West Midlands Academic Health Science Network3rd Annual Economic Summit

8 December 2017, Telford

Professor Michael Sheppard, Chair, WMAHSN

Introduction to the third WMAHSN Economic Summit

HousekeepingNo planned fire alarm tests today

Fire assembly point – flag poles on the car park

Toilets are located on the ground floor along the corridor

Photographer

Wifi – use ParkInn_Guest and accept T&Cs

Twitter – use hashtag #WMAHSNsummit16

Change to agenda – STP panel chair

Any questions?

Tony Davis, Commercial Director, WMAHSN

Update on the WMAHSN seven point growth plan

Any questions?

Kevin Wilson, Sector Specialist, Department for International Trade

Maximising global opportunities in the light of Brexit

WMAHSN Economic SummitMaximising global opportunities in the light of BrexitWhere can you find the opportunities to export?

16

• UK/EU Steering Group

Co Chaired Sir Andrew Witty GSK Pascal Soriot AZ + Trade bodies including ABHI

Reports to Ministerial Industry Strategy Group chaired by Jeremy Hunt

INNOVATION COMMERCIAL & TRADE REGULATION PEOPLE

• Autumn Statement

Cut corporation tax to 17% in 2020

Increase of £2 billion per annum by 2021 on R&D spending

Industrial strategy challenge fund to support business-university collaboration

Increase research capacity and innovation.

British Business Bank to invest an additional £400 million in VC funds ( With Private = £1bn)

Doubling to £5bn the maximum support that UKEF can provide to exporters.

Brexit

17

• Department for International Trade created in July

• Creation emphasises importance of trade and

inward investment to government

• Department tasked with establishing new

relationships with countries throughout the world

• International Trade and Investment forms part of

new Department.

Department for International Trade

Dr Liam Fox MP

Secretary of State

18

International Trade and Investment is the part of DIT that helps UK-based

companies succeed in the global economy and assists overseas companies to

bring their high-quality investment to the UK.

International Trade & Investment

Greg Hands MP

Minister of State for Trade and Investment Dr Catherine Raines FRSA MoID

Director General of International Trade and

Investment

19

The Life Sciences Organisation (LSO) is a dedicated life sciences department

within ITI that:

• offers UK life sciences companies support and advice to trade in

international markets

• assists overseas life sciences companies to bring their high-quality

investment to the UK

• provides advice to overseas companies on how to sell to the NHS and

the private sector.

Department of International Trade Life Sciences Organisation

Matthew Speers

CEO DIT LSO

20

• Impartial and tailored advice from exporting experts and analysis on political,

economic and security issues in overseas markets

• Market research support to improve the effectiveness of your export initiatives

• First-class advice on language and cultural issues to improve your business

communications in international markets

• Introductions to trade associations, government officials and potential

overseas buyers and to the international procurement processes for large-

scale commercial projects

• Connection with DIT staff in British Embassies, Consulates and High

Commissions

•

What DIT LSO can do for you

21

• Problem solving with legal or regulatory issues and advice on intellectual

property and how to protect it

• A free, tailored service providing you with new international business sales

leads

• Expert online information and presentations delivered by industry experts

from across the globe

• Route to market – how to effectively sell and plan your product or service

sales.

• Local International Trade Advisor (ITA) network

What DIT LSO can do for you

22

• UK’s export credit agency which provides trade finance and insurance to

support exports through:

- risk protection to exporters

- facilitating finance for exporters

- supporting and providing loans to overseas buyers

• Contact at gov.uk/uk-export-finance

UK Export Finance (UKEF)

23

• Main 3 TAP funded events:

• Arab Health Dubai 30 January – 2 February 2017

• BIO USA San Diego 19 – 22 June 2017

• MEDICA Dusseldorf 13 – 16 November 2017

• Examples of other potential events:

• Life Science Trade delegation, Vibrant Gujarat Global Summit 9 – 12 January Ahmedabad/Mumbai

• Africa Health Johannesburg 7 - 9 June 2017

• FDI World Dental Congress Madrid 29 August – 1 September 2017

• Rehacare Dusseldorf 7 – 9 October 2017

• Medical Fair India New Dehli 6 – 8 April 2017

• Bio Japan Yokohama 11 – 13 November 2017

• Bio Europe Berlin 6 – 8 November 2017

International Events

24

• Largest market for UK life sciences products and services

• $3 trillion spend on healthcare in 2015. $140 billion on medtech, growing at

5% per year

• Forecast UK life sciences exports by 2021 - £9.2 billion

• Texas

• Hospital expansions – total value over $5 billion, 10% on life sciences

products and services

• “Spotlight on Texas” with ABHI

• Key events:

• BIO Conference – June 2017

• JP Morgan Conference – January 2017

• Health Datapalooza – September 2017

• Advamed – October 2017

United States

Next mission: 4 - 10 March 2017

25

26

• UK exports relatively low at present. $2.5 billion med tech imports in 2014.

UK share 2.4%

• Particular opportunities in immediate future in new drug development and

oncology diagnostics

• Smart cities programme will involve hospitals in each with nursing and

medical colleges attached. Keen to involve UK companies in supply chain

• Forecast UK life sciences exports by 2021 - £295 million

• Key events:

• Technology Summit – November 2016

• Vibrant Gujarat 2017 – January 2017

• bespoke missions

India

27

• One of the fastest growing healthcare markets in world. One of UAE’s top

three priorities with annual spend $14 billion in 2014

• Medical Equipment, Devices and Supplies market $897M in 2014 with

$782M imported

• Major hospital build programme and requirement for supply chain

• Medical tourism hub of Gulf

• Forecast UK life sciences exports by 2021 - £417M

• Potential regional Gulf campaign

• Key events:

• Arab Health – January 2017

• Arab/Med Lab – February 2017

• Regional events (Saudi Health)

• Ministerial events and missions

United Arab Emirates

28

Arab Health Dubai 30 January - 2 February 2017

29

• Currently the world’s second largest pharma and medical devices market -

$32 billion in 2014

• Already strong UK industrial presence

• Forecast UK life sciences exports by 2021 - £1.9 billion

• Major areas of opportunity

• regenerative medicine

• precision medicine

• aging

• public health policy

• Key events:

• BIO Japan - October 2017

• Trade missions

Japan

30

• Predicted to become world’s largest life sciences market in 2016

• Third largest medical device market in world worth $27.7 billion in 2014

with annual growth forecast at 10.6%

• Diagnostics market will grow from £9.3 billion in 2014 to £20.1 billion by

2020

• Forecast UK life sciences exports by 2021 - £2 billion

• Increased awareness of UK market presence and innovation and

experience

• Hospital build projects presents enormous opportunities for UK companies

to enter supply chain

• Key events:

• Medica – November 2016

• China Medical Equipment Fair – May 2017

• Shandong Pharmaceutical Mission – May 2017

China

31

Patient number are big

Access to the China

market would allow

you to reach as

many patients as

Canada, North

America, South

America, Australia,

and Europe

combined

• 1.37 billion people

• 95% have health insurance

• More than 26,500 hospitals

32

China Mission

Yanou Zhang

34

• Growing life sciences industry and requirements

• Medical device market £3 billion in 2014 with 65% imported

• UK presence growing and UK quality and technology highly valued

• Forecast UK life sciences exports by 2021 - £450 million

• Key events:

• Regenerative Medicine Mission

• Medica and Arab Health

• BioKorea

• Bespoke missions

South Korea

35

36

37

Latin America

38

www.lifesciences.ukti.gov.uk/

Platform to allow UK and international companies, academia and R&D organisations to

connect:

• Mapping tool – Search for UK companies - profiling over 4,500 UK life science

companies – data compiled as part of the Strength & Opportunity report.

• Access to funding – A search for UK funding opportunities under specific categories of

government funding support.

• Trade campaigns – presenting global and market opportunities in a co-ordinated

programme of activity for UK companies in the specific campaign areas of Digital Health,

Experimental Medicine & Clinical Trials, In Vitro Diagnostics and Making Tomorrow’s

Medicines.

• Exporting to the US - a toolkit to provide UK companies with the guidance and advice

they need to make them ‘Market Ready’ for the US market.

• Latest news – profiling the latest news for UK life sciences with links to social media

platforms.

• Access routemMap – an interactive infographic to facilitate online navigation of the UK

Life Sciences ecosystem in the specific areas of - Digital Health and Care, Experimental

Medicine and Clinical Trials, Medical Technology, Medicines Manufacturing, Regenerative

Medicine, and Precision Medicine and Genomics.

39

Registration

• Registration is required to allow more than one company search

• Registration only takes 2 minutes to complete

• Registration provides you with your own log in details to allow searches to be

saved and accessed by you at any time

Latest News

• Keeping you up-to-date with the latest news for UK life sciences

This promotional platform is available for you to share your latest news

with us and we will promote to our UK and international network

Contact Us

• Facility to request more information on investing in the UK, or exporting from

the UK

• To update your company profile or to request your company details to be

added

• To register your interest in being part of the trade campaign community

Additional features of the web portal

40

Support to help businesses start to export

1648 export opportunities online to view – posted by overseas network

The website demonstrates the following three steps to becoming an exporter:

1 Download the export guide for the following information:

Finding the right market

Getting ready to export

People to speak to

First steps checklist

2 Find events

Event listings and detail on where the Export Hub will appear at a number of

large-scale events over the next 12 months including exhibitions and

conferences.

3 Get export support

Information on getting started

Selling online

Contact your local export network

Exporting is GREAT - https://www.exportingisgreat.gov.uk/

Unlock Your Global Business Potential: The UK Life Science Offer41

THE UK HAS THE MOST OPEN AND BUSINESS-ORIENTATED ECONOMY OF EUROPE, WITH THE MOST FLEXIBLE LABOUR MARKETS, AND THE LEAST RESTRICTIVE SYSTEMS

Any questions?

Thank you!Kevin Wilson

Sector Specialist Medical Technologies

Dept for International Trade

Life Sciences Organisation

Kevin.wilson@trade.gsi.gov.uk

+44 (0)7909 534659

42

Panel discussion

Maximising global opportunities in the light of Brexit

Refreshment break

Dr Linda Magee OBE, Business Development Director, Manchester Academic Health Science Centre and Executive Director,

Industry and Wealth, Greater Manchester Academic Health Science Network

Strategic opportunities of devolution: Greater Manchester – The Story So Far

| 46

Drivers for devolution

• England

– Considerations of economic growth by HM

Treasury (George Osbourne)

– Simon Stevens and NHS England seeing

devolution as pragmatic means to deliver NHS Five

Year Forward View

• Greater Manchester

– ‘Mancunian exceptionalism’: the desire of leaders

within GM to jointly make decisions themselves

Source: The Health Foundation: Catalyst or distraction? The evolution of devolution in the

NHS April. Dorman et al 2016

48GVA – Gross Value AddedLEP – Local Enterprise Partnership

Greater Manchester: a snapshot picture

49

Other devolution deals

50

Source: Is Devolution Good for Health? Hannah ButcherMarch 2016

GM devolution – Background

• 2011: GM first Combined Authority in England

• 2013: GM’s 12 CCGs form a single association

• Nov 2014: GM Devolution Agreement settled

with Government Powers over transport,

planning and housing and a new elected Mayor

with ambition for £22 billion to be handed to GM

• Feb 2015: MOU Health and Social Care

devolution signed by NHS England plus the 10

GM councils, 12 Clinical Commissioning Groups

and 15 NHS and foundation trusts

• April 1 2016: Devolution hands power and

responsibility over to 37 organisations – GM

Health and Social Care Partnership with control

of budget c £6 billion.

1 April 2016 – What happened?What stays the same?

• Greater Manchester still part of the NHS and social care system

• The NHS still responsible for keeping people safe and delivering the NHS

Mandate and Constitution to all residents

• CCGs still hold individual budgets

What’s new?

• Specialised Services: half delegated to GM Chief Officer (CO), an NHS

employee reporting to NHSE CFO and National Director for Devolution

• Primary Care Medical Services (incl. GPs): budgets delegated to CCGs in

co-commissioning arrangement with NHSE as many areas of country

• Public Health: budgets held by NHSE delegated to GM CO

• Dental Care, Pharmacy Services and Primary Optical Services: delegated

to GM CO

• NHSE running costs (incl. Senate and SCN): budgets delegated to GM CO

| 52

| 53

Ensuring health at the pinnacle of debate:

Strategic Plan

Working towards:

• Local care organisations

• Hospitals across GM working together

• Consistent and high quality standards across GM

• Saving money, for example, sharing some functions across lots of organisations, sharing and consolidating public sector buildings

• Investing in new technology, research and innovation

A fundamental change in the

way people and our

communities take charge of,

and responsibility for, their own

health and wellbeing

Closing the productivity gap

54

• Supporting new start ups

and business growth

locally via NHS market pull

• Promote expertise and

facilities to support (high

value) job creation via

inward investment

• Reduce benefit claims and

‘worklessness’ through

improved healthcare,

patient self management

and increased citizen well

being

BUT health is only one part

of helping all citizens to

contribute economically

Where does AHSN fit in?

56

Using local expertise and capacity:

Health Innovation Manchester (HInM)

• One of seven early priorities announced for

“Devo Manc” (April 2015)

• Vision: “to transform the health and wellbeing of

GM’s population by accelerating the introduction

of innovation into our health and social care

services”

• Original partners: University of Manchester,

MAHSC, GMAHSN, GM CRN, Manchester

Growth Company (LEP), Manchester Science

Partnerships | 57

HInM in action

Innovation at scale to benefit our patients and

citizens

GMAHSN

Network

MAHSC

Centre

MAHSC: Department of Health Centre of Excellence for research, education and clinical service, including largest clinical-academic campus in Europe

GMAHSN: NHS licensed network for Greater Manchester to deliver innovation into healthcare

CRN: GM is the research arm of GMAHSN and c. 70% of trials are led by MAHSC organisations

HInM: Close collaboration across health and social care organisations, academia and industry is key to delivering our vision

Local Authority: social care and economic development

Precision medicine

Clinical research

excellence

Coordinated business engagement

Networking/community build /communications

Health informatics

Innovation into clinical

practice

Initial priorities for HInM:Developing an innovation ecosystem centred around

clinical validation and rapid scaled implementation

Prioritising interventions for rollout through an agreed evaluation criteria and process:

■ Priorities should align to HWB and GM H&SC Devo priorities for as well as demonstrate impact on local population health needs, as well as other criteria defined in the filtering process.

■ Strong evidence base of effectiveness and relative advantage to support the intervention.

Create a concise, compelling business case based on the evidence for decision-makers and wider engagement

■ Understand who the decision-maker(s) is/are and ensure case targets them and their objectives.

■ Clear articulation of outcomes, benefits, investment required.

■ Define and communicate KPIs and how implementation will happen: approach to implementation: big bang, phased rollout or delegated authority (depending on nature of the intervention).

Decision on rollout is made on basis of case for change

■ Decision-maker may be different dependent on what the intervention is.

■ This should be understood at the start of the process.

■ Spectrum of decision points –from joint-commissioning board down to individual GP practices or services.

Decision makers plan for implementation and define the approach for roll-out:

■ Rollout approaches: ‘big bang’, phased across cohorts, or delegate authority to individual organisations.

■ Collaborative delivery with partners across the whole of GM.

■ Consider incentives for players: financial, access to transparent data and reporting.

■ Consider sustainability: workforce initiatives and sustainable IT to really embed change.

■ Refine KPIs.

Delivery of implementation plan, outcomes measurement, and sharing learning:

■ Effective project management practices to actively manage the implementation.

■ Delivery tracking.

■ Benefits realisation.

■ Shared learning.

Evaluation of outcomes and the process

■ Continuous formative evaluation process which cycles into implementation.

■ Summative evaluation at project end which may feed into accelerator process improvement.

■ Outcomes, processes and activities should be evaluated.

■ KPIs, measurements and tools for measurements should be identified in planning.

Key enablers

Project management

Communications and stakeholder engagement

Analytics support

Education and training

Evaluation and outcomes measurement

Patient and carer engagement

Continuous evaluation – learning system

1. Triage 2. Case for change 3. Decision point 4. Planning 5. Implementation 6. Evaluation

Redesign of public services as pull for

innovation:

ACCELERATING INNOVATION INTO PRACTICE

Project pipeline: member organisations, industry, AHSNs (NIA/SBRI), NICE, Public Health, test beds, vanguards

Strategic opportunities of devolution:

Summary and discussion

Ensuring health at the pinnacle of

debate

Closing the productivity gap

Using local expertise and

capacity

Redesign of public services as pull for

innovation

61

Any questions?

Panel discussion

Strategic opportunities of devolution

Lunch and networking

Tony Davis, Commercial Director, WMAHSN

Introduction to the afternoon session

Mark Rogers, Chief Executive, Birmingham City Council

Sustainability and Transformation Plans (STPs): the local authority perspective

Andy Williams, Accountable Officer, Sandwell and West Birmingham CCG and Lead, Black Country Sustainability and Transformation

Plan

Sustainability and Transformation Plans (STPs):

the CCG perspective

Why do we need an STP? National context

• Population increasing

• People living longer with long-term

conditions

• Health inequality gap

• Health and care funding not increasing in line

with increasing demand

Five Year Forward View

The Five Year Forward View sets out

how health services need to change

over the next five years in order to

improve public health and service quality

while delivering financial stability by

2020/21.

Better Health

for people

of the

Black Country

What is an STP?

Sustainability and Transformation Plans (STPs) are the local

delivery route for the NHS Five Year Forward View.

The STP is our opportunity to work together to:

• Improve quality of services

• Improve population health

• Make the best use of the resources we have

including estates, workforce and finance.

What is an STP continued

44 STP geographical areas (footprints) in England – now developing multi-year, placed based

plans for 2016 - 2021, which must have input from patients, their carers and their communities,

staff and other stakeholders to ensure they truly respond to local needs.

It covers:

Primary

care

Community

servicesSocial care

Mental

health

Acute and

specialised

services

Why do we need an STP - the triple aim

Improve the quality of care people receive

1

2

Improve health and wellbeing

3 Ensure our services are efficient

Why do we need an STP – local context

• Poorer health outcomes

• Depression

• Diabetes

• Infant mortality

• Smoking in pregnancy

• Respiratory

Health and

wellbeing

Why do we need an STP – local context

Care and

quality

• Quality can be variable

• Urgent and emergency care

• Emergency admissions

• Maternity services

• Mental health and learning disability

Why do we need an STP – local context

£700m gap across health and social care in the Black

CountryFinance

and efficiency

Why do we need an STP – local context cont’d

• Variation in approaches to primary care

• Multiple site provision of hospital services

• Variation in outcomes

• Stretched workforce

• Significant number of out of area placements for mental health

• Pressure on maternity services

• Multiple commissioning organisations across the Black Country.

What an STP is not…

Not there to replace existing plans to improve services in an area -

‘umbrella’ plan for change. Holding underneath it a number of

different specific plans to address certain challenges, such as

improving mental health services for our local population.

We understand that autonomy and identity are important. Having a

shared STP across the Black Country does not mean that

organisations – like local hospitals, or primary care centre’s will lose

this.

STP footprints are not new, statutory organisations. They are not

decision-making forums, they are a way to bring people and

organisations together to develop a shared plan for better health

and care for a defined population.

STPs are not

new statutory

organisations

Who is involved in the STP…

18

18 partners from across local health and care organisations have been invited to

participate in the development of plans to support the transformation of health and

care in the Black Country and west of Birmingham

Building on existing local plans and partnerships

The Black Country has a unique identity that local people can

identify with organisations have a strong history of successfully

working together.

It hosts or directly interacts with a number of key nationally

supported innovations:

• Multi Community Specialist Providers (MCPs)

Vanguards in Dudley and Sandwell & West

Birmingham

• MERIT Acute Care Collaboration

The Black

Country has

a strong track

record of

delivery and

innovation

Building on existing local plans and partnerships

continued

In addition, parallel innovations are underway in Walsall (integrated

locality teams model) and in Wolverhampton integrated primary and

acute care.

In the Black Country, local plans for making general practice more

sustainable, moving care closer to home, keeping vulnerable patients

well outside of hospital and working more closely with council and

community partners are outlined in our Better Care Plans and the

CCG’s 2016/17 Operational Plan.

More collaborative working between hospitals in the area will also

be a benefit of STP planning, encouraging a more systematic

approach to deciding where certain clinical specialties should be

located, for the benefit of wider patient catchment areas.

Local plans

for making

general

practice more

sustainable

What has happened so far?

We are in the early stages of development

So far we have:

• Agreed our geographical area with NHS England

• Agreed a lead Chief Officer

• Set up governance arrangements and

transformational work-streams, supported by

enabler work-streams

• Expression of Intent – April

• Draft Submission – June

• Final Submission – October

Well led – STP programme structure

Define

challenge

Finance and Efficiency

Gap

Lead: James Green

Health and Wellbeing and Care and Quality

Gap Clinical Reference Group

Lead: Dr David Hegarty

Operational Group

Lead: Andy Williams

Sponsor Group

Leads: Andy Williams

Programme Offic

Lead: Jon Dicken

Comms & Engagement

Strategy Unit

Placed Based

Transformation Group

Lead: Paul Maubach

Horizontal Integration

Transformation Group

Lead: Toby Lewis

Mental Health and Learning

Disabilities Transformation Group

Lead: Steven Marshall

Maternity and Infant

Health Transformation

Group

Lead: Richard Kirby

West Midlands

Combined

Authority

Link: Sarah Norman

Sign

Off

Enabling WorkstreamWorkforce

Infrastructure

Future Commissioning

Ensure

delivery

Identify

solutions

Key aims and objectives of the

Black Country STP

Managing

demand

Strengthening

efficiency Transforming

mental health

and learning

disability

Improving

maternity

and infant

health

WorkforceEstates

Reshaping our

Commioning ApproachEstatesReshaping

commissioning

Improved

patient

outcomes

Increased

patient

satisfaction

Proposed key actions

• Develop standardised place-based Integrated Care

Models commissioned on the basis of outcomes

• Promote the prevention agenda and build resilient

communities

• Build network of secondary care excellence

• Deliver efficiencies in support services

• Complete acute reconfiguration through the Midland

Metropolitan Hospital

• Deliver cost improvement programmes

• Integrate mental health commissioning and service

improvement

Proposed key actions continued

• Develop standardised pathways of care for

maternal and child health

• Review maternity capacity

• Undertake workforce transformation and reduce

agency use

• Implement Black Country Digital Strategy

• Better use of public sector estate

• Consolidate back office functions

• Review commissioning functions

• Address wider determinants of health.

Involvement and consultation

In the Black Country transformational work is already underway – partner organisations are already

busy involving local patients, partners, staff and clinicians on their plans.

To date we have:

• Black Country Communications and Engagement leads network

• Communication and Engagement Strategy and Concordat in place

• Communications and Engagement Leads integral part of the

transformational groups

• Developed key messages, summary booklet, social media plan, web

content – launched 21 November

• Starting to inform and engage our stakeholders e.g. Black Country-

wide voluntary and community sector briefing session, staff protected

learning time

Continuing

our journey

Thank you – observations and questions?

Panel discussion

Sustainability and Transformation Plans (STPs)

Tony Davis, Commercial Director, WMAHSN

Closing remarks

Thank you – and have a safe journey