uclpartners academic health science...
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Professor the Lord Ajay Kakkar, Chair, UCLPartners
Professor Sir David Fish, Managing Director, UCLPartners
Dr Charlie Davie, Director of UCLPartners AHSN
Clare Panniker, Chief Executive, Basildon and Thurrock University Hospitals NHS Foundation Trust
UCLPartners academic health science partnership
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11 higher education institutesand research networks
26 boroughs and local councils
23 healthcare organisations acute and mental health trusts; community providers
20 Clinical Commissioning Groups (CCGs)
What is UCLPartners?
Industry partnerships in research and translation of innovation into health and wealth
Six million population
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Local Enterprise Partnership – key challenge
• Working with the London Enterprise Panel, established by the Mayor of London
• Professor Stephen Caddick, Vice Provost (Enterprise), UCL, is the only academic representative on the Panel
• Key challenges of the panel: to compete with Boston and San Francisco; improve access to the NHS market to increase venture capital
• How UCLPartners is contributing: working with industry to co-create technology and devices; creating long-term partnerships with industry and giving confidence to entrepreneurs, e.g. through new business models andprocurement initiatives
• Other areas of joint working: MedCity, Care City, London Health Commission, three London AHSNs and preparing to enable the success of the Francis Crick Institute
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Bringing together formal designations under one umbrella and working with partners to:
• Discover new treatments and methods for
improving health
• Develop discoveries through clinical trials
• Implement changes at scale and pace across the
partnership
• Evaluate how the system is working and what can
be done next
• Educate the workforce and develop capabilities
• Use information to its best effect throughout
the system
Information
Education
Population
Defragmenting the pathway – an integrated journey to transform healthcare through innovation into practice
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Example: Use of Natalizumab for multiple sclerosis
DISCOVERY
Surrogate markers and
proof of concept studies
CLINICAL TRIALS
Phase 1-3 clinical trials
IMPLEMENTATION
Treatment received by
112,000 patients
EVALUATION
“Real world” evaluation
clinical impact and efficacy
CAPABILITY
Educational publications and clinical training
Relationships Patient pull Alignment Outcomes
• Health improvement: 66% reduction in relapse, 50% reduction in relapse-related disability• Example of potential for economic gain: Natalizumab sales generated $1.6bn for Biogen in 2012
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UCLPartners turnover
Value add to partner organisations
Value add to population
Business model
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Academic medical centre model for the AHSC
GOSH & UCL Child Health
QUEEN SQUARE HOUSE
BARTS CARDIOVASCULAR
CENTRE FOR CHILDREN’S RARE
DISEASE RESEARCH
INSTITUTE OF IMMUNITY & TRANSPLANTATION
MOORFIELDS / INSTITUTE OF OPHTHALMOLOGY
UCLPartners
UCLH CANCER CENTREUCL CANCER INSTITUTE
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Population reach and impact through the AHSN
nested in
AHSN
AHSC PARTNERS
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Specialist cancer and cardiac services
Barts Heart Centre Cancer Centre at UCLH
Benefits of improvements along whole pathway of care and to health economy: • 1,200 lives saved per year• Net present value gain of £94m• Globally competitive life sciences• International private practice
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Clinical trials
0
5,000
10,000
15,000
20,000
25,000
HarmonisationImpact of harmonisation on approval times: median permission time
North Thames Clinical Research Networkranks top nationally for recruitment (April to Aug 2014)
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Quintiles Prime Site far exceeds the company recruitment target
UCLPartners is the highest performer for Quintiles in Europe
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Investing in genomics
NHS England / GEL
Genomics Executive Board
Genomics Operations Team
GOSHLead trust
UCLH Moorfields NWLH RFH BH
UCLPartners Executive
(Partnership Board) then to
UCLPartners Board
Proposed governance structure of UCLPartners North West Genomic Medicine Centre
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200
400
600
800
1000
1200
1400
UCLPartners Cambridge and NewcastleUniversities
DNA samples provided in Genomics England Rare Diseases Pilot (3 sites)
1300
700
• UCLPartners, Cambridge and Newcastle Universities were the original partners in the Genomics England Rare Diseases Pilot
• UCLPartners contributes 68% of the national sample
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Supporting people in London’s growth boroughs
In Newham, UCLPartners is supporting:
• Academic development of local people with £2m investment from Newham CCG and UCLPartners support to assist in the transformation of primary care
• Establishment of an academic centre for health improvement science at the Sir Ludwig Guttmann Centre (the Olympic Medical Centre): potential scaling across London
• Improvements in local health priorities through programmes on diabetes, cardiovascular disease, low birth weight babies and quality and capacity in primary care with a focus on health behaviours and inequalities
• Children’s resilience through a mental health programme for young people, which has won £500k Big Lottery bid (with potential for £10m over five years)
• University development in the Olympic park in potential collaboration with pharma
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Supporting people in outer north east London
• Supporting an innovative pilot primary care practice in Barking, Havering and Redbridge – delivering what matters most to 1,000 patients with most complex care needs
• Care City – supporting local training and apprenticeships, informatics and industry
• Life Study – largest ever cohort study of 80,000 children from birth to adulthood at Queen’s and King George hospitals, collaborating with CCG and other care providers
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Better health and
wealth
Improving education & employment outcomes in adolescents
Supporting workplace health and wellbeing
Getting people back
to work
Mental health issues affect 1 in 4 people in England and have implications for employment
Individual productivity
UK plc
Business productivity
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More effective and efficient care
for patients
New business model – shared risk, co-created, implemented
One-off seed funding of £30,000 to Concentra
£30,000 to purchase platform
£10,000 profit
If this was rolled out across all local authorities
total savings could be £15.2m plus recurrent
annual savings of £11.5m
UCLPartners and SME
(Concentra)
Client
Investment Value
£100,000 saving (based on cost of
alternative platforms)
37.5% profit to Concentra
37.5% profit to UCLPartners
25% for product maintenance
Recurring staff cost savings of
£76k pa
Costs of £20,000 per
product
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Innovation in informatics and data science
Our approach to informatics
• Connect the existing strengths the partnership has
• Support partners to create a model of innovation that will save lives, transform services for patients and create value for organisations
• Develop educational programmes for our clinical workforce
• Expand industry partnerships
Encouraging systemic innovation
• UCLPartners is co-applicant and core partner of theonly UK bid for the €600 million Knowledge Innovation Community in Healthy Living and Active Ageing – integrating Education, Research and Business
• Aiming to create sustainable health systems across Europe, ready to tackle the challenges of our ageing population
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Quality and safety
• Value-based strategy based on Michael Porter’s work• Patient Safety Collaboratives• Sign up to Safety campaign• Partnership programmes are saving lives:
• Collaboration across 15 trusts is reducing cardiac arrests in hospitals by up to 50% by identifying and responding to deteriorating patients
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•Clinical Effectiveness Group model = 10% OACs over 2 yrs.
Diffused to Camden in 6
months
•9% OACs
•Avoided 5 strokes pa
•Saves £60k pa NHS costs
Stage 2 bid for £500k to take to four more
CCGs •>10% OACs
•Avoid >50 strokes pa
•Saves >£600k pa NHS costs
•Saves >£1m pa social care costs
UCLPartners diffuses
across the partnership
•Avoid 700 strokes pa
•Saves £8.4m pa NHS costs
•Saves £16m pa indirect social care costs
Estimated impact
UCLPartners wide
Atrial fibrillation – working together to save and improve lives
Pharma
NICEMed Tech CCGs
SCNsProviders Universities
Patient groups
Atrial fibrillation community of interest
Local authorityAHSNs
NIC
CEG
Stroke avoidance savings ref: Hunter et al 2013
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Quality and value
We must replace today’s fragmented system, in which every local provider offers a full range of services, with a system in which services for particular medical conditions are concentrated in health-delivery organizations and in the right locations to deliver high-value care.
Prof Michael Porter, HarvardUCLPartners conference, City Hall, 2012
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