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

HEALTHCARENational Innovation Centre www. nic. nhs. uk Commissioning innovation - sharing the learning As well as carrying out its dual pol-icy agenda, the NIC also works, on behalf of the DH, across other government departments to de-velop innovative commissioning systems and measurement tools. One of the key aims in doing this is to share innovation across or-ganisation boundaries in order to leverage success, minimise dupli-cation of effort and maximise the potential to collaborate. The NIC is also developing a new service that will scan for new technology on the horizon - both in the UK and internationally. Measuring innovation Efforts to understand how we measure and absorb innovation in a public- sector context are be-ing led nationally by DBIS and globally by OECD. As one of the future pillars of the UK economy, life sciences and healthcare tech-nology will need to measure the impact that healthcare innova-tion programmes are making. The Department of Health and The NHS National Innovation Centre are playing an active role in evaluating progress. Initial ideas include: . Measuring the value of inno-vations to UK PLC ( a financial measure); . Measuring the value of in-novations to patients ( a QALY measure); . A measure indicating whether staff feel that the NHS is an in-novative place to work ( a staff survey measure); . A measure that shows the vol-ume of ideas that are generat-ed, grown and diffused in the NHS ( a quantitative measure). Thorough measurement will help to indicate if programmes are working and, importantly, reveal much sooner where goals are not being met. The programme will also develop a simple and useful set of organisational innovation metrics which will provide a di-agnostic tool that organisations can use themselves to assess and improve their ability to innovate and/ or contribute to the innova-tion ecology. Back to the Future The primary aim of the NIC's emerging horizon scanning func-tion, run on behalf of the DH, is to identify the existing medical technology innovations in other countries as well as the innova-tions that are likely to come to the market in five to seven years' time. The NIC horizon scanning service will also profile future technologies on its Showcase http:// www. showcase. nic. nhs. uk/ and the horizon scanning sec-tion of the website will provide decision- makers with easy, online access to innovation information to inform their strategic invest-ment decisions. Brian Winn says: " Innovation is clearly the buzz word of the dec-ade, but to realise its potential, we need to go beyond the word itself. We need to ask ourselves how we are going to get those innovations into use - and quick-ly. We also need to make sure the lessons we are learning in healthcare are shared across the economy as a whole." A Reading- based SME ap-proached the NIC in 2007 with a prototype for a non- invasive blood glucose meter. The idea was that a hand- held meter would replace the finger stick methods currently used by people with diabetes to test blood glucose levels and, instead, would take a painless reading from the eye. MD, Dan Daly, said: " I put the product through the NIC's web-based ' Scorecard' to begin with, and carried out a confidential assessment myself of the device using the NIC's rigorous tools. I then contacted the NIC and asked for further support. Their advice on markets, business strategy, legal requirements and arranging NHS introductions for validation was invaluable". Dr Dan Daly, innovator of the hand- held meter, sought help from the NIC's online and added value- advice services Stimulating the Market - a case study