SBRI RI Hea Healthcare lthcare Age genda nda Andy Burroughs - - PowerPoint PPT Presentation

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SBRI RI Hea Healthcare lthcare Age genda nda Andy Burroughs - - PowerPoint PPT Presentation

Sep 15, 2022 9 likes •912 views

SBRI RI Hea Healthcare lthcare Age genda nda Andy Burroughs ughs, Wessex AHSN (Chair) - Welcome and introduction to AHSNs 14.00 Ka Karen Livings ngstone one National Director SBRI Healthcare - How SBRI works & what it has

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SLIDE 1

SBRI RI Hea Healthcare lthcare

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SLIDE 2

sbrihealthcare.co.uk

Age genda nda

14.00

Andy Burroughs ughs, Wessex AHSN (Chair) - Welcome and introduction to AHSNs Ka Karen Livings ngstone

  • ne – National Director SBRI Healthcare - How SBRI works & what it has delivered?

14.20

Stuart t Monk, Director of Innovation South West AHSN - Introduction to the Autumn 2017 calls

14.30

A focus on Mental Health: Jane Rowland, nd, He Head of Plannin ing g & Busin iness ess Developme elopment nt, , Avon & Wiltshi tshire re Menta tal He Health h Pa Partner ership ship Trust

15.00

A focus on surgery: Profess ssor

  • r Rober

ert t Hinchlif iffe, Profess ssor

  • r of Vascul

cular Surgery, Bristol

  • l Cent

ntre e for Surgical cal Resea earch, ch, Un Univer ersity sity of Bristol

  • l.

. 15.30

Ka Karen Livings ngstone

  • ne How to make a successful SBRI application

15.50 Q&A Networking 16.30 Close

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SBRI RI Hea Healthcare lthcare

Andy Burroughs, Director Wessex AHSN

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SLIDE 4

Welc lcome

  • me from

m th the e AHSN N Net Network

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SLIDE 5

What at do AHSNs Ns do?

Focus cus on the e needs eeds of patien ents s and local al popula ulati tion

  • ns:

s: sup uppor

  • rt

t and work k in partne nersh ship ip with th comm mmiss ssione ioners s and pub ublic c healt lth h bodies

  • dies to identify

entify and d addre ress ss un unme met healt lth h and d social ial care e need eds, s, whilst ilst promo moti ting ng health th equa uality ty and best st practice ice Speed eed up up adopti tion

  • n of inno

novat ation ion into

  • practice

tice to imp mprove e clinica ical out utcom comes es and patient ent exper perien ience ce – sup uppor

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t the e identif entifica cati tion

  • n and more

re rapid d up uptake e and spread ad of resea search ch eviden dence ce and inno novat ation ion at pace e and scale le to imp mprove e patient ent care e and local popul ulati tion

  • n healt

lth. h. Bui uild d a cul ulture ure of partner tnersh ship and colla labora borati tion:

  • n: promo
  • mote inclusivit

sivity, , partne nersh ship ip and d collabo aborat ation ion to consider nsider and addres ress s local, l, regional ional and national ional prior

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ities ies Creat ate e wealt lth h throu

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gh co-de devel elopmen

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t, testin ting, g, evaluat uation ion and d early y adopt ption ion and spread ead of new w produ

  • ducts

cts and servi vices ces Focus cus on the e needs eeds of patien ents s and local al popula ulati tion

  • ns:

s: sup uppor

  • rt

t and work k in partne nersh ship p with h commis mmissi sion

  • ners

s and pub ublic c health th bodies dies to identi entify fy and addres dress s un unme met t health alth and so social ial care e need eds, , whilst ilst promo moti ting ng health th equa ualit ity y and best practice ice Speed eed up up adopti tion

  • n of inno

novat ation ion into

  • practice

tice to imp mprove e clinica ical out utcom comes es and d patient ent exper perien ience ce – sup uppor

  • rt

t the e identif entifica cati tion

  • n and more

re rapid d up uptake e and spread ead of resear search ch evide denc nce and innovati tion

  • n at pace and

d scale e to imp mprove e patien ent t care e and local al popul ulati tion

  • n

healt lth. h. Bui uild d a cul ulture ure of partner tnersh ship and colla labora borati tion:

  • n: promo
  • mote inclusivit

sivity, , partne nersh ship p and collabo abora rati tion

  • n to consider

nsider and d addres ress s local, l, region ional and nation ional priori riti ties es Creat ate e wealt lth h throu

  • ugh

gh co-de devel elopmen

  • pment,

t, testin ting, g, evaluat uation ion and d early y adopt ption ion and d spread ead of new w produ

  • ducts

cts and servi vices ces

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What have we achie ieved?

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AHSN Obje jectives 2018 - 2023

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SBRI RI Hea Healthcare lthcare

Karen Livingstone, National Director SBRI Healthcare

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Helping the Public Sector address challenges

  • Using innovation to achieve a step change

Accelerating technology commercialisation

  • Providing a route to market

Support and the development of Innovative companies

  • Providing a lead customer/R&D partner
  • Providing funding and credibility for fund raising

SBRI is a pan-government, structured process enabling the Public Sector to engage with innovative suppliers:

SBRI RI Key y features eatures

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SBRI RI Key y features eatures

 100% funded R&D  Operate under procurement rules rather than state aid rules  UK implementation of EU Pre-Commercial Procurement  Deliverable based rather than hours worked or costs incurred

  • Contract with Prime Supplier

 Who may choose to sub contract but remains accountable

  • IP rests with Supplier

 Certain usage rights with Public Sector – Companies encouraged to exploit IP

  • Light touch Reporting & payments quarterly & up front
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Things to Note

  • Any size of business is eligible
  • Other organisations are eligible as long as the route to market is

demonstrated

  • All contract values quoted INCL

CLUD UDE VAT

  • Applications assessed on Fair Market Value
  • Contract terms are non-negotiable
  • Single applicant (partners shown as sub contractors)
  • Applicants must fully complete the application form
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  • Labour costs broken down by individual
  • Material Costs (inc consumables specific to the project)
  • Capital Equipment Costs
  • Sub-contract costs
  • Travel and subsistence
  • Other costs specifically attributed to the project
  • Indirect Costs:
  • General office and basic laboratory consumables
  • Library services/learning resources
  • Typing/secretarial
  • Finance, personnel, public relations and departmental services
  • Central and distributed computing
  • Cost of capital employed
  • Overheads

Eligible costs (all to include VAT)

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www.innovateuk.org/sbri

website contains details of all SBRI competitions

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SBRI RI Hea Healthcare lthcare

Launch Autumn Competition 2017 Mental Health Surgery

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SBRI Process

Problem Identification Open call to Industry Feasibility Testing Prototype development Pathway testing & Proof of Value

AHSN led - typically undertaken by clinicians – service driven AHSN led - Workshops with industry to support understanding PHASE 1: Typically 6 months – max of £100k PHASE 2: Typically 12 months – milestones agreed & monitored Due diligence & contracts PHASE 3: Typically 12 months – milestones agreed & monitored

Assessment

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New Competition October 2017

Competition launch: 18th October 2017 18 Closing Date: Noon 29th November Briefing Events: Bristol 24th October Nottingham 31st October Liverpool 3rd November r Assessments: December/January 2017/18 Interview panels: January 2018 Contracts awarded: March 2018

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sbrihealthcare.co.uk

How w do

  • we

e add dd value? ue?

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sbrihealthcare.co.uk

Be Benef efit it for

  • r pa

patient tients

  • 704k patients impacted to date
  • Potential to impact 59.5m
  • Reduced harm evidenced.
  • Reduced length of stay and no. of

GP appointments

  • Improved PROMs reporting – from

<2% to >40%

“I’m no longer worried about losing my driving licence, no longer worried about losing my house or my job. My last eye check up at the hospital confirmed that for the first time in over two years, BOTH my retinas are stable once again…with no signs of any small bleeds at all” (Polyphotnix patient)

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sbrihealthcare.co.uk

Be Benef efit it for

  • r th

the e NH NHS and nd wi wider der he health alth sy syst stem em

  • £17.8m cash releasing savings secured to the NHS

and social care to date

  • Estimated cumulative future savings to the NHS

expected to be of the order of £300- £440m in five years (2022), rising to between £1,100m - £1,800m in 10 years

  • 135 IP applications: Five NICE approvals submitted
  • 778 different NHS/care settings involved to date
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sbrihealthcare.co.uk

Be Benef efit it for

  • r bu

busi siness ness and nd th the ec e econ

  • nom
  • my
  • £140m private investment secured by SBRI

Healthcare backed companies

  • 788 jobs created or safeguarded with £47m

economic impact

  • 50 products on the market and available to

purchase – 18 companies are exporting & 3 have secured sales in excess of £500k

  • Companies have been created and have only

survived as a consequence of SBRI funding

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sbrihealthcare.co.uk

AHSN/ N/SBRI BRI co companies panies

Yorks & Humber Halliday James Ltd East Midlands Monica Healthcare Ltd, Astrimmune Ltd Eastern - Aseptika, Bespak, TwistDX S.London, Imperial, UCLP ABMS, Therakind, uMotif Wessex CreoMedical, Morgan Automation North East & North Cumbria Polyphotonix Ltd Kent, Surrey & Sussex Anaxsys, InMezzo NW Coast Veraz, Cardiocity West Midlands SensST Systems, Just Checking Ltd West of England SentiProfiling, My mHealth, HandAxe CIC South West Frazer Nash Oxford - Fuel 3D, Oxford Biosignals, Message Dynamics Scotland & N Ireland Radisens, Edixomed, Greater Manchester

  • Sky Med, & Rapid

Rhythm

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SBRI RI Hea Healthcare lthcare

Launch Autumn Competition 2017 Stuart Monk, Director of Innovation, South West AHSN

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Men ental tal Hea ealth lth

  • The Five Year Forward View for Mental Health reports that mental

health problems account for 25% of all ill health in the UK

  • One in four adults will experience mental health problems each year
  • Mental illness is the UK’s single largest cause of disability.
  • Mental health problems have an estimated economic and social cost
  • f £105 billion a year – approximately the cost of the entire NHS.
  • Nearly 1/3 of all people with a long-term physical health condition

also have a mental health problem, typically depression or anxiety

  • The effect of poor mental health on physical illnesses has been

estimated to cost the NHS at least £8 billion a year.

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Men ental tal Hea ealth lth Them emes es

  • Children and Young Peoples’

Mental Health

  • Suicide/Depression
  • Operational Productivity and New

Models of Care

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Tech echnolog nology y in Sur urger gery

  • Increasing pressure on the cost of delivering surgery and patient waiting times.
  • In the last 10 years, the number of surgical admissions to secondary care

increased by 27%, from 3.7 million in 2003/04 to 4.7 million in 2013/14 .

  • There are over three thousand NHS operating theatres in England
  • 19% of which are dedicated day case theatres
  • Annual expenditure on surgery in the NHS has been estimated at £4.5 billion

(2013).

  • The 92% target for all patients to be seen within 18 weeks has not been met since

February 2016.

  • NHS Improvement today! Believes operating theatres could be saving 2 hours a

today through increased efficiency

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Tech echnolog nology y in Sur urger gery y The heme mes

  • Technologies to assist with surgical

procedures

  • Preoperative surgical simulation

technologies

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SBRI RI He Healthcare lthcare

Jane Rowland, Head of Planning and Business Development, Avon and Wiltshire Mental Health Partnership NHS Trust A focus on Mental Health

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Mental Health

24th October 2016

Jane Rowland - Head of Planning and Development

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Mental health today

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Change is happening..

  • CAMHS – Better access to local services

for children and young people, including specialist provision

  • Perinatal mental health – community

teams to support more women, close to home

  • Adult mental health – improve access to

lower level mental health services and crisis response when needed

  • Secure care – enable more people to be

treated closer to home

  • Health and Justice – improvements in

Liaison and Diversion

  • Suicide Prevention – reducing the

number of suicides by 10%

  • New care models – for specialist

services, including Eating Disorders, CAMHS and Secure Care

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The ask for mental health…

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Using technology differently

  • An increasingly ‘tech savvy’ population

but….a health system that doesn’t make best use of it

  • Engaging service users – at every age and

stage

  • Making use of the technology we have

available to us

  • Joining up with other providers and

commissioners

  • Using big data to track patterns and changes

we need to make

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Mental health services

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NHS England commissioned services

Eating Disorders: 10 bedded unit located in Bristol, adjacent to Southmead Hospital CAMHS: 9 bedded unit, on the Blackberry Hill site in Bristol Secure: 112 bedded unit – both medium and low secure at Fromeside Hospital, Blackberry Hill Perinatal: 4 bedded Mother and Baby Unit, adjacent to Southmead Hospital Other units across the south west

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Challenge for service users

  • Relatively, south west has fewer specialist

beds than rest of England

  • When beds are not available, service users

have to travel out of area for treatment

  • NHS England track all service users

through the Specialist Mental Health database (SMH)

  • Service users are repatriated back to in

area beds when possible

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The importance of data

  • We need data to:

– Understand our service users – Know where service users are in their treatment pathway – Case manage their care

  • What we don’t have is:

– A joined up system – Shared oversight of all service users

  • What this leads to:

– Lots of manual data entry and validation – Potential for inaccuracy/omission

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What we need

  • A solution that sits between RiO (the Trust
  • perating system) and the SMH Database
  • Integrity of information – without lots of data

checking and analysis

  • Case managers who are able to concentrate
  • n clinical pathways, not reconciliation

But…..

  • Integration engines are expensive to design

and implement

  • Management of any system has to be simple
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SBRI RI He Healthcare lthcare

Prof Robert Hinchliffe, Professor of Vascular Surgery, Bristol Centre for Surgical Research, University of Bristol A focus on Surgery

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Clinical Presentation – Technology in Surgery

Professor Robert Hinchliffe Professor of Vascular Surgery University of Bristol & Bristol, Bath & Weston Vascular Network

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Overview

  • Innovations
  • Desirables
  • Current climate
  • Evaluating new technology and procedures

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Innovations in vascular surgery

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Balloon angioplasty Embolectomy balloon catheters Stents Branch stent-grafts Stent-grafts Endovenous ablation Prosthetic grafts

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What I (any surgeon) would like

  • Augment my senses
  • Understand where I am + help to get somewhere else
  • Familiar environment (standard operating theatre)
  • Improve outcomes (standardise)
  • Limited resources (standard kit)

42

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Please – no more ‘robots’

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Surgery – pre-operative planning

  • Anticipate problems
  • Management strategy
  • Alternative solutions

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Technologies to assist the surgical procedure

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Cydar Medical

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Innovation, evolution & adoption poorly regulated & reported

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Phases 0-1: Pharmacodynamics & safety screening Phases 2-3: Testing & full evaluation

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Phase 4: Post approval surveillance

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50

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51

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Surgical innovation

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53

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NHS patients are missing out on life-saving robot surgery

(Guardian 13th April 2014)

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“New treatments are being introduced in a haphazard fashion, says surgeon's body (Royal College of Surgeons)”

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Evaluation of innovation: Safe, efficient & transparent

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Design & optimise interventions & co-interventions

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NIHR Bristol Biomedical Research Centre

58

http://www.uhbristol.nhs.uk/research-innovation/our-research/nihrbristolbrc/

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Bristol Centre for Surgical Research

Surgical Innovation Theme

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Aim: to transform early phase study design

  • New methods for safe & transparent translation
  • f innovation
  • Expedition of rejection of ineffective techniques
  • Efficient trial design

Ultimately inform evidence-based surgical practice

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Evaluation of innovation

Early phase design & intervention definition Information provision & informed consent Selection, measurement & reporting

  • utcomes

Design interventions and co-interventions

Identify active (clusters) of interventions/co-interventions using network meta-analyses Utilise surgical registries to identify

  • utliers, innovators and successful

interventions Develop novel co-interventions using mixed methods

Overview of the theme

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Core Outcome Measures in Effectiveness Trials http://www.comet-initiative.org/home/

@COMETinitiative

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‘Clinical trials are only as credible as their

  • utcomes’ Tugwell 1993
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“…a method of gauging the effectiveness of an intervention” Why are outcomes important?

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“You need to know about customer feedback that says things should be better.” Bill Gates

Patient reported outcomes also important

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.... and information used in practice to inform decision-making

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Heterogeneity of outcomes Outcomes definition & measurement Outcome reporting bias Problems with outcomes

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Methods

Identify potential outcomes Consensus meeting (s) Comprehensive outcome list Create a questionnaire survey Delphi surveys Core outcome set Identify key stakeholders

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Oesophageal surgery for cancer

‘Long list’ of all possible outcomes

Literature of patient- reported outcomes Consultations & patient interviews National Audit Data 2010 (AUGIS) Review of patient information leaflets Literature review of clinical outcomes n=248

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Listed them all verbatim

Activities of daily living Activity level Anger-Hostility Anxiety Appetite loss Bloating Bodily pain Body image Bowel & bladder function Bowel habits Breathing Choking Cognitive function Confusion-Bewilderment Constipation Cough Deglutition Deglutition disturbances Depression Depression-Dejection Diarrhoea Diarrhoea/Constipation Difficulty in swallowing Domestic environment Dry mouth Dumping Dysphagia Dyspnoea Eating Eating & drinking Eating restrictions Eating with others Emotion Emotional function Emotional problems (anxiety) Emotional well-being Employment status & finances Energy Esophageal cancer scale Extended family relationships Fatigue

General Health Global Evaluations Global QOL Global Satisfaction Global life satisfaction Hair loss Health perceptions Healthcare Orientation Heartburn Height Hoarseness Indigestion Information needs Insomnia Knowledge / communication Location of dysphagia Loss of independence Loss of weight Meal and snack frequency Medical Treatment

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Oesophageal surgery for cancer

Long list N=701

Literature of patient- reported outcomes Consultations & patient interviews National Audit Data 2010 (AUGIS) Review of patient information leaflets Literature review of clinical outcomes

Outcome domains N=67

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Death In-hospital mortality Operative mortality Death (domain) Post-operative mortality Overall mortality 30-day mortality Mortality Intra-operative mortality

An example – outcomes to domain

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Death In-hospital mortality Operative mortality Death (domain) Post-operative mortality Overall mortality 30-day mortality Mortality Intra-operative mortality

E.g. Outcomes to domain to item

Dying in hospital after the operation

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SCHOOL OF SOCIAL AND COMMUNITY MEDICINE 07/02/14

Why are single items needed?

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Conclusions

  • Surgical innovation – augmentation (simple)
  • Heightened time of caution / fiscal control
  • Rigorous assessment
  • Bristol NIHR BRC – evaluation methodology
  • Standardised outcome measures in ALL new surgical technology

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77

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SBRI RI Hea Healthcare lthcare

Karen Livingstone, National Director SBRI Healthcare

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SBRI Healthcare sbrienquiries@hee.co.uk 01223 928040 www.sbrihealthcare.co.uk @sbrihealthcare

The application process

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sbrihealthcare.co.uk

App pplicat lication ion Process

  • cess

www.sbrih sbrihea ealth lthca care re.c .co.uk

  • .uk
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sbrihealthcare.co.uk

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sbrihealthcare.co.uk

App pplicat lication ion Process

  • cess
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sbrihealthcare.co.uk

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sbrihealthcare.co.uk

Ass ssess essment ment Pha hase se Timelines melines

  • Close competition, noon on 6th September
  • Review compliance (Early September)
  • Assessment packs assigned and issued to Technical Assessors

(Early September)

  • Each application reviewed & scored by Technical (early

September)

  • Assessment of long-list applications at panel meeting involving

clinical leads (mid September)

  • Production of rank ordered list for interview (late September)
  • Interview panels to select final winners (October)
  • Draft and issue contracts (November)
  • Publish contracts awarded (November)
  • Feedback to unsuccessful applicants (throughout, but latest

November)

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  • 1. What will be the effect of this proposal on the challenge addressed?
  • 2. What is the degree of technical challenge? How innovative is the project?
  • 3. Will the technology have a competitive advantage over existing/alternate

technologies that can meet the market needs?

  • 4. Are the milestones and project plan appropriate?
  • 5. Is the proposed development plan a sound approach?
  • 6. Does the proposed project have an appropriate commercialisation plan and does

the size of the market justify the investment?

  • 7. Does the company appear to have the right skills and experience to deliver the

intended benefits?

  • 8. Does the proposal look sensible financially? Is the overall budget realistic and

justified in terms of the aims and methods proposed?

Assessment Cri riteria

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Key P y Poi

  • ints

nts to R

  • Rem

ememb ember er

  • Research and define the market/patient need
  • Review the direct competitor landscape and make sure you define your USP
  • Consider your route to market, what is the commercialisation plan? Do you know who

your customer will be, how will you distribute, how much will you charge for the product/service?

  • How will the project be managed (what tools will you use, how will the team

communicate etc)

  • Provide a clear cost breakdown
  • Make sure you answer all of the questions in sufficient detail
  • Try not to use too much technical jargon, sell the project in terms the NHS will

understand (outcomes, benefits to patients etc)

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Health Enterprise East - SBRI Healthcare Programme Management sbrienquiries@hee.co.uk

www.sbrihealthcare.co.uk @sbrihealthcare

Contact Us

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Karen Livingstone SBRI Healthcare National Director karen.livingstone@eahsn.org 01223 257271 Joop Tanis

Director SBRI Healthcare Programme

sbrienquiries@hee.co.uk 01223 928040 www.sbrihealthcare.co.uk @sbrihealthcare

Contact Us

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SLIDE 89

Kate Phillips WE AHSN kate.phillips@weahsn.net Andy Burroughs

Wessex AHSN

andy.burroughs@wessexahsn.net www.sbrihealthcare.co.uk @sbrihealthcare

For Application Support….

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SBRI RI Hea Healthcare lthcare

Any Questions?