page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100
page 101
page 102
page 103
page 104
page 105
page 106
page 107
page 108
page 109
page 110
page 111
page 112
page 113
page 114
page 115
page 116
page 117
page 118
page 119
page 120
page 121
page 122
page 123
page 124
page 125
page 126
page 127
page 128
page 129
page 130
page 131
page 132
page 133
page 134
page 135
page 136
page 137
page 138
page 139
page 140
page 141
page 142
page 143
page 144
page 145
page 146
page 147
page 148
page 149
page 150
page 151
page 152
page 153
page 154
page 155
page 156
page 157
page 158
page 159
page 160
page 161
page 162
page 163
page 164
page 165
page 166
page 167
page 168
page 169
page 170
page 171
page 172
page 173
page 174
page 175
page 176
page 177
page 178
page 179
page 180
page 181
page 182
page 183
page 184
page 185
page 186

INNOVATION UK63 With its attitude of " anyone can", an innovation culture is flourishing in the NHS ranks. Jenny Sims takes a look at how the NHS encourages bright ideas What drives innovation in health? Innovation in the health service is not an option, but a necessity, essential to its survival and ability to cope with the economic and demographic challenges looming before it. Fortunately, this realisation has united the " big guns" of government, industry and university research. And 2008 and 2009 have been landmark years in launching major partnership initiatives with all three sectors on board. Evidence shows that an innovation culture is up and running, and filtering not only throughout every level of the NHS, but also up and down its ranks. An attitude of " anyone can" has arrived, and examples are flourishing of new ways of working, new products and new services being developed as the result of ideas from hospital por-ters to laboratory technicians, midwives and consultants. The 1.3 million NHS employees have got the message. NHS Innovation is not an exclusive club - but open to anyone. And the independent and voluntary sectors are increasingly being welcomed as enthusiastic affiliates. The key Department of Health strategy documents driving innovation in health, include: » » High Quality Care for All, 2008 » » Innovation for a Healthier Future, 2009 » » The Life Sciences Blueprint, a statement from the Office for Life Sciences, July 2009 ( see box). These have either been launched or given a publicity boost at a number of key events this year, including Healthcare Innovation Expo, June 2009, London. As well as new funding, other carrots are being dan-gled in the form of awards and prizes to lure anyone with a bright idea for improving health services to get it adopted, developed and into the NHS. These include: The Innovation Challenge Prizes launched by Lord Darzi, " will engage with innovators globally and invite them to devise exciting new ways to address key health chal-lenges." Details are to be released later this year, but one of Britain's top inventors, Trevor Baylis, inventor of the wind- up radio, is assisting the panel create a shortlist of possible challenges. " The prizes will be a key way in which to recognise and promote emerging best practice and the Challenges will be designed to engage a wide range of NHS staff," says the DoH. Driving inovation Improving quality of care, better patient experience, safety and better outcomes are always quoted as the driv-ers for change. But there is a significant body of evidence which suggests that innovation produces long- term savings overall. It is believed that cost- effective innovation in the public sector will not only help to provide the best quality of care, but will also stimulate the private sector and invig-orate the economy. The incentive for Boards and Chief Executives to embrace and raise the profile of innova-tion in their organisations is, simply, that it will lead to improved care. But innovation is no longer an option for England's SHAs. Alongside new investment came a legal duty " to promote innovation and support the diffusion of innovative tech-nologies and solutions throughout the health service". SHAs gratefully accepted the funding and vowed com-mitment. NHS East Midlands' response to Lord Darzi's announcement was typical. Kathy McLean, their Medical Director, said: " There is a wide range of leading- edge research across the NHS and in the East Midlands, pre-senting enormous opportunities to implement new ideas and innovations for the benefit of patients. We are com- Healthcare Healthcare overview

64INNOVATION UK mitted to making these a reality to ensure better, higher quality care for patients and offering a healthier future for our communities." But what have any of the SHAs done since then? A spokes-man for the Department of Health says: " We do not rou-tinely performance manage the £ 220m - each SHA will produce an annual innovation report which will set out what they have spent the money on, and the impact that investment has made." So it is too soon to say. However, alongside the £ 220m funding for SHAs, Lord Darzi announced " a support structure" to help prop up and steer their new plans. This is a partnership with the National Endowment for Science and Technology and the Arts ( NESTA) and the Young Foundation - both acting as advisers to the SHAs. Jonathan Kestenbaum, NESTA Chief Executive, said at the time: " The pressures on delivering high- quality healthcare have never been greater. Yesterday's solutions to tomorrow's problems won't work. The SHA Innova-tion Fund will ensure that fresh ideas and radical thinking by frontline staff can be delivered across the NHS." NESTA has developed expertise in how to encourage innovative public services, and the Young Foundation's main goal is to speed up society's ability to respond to changing needs through innovating and replicating new methods and models. Simon Tucker, head of the the Young Foundation's Health Launchpad, commented: " Since the Department of Health Regional Innovation Funds were announced, NESTA and the Young Foundation have been working closely with the SHAs, advising on the design of robust selection processes and investment criteria for innova-tion proposals. In order to capture learnings as the fund develops, and to ensure consistency in the advice given, we are also developing a comprehensive resource pack. " The experience of NESTA and the Young Foundation, through projects such as Health Launchpad, a health innovation incubator, demonstrates that by stimulating innovation this way - through the creation of new ventures within the health service - we can create innovative and sustainable solutions that help us tackle the challenge to deliver better outcomes for patients for much less." SHAs may be moving forward slowly, but they are far from standing still. A trawl through their websites, plus some calls to their media relations departments, paint an encouraging picture of what has already been achieved. For example, East Midlands has many examples of inno-vation already in place, but it only launched its invitation for bids to NHS organisations for its Regional Innova-tion Fund on 7 September. It said: " We are looking to support the spread and adoption of innovative, leading-edge approaches, tools, products, technologies across the East Midlands. We are inviting new innovation ideas or those suitable for adaptation from industry and other settings to improve patient care." Existing innovation successes include: a new website to increase Chlamydia screening in Lincolnshire; a special-ist advice centre for cancer patients known as " The Pod" in Nottinghamshire; a nutritional toolkit to help peo-ple with a learning disability choose their meals in Der-byshire; faster dispensing of medication to patients in Northamptonshire; and a leading approach to removing skin tumours in Leicestershire. Other SHAs can boast similar successes, and many exam-ples can be found on SHAs' own websites or at: www. healthcareinnovationexpo. co. uk One initiative from NHS Innovations Yorkshire and Hum-ber, ECGskills. net was launched in November 2008 and has since sold to more than 20 countries worldwide. It says: " ECGskills. net - a unique online training resource for doctors, nurses, paramedics and cardiac technicians involved in conducting and interpreting ECGs - was developed by Professor Channer, Sheffield Teaching Hos-pitals NHS Trust in conjunction with Medcom ltd., an online medical training company." Taking ideas forward can lead to radical improvements in the way health is delivered - whether they are simple, practical steps leading to more time- efficient working or large- scale technological advances - they all make a difference. But the Next Stage Review Report found that leadership, vision and investment in innovation ( particu-larly diffusion) varied across the NHS - which is why innovation is being made a legal obligation. Case studies now show that the innovation vision from the top has at last been caught by all the NHS organisa-tions below. But promoting and implementing the vision will remain a challenge. Life Sciences Blueprint A new blueprint to put innovation at the heart of healthcare delivery has been launched by Lord Drayson and Lord Darzi, who said: " By placing innovation at the heart of healthcare delivery we will help create a pio-neering NHS, one that responds to patients' expecta-tions, and one where the adoption of new ideas and the diffusion of innovation is encouraged and supported." One of the most significant measures in the blueprint is the " Innovation Pass", which will allow patients faster access to innovative medicines. To be adminis-tered by NICE, the " Pass" will allow time- limited use of innovative medicines on the NHS. It will be piloted in 2010/ 2011 with a budget of £ 25m. Other measures include the creation of a Strategic Health Authority Delivery Group to improve uptake and engagement between industry and the NHS. Healthcare Healthcare Overview