West Midlands Academic Health Science Network Business Plan 2017/18

Transcription

1 West Midlands Academic Health Science Network Business Plan 2017/18

2 TABLE OF CONTENTS LIST OF ABBREVIATIONS. 4 INTRODUCTION... 6 OUR MISSION OUR APPROACH. 11 OUTCOMES SUPPORT FROM REGIONAL TO INTERNATIONAL LEVEL MEMBERSHIP PLANS. 13 WMAHSN MEMBERSHIP 14 WMAHSN MEMBERSHIP COLLABORATIONS AND NETWORKS 14 THE WEST MIDLANDS PATIENT SAFETY COLLABORATIVE.. 14 WELLNESS AND PREVENTION OF ILLNESS NETWORKS 15 LONG TERM CONDITIONS NETWORK THE MENTAL HEALTH INNOVATION NETWORK 16 THE PERSON-CENTRED CARE NETWORK. 16 WMAHSN PROGRAMMES. 16 THE VALUE OF WMAHSN MEMBERSHIP FOR NHS ORGANISATIONS 16 THE VALUE OF WMAHSN MEMBERSHIP FOR ACADEMIC INSTITUTIONS. 16 THE VALUE OF WMAHSN MEMBERSHIP FOR INDUSTRY.. 17 WMAHSN PREMIUM MEMBERSHIP 17 WMAHSN INNOVATION AND ADOPTION SERVICE 17 WMAHSN PREMIUM DIGITAL HEALTH AND DATA SERVICE.. 18 WMAHSN PREMIUM PERSONALISED MEDICINE SERVICE. 19 TASKS. 19 WMAHSN PRIORITY LEADS.. 19 Promotion of Wellness and Prevention of Illness Lead 20 Long Term Conditions Lead. 20 Mental Health, Recovery, Crisis and Prevention Lead 20 Lead for Promoting the Use of Advanced Diagnostics, Genomics and Precision Medicine.. 20 Patient Safety Lead 21 WMAHSN KEY SERVICE PROVIDERS/KEY DELIVERY AGENTS 21 Membership Innovation Councils 21 Page 2 of 36

3 Innovation and Adoption Programme Manager 22 Digital Health and Data Ambassadors 22 Personalised Medicine (Genomics) Ambassadors.. 22 WMAHSN EXECUTIVE 23 Managing Director.. 23 Commercial Director.. 23 Business Managers Patient Safety Collaborative Programme Manager.. 24 Head of Communications and Engagement.. 24 Operations Officer.. 25 Innovation and Adoption Programme Manager 25 Opportunities and Programmes Coordinator. 25 Membership Coordinator.. 25 Office Supervisor 26 Team Administrator 26 KEY DATES, TIMINGS AND METRICS 26 APPENDICES 30 Appendix 1. Outline of PSC 17/18 action plan and planned additional resource requirements.. 30 Appendix 2. Headline Successes to Date. 32 Appendix 3. Planned Investment 2017/18 33 Appendix 4. Examples of WMAHSN Category A, B and C programmes 35 Page 3 of 36

4 LIST OF ABBREVIATIONS AAR AF AQuA AHSN BuMPS CCG CLAHRC EIT EU GDE GeCIP GMC HEE HF HR IT ITM IP LEP LDR LFE LTC MIC MHIN NHS NHSE NHSI NIA OLS PAS PSC QI Accelerated Access Review Atrial Fibrillation Advancing Quality Alliance Academic Health Science Network Birmingham and Solihull United Maternity and Newborn Partnership Clinical Commissioning Group Collaborative for Leadership in Applied Health Research and Care European Institute of Technology European Union Global Digital Exemplar Genomics England Clinical Interpretation Partnership Genomics Medicine Centre Health Education England Human Factors Human Resources Information Technology Institute of Translational Medicine Intellectual Property Local Enterprise Partnership Local Digital Roadmap Learning from Excellence Long Term Conditions Membership Innovation Council Mental Health Innovation Network National Health Service National Health Service England National Health Service Improvement National Innovation Accelerator Office of Life Sciences Patient Administration System Patient Safety Collaborative Quality Improvement Page 4 of 36

5 RAID RCGP SBRI SME SLA SPACE STP Team STEPPS TECS TFG UK WM WMAHSN WMCA WMGMC Rapid Assessment Intervention and Discharge Royal College of General Practitioners Small Business Research Initiative Small and Medium Enterprise Service Level Agreement Safer Provision And Care Excellence Sustainability and Transformation Partnership Team Strategies To Enhance Performance and Patient Safety Technology Enabled Care Services Task and Finish Group United Kingdom West Midlands West Midlands Academic Health Science Network West Midlands Combined Authority West Midlands Genomics Medicine Centre Page 5 of 36

6 INTRODUCTION If you want to go fast, go alone; if you want to go far, go together In formulating this year s Business Plan the West Midlands Academic Health Science Network (WMAHSN) has taken account of the context in which it operates, how it has developed over its initial licence, what has been successful and what has been gleaned from challenges along the way. The plan is written with particular reference to Next Steps in the NHS Five Year Forward View, in regard to which the WMAHSN is already running programmes that align with the latest requirements and will carry forward this work into 2017/18. By doing so and using its now mature structure and functions the WMAHSN will continue to deliver against current objectives and help local Sustainability and Transformation Partnerships (STPs) with practical, realistic and regionally appropriate steps to sustain and improve care. At the same time the WMAHSN will prepare to undertake new or revised tasks that come with relicensing. Since its inception the WMAHSN s Priority networks have been extremely effective in bringing together regional expertise to help understand and shape the pull for innovation and improvement and to align and push solutions that address these areas. The WMAHSN is particularly effective in creating the environment in which collaboration and partnerships flourish, innovate and improve. WMAHSN also works closely with the other 14 AHSNs as part of the national AHSN movement, in particular supporting the National Innovation Accelerator (NIA), contributing to the AHSN Atlas of Innovations, supporting calls by the Small Business Research Initiative (SBRI) and working more locally, either with counterparts in the Midlands and East AHSN Alliance or by exploring opportunities with other neighbouring AHSNs. WMAHSN remains alive to emerging policy and initiatives and has continually developed its structures and processes to ensure alignment with: The Five Year Forward View (and further direction that has followed) The establishment of new entities such as NHS Improvement (NHSI), Patient Safety Collaboratives (PSC), STPs, Local Digital Roadmaps (LDRs), and New Models of Care Vanguards Restructuring of Health Education England (HEE) and its transformation theme The Accelerated Access Review (AAR) and the Government s Green Paper on Building Our Industrial Strategy The devolution agenda, including the Midlands Engine and the establishment of a West Midlands Combined Authority (WMCA). WMAHSN supports these initiatives and employs a membership model in which the West Midland s life science and healthcare industries, its NHS/Local Authority providers and commissioners, the regional academic/educational institutions and third sector organisations benefit through automatic enrollment. The cost of WMAHSN Membership is covered by NHSE for the duration of the WMAHSN s licence. WMAHSN members may also elect to subscribe for additional, premium services (see later). Page 6 of 36

7 The initial priorities for the WMAHSN were determined through extensive, initial stakeholder engagement. These have evolved into ones that resonate with many elements of Next Steps in the NHS Five Year Forward View. Those priority areas are: Wellness and prevention of illness Long term conditions; a whole system, person-centred approach Mental health; recovery, crisis and prevention Advanced diagnostics, genomics and personalised medicine Patient safety and quality improvement The WMAHSN has developed highly effective structures and functions to deliver against its objectives. Of particular note, it has collaboratively designed, then introduced, promoted and encouraged use of Meridian, a highly capable and resourceful online Innovation Exchange that achieved Silver Accreditation with Ideas UK within 6 months of its launch. Meridian affords an unrivalled level of capability as an AHSN innovation exchange. It is dynamic and offers particular strengths and advantages in being able to run and marshal challenges, to identify potential innovative solutions, to signpost where necessary, as well as affording the opportunity for those who wish to exploit a suite of Premium Membership tools that were specifically designed and packaged to promote the adoption and spread of innovation. Meridian s all round capability matches what is likely to be required to support Accelerated Access Partnerships as advocated in the AAR. WMAHSN is thus well placed to support these ambitions, in particular with regard to supporting adoption and spread of digital, diagnostic and med tech innovations. The WMAHSN has reinvigorated its original sub-regional Spoke Councils as Membership Innovation Councils (MICs). These are working exceptionally well and have identified distinct, separate, clinical challenges that are pertinent to Next Steps in the NHS Five Year Forward View, and for which innovative solutions are actively sought or developed by their respective Task and Finish groups. Current, active topics include: improving prevention of strokes through better identification and management of atrial fibrillation (AF); reducing the incidence of Type II diabetes; preventing alcohol/substance-related harm and using tools to achieve better self-care. These MICs offer a route through which STPs can seek innovations or support to meet their challenges and their work is significantly enabled and enhanced by the capabilities inherent within Meridian. The WMAHSN also continues to support the West Midlands Genomics Medicine Centre (WMGMC) with a particular interest in the enormous potential of the service transformation openings that the 100,000 Genome project will generate. At the foundation of the WMGMC, the WMAHSN secured the support of all 18 acute provider trusts in the region. As well as playing a vital role in the recruiting of patients and collection of samples for the 100,000 Genome project, these trusts have all since benefited from the introduction of GENIE, interoperable, fully PAS integrated software to track patients records across the GMC. They are now benefitting further from the procurement and roll out in 2017 of a Regional Image Sharing Platform that will help staff looking after patients in all participating trusts to view digital images from across the entirety of the WMGMC, bringing improvements to care (including safety), and at the same time improving staff morale and patient satisfaction. Page 7 of 36

8 The WMAHSN s Patient Safety Collaborative (PSC) has a number of significant capability programmes and is running several specific safety improvement programmes. Dr Mike Durkin, National Director for Patient Safety at NHSI, visited the PSC in 2016 and was extremely positive about its progress and impact. He emphasised that the PSC should concentrate on areas of strength, particularly those relating to wider safety culture, resilience and Safety II 1, and continue work within care settings such as community trusts, care homes and GP surgeries. Whilst the PSC has yet to realise its full level of ambition, an action plan has been drawn up for additional staff to deliver more objectives during the next 12 months. This initiative forms a specific part of this 2017/18 WMAHSN Business Plan (see Appendix 1). As well as the work of its PSC in spreading improvement and safer practice, the WMAHSN operates in a region that is home to a combination of test beds and vanguards, which can call on the AHSN for support. Other initiatives also present new openings, such as that to establish Global Digital Exemplars (GDEs). WMAHSN will work with the region s 3 local GDEs 2 to develop a Digital Health and Data Service, and will support this with a cohort of Digital Health Ambassadors, based on the successful Ambassador model that has worked so well for the WMGMC, with the intention of helping members become successful fast followers in the field of digital maturity and growth. Geographically, the WMAHSN is well placed to work with its members and with the many centres of excellence within the region. The WMAHSN s main offices are in a central hub at the Institute of Translational Medicine (ITM) in Edgbaston, with networks extending across the whole of the region. The ITM is itself a beacon for an integrated approach that spans discovery, development, validation, implementation into clinical practice and ultimately evaluation, thereby completing the full circle of translational medicine. In addition the WMAHSN has acquired office facilities at icentrum on the flagship Birmingham Innovation campus in Aston where we have invested in the creation of the Serendip Digital Health Quarter. These offices enable co-location of functional teams across two inspirational sites, with WMAHSN corporate functions, patient safety and improvement based in Edgbaston, and the innovation and adoption and commercial arms in Aston. The presence of the latter in Aston means we are also able to provide regular WMAHSN expertise, advice on access to funding, networking and collaboration opportunities for up to 10 digital health start ups in the premium office space that our Serendip Digital Health Incubator supports 3. 1 Safety II incorporates a novel approach to maintaining safety in the working environment. 2 One Acute digital exemplar University Hospitals Birmingham NHS Foundation Trust; 2 x Mental Health digital exemplars (Birmingham and Solihull Mental Health Foundation Trust and Worcestershire Health and Care NHS Trust). 3 Some of these start ups are proving extremely innovative and promising see BQ 2 Magazine, West Midlands special report on Life Sciences and Healthcare, published April Page 8 of 36

9 Indeed, since its beginning a key objective of the WMAHSN has been to champion the wealth of talent and local potential, not just of digital Small and Medium sized Enterprises (SMEs) but the whole of the region s life sciences and healthcare industry. The importance of this was recently reinforced in Next Steps in the NHS Five Year Forward View. WMAHSN has always recognised that the economic power and potential of regional NHS organisations is huge. As the largest single employer in England, the NHS has 126,000 staff in the West Midlands alone. Some Trusts (such as University Hospital Coventry and Warwick) have created over 200 jobs in recent years; others (such as University Hospitals Birmingham NHS Foundation Trust) have a turnover in excess of 700M, whilst the 22 Clinical Commissioning Groups (CCGs) in the region have an annual aggregate budget in excess of 9.5Bn (cf Jaguar Land Rover, the UK s largest car manufacturer, which operates out of the West Midlands and has a turnover of 22Bn, albeit with a workforce that is only 37,000 strong). In short, the life sciences and healthcare industry in the West Midlands is an area that is rich in potential, able to trial, translate and take up innovation to improve the health, lives and productivity of its resident population as well as generating employment and increasing turnover and profitability of SMEs. It is a region in which the Gross Value Added by the life sciences and healthcare industry is already considerable and of even greater potential. Recognising both that scale and potential, the WMAHSN therefore launched a Seven Point Growth Plan for the West Midlands in 2014, with benefits to regional NHS, academia and life sciences as its focus. Over the past twelve months, in addition to establishing the Industry Gateway and launching the Innovation and Adoption Service, Meridian, and an SME Innovation Fund, as part of the work on building on existing strengths and partnerships to establish a cohesive system of translational research and development the WMAHSN has been working with Local Enterprise Partnerships (LEPs) and Local Authorities to describe the West Midlands offer, promoting the region nationally and internationally as the place to invest and deliver life sciences and healthcare innovation. Particular funding opportunities from which local businesses have benefited include the WMAHSN s own Innovation Fund 4 for SMEs and the Headstart and Proof of Concept Awards from the EU-funded Health Knowledge and Innovation Community 5. During the last year these funds also included a Creative England Regional Growth Fund that was managed on their behalf by WMAHSN in conjunction with Heart of England NHS Foundation Trust. Through these mechanisms and others, 300 businesses in the West Midlands have already been supported by WMAHSN. The AHSN will continue to support companies estimated at up to 400 by the end of the licence period while continuing to be guided by industry representatives on the priorities for adoption and procurement. 4 The SME Innovation Fund is administered in partnership with Mercia Fund Management and exists to grow spin-outs to improve healthcare services, particularly those that operate in the areas of WMAHSN priorities. 5 This EU initiative can award grants of 50,000 for healthcare innovations that support our wellness and prevention of illness priority. Page 9 of 36

10 As part of its support to the region the WMAHSN has also secured involvement and investment from Europe and other sources into regional health programmes, with 15.6M of investment leveraged so far, with the total potentially growing to 20M by the end of the licence period. In order to be proactive in attracting, developing and rewarding the best talent in life sciences and healthcare, WMAHSN is influencing the skills agendas, working through its industry gateway to develop skills support, training, traineeships and apprenticeships. WMAHSN programmes have so far safeguarded 68 wte (whole time equivalent) jobs and created 33 wte jobs, but WMAHSN estimates that this will grow to 100 jobs safeguarded and 50 created by the end of the licence. In terms of productivity, WMAHSN has also helped to achieve 35.8M of regional savings, a figure estimated to approach 50M by the end of the licence period. WMAHSN will therefore continue to adhere to this plan and to deliver on its objectives, and promote and champion the West Midlands life sciences and healthcare sector to investors and customers. It will do so not only locally but also on the national and international stages, such as it did recently in Texas where it helped West Midlands companies to gain market access for products, and through attendance at Arab Health in Dubai, as a result of which it is hoped there will be further successes for our regional firms in the Middle East. Looking forward, the WMAHSN will soon work with the Association of British Healthcare Industries and promote opportunities for West Midlands enterprises on a digitally focused mission to California. In terms of development, the WMAHSN is also committed to constantly increasing its efficiency and effectiveness and the 2016 AHSNs YouGov Survey showed significant improvements. We have used the results, along with data from our Meridian Innovation Exchange, to identify where we can further enhance the value we offer to members. The areas include strengthening engagement with stakeholders, in particular with NHS and local government commissioners, greater involvement with STPs, offering further support to LDRs and working with Vanguards, as well as continuing to promote the AHSN more widely. Central to the agenda will be building on our partnerships with Clinical Networks, Senates, Clinical Research Networks, Public Health, the CLAHRC, Social Services and HEE to ensure we work with all agencies in a coordinated and complementary manner and to understand how we can promote even closer collaboration, add further value, and maximise health and economic benefits in the West Midlands and beyond. Thus, WMAHSN promotes the adoption and spread of innovation in the region and beyond whilst stimulating health improvement, NHS savings, jobs and investment across the entire local area. All this has been achieved through extensive and inclusive networks, services and programmes and initiatives such as the Genomics ambassador model. By maintaining our original vision, by responding to feedback, and by adapting our structure and ways of working, the WMAHSN has achieved significant success. The impact in delivering health improvements, transforming services, and levering inward investment into the region are illustrated at Appendix 2 (Headline Successes to Date). Page 10 of 36

11 These various means will therefore continue to be the primary delivery vehicles for the WMAHSN as this review of context has permitted us to concentrate our resources and effort in reinforcing success whilst at the same time learning from experience. The WMAHSN and its PSC will carry forward this approach into 2017/18. In particular, it will build on and reinforce success and use this as its principal focus for the future. OUR MISSION We drive co-operation and collaboration between health and care organisations, academia, business and citizens to accelerate adoption of proven innovation to improves the region s health and wealth and we champion and encourage a vibrant West Midlands life sciences ecosystem to create opportunities and attract inward investment. OUR APPROACH During 2017/18, our approach will be centred on the 5 established WMAHSN priorities listed above, with emphasis on: Outcomes - health and economic benefits resulting from the adoption of innovation Support for members and partner organisations being achieved at regional, supraregional, national and international levels WMAHSN Membership affording access to: o Patient safety and quality improvement services o Networks and Collaboratives o WMAHSN Programmes o The WMAHSN Meridian Innovation Exchange WMAHSN Premium Membership incorporating all the above membership offers plus support from: OUTCOMES o The Premium Innovation and Adoption service o The Premium Digital Health and Data services o The Premium Personalised Medicine (genomics) services o Access to Premium Facilities of the Meridian Innovation Exchange The WMAHSN helps its members by addressing the continuing challenges and exploiting opportunities which arise across the three core domains of adoption of innovation, quality improvement and economic growth. Successes are gauged by ourselves, our members, our investors and partner organisations in terms of measurable health or wealth gains: HEALTH People living more active and healthy lives in their own homes and communities, thereby preventing or delaying the onset or impact of illness People with physical or mental health problems receiving high quality health and social care, whether through primary, secondary, community or self-care Page 11 of 36

12 WEALTH Reducing the cost of delivering care and maintaining wellbeing Attracting investment into the region s life science industry, health and social care sector and academic institutions Improving the economic circumstances of West Midlands citizens through the health and care gains outlined above Our metrics will be aligned to the above, but process and activity measures will also be important in monitoring and assuring delivery of these outcomes. As well as adhering to recognised standards of project and programme management, we will record and report on activities that are critical to delivery, such as the participation of patients, citizens, professionals and organisations in WMAHSN-led activities; practical support given to members; and the reach and impact of our communications via means such as newsletters, social media feeds and events. These various measures will be captured and shared through our reporting to NHSE (through a Matrix of Metrics ), as well as in communications to our Board, our MICs, our networks, members and other stakeholders. During 2017/18 all of the work that WMAHSN carries out on behalf of its members (NHS, local authorities, industry and academia) and its funders (NHSE, NHSI or Government) will continue to be underpinned by metrics that we plan to develop further into member and funder communications to demonstrate the considerable value of the AHSN membership through our work at regional, supra-regional, national and international levels. In delivering these outcomes, WMAHSN will continue to employ its proven system of networks, services and programmes for each of which a budget for 2017/18 is outlined in Appendix 3. SUPPORT FROM REGIONAL TO INTERNATIONAL LEVEL Whilst executing its Mission and delivering the outcomes, WMAHSN will operate for the benefit of its members from the regional through to the international level. WMAHSN REGIONAL SUPPORT At a West Midlands level, through the three WMAHSN MICs, we offer targeted support and engagement for all of the region s STPs, and will create specific task and finish groups to create programmes that can address challenges in STP plans within MIC footprints. This will be helped by reference to our in-house STP Data Packs, developed during the last year by the WMAHSN s Long Term Conditions (LTC) Network, and which complement RightCare data. We also plan to develop new Test Bed proposals for this financial year and continue to support our existing Test Bed with the adoption and spread of innovation arising from its important work. WMAHSN will continue to engage at a health and economic level with the WMCA and the regional LEPs, in particular assisting on agendas covering skills, mental health and life science innovation. Page 12 of 36

13 In 2017/18 we will build on our work with stakeholder networks with joint initiatives being developed with the local Clinical Networks and Senate, HEE, the West Midlands Clinical Research Network, the local CLAHRC and with Public Health Birmingham (with whom we are creating a joint post to work on self-care and prevention). WMAHSN SUPRA-REGIONAL SUPPORT At a supra-regional level, on behalf of its members, the West Midlands AHSN will continue to develop closer ties and joint initiatives across two of its borders with AHSN sister networks in the East of England and East Midlands as part of the Midlands & East AHSN Alliance; and through close working and collaboration with Oxford AHSN on a range of topics including diagnostics, digital health, sustainability and innovation support to SMEs. Working with our colleagues in academia and industry we will explore the opportunities for additional investment in health care and life sciences as a sector through the Government backed Midlands Engine initiative, where we and other AHSNs feel that there are opportunities to increase activity and investment, particularly in translational medicine, accelerated access to technology, trauma medicine and rehabilitation. WMAHSN NATIONAL SUPPORT At a National level the WMAHSN works on behalf of its members and we plan for 2017/18 to continue to work with the other fourteen AHSNs on further developing and promoting national approaches and initiatives, such as the NIA, the Innovation and Technology Tariff, the SBRI pre-procurement programme, and the AAR for medical devices, diagnostics, pharmaceuticals and digital health. We will also continue to support national programmes on AF, diabetes and medicines optimisation and be prepared to look at newer initiatives such as innovative, beneficial use of biosimilars. WMAHSN INTERNATIONAL SUPPORT The WMAHSN will continue to explore opportunities that international markets offer to our regional stakeholders. Trade missions and international partnership opportunities will continue to bring value to our members through developing new export routes and revenue streams. MEMBERSHIP PLANS 2017/18 In 2017/18 two distinct membership categories will continue: WMAHSN Membership WMAHSN Premium Membership (previously Enhanced Membership) Members of both categories can use the Meridian Innovation Exchange, which is central to how WMAHSN delivers value for all members and stakeholder networks, but with Premium members having access to an enhanced level of Meridian capability and extra tools designed to give them a cutting edge and afford them a greater return on investment. Premium members will also enjoy additional benefits of a Premium Innovation and Adoption Service, a Premium Digital Health and Data Service, and a Premium Personalised Medicine Service. Page 13 of 36

14 WMAHSN MEMBERSHIP Through our WMAHSN Membership model we will deliver a return on investment as part of our NHSE/NHSI licence, concentrating upon innovation and adoption in our five priority areas. WMAHSN Membership will be 100% subsidised by NHSE/NHSI and open equally to NHS, academia and industry. It includes access to our Meridian Innovation Exchange, with which we focus on the needs of the region s population and articulate those needs through the development of campaigns that describe the requirements to partners who can assist in overcoming these challenges. We also have a focus on supporting the wider adoption of innovation and constantly share evidence-based innovations that could improve health or create wealth for the region. Once in the system, challenges and innovations are reviewed, supported and filtered in relation to our priorities, with appropriate signposting if they are not relevant to current plans. Those that meet the criteria can be supported further through our networks, services, MICs and, ultimately, the WMAHSN Board. Successful campaigns and innovations provide case studies, programmes of work and examples of proven solutions that can be adapted and adopted at pace and scale to provide tangible benefits and outcomes. WMAHSN Membership affords access to networks of excellence and best practice around the WMAHSN s five priorities. This includes access to safety and improvement networks and programmes which in turn provide members with improvement tools and methodologies. WMAHSN MEMBERSHIP COLLABORATIVES AND NETWORKS For our two memberships we will provide specific networks, services and programme activities relating to our priorities. We recognise that our networks, services and programmes activities will often support more than one priority, i.e. that a network relating to a particular priority will be expected to support the objectives of the others. Collaboratives and networks are an essential component of the WMAHSN as they ensure that we constantly reflect on the needs of our population and respond to changes across the local health economy. WMAHSN collaboratives and networks are utilised in the process of surfacing unmet need and prioritising innovations for wider adoption in support of the Meridian health exchange processes. Each will include representation from health and academia; each will support engagement of the third sector and industry via approved suppliers and patients will be engaged through the Person-Centred Care network. THE WEST MIDLANDS PATIENT SAFETY COLLABORATIVE Our PSC will continue to nurture and support a region-wide network focused on the improvement of patient safety across care settings, enabling sharing of best practice as well as innovation in patient safety. The PSC approach is to: Continually support and develop the wider West Midlands safety network Support communities of practice around specific areas of safety Build capability in safety techniques (linked to improved safety culture) Employ specific collaborative programmes to test safety improvements on the ground in mixed care settings, evaluating their impact and sharing learning across the wider safety network. Page 14 of 36

15 West Midlands PSC will support healthcare organisations in the West Midlands with four key capability-building approaches in 2017/18: Supporting teams in the West Midlands who have introduced the Learning from Excellence (positive incident reporting) approach to further develop and embed the technique (appreciative inquiry training) Supporting provider Boards to develop capability around the measuring and monitoring of safety (the Vincent framework) in collaboration with AQuA Leading the recruitment of colleagues from the West Midlands with quality improvement skills into the next wave of the UK-wide Q Community (a network of quality improvers supported by NHSI and the Health Foundation) Delivering further human factors training to staff across the region, taking a wider view of human factors including systems design. WELLNESS AND PREVENTION OF ILLNESS NETWORKS Prevention and the use of digital health technologies is a recurring theme through all West Midlands STPs and a key focus of our own MICs as well as our LTC and Mental Health networks and resonates with the work of the Person-Centred Care network. Hence, this Priority is a central pillar of our delivery and will be enabled through our Wellness and Prevention networks, led by a Prevention Lead and supported by a new dedicated post, joint-funded between WMAHSN and Birmingham City Council s Director of Public Health. These networks also link with the European Institute of Technology (EIT) Health networks on innovation and education and the urgent care network for the West Midlands. A key component of the wellness and prevention of illness priority will be its close working and interaction with the Digital Health and Data service as a lot of innovation in this priority is driven by the capacity of mobile health, digital health, and by open and big data. Each wellness and prevention network will address their main themes and incorporate our key requirements of industry engagement and third sector development through approved suppliers. THE LONG TERM CONDITIONS NETWORK This Network will continue to bring together organisations and individuals with expertise and ambition in supporting better health and care (including self-care) for people with chronic disease in areas such as cardiovascular disease (AF, hypertension), kidney disease, respiratory disease (e.g. Chronic Obstructive Pulmonary Disease), Type 2 Diabetes, musculoskeletal ill-health, and those with multi-morbidities including those who also have dementia. Working in partnership with the WMAHSN Digital Health and Data Service, the LTC Network will build on its successful work in developing Technology Enabled Care Services (TECS), focusing on the use of telehealth and telecare to improve individuals capacity to take more control over their health and wellbeing, encouraging better primary and secondary prevention as well as improved self management of conditions and thereby reduce pressure on clinical services. The LTC Network will support engagement with STPs through its data packs that have been designed for each of these new footprints in order to complement intelligence provided by RightCare. Page 15 of 36

16 THE MENTAL HEALTH INNOVATION NETWORK Within this priority, the primary focus will be to develop the Mental Health Innovation Network (MHIN) to identify innovations from within the West Midlands, from other AHSNs and from international initiatives, and to drive their spread across the region and beyond. The MHIN will be mandated to cover their main network themes as well as to engage industry and the third sector through our approved suppliers. THE PERSON-CENTRED CARE NETWORK This network will bring together patients/citizens with all of WMAHSN clinical and system priorities to engender a co-created (Patient Public Involvement) methodology across our networks, services and programmes. The network will provide important input into the Meridian Innovation Exchange activities. WMAHSN PROGRAMMES Programmes that the WMAHSN develops are a targeted approach to delivering license commitments in adopting innovation and reducing variation in health outcomes. They may be one of 3 types: Category A. Programmes against which we invest NHSE/NHSI licensed resources. Category B. Programmes for which we secure additional external investment Category C. Programmes we support through our core team activities with a view to attracting additional resources. Examples of Category A, B and C programmes are at Appendix 4. THE VALUE OF WMAHSN MEMBERSHIP FOR NHS ORGANISATIONS The WMAHSN Meridian Innovation Exchange ( will help organisations to develop a challenge led approach to innovation, improvement, quality and safety. By providing optimal solutions to system challenges, it will allow for sharing of proven innovations and help organisations understand and address the barriers to implementing innovations by sharing knowledge and expertise across sites. For NHS organisations, WMAHSN Membership will produce tangible benefits by increased innovation adoption and the identification of cost effective pathways, as well as access to our expert specialist advice. WMAHSN Membership affords organisations the support to translate research and development into economic benefits, distribute knowledge, ideas and successes across organisations and sectors, and share and learn lessons from regional test beds and living labs. WMAHSN Membership will also drive up quality and improvement, including patient safety, via the work of the regional PSC. THE VALUE OF WMAHSN MEMBERSHIP FOR ACADEMIC INSTITUTIONS Members will be provided with access to our Meridian Innovation Exchange that will help institutions showcase their innovations and collaborate with industry and the NHS in developing optimal solutions to system wide challenges. We will share proven innovations and exchange knowledge and expertise across multiple sites. For academic institutions, the WMAHSN will help to realise tangible benefits through the translation of academic research and its development into commercial opportunities as well as into practice in a healthcare setting. Page 16 of 36

17 THE VALUE OF WMAHSN MEMBERSHIP FOR INDUSTRY Members will be provided with access to our Meridian Innovation Exchange that will help Industry develop optimal market-ready solutions and construct adoption strategies that increase revenue. WMAHSN Membership will help industry collaborate with the NHS, its clinical experts and academia on innovation challenges and help them to match their innovations to NHS challenges, helping industry to understand and address the NHS s barriers to adopting innovations. For Industry, the WMAHSN Membership will produce tangible benefits through increased collaborative activities, the identification of potential new markets, new patients or technology pathway approaches. It will allow for access to specialist advice, raise companies profiles and promote their services. In addition, WMAHSN Membership will help to find potential investors, provide potential funding routes and access national and international research, development and collaborative innovation opportunities. WMAHSN PREMIUM MEMBERSHIP An annual subscription for Premium Membership affords a more intensive and targeted offer that includes access to the following three unique services in addition to all of the benefits of the above WMAHSN Membership offer. WMAHSN PREMIUM INNOVATION AND ADOPTION SERVICE This service will provide enhanced Innovation Exchange access, which, along with all of the standard features, includes the ability for the Premium member organisation to create their bespoke innovation exchange environment in which they can manage their own campaigns and interactions. The Premium Innovation and Adoption service will include a full MidTECH intellectual property (IP) service, providing full IP evaluation, protection and commercialisation services. The Innovation and Adoption Service will also provide Premium members with a suite of adoption tools, guides and templates developed by WMAHSN and GE Finnamore that will assist Premium member organisations in constructing business cases for the commissioning and procurement of innovation into service. In addition, WMAHSN will help to identify financial support for NHS and academic Premium members, assisting them in finding new sources of public and private sector investment in their organisations in order to support innovation and adoption activities. The WMAHSN Premium Innovation and Adoption Service will provide an industry liaison support function through the WMAHSN industry gateway supplier, Medilink West Midlands. Premium members will have access to an industry triage service that searches and filters for industry collaborators or suppliers of innovative technologies and services that also include support and advice on regulation and compliance. In addition we will provide skills and workforce training development as part of the Premium members Innovation and Adoption Service through developing regional and local apprenticeships. As part of its Premium Innovation and Adoption Service, WMAHSN is also investing in the development of an Innovation and Adoption learning community with a series of Premium members-only workshops on a range of topics. WMAHSN also plans to develop and designate innovation fellowships for each Premium member organisation. Page 17 of 36

18 WMAHSN PREMIUM DIGITAL HEALTH AND DATA SERVICE While digital tools and the use of data are central to most organisations and industries, the NHS and the wider UK care sector have yet to lever their full benefits. The Wachter Review, published in September 2016, provided clear recommendations that resonate with our own experience and which support WMAHSN s approach. They were: The establishment of Global Digital Exemplars (GDEs) with targeted investment to help specific NHS organisations to become world class Developing a workforce of trained clinician-informaticists Sharing learning and experience between GDEs and other NHS organisations Our work to date has established a wide-reaching network of people from the NHS, the wider care sector, academia, industry and patient organisations. We already support NHSE and partner NHS organisations with the development of LDRs. We have a proven model (through our Premium Innovation and Adoption service, the Serendip Digital Health Incubator and our opportunities process) for establishing productive partnerships between the NHS and digital innovators, whether commercial, public or third sector. The challenge now is to provide a clear focus on driving improvements in infrastructure, interoperability, use of data and technology, and the capability and capacity of care and technology professionals, citizens and patients. The foundations exist, with WMAHSN s investment in Serendip, the successful implementation of the GENIE digital platform for genomics, and a Regional Image Sharing Platform currently being deployed as well as our support of NHS partners in applying to become GDEs (or to identify themselves as fast followers of GDEs). Digital Health and Data Ambassadors. As part of the Digital Health and Data service we plan to provide three sub-regional ambassadors based in the north, south and centre of the West Midlands region. They will provide: Support for the existing GDEs to identify solutions that address the challenge of becoming world class Support to fast followers and other Premium NHS members in rapid adoption of learning from GDEs Help for clinical, academic and technology professionals in Premium member organisations to develop their skills and capacity to drive digitally enabled improvements Help for industry and Premium member academic institutions to develop and deliver innovative solutions that meet the NHS s needs, resulting in the mainstream adoption of digital innovation. In addition, we will run a Digital Health and Data learning community. Based at and incorporating the services of the Serendip Digital Health Accelerator at icentrum, the learning community will be led by WMAHSN-funded Digital Health and Data Ambassadors and facilitate a number of workshops and challenge-led events designed to help STPs, LDRs, existing and future Chief Clinical Information Officers, academics and IT professionals to mutually develop their own and the region s capabilities. Page 18 of 36

19 Both the Digital Health Service and the Digital Health and Data Network will maintain and develop work already underway within other AHSN priorities such as TECS for people with long term conditions, and predictive analytics and other digital tools to support the RAIDPlus Test Bed. THE WMAHSN PREMIUM PERSONALISED MEDICINE SERVICE Personalised Medicine (Genomics) Ambassadors. Previously WMAHSN provided genomics ambassadors to the WMGMC to help establish the local delivery partner sites at regional provider organisations for the 100,000 Genomes Project. This has been successfully undertaken. We now plan to migrate the work of the sub-regional ambassadors towards the creation of Personalised medicine services for Premium members; turning the capacity created in the construction of the GMC into a service proposition for clinicians and patients in Premium member trusts, and also working with our academic Premium members on the creation of more GeCIP 6 programmes to utilise the research outcomes from the initial GMC work. The Personalised Medicine Learning Community. Based at the ITM the learning community will host a series of Premium members-only workshops and challenge-led events on a range of topics that will support provider and commissioner organisations to embed Personalised medicine and genetic medicine approaches into mainstream service. WMAHSN PRIORITY LEADS The Priority Leads will: TASKS Work with the WMAHSN Executive team to ensure a coordinated operational approach that delivers WMAHSN s in-year objectives for its networks, services and opportunities function, in line with extant direction from the WMAHSN board Embed social enterprises and industry into their networks Articulate Priority area needs on the Meridian innovation exchange and coordinate comment and feedback on Priority-related challenges. Deliver structured programmes for agreed proposals against set objectives (with explicit success criteria), and ensure their effective management, delivery, evaluation, dissemination and wider adoption, in accordance with this business plan Monitor progress and optimise cooperation between and across clinical priorities, system priorities and enabling activities Monitor resource consumption by constituent work programmes and, in collaboration with partner organisations, identify additional funding where required Work closely with the WMAHSN Opportunities and Programmes Coordinator to maintain the 2017/18 Matrix of Metrics that supports delivery of this plan. 6 The Genomics England Clinical Interpretation Partnership (GeCIP) is the way that funders, researchers, trainees and clinicians will collaborate forming a community of disease-specific and functionspecific domains. The aim is to analyse and constantly refine the clinical interpretation of the 100,000 genomes dataset. Page 19 of 36

20 Furnish the WMAHSN Head of Communications with information to populate communications plans that publicise the achievements of the WMAHSN networks and services and demonstrate the return on investment of WMAHSN programmes. Promotion of Wellness and Prevention of Illness Lead identify opportunities arising out of UK vanguards and test beds and from EIT health programmes, and deliver a regional network that collaborates with partner organisations to promote and encourage wellness and individual personal health management, thereby enabling increased productivity and improved quality of life in the West Midlands. In particular, work with regional Local Authorities, Public Health England and the preventive elements of the Long Term Conditions clinical priority, the Mental Health clinical priority and the Person-Centred Care network to exploit areas of mutual interest and achieve greater regional benefit. Long Term Conditions Lead deliver a network and a series of events that create in the West Midlands a whole system, person-centred approach to the management of long term conditions with a coordinated programme of work across key clinical areas (such as AF, respiratory diseases, diabetes and musculoskeletal conditions). This clinical priority will work with the third sector (e.g. agencies such as the Stroke Association), with the Person- Centred Care and other networks, utilise CCG intelligence packs as a guide to priority areas for work in order to: support health improvements at the level of populations, increase patient self-management, reduce patterns of avoidable health care usage and foster equality of access. It will look to exploit enabling technology, optimise digital support and encourage its use across primary, community and secondary care whilst quantifying the impact at the level of patient outcome and service quality/cost improvements of innovations/programmes that have been supported by the WMAHSN. Working jointly with the Person-Centred Care network this LTC priority is to assist the development of a stratified series of tools for standard and premium members of the WMAHSN. Mental Health; Recovery, Crisis and Prevention Lead in conjunction with regional agencies and supported by a seconded programme manager, deliver a network and events that promote a region-wide approach to the effective identification and early management of acute crisis, thereby enhancing prevention, improving outcomes and reducing pressure on the system. The Priority lead is to identify and work with the WMAHSN to exploit opportunities that arise from respective, associated local vanguard and test bed successes. This clinical priority will explore the impact of Adverse Childhood Experiences on later dysfunctional behaviours in order to identify potential preventive strategies. It will look to encourage the use of technology in the management of crisis care with a view to introducing an interactive patient portal, collating data to predict crisis and using an electronic dashboard, initially within a city environment but with potential for wider employment. The clinical priority will build on previous success with RAID and in the management of Medically Unexplained Symptoms as well as looking at Individual Placement and Support to rehabilitate those with a history of dysfunctional behavior or psychiatric conditions. Act as the WMAHSN representative on the West Midlands Mental Health Alliance Board. Lead for Promoting the Use of Advanced Diagnostics, Genomics and Personalised Medicine capitalise on the success of the WMAHSN-resourced Genomics ambassadors scheme, in particular by helping to shift emphasis towards service transformation whilst still continuing to support the planned, phased delivery of the West Midlands contribution to the 100,000 Genome Project. Page 20 of 36

21 In accordance with the intent for the Personalised Medicine (Genomics) service, provide advice and guidance to the WMAHSN and its genomics ambassadors so as to gradually shift focus during 2017/18 to helping Local Delivery Partners establish a nascent Personalised medicine service. Advise the WMAHSN on emerging clinical, academic and business opportunities arising out of the 100,000 Genome project or the service transformation programme. Patient Safety Lead deliver a network (Patient Safety Collaborative, PSC) that focuses on capability building; community of practice development; minimising sepsis; reducing harm in care homes; incorporating beneficial human factors approaches into GP surgeries; and promoting initiatives to reduce risks associated with AF as well as advising on safety aspects of the regional mental health test bed. Undertake key leader engagement and ensure the Collaborative works with AQuA to bring their offer and expertise in patient safety into the West Midlands and build on the PSC s foundation of Q Fellows. The theme is to include initiatives to enhance medicines optimisation, promote drug safety and advocate a regional approach to laboratory accreditation to align with the WMGMC developments. Note: All priority areas will use their individual support networks to create Meridian campaigns and advise MICs and the Innovation and Adoption service in order to promote the spread of good practice. WMAHSN KEY SERVICE PROVIDERS/KEY DELIVERY AGENTS Membership Innovation Councils - MICs will: Establish and maintain an inclusive, collaborative partnership of key, local stakeholders to give a local voice to a regional approach to improving population health, improving care and realising regional economic benefit Identify and articulate specific, local health and care challenges, especially those pertaining to extant, stated WMAHSN priorities Form Task and Finish groups to refine particular challenges Articulate such challenges on the Meridian innovation exchange Be receptive to potential, innovative solutions with a view to their adoption and spread Where appropriate, oversee programmes of work across the Council s geographical area of responsibility in fulfillment of pan-regional objectives and if necessary facilitate the decommissioning of outdated programmes to enable continual improvement through innovation. The Councils will achieve this by advising and overseeing defined innovation programmes within their remit, to ensure delivery of improved health and wealth across the region. Page 21 of 36

22 Innovation and Adoption Programme Manager deliver an Innovation and Adoption network and service. The Innovation and Adoption Programme Manager will undertake engagement across the membership and ensure cohesion between the WMAHSN s operations and the services provided by Commercial Hub partners (Medilink West Midlands and MidTECH). The Programme Manager will work to energise and encourage use of the network and service; he or she will utilise the network to develop tools and sources of information in order to move programmes from project to mainstream adoption including sustainable commissioning and procurement models. Digital Health & Data Ambassadors these ambassadors will: Support existing GDEs to identify solutions that address the challenge of becoming world class Support fast followers and other Premium NHS members in rapid adoption of learning from GDEs Help Premium member clinical, academic and technology professionals to develop their skills and capacity to drive digitally enabled improvements Help industry and Premium member academic institutions to develop and deliver innovative solutions that meet the NHS s needs, resulting in mainstream adoption of digital innovation. Personalised Medicine (Genomics) Ambassadors. Previously WMAHSN provided genomics ambassadors to the WMGMC to help establish the local delivery partner sites at regional provider organisations for the 100,000 Genomes Project. This has been successfully completed. We will gradually shift the work of the sub-regional ambassadors to the creation of Personalised medicines services for Premium members; turning the capacity created in the construction of the GMC into a service proposition for clinicians and patients in Premium member trusts, and also working with our academic Premium members on the creation of more GeCIP programmes to utilise the research outcomes from the initial GMC work. Ambassadors will continue to assist with the operational process required to bring nonacute trusts into the delivery organisation; to assist the GMC operations staff with the reports and returns to complete quarterly assurance submissions; to help ensure that all engaged partners benefit from education, training, and service development opportunities associated with the transformational intent of the WMGMC, to identify and share workforce implications for the future, and to encourage clinicians to join GeCIPs. Ambassadors should now seek to facilitate the participation of patient groups in codesigning and co-producing service improvements; to stimulate discussions within participating trusts that permit forward planning of future patient pathways and to share best practice between and across participating trusts throughout the region, thereby also promoting greater regional cooperation. They will advise on development of a Genomics dashboard to capture data that will provide information and intelligence to drive further advances in patient care, with particular emphasis on achieving financial efficiencies as well as preventive measures or improved quality of care and better patient experience. Page 22 of 36

23 Ambassadors will facilitate opportunities for research planning, to identify opportunities for advancing diagnostics and ultimately the development of future, precisely targeted treatments for individuals/groups of patients, and to advise the Commercial Director and through him the regional life science industries on emerging clinical needs and commercial opportunities for potential exploitation. WMAHSN EXECUTIVE Managing Director. Act as the strategic lead for the WMAHSN, representing West Midlands interests at national and international forums, in particular with NHSE and NHSI as well as the Office for Life Sciences. On behalf of the Board, drive enhanced regional delivery of innovation through key leader engagement and by coordinating the outputs between the clinical priority leads, the MICs and the executive development and delivery groupings; ensure continual situational awareness across the executive and Commercial Hub partners, forge strong liaison and cooperation with regional partner organisations as well as effective and extensive promotion of all WMAHSN successes. Promote the WMAHSN regionally and nationally and ensure successes are highlighted and promoted. Represent the WMAHSN s interests at the local, regional, supra-regional (Midlands and East AHSN Alliance) and national level and lead on the re-licensing process for the WMAHSN. Commercial Director. Support the Managing Director and the MICs in development of identified business opportunities. With the WMAHSN business managers, provide support to the Task and Finish groups. Act as the WMAHSN focus for wealth creation by delivering the seven point growth plan, working with the WMCA and the Midlands Engine on opportunities linked to the regional life science industries; acting as a link to wider networks through the Association of British Pharmaceutical Industries and the Association of British Healthcare Industries; influencing LEPs agendas with the assistance of a seconded person from Birmingham Science City. Working through the Meridian Innovation Exchange, promote opportunities that can benefit from regionally available sources (the SME Innovation Fund and the EIT proof of concept/headstart fund) and accelerate digital start-ups through the Serendip incubator. Lead on all other WMAHSN activities that work to close the funding gap in the West Midlands. By doing so, contribute to establishing the West Midlands as the go to place for industry, academia, and commissioners/providers, including attracting international interest where appropriate and advantageous to the region and directing enquiries to the appropriate WMAHSN point of contact. Continue to leverage investment in the West Midlands life sciences and health and care innovation opportunities, and maintain oversight of and exploit commercial opportunities for the WMAHSN. Identify such opportunities across the region as well as with suitable partner organisations outside the West Midlands, including overseas. Ensure the smooth handover of developed business opportunities to the delivery components of the WMAHSN Innovation and Adoption service and at the same time improve and maintain the efficiency of the Innovation and Adoption service and the utility of the Meridian Innovation Exchange. Page 23 of 36

24 Business Managers. Provide support to the Commercial Director in his work with the MICs and their subordinate Task and Finish groups. Assist and advise the Innovation and Adoption Programme Manager on opportunities arising from these and other chance openings. Work with the Patient Safety Collaborative programme manager to identify and exploit areas of mutual or common interest. Spot and facilitate academic, health and commercial opportunities by connecting relevant agencies and individuals (within and outside the region) and create the conditions for successful exploration and exploitation of these openings. Ensure collection of stipulated metrics arising from these responsibilities. Patient Safety Collaborative Programme Manager. In support of the Lead for Patient Safety, and using outputs from the regional advisory group, the Programme Manager (and seconded assistant) will develop programmes in accordance with identified regional and national priorities and assist the operations staff in delivery, wherever possible utilising assets from across the Collaborative to enhance outputs and to capture outcomes. Act as the executive group focal point for patient safety, and be its advocate in order to ensure continued appreciation of the importance of safety in innovation. Ensure a safetyconscious approach across all other priorities, programmes and clinical practice, and enable key leader engagement by the Patient Safety Lead to promote a culture of continual improvement in safety across all sectors and settings. Promote safety and the associated efficiencies achievable through the reduced administrative demands and lowered costs associated with the elimination of safety errors, thereby helping to close both the quality as well as the funding gaps. Ensure collection of relevant data for assurance and promotional use and adherence to the specific action plan at Appendix 1. Head of Communications and Engagement. Identify and exploit high value promotion opportunities for commercial and reputational gain across all forms of media. Monitor all AHSN and WMAHSN media coverage and advise the Managing Director and executive team on the media implications of all relevant developments in the region or for the wider NHS, academic and commercial sectors. Act as the primary point of contact for any Freedom of Information requests and coordinate timely responses with the host Trust. Support the Membership Coordinator in maintaining regular dialogue across the WMAHSN and through the continued use of monthly newsletters. Ensure the membership receives timely copies of the WMAHSN Annual Report and is regularly provided with up-todate infographics to demonstrate the commercial and health and care improvements that are attributable to the WMAHSN. Assist the Opportunities and Programmes Coordinator by maintaining a log of relevant metrics. Page 24 of 36

25 Operations Officer. Ensure the efficient and effective running of WMAHSN business, including taking responsibility for the coordination and production of plans, compiling of reports, collation of returns and metrics, financial controls, assurance, HR and asset management. Receive from the Commercial Director and Business Managers developed programmes of work and coordinate their delivery in conjunction with regional partners, networks, themes and services, ensuring all relevant metrics are captured and that case studies are completed in a manner that captures WMAHSN input and impact. Support the Managing Director and Commercial Director in strategy development and the setting of key objectives and key performance indicators. Oversee the production of the annual business plan and annual report, plus ad hoc reports as required by the Board and to meet other authorised demands through the year (as directed by the Managing Director or Commercial Director). By taking responsibility for the internal operating functions of the WMAHSN executive team, oversee the delivery by the Opportunities and Programmes Coordinator of opportunities that can be spread at scale and pace across the regional geography and/or to other regions. Coordinate weekly routine and office support and administrative functions, including support to MICs, and supervise the coordination and timely completion of WMAHSN actions in regard to HR, financial, and other services that are contracted to be provided by the host Trust. Innovation and Adoption Programme Manager. Assume responsibility for the timely, responsive nature of this principal WMAHSN offer to all members. Ensure efficient, accurate and effective management of all opportunities passing through the service, including prompt response to all proposals submitted on Meridian; provide support to the Managing Director in his key leader engagement and promotion of this key service; connect with the membership and promote and celebrate success in innovation and adoption, assisting the Opportunities and Programmes Coordinator with the capture of relevant data to support the collation of WMAHSN metrics. Opportunities and Programmes Coordinator. Be responsible for monitoring programmes of work, as well as the provision of practical support to programmes under development in the innovation pipeline and for the coordination and delivery of agreed and endorsed WMAHSN programmes of work, paying particular attention to delivering and to capturing impact. Act as the focal point for maintaining the WMAHSN pipeline management system and the Matrix of Metrics resulting in the production of documentation to support and inform quarterly assurance visits by NHSE. Provide direction to and oversight of the Membership services. Membership Coordinator. Maintain constructive, effective dialogue with the WMAHSN membership, coordinating correspondence and key communications with the Head of Communications; ensure a tailor-made, bespoke service is afforded to Premium members to ensure realisation of value for money. Pay particular attention to the findings of membership surveys, ensure that areas of concern are addressed, that areas of strength are further developed for the benefit of the region and liaise with the Head of Communications and Engagement to ensure members are able and ready to participate in surveys. Page 25 of 36

26 Office Supervisor. Ensure the smooth running of the WMAHSN office and the prompt handling of all enquiries; maintain all essential databases, office materiel and equipment; ensure security and act as first point of contact for routine ITM coordination. Provide a secretarial function for the WMAHSN Board, operational Forum and weekly executive team update as well as for MICs. Act as first point of contact for the host trust and ensure all executive team members are up-to-date for training and maintain accurate leave and other HR records throughout the year. Be prepared to provide additional support to the wider WMAHSN as directed by the Managing Director or Commercial Director. Team Administrator. Provide support to the Office Supervisor and undertake all routine administrative tasks in support of the executive team; be prepared to provide additional support to the wider WMAHSN as directed by the Managing Director, Operations Officer or Officer Supervisor. Note: All executive team members will liaise with their counterparts across the Midlands and East AHSN Alliance, as well as in other AHSNs, with a view to exploiting opportunities for greater AHSN-wide impact and gain. KEY DATES, TIMINGS AND METRICS WMAHSN Board dates for 2017/18 are 26 April, 31 May, 26 July, 25 October plus 24 January and 14 March NHSE Assurance dates for 2016/17 are expected to be July/August 2017 (Q1), October 2017 (Q2), January 2018 (Q3) and April 2018 (Q4) Priority Leads Operational Forum dates for 2017/18 are 12 April, 10 May, 12 July, 11 October, plus 10 January and 28 February Membership Innovation Councils will be held in April, July and October 2017 and in January The 2017 YouGov Survey of AHSNs date tbc. WMAHSN newsletters will be issued on the 3 rd Friday of every month. Key events in the 2017/18 calendar are illustrated overleaf: Page 26 of 36

27 Bd Meeting 24 Jan Bd Meeting 25 Oct MICs Bd Meeting 14 Mar MICs YouGov Survey? MICs MICs Bd Meeting 26 Apr Bd Meeting 31 May Bd Meeting 26 Jul AHSN metrics to be captured by all AHSNs during 2017/18 are based around the original 4 x core objectives for all AHSNs. The metrics (quoting original numbering) are: Metric Definition Guidance 2 # of people benefiting from AHSN activity Data to be submitted for the following categories: PSC programme (Screening) PSC programme (Intervention) NHS Innovation Accelerator (Screening) NHS Innovation Accelerator (Intervention) AF (Screening) AF (Intervention) Other (Screening) Other (Intervention) Page 27 of 36

28 10 # of facilities that have implemented AHSN led or enabled innovations as a result of projects under auspices of, or with significant AHSN involvement. 11 # of innovations that have been implemented and spread as a result of projects under the auspices of, or with significant AHSN involvement. Please record information against the following: NHS secondary care trusts Major community providers Mental Health trusts Ambulance trusts GP practices Care Homes Other (which includes hospices, pharmacies, local authorities and all other front line health and social care institutions) Record cumulative figures: Innovations implemented this quarter as well as in previous quarters. Please record innovations spreading into an AHSN and innovations spreading out of an AHSN and recognised by at least one other AHSN to have spread into their region. 14 Amount of investment leveraged ( 000 s) Page 28 of 36 Data to be reported as follows: EU Central government - (excluding contractual payments from NHS England and NHS Improvement), Funding outside the normal contract (e.g. Digital clinical maturity development at OAHSN) can be included, Non health government funding e.g. Innovate UK, etc can be included Grants - (exclude research grants won by Clinical Research Networks and Higher Education Institutions within the patch) Academia Private Sector Other

29 WMAHSN metrics to be captured in addition to the national ones are: Metric Definition Guidance 1 # publications achieved Any national/regional, trade/consumer and broadcast media, newsletters (external to WMAHSN) and academic publications where the WMAHSN or any of its related programmes are referenced. Include details of publications and links where possible 5 # Staff Trained Data to include: Name of training course Delegates from member organisation 6 # Events Data to include: Event name and Delegates from member organisations 12 # Organisations Supported Interactions to be reported for the following organisations: NHS Industry Academia 13 # Support Hours Record time spend delivering the support described in metric # Jobs Created Data to be reported as follows: Jobs created Jobs safeguarded WMAHSN Core Team Responsibilities, Line Management Responsibilities and Overview Coordination Matrix are at Enclosure 1. Page 29 of 36

30 APPENDICES Appendix 1 - Outline of PSC 17/18 action plan and planned additional resource requirements. Programmes 17/18 - Already committed in 16/17 (ongoing programmes) Overall programme allocation Secondment/SLA requirement Assumed resourcing option Walsall SPACE programme 116,000 Wolverhampton SPACE programme 66,760 AF programme Central PSC Team Costs Assumed Programme Costs 17/18 Care homes safety - Cross City CCG Human Factors capability LFE capability development 200,000 Coagulation expert nurse lead - Band 7 296,730 Practice based Pharmacist support (band TBC) 50,000 x 1 facilitator at Band 6/7 to support safety aspect of care homes project and support care homes COP and wider dissemination of care homes learning 400,000 (cost includes HF training to support other PSC programmes) 300,000 1 x Band 7/8a Safety Culture Lead (including LFE) 1 x HF/E facilitator - assumed Band 7 SLA SLA SLA Secondment Secondment/ SLA

31 Maternity BuMPS and QI programme TeamSTEPPS Programme - Modality Federation/Staffs and Surrounds CCG RCGP safety toolkit 100,000 75,000 Sepsis Programme 100,000 QI capability development Q community development AQuA Board Development x1 Band 6/7 support for WM QI element of national programme 200,000 1 x Band 8a - QI Programme Lead 20,000 25,000 Comms support 13,924 PSC Events (nonprogramme) Other enabling costs (materials, printing, travel, training support to core team 20,000 15,000 1,998,414 Secondment Secondment Page 31 of 36

32 Appendix 2 Headline Successes to Date Page 32 of 36