Health Innovation Manchester (HInM)

KEY STAKEHOLDER CONSULTATION
Regarding
HEALTH INNOVATION MANCHESTER
IMPROVING THE HEALTH AND WEALTH OF GREATER MANCHESTER BY
PUTTING RESEARCH AND INNOVATION AT THE HEART OF OUR DEVOLVED
HEALTH AND SOCIAL CARE SYSTEM
Tuesday 29th March 2016
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PURPOSE OF REPORT
This paper summarises the planning conducted to date for the creation of Health
Innovation Manchester (HInM), an umbrella ‘organisation’ intended to cohere the
organisations involved with health & lifescience innovation across the conurbation to
promote the Discovery, Development and Delivery of innovation for the devolved GM
H&SC system and increase economic growth in the sector. This draft plan has been
developed with input from a broad range of stakeholders across the region and has
been endorsed by an interim HInM Steering Committee. We would now like to
provide an opportunity for a wider range of organisations to comment on the draft
plan, next steps and future governance and we would welcome your input.
Comments received will be considered as the business plan is finalised for
implementation and future governance arrangements enacted in Q2 2016.
We would be grateful for your review of this summary and supporting documentation,
and for your comments to be returned to:
Responses to:
Prof. Clive Morris
(Interim) Director, Health Innovation Manchester
[email protected]
Responses Due:
Monday 25th April 2016
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1.
BACKGROUND
1.1
As part of the original health & social care devolution proposition in January
2015, GM partners identified that innovation would play a key role in
delivering its aspirations. In response a workstream was established with
oversight of key partners to design a partnership approach that could harness
and coordinate more effectively the many aspect of work delivering innovation
in health within Greater Manchester.
1.2
This partnership, Health Innovation Manchester (HInM) offers a unique
opportunity to bring together the devolved health & social care system,
academic and life science related business resources across Greater
Manchester to deliver an innovative health ecosystem that can help improve
patient care by accelerating innovation into the local health & social care
systems, enhance the global scientific standing of Greater Manchester and
act as a magnet for inward investment creating wealth and employment.
1.3
HInM was officially launched alongside the NHS Expo conference in
Manchester on September 2nd, with the vision to ‘Transform the health of
our population by driving research and innovation into daily practice’.
The key partners, comprising Manchester Academic Health Science Centre,
Greater Manchester Academic Health Science Network, Greater Manchester
CRN, Manchester Science Partnerships and Manchester Growth Company,
signed a Memorandum of Understanding. NHS England Chief Executive
Simon Stevens was present at the launch, and along with local leaders spoke
supporting the importance of the work. A copy of the MoU is included as a
separate attachment
2.
INTERIM OVERSIGHT OF HInM PLANNING
Formal governance of Health Innovation Manchester will be developed to
dovetail with the wider health & social care governance arrangements being
created for GM and proposals are laid out in ‘Next Steps’ (Section 4).
However to enable the planning activity to progress at pace, an interim
Steering Committee and working Executive group have been established to
develop plans. The members of these groups and the organisations they
represent are shown below:
Steering Committee
Executive Group
Howard Bernstein [Co-chair]
Clive Morris (HInM lead)
John Stageman (Industry) [Co-chair]
Ian Greer (MAHSC)
Mike Deegan (GMDevo HInM
Sponsor)
Mike Burrows (AHSN)
Ian Greer (MAHSC Director)
Rowena Burns (MSP)
Martin Gibson (CRN)
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David Dalton (AHSN Vice-Chair)
Tim Newns (Growth Company)
Roger Spencer (GM CRN Chair)
Jessica Bowles (Manchester Council)
Nancy Rothwell (Corridor
Manchester)
Ian Wilkinson (Oldham CCG)
Rowena Burns (Industry and life
science support / infrastructure)
Jackie Oldham (Corridor
Manchester)
Hamish Stedman (Primary care /
CCG’s)
Sarah Booth (MAHSC & AHSN
Communications lead)
Raj Jain (Salford Royal)
Clive Morris (HInM Lead)
3.
IDENTIFYING & DELIVERING INITIAL PLACE-BASED PRIORITIES
3.1
The initial foundation priorities for HInM are to develop and build upon our
strengths in Precision medicine (right intervention for the right person at the
right time), clinical research excellence, health informatics and developing a
system to drive rapid acceleration of innovation into practice across GM.
These are underpinned by a coordinated approach to business engagement
and communications. These foundations will promote the development of a
learning, continuously improving infrastructure for testing/validating innovation
for GM populations, reliably implementing at scale and pace across GM and
then learning from the process and outcomes to improve the delivery of the
next cycle of innovation(s) as shown below. The intention will be over time to
generate increased ‘value’ derived from the health & social care spend across
GM along with a reduction in variation across the conurbation as a
consequence of this approach.
Testing / Validation in GM ‘clinical’ settings
Precision
Medicine
Rapid Scaled Implementation across GM
Clinical
Research
Excellence
Health
Informatics
Acceleratin
g
Innovation
into
Clinical
Practice
Business Engagement
Communications and Engagement
‘Real-Time’ ‘Real-world’ Feedback &
Improvement
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3.2
Work has progressed to develop the business cases for specific activities
under these headings and these have recently been endorsed by the interim
steering committee. A summary of the business case is provided as a
supporting document and detailed planning in each priority area within an
additional supporting document. Key activities include:
Informatics
•
The objective is to build on the existing strengths of GM’s data
capabilities, joining up the currently separate health information sources to
build:
o A complete (federated) electronic health record for all citizens across
GM, supporting higher quality integrated care. This will be delivered by
the GMAHSN DataWell programme, which is being accelerated to be
complete by Q3 2017.
o Up-to-date population-wide evidence for more responsive healthcare
planning and coordination.
o A region-wide learning health system that optimises the delivery of care
on an on-going basis based on evidence direct from the system. This
can include a near real-time view of healthcare utilisation to ensure we
optimise care pathways and value for money.
o Data-rich observational studies, precision medicine capability and
discovery science, trials and economic evaluations of medicines,
devices and other interventions that can be undertaken across the
population quickly at low cost.
Clinical Research Excellence
•
The objective is to become a world-leading location for undertaking
clinical trials, where every patient is provided the opportunity to be
involved with research because clinical research is at the heart of
innovative clinical practice.
•
The initial priorities will include setting up a clinical trials unit and pan-GM
Research Hub, covering both research-intensive NHS trusts and in-time
the wider organisations across GM. These will be delivered by MAHSC for
the benefit of the whole of GM. Additional recommendations are currently
being investigated
Precision medicine
•
The objective is to create a powerhouse for precision medicine to deliver
the discovery, clinical validation and adoption of stratified medicine which
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can ensure patients across GM get the right intervention at the right time,
every time.
•
A Precision Medicine Institute focused on novel marker discovery and
validation is opening in 2016 and additional work is planned to broaden
these existing strengths.
•
Innovate UK are establishing a precision medicine catapult centre in
Manchester, and this will be an integrated part of our ecosystem bringing
together clinical practice, academic and business resources.
Accelerating Innovation into practice
•
The objective is to create an efficient system for identifying the most
impactful interventions we can make to improve the health and wellbeing
of the GM population, and then to ensure that we roll-these out across the
population as quickly as possible.
•
The process under development consists of six phases of work from
prioritising or “triaging” innovation opportunities through to full
implementation and evaluation of the work:
•
Interventions could include treatments for disease, but will also include
prevention strategies; early diagnosis initiatives, care pathway
improvements and social care interventions.
•
Potential interventions will be sourced form a wide range of sources, and
will be developed into formal business cases for investment &
implementation by a team led by the GMAHSN on behalf of HInM. These
business cases will be presented to the newly formed GM Joint
Commissioning Board (JCB) for review and endorsement prior to
implementation. It is envisaged that the first business case(s) will be
presented to the JCB in May 2016.
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•
The criteria used for project prioritisation include; alignment with GM
Strategic priorities, strength of the clinical evidence base, supporting
health economic case/cost benefit, payback – return on Investment, Cost
of implementation, implementability and the potential to support GM
research. These will be refined over time for subsequent proposals.
•
Given the close links with the JCB, this strategy has been shared with
them at their February meeting, and the strategy was positively received.
The intent is to create a formal link for this aspect of the HInM work with
the JCB Executive. 3.3
To deliver these priorities, it is proposed that the Academic Health Science
Centre (MAHSC) should provide the essential leadership of the clinical
research excellence and precision medicine priorities on behalf of HInM, and
the GMAHSN should assume responsibility for the leadership of the
‘Accelerating innovation into practice’ priority. This illustrates the assumed
‘modus operandi’ for HInM, in that current organisations will take on clearly
defined roles on behalf of the GM region where possible, with HInM taking on
the responsibility for system design and coordination role. It is also envisaged
that HInM would take on responsibility for coordinating business engagement
activity and system-wide communications and engagement.
3.4
Once developed, this learning, continuously-improving innovation system can
be applied across all areas of unmet need and will allow the development of
an innovation pipeline of actively managed projects from early research
(discover), through clinical testing (develop) and into reliable implementation
(deliver) as shown below. These projects will be clearly aligned to GM’s
H&SC needs and will ensure a focus on where innovation is required most.
Disease
priority 1
Discover
Develop
Deliver
5+ years delivery timeframe.
2-5 years delivery timeframe.
0-2 years delivery timeframe.
Gaps in research drive discovery activity
within GM.
Becomes the focus for local testing and
guides clinical research.
Drives short term implementation short list.
Project
Project
Disease
priority 2
……..
Disease
priority xx…
Project
Project
Project
Project
Project
Project
Project
Precision Medicine
Clinical Research Excellence
Scope for
foundation
workstreams
Informatics
Accelerating Innovation into practice
Business engagement
Communications and engagement
3.5
Innovations considered could include prevention strategies, screening
programmes, social care projects, management pathways or treatments and
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will all be clearly aligned to tacking one or more of the agreed GM disease
priorities.
3.6
Creating an agreed list of specific health priorities based on up-to-date panGM health burden data is crucial to enabling this work. Currently there are
many different GM priority lists, but the creation of an agreed set of disease
priorities not only allows the prioritisation of proven interventions for
implementation, but also helps guide the prioritisation and research strategies
for academic institutions and organisations such as the Academic Health
Science Centre (MAHSC) and network (AHSN) to help create the
opportunities for future implementation. It is envisaged that such a list would
not be a ‘top 3’ type of list but a longer list of more detailed disease burden
priorities.
3.7
An example of the type of data we will include is illustrated below and is taken
from collaboration between Public Health England and the Gates Foundation.
It shows
the effects of
various diseases
on the healthdata
of the NW
England as
Specific
Disease
Priorities:
Example
onofNW
measured by disability-adjusted life years (DALY’s), a measure of the years of
England
Burden of Disease (DALY) from PHE /
life in good health lost to the condition. This will be used as an aid for project
Gates
Collaboration
prioritisation
until a more definitive priority list is agreed.
The intent is to develop this further, bringing other factors to delineate a final
disease burden framework.
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3.8
The delivery of the 4 key foundation priority areas (PM, Clinical Research
excellence, Informatics, Accelerating Innovation into Practice) will be
underpinned by a joined-up approach to ‘Communications & Engagement’
and Business Engagement.
3.9
Communications will be delivered via a combined communications leadership
team comprising communications & engagement leads from across partner
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organisations. A coherent communications plan will be developed by that
group for endorsement by the HInM Exec and then delivered by a partnership
approach across organisations. Procurement is already underway for a
revamped and aligned web presence across HInM, MAHSC and AHSN and a
joint regular newsletter has already been developed. It is intended to bring
together all relevant news and events via the HInM portal so that people can
access a single view of what’s happening within the sector across GM in one
place. Discussions have also commenced on how a joint plan of public and
patient engagement can be developed across key organisations.
3.10
Industry has a key role to play in both delivery of the priorities but also in
bringing new innovation, collaboration and resources to the region. A wellarticulated value proposition for industry to work with GM and a ‘one GM’ way
of working including simple access and seamless working across
organisations will be key to ensure that industry has a positive interaction with
GM, and GM maximises the benefits from industry involvement. A panorganisation business engagement team has been formed with leadership
from key organisations with a role in engaging industry within the sector and is
currently evaluating options on how business engagement activity can be
improved to deliver a step-change in our industry involvement. Initial views
and areas of focus are included within the accompanying slides.
3.11
Clearly to deliver these priorities, human and financial resources will be
required. The intention is to evaluate the potential for utilising current resource
within the GM system to deliver these through prioritising organisational
activities where possible. It is hoped that at least some of these resources will
be found by removing duplication of effort across organisations as we move to
a ‘one GM’ way of working. It is recognised however that some funds may be
required during the transformation process before duplication can be
removed. There may be external funding available to help undertake these
transformations, and bids will be considered for the GM Transformation fund
where appropriate. Finally, we already know that the proposition being
developed is attractive to industry, and it is hoped that we will be able to
attract industry co-investment and collaboration to build these foundations, as
well as leveraging them in the future. Each workstream is currently evaluating
the appropriate mix of such funding sources as part of their implementation
planning. In the future, it is intended that planned activities and recommended
resourcing plans would be presented to the HInM Board on an annual basis
for approval.
4.
4.1
FUTURE GOVERNANCE
The Steering Group has concluded that changing the present Board
arrangements for AHSN and MAHSC would represent a significant distortion
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of efforts, given the requirement to secure third party approvals and changes
to license conditions. While these bodies should remain at least in the shortterm, what is required is a new governance arrangement to oversee the
system change that is recommended in this document and to ensure priorities
are delivered. This new Board of HInM should comprise representation from
each ’constituency’: GM Health & Social Care, Academia, industry and HinM
associated organisations. This is considered crucial given the cross-sectorial
nature of HInM. It is intended that these members will represent their
respective sectors and form close links between HInM and sectoral
leadership. It is intended that the Board will be chaired by an ‘independent’
chair capable of representing the interests of all sectors.
The representation based on ‘constituencies’ would be as follows:
GM Health and Social Care:
The Chair of the Association of CCGs
The Local Authority leader with responsibility for H&SC
Academia
The President of the University of Manchester
Additional academic representative TBD
Industry Sector
The Chief Executive of Manchester Science Partnerships
The Chair of the Manchester Growth Company
4.2
4.3
HinM associated organisations
MAHSC (Chief Executive)
GMAHSN (Chair/Deputy Chair)
GM NIHR components (BRU(C),CRN, CRF)(CEO of Host NHS Trust)
This HInM Board will be supported by an Executive team comprising leaders
from the key HInM organisations including (but not exclusively) the GMAHSN,
MAHSC, GM CRN, Manchester Growth Company, MSP etc who will be
accountable for planning and delivering agreed activities. This Executive
group will be lead by a Chief executive accountable to the Board for day to
day running of HInM.
The HInM Executive will develop an annual business plan and budget that will
be presented for approval by the Board. The Executive will then be
responsible for delivery of the agreed plan via the constituent organisations as
appropriate, with the Executive being held to account for delivery by the
Board. Both the Executive and the Board will have a role in promoting the
joined-up ‘academic health science system’ and driving the ‘One-GM’ way of
working. It is intended that all activities will be communicated transparently
and the sectorial leadership at Board level and organisational leadership at
executive level will both have roles in maintain good links to stakeholders.
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4.3
It is envisaged that over time, the HInM strategy would be continually
refreshed and developed. The current draft business case should therefore be
considered an initial foundation business case designed to develop key
foundations on which further development can take place.
5.
SUMMARY & REQUEST
This paper summarises the planning conducted to date for the creation of Health
Innovation Manchester, an umbrella ‘organisation’ intended to cohere the
organisations involved with health & lifescience innovation across the conurbation to
promote the Discovery, Development and Delivery of innovation for the devolved GM
H&SC system and increase economic growth in the sector. This draft plan has been
developed with input from a broad range of stakeholders across the region, and we
now welcome your comments on the draft plan and next steps. Please send all
comments as directed on page 2 of this paper.
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APPENDIX: SUPPLEMENTARY DOCUMENTS:
DOCUMENT 1: HEALTH INNOVATION MANCHESTER MEMORANDUM OF
UNDERSTANDING
A copy of the MoU signed by founding partners at the official launch of Health
Innovation Manchester
DOCUMENT 2: SUMMARY HInM PLAN
A more detailed summary of the HInM initial plans and priorities
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