there were 2 symposiums highlighting the capabilities of Greater Manchester held at Stamford, San Francisco and Boston A new strategic collaboration with a major molecular diagnostics company allowing for increased investment and partnership with GM is under active discussion Innovation Pipeline In the early phases of establishing the Innovation Pathway and its supporting processes, HInM has selected a small number of existing initiatives that are already planned or underway to support. It is now necessary to ensure that the pipeline is rich with initiatives that have been trialled elsewhere or in Greater Manchester at varying stages of development, to accelerate their adoption across the GM system at pace. This will test the GM governance machinery and clarify the road map for innovation into practice It is imperative that a balance is struck between delivering against the pipeline initiatives and building the strategic capability of the organisation in the early phase of organisational development GM Pharmaceutical Industry Group The Partnership and the ABPI have an MoU, committing to the establishment of a GM Pharmaceutical Group and a joint programme of work, which will improve the effectiveness of medicines management in GM, and accelerate innovation both in new products and in pricing models Specific medicines related projects, which utilise either innovative new medicines, high cost drugs and/or new outcomes based pricing models have been identified, that will test the system governance and processes. The projects have been selected by a GM sub group of the GMPIG to showcase collaboration with the ABPI and Industry as part of the MOU. 4

5 3.0 NEXT STEPS 3.1. Substantial progress has been made against all the above activities, although the scale of the activity linked to the merger combined with setting up HInM as an organisation, whilst having restricted funding, capability and capacity has impacted on the delivery timelines. However, all the work remains valid and will be progressed at speed The HInM board has agreed a 3-year strategic business plan consisting of a revised set of three strategic objectives, which will be published in November. The HInM board, partners and staff have all been engaged in its creation. This plan will have a full suite of KPIs and a measurement framework to demonstrate contribution to GMHSCP s goals, and direct and indirect economic benefits The 3 key strategic objectives going forward for HInM are: To make GM an internationally renowned location for life science, med-tech and digital healthcare research and innovation. To accelerate the discovery, development and deployment of innovations that improve our population s health and well-being. To contribute to national and international health and life science policy to strengthen the competitiveness of the UK Life Sciences Industry, tackle health and social care challenges and address the rising costs of ill health Over the next 6 months until April 2018, the key next steps will be: Consolidate the HInM delivery vehicle, governance arrangements and complete resourcing of the single HInM team. Confirm the future funding model for HInM. Launch the 3-year strategic business plan to reflect the Key priorities for HInM going forward. Extensive communication with partners and stakeholders, to improve understanding of HInM s work, and of the processes through which innovations will be evaluated and adopted. Bringing forward quick win innovations in mental health, social care, and primary care, alongside implementation of the secondary care quick wins already identified. 5

6 4.0 RECOMMENDATIONS 4.1 The Strategic Partnership Board is asked to: Note the progress made in 2017 to establish HInM and provide a firm basis for implementation of the priorities in the Business Plan; Note and approve the next steps to be undertaken in 2017/18 to consolidate the new organisation, launch the strategic objectives and new Business Plan and determine HInM s future funding structure. 6