Evaluation Pathway for Medical Technologies “The innovation by yaofenjin

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									      NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE

              Evaluation Pathway for Medical Technologies

 “The innovation landscape”: organisations involved in innovation,
                     evaluation and adoption
                                   November 2009



Introduction
As part of the planning and development of the NICE Evaluation Pathway for
Medical Technologies, a need emerged for information about other organisations in
“the innovation landscape” for healthcare in the United Kingdom, particularly in
relation to devices and diagnostic products. This landscape has evolved rapidly in
recent years and many of our stakeholders had told us that some kind of collation
would be useful. With regard to developing the Pathway, the possibilities for useful
collaboration with other organisations and avoiding duplication of effort were
important considerations.

This document lists organisations involved in innovation and in development,
evaluation and adoption of medical technologies (“medtech products” - devices and
diagnostics) and those which promote the innovation, evaluation and adoption of
medtech products in the UK. It contains brief information about each organisation
including a web-sourced statement about its purpose, a website address, and the
date the information was accessed. Most of this information was gathered during
August 2009: this is an important point to note, because organisations in the
“innovation landscape” change quite frequently, and new ones appear. This list
represents a “snapshot”, but it may provide a useful reference source for others
interested in this area. All of the descriptions of the organisations set out below are
quoted directly from the organisation’s own website.

There were many ways in which the various organisations might have been listed.
We have chosen to present them in three broad categories, defined by whether the
main activity of each organisation seemed most relevant to medical technologies at
the stage of their development, evaluation or adoption (although many of the
organisations could claim to be related to more than one) as follows:.

   1. Product development/innovation: this includes organisations involved in
      carrying out primary research on medtech products, and in bringing them to
      market and regulating them

   2. Evaluation: this includes organisations involved in assessment or analysis of
      primary evidence and making judgements on their value for the NHS

   3. Adoption: this includes organisations that procure or commission medtech
      products and those that facilitate or encourage their uptake or adoption

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Product development/innovation
ABHI
Academic Health Science Centres (AHSCs)
AXrEM
Biomedical Research Councils (BRC)
Biomedical Research Units (BRU)
BIVDA
Collaboration for Leadership in Applied Health Research and Care (CLAHRCs)
Department of Health Research and Development
Health Innovation Education Clusters (HIECs)
Human Genetics Commission
Innovation Exchange
Innovation Hubs
Knowledge Transfer Board (KTN)
Medical Research Council
Medicines and Healthcare products Regulatory Agency (MHRA)
Medilinks
National Endowment for Science, Technology and the Arts (NESTA)
National Genetics Laboratories
National Horizon Scanning Centre (NHSC)
National Innovation Centre (NIC)
National Institute for Health Research (NIHR)
NHS Improvements
NHS R&D Forum
NIHR Clinical Research Network Coordinating Centre (NIHR CRN CC)
Office for Life Sciences
Public Services Innovation Lab
Strategic Health Authorities (SHAs)
UK Clinical Research Collaboration (UKCRC)


Evaluation
Centre for Evidence-based Purchasing (CEP)
National Institute for Health and Clinical Excellence (NICE)
NIHR Health Technology Assessment programme (HTA)


Adoption
Academy for Large Scale Change
Collaborative Procurement Hubs
Commercial Support Units
NHS Evidence
NHS Live
NHS National Institute for Innovation and Improvement (NIII)
NHS National Leadership Council
NHS National Technology Adoption Centre (NTAC)
NHS Supply Chain
NHS Training for Innovation (TFI)
SHA Directors Network

                                    Page 2 of 16
1.      Product development/innovation
Organisations in alphabetical order

ABHI

The Association of British Healthcare Industries (ABHI) is the lead, and largest, industry
association for the medical technology sector in the UK. We represent companies whose
output makes up for around eighty percent of the industry’s total. Our membership includes
some of the leading businesses in the sector in the UK right the way through to small
independent companies. Our members produce essential products for the NHS - everything
from life support machines through to latex gloves.

Association of British Healthcare Industries – accessed 18/08/09

Academic Health Science Centres (AHSCs)

AHSC status will enable partnerships of healthcare providers and universities to speed up
the process of taking research breakthroughs into NHS patient care - the aim is to improve
treatments and promote in the NHS and across the world. Universities and NHS
organisations will work together to deliver world-class research, education and patient care
for the benefit of their local communities, then promote the application of their discoveries in
the NHS and across the world.

http://www.ournhs.nhs.uk/ahsc/

AXrEM

AXrEM is the UK trade association representing the interests of suppliers of diagnostic
medical imaging, radiotherapy and care equipment in the UK. Our group is comprised of
most of the industry supply companies, complemented by the services of a secretariat. The
majority of diagnostic medical imaging and radiotherapy equipment installed in UK hospitals
is supplied by AXrEM members. Although those companies operate in a highly competitive
commercial environment and in strict conformity with UK laws and regulations, certain issues
require focus and resolution on an industry-wide basis.

Accordingly, the Association’s primary role is to help promote and develop the industry by
providing a collective interface to address the regulatory and technical needs of the UK
Healthcare market - public and private.

http://www.axrem.org.uk/ - accessed 18/08/09

Biomedical Research Councils (BRC)

Leading NHS and University partnerships to drive progress on innovation and translational
research in biomedicine. By sustaining scientific excellence, the Centres will contribute to the
nation's international competitiveness as a major component of our knowledge economy.

The Centres, based within the most outstanding NHS and University partnerships in this
country, are leaders in scientific translation. They receive substantial levels of funding to
translate fundamental biomedical research into clinical research that benefits patients and


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they will be early adopters of new insights in technologies, techniques and treatments for
improving health.”

http://www.nihr.ac.uk/infrastructure/Pages/infrastructure_biomedical_research_centres.aspx
- accessed 02/08/09

Biomedical Research Units (BRU)

Undertake translational clinical research in priority areas of high disease burden and clinical
need that are currently under-represented in the existing NIHR Biomedical Research
Centres.

http://www.nihr.ac.uk/infrastructure/Pages/infrastructure_biomedical_research_units.aspx

BIVDA

The British In Vitro Diagnostics Association (BIVDA) is the national trade association for
companies with major involvement and interest in the in vitro diagnostics (IVD) industry.
BIVDA represents both manufacturers and distributors who are active in the UK. It is not just
an association of UK diagnostic companies, all IVD companies, irrespective of their national
origin, are eligible to become members of BIVDA. As well as providing a range of support
services for its members, BIVDA pursues a strategy of raising the awareness of the clinical
and cost utility of diagnostics in the provision of effective healthcare in the UK. BIVDA Code
of Conduct provides guidance for members on their interactions with 'healthcare
professionals’.

The British In Vitro Diagnostics Association (BIVDA) – accessed 18/08/09

Collaboration for Leadership in Applied Health Research and Care (CLAHRCs)

Established to undertake high-quality applied health research focused on the needs of
patients and to support the translation of research evidence into practice in the NHS.

CLAHRCs are collaborative partnerships between a university and the surrounding NHS
organisations, focused on improving patient outcomes through the conduct and application
of applied health research. They will create and embed approaches to research and its
dissemination that are specifically designed to take account of the way that health care is
increasingly delivered across sectors and a wide geographical area.

http://www.nihr.ac.uk/infrastructure/Pages/infrastructure_clahrcs.aspx

Department of Health Research and Development

Developing evidence to inform and underpin health and social care policy and
commissioning research focussed on the needs of patients and the public.

http://www.dh.gov.uk/en/Researchanddevelopment/DH_476 - accessed 11/09/09


Health Innovation Education Clusters (HIECs)

The idea of Health Innovation and Education Clusters (HIECs) is to create formal
partnerships that will sustain innovation and make the transition from breakthrough to real
change in healthcare through training and education.
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HIECs will address the fact that while we are good at developing new ideas, we need a more
effective system for putting them into practice across the NHS and ensuring their long term
development. By bringing together academia and the NHS, HIECs will improve the quality of
education and training, ensure that it will meet service needs and drive up the quality of
patient care.

A major strength of HIECs will be their local focus. There are many enabling establishments
to support pioneering work at national and international level. HIECs will benefit from the
knowledge and the involvement of local health services and healthcare education. HIECs will
inspire home grown successes as well as making the most of new developments from
elsewhere, and will be able to design proposals that fit around the specific configuration of
services and education in their area.

(No website available – reference NHS Next Stage Review)

Human Genetics Commission

We are the UK Government's advisory body on new developments in human genetics and
how they impact on individual lives. We give the Government advice on human genetics
with a particular focus on the social, ethical and legal issues. One of our key roles is to
promote debate and to listen to what the public and our stakeholders have to say. We are
committed to openness and transparency.

The Commission is made up of twenty-one members including experts in genetics, ethics,
law and consumer affairs. The Chair is Professor Jonathan Montgomery. We also have a
Consultative Panel of people who have direct experience of living with genetic conditions
and who act as a sounding board for our reports and recommendations

http://www.hgc.gov.uk/Client/Content.asp?ContentId=5 – accessed 24/08/09

Innovation Exchange

The Innovation Exchange is working to grow innovation from the third sector. We are
focused on next practice – on solutions to problems we are yet to solve, like how to provide
personalised care for all or activities that speak to the needs of every young person.

The third sector is teeming with great ideas, but too few of them change the world.
Innovators, investors and commissioners often lack each other’s phone numbers and the
capacity and incentive to collaborate. As a result, innovations get a start, but struggle for the
connections and resources to sustain or scale. Innovation Exchange exists to tackle this
problem, bringing people together to grow third sector innovation.

In the past, support for third sector innovation has been too centralised, politicised and
passive. In contrast, the Innovation Exchange works as an honest broker,

   •   Surfacing opportunities for innovation;
   •   Helping innovators, investors and commissioners to connect around them;
   •   Actively supporting groups to collaborate, develop and grow innovation

http://innovation-exchange.org/



                                         Page 5 of 16
Innovation Hubs

Protecting the intellectual property inherent in an innovation, seeking appropriate partners for
delivering on a commercial scale.

Commercialisation of innovations arising from within the NHS is managed by the Innovation
Hubs in England, most of which are funded by the Department for Innovation, University and
Skills (DIUS) and Office of Science and Technology (OST), via the Public Sector Research
Exploitation (PSRE) scheme, and by the Department of Health (DH).

The Hub network was set up to support NHS Trusts and Primary Care Trusts (PCTs) by
identifying and developing innovations that will benefit patients and society as a whole. This
is made possible through the network's activities and services and by adoption of the
Department of Health Guidance.

The Hubs offer legal and commercial support to NHS staff who have a pre-market product.
In doing so, each Hub serves the NHS organisations in its area by identifying, protecting and
developing intellectual property (IP) sourced from within the NHS.

NHS Innovation Hubs – accessed 05/08/09

Knowledge Transfer Board (KTN)

A KTN is a national network in a specific field of technology or business application, which
brings together people from businesses, universities, research, finance and technology
organisations in order to stimulate innovation through knowledge transfer and sharing of
ideas.

http://www.innovateuk.org/deliveringinnovation/knowledgetransfernetworks.ashx

Medical Research Council

The UK Medical Research Council (MRC) is a national organisation funded by the UK
taxpayer. They promote research into all areas of medical and related science with the aims
of improving the health and quality of life of the UK public and contributing to the wealth of
the nation.

The MRC is funded by the UK Government and receives an annual Grant in aid from
Parliament via the Department for Innovation, Universities and Skills (DIUS).

Working through its Council, scientific boards, and committees, the MRC is independent in
its choice of which research to support. It does however work in close partnership with
Health Departments, other Research Councils, industry and others to identify and respond to
current and future health needs.

Since it was established in 1913, the MRC has been responsible for many of the most
significant discoveries and achievements in medicine in the UK and indeed the world. The
MRC continues to build on its past achievements, engaging in new research initiatives to
address the major health challenges of the 21st century.

http://www.mrc.ac.uk/



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Medicines and Healthcare products Regulatory Agency (MHRA)

The Medicines and Healthcare products Regulatory Agency (MHRA) is the government
agency which is responsible for ensuring that medicines and medical devices work, and are
acceptably safe.

No product is risk-free. Underpinning all our work lie robust and fact-based judgements to
ensure that the benefits to patients and the public justify the risks. We keep watch over
medicines and devices, and we take any necessary action to protect the public promptly if
there is a problem.

We aim to make as much information as possible publicly available. We enable greater
access to products, and the timely introduction of innovative treatments and technologies
that benefit patients and the public. We encourage everyone - the public and healthcare
professionals as well as industry - to tell us about any problems with a medicine or medical
device, so that we can investigate and take any necessary action.

http://www.mhra.gov.uk/index.htm - accessed 04/08/09

Medilinks

MEDILINK is a non-profit making organisation which brings together on a regional basis,
medical manufacturing and distribution companies, hospitals and universities to stimulate
innovation and drive forward profitable developments in the healthcare technology and
systems sector.

A flourishing UK network of regional MEDILINKS now exists (Medilink UK) consisting of
similar regional groups who are interested in co-operation, promoting innovation and
developing commercial opportunities for their members.

http://www.medilink.co.uk/national.html

National Endowment for Science, Technology and the Arts (NESTA)

We invest in early-stage companies, inform and shape policy, and deliver practical
programmes that inspire others to solve the big challenges of the future.
We want to demonstrate what makes new ideas and approaches more likely to appear and
more likely to flourish. The aim is to develop a series of ‘models’ - sets of practical insights
that show what we can do to improve the UK’s ability to come up with, and successfully
exploit, new ideas.
Our models span a wide range of areas. This was a conscious decision. We do not think that
innovation is or should be confined to certain ‘creative’ sectors of the economy.
On the contrary, new ideas happen everywhere - in businesses, in public services, in
communities, in universities, and in schools.
We see over and over again that innovation arises out of diversity and difference. So our
methods try to bring a diversity of insight.
We combine research with practical experimentation - funding ideas on the ground and
spreading their success.

http://www.nesta.org.uk/
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National Genetics Laboratories

The National Genetics Reference Laboratories in Manchester & Wessex were established in
2002 as an initiative by the Department of Health to support the UK genetic laboratory
services. While based in England, the laboratories work closely with genetic service
providers in all of the UK home countries.

The laboratories work in close conjunction with the Manchester and Wessex Regional
Genetics Laboratories, which provide NHS diagnostic services for their local populations.
The NGRLs are well placed to evaluate technologies and systems that are close to service
or in service and assess their applicability to the National Health Service.

The specific remit of the laboratories includes:

      Technology development, assessment and validation
      Developing new quality management systems
      Developing reference and control reagents
      Developing information systems for genetics
      Providing advice to government and other bodies

http://www.ngrl.org.uk/Pages/index.htm - accessed 24/08/09

National Horizon Scanning Centre (NHSC)

“The National Horizon Scanning Centre (NHSC) aims to provide advanced notice to the
English Department of Health and national policy makers, including NICE, of selected key
new and emerging health technologies that might require evaluation, consideration of clinical
and cost impact or modification of clinical guidance prior to launch on the NHS. The scope of
the horizon scanning activity includes pharmaceuticals, medical devices, diagnostic tests
and procedures, therapeutic interventions, rehabilitation and therapy, public health and
health promotion interventions.”

http://www.pasa.nhs.uk/PASAWeb/NHSprocurement/CEP/NHSC.htm# - accessed 06/08/09

National Innovation Centre (NIC)

The NHS National Innovation Centre (NIC) aims to speed up the development of pre-
commercial technologies likely to benefit the NHS. It provides tools and a community to
identify, assess, develop, resource and manage IP for innovations within the NHS.

It can link regional innovations with appropriate national programmes to leverage central
support.

   •   Brokering technology innovation into the NHS.
   •   Offering web-based assessment, information and signposting to innovators.
   •   Working with clinicians to identify areas of unmet clinical need and with technology
       providers to meet those needs.
   •   Improving technology pull within the NHS.
   •   Facilitating pilot projects with early adopter clinical teams.
   •   The innovation landscape.
   •   Fostering connectivity and communication between all organisations on the
       landscape such as Government, NHS organisations, industry and academia.

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   •   A proof-of-concept fund (the intent is to establish a fund to assist the proof of
       principle stage of innovative products.

http://www.nic.nhs.uk/Pages/Home.aspx - accessed 05/08/09


National Institute for Health Research (NIHR)

The goal of the NIHR is to create a health research system in which the NHS supports
outstanding individuals, working in world class facilities, conducting leading edge research
focused on the needs of patients and the public. The NHS reputation for international
excellence is growing as it gains recognition for being the preferred host for collaborative
and multi-centred research in the public interest in partnership with and for industry. This will
benefit patients, society, the NHS and all our stakeholders.

The NIHR will work with key partners involved in the different elements of NHS research.

NIHR has established multiple partnerships and other organisations, including the below
plus a number of additional in-house programmes.

http://www.nihr.ac.uk/ - accessed 06/08/09

NHS Improvement

NHS Improvement is a national improvement programme working with clinical networks and
NHS organisations to transform, deliver and sustain improvements across the entire
pathway of care in cancer, cardiac, diagnostics and stroke services.

NHS Improvement has brought together over eight years practical service improvement
experience from the Cancer Services Collaborative 'Improvement Partnership' (CSC'IP');
Heart Improvement Programme (HIP) and Diagnostics Service Improvement Programme
(DSI).

This national improvement initiative aims to build on their inimitable knowledge and
experience and continue to pilot, test and support practical implementation of service
redesign methods. Through the continuous development and support of clinical networks
and individual pilot sites, NHS Improvement demonstrates a "how to" approach to achieve
sustainable effective pathways and systems to improve the efficiency and quality of NHS
services.

http://www.improvement.nhs.uk/ - accessed 18/08/09

NHS R&D Forum

The NHS R&D Forum is a network for those involved in managing and supporting R&D in
health and social care. Our aim is to improve the environment for research in health and
social care by facilitating and encouraging sharing of best practice, and working with other
organisations.

http://www.rdforum.nhs.uk - accessed 04/08/09




                                         Page 9 of 16
NIHR Clinical Research Network Coordinating Centre (NIHR CRN CC)

The aims of the NIHR CRN CC are to:
   • Improve patient care and speed up access to the best treatment and care for people
       in all parts of the country.
   • Improve the coordination of research to provide an effective and efficient mechanism
       for conducting research in priority areas.
   • Improve the speed of research to increase the numbers of patients in research and
       the rate at which they are recruited.
   • Maintain and enhance the quality of research to provide the processes necessary for
       the development of high quality research protocols and the infrastructure to carry
       them out.
   • Improve the integration of research and to develop the link between research and
       treatment by speeding up the translation of research from the laboratory to the clinic.
   • Widen involvement in research and increase the number of NHS organisations,
       health care professionals and patients actively involved in research studies.
   • Strengthen links with industry to speed up, simplify and improve the quality of NHS
       structures to make the NHS one of the most attractive locations in the world for
       clinical trials and thus improve national health and increase national wealth.

http://www.ukcrn.org.uk/index/about/aims.html - accessed 18/08/09

Office for Life Sciences

The Office, comprised of officials from DIUS, BERR, Department of Health, and the
Treasury, will work closely with industry to identify priorities and actions in the short, medium
and longer term, including the development of a strategy.

The Office’s work over the next 6 months will be focussed on taking swift action to improve
the operating environment for the pharmaceutical, medical biotech, and medical devices
sectors. This work contributes to government policies for “new industrial activism” leading to
actions to improve the UK business environments for leading UK industries.

Dr Robert Sullivan has been appointed as the Director of the Office for Life Sciences. He
and his team will support Lord Drayson, in working with industry to drive action under three
broad pillars:

   •   The NHS as an Innovation Champion
   •   Building a more integrated life sciences industry
   •   Access to finance and stimulating investment
   •   Successful international marketing of the UK's strength in the Life Sciences sectors
       to win business and attract investment

Working groups for each pillar, chaired by an industry representative and having
membership from industry and government, are being convened.

http://www.dius.gov.uk/ols




                                        Page 10 of 16
Public Services Innovation Lab

Provides the freedom, flexible capital and expertise to undertake radical experiments. It
tests out new ways of finding and spreading the best ideas - this might be by running a
challenge prize, building a social ventures incubator, or creating powerful new teams of
users, front-line staff and decision-makers.

The Lab is not a physical space or an institution - it's a series of practical projects, informed
by research and delivered in partnership with those that run and use our public services. It
shares lessons about what works - and what doesn't - and creates opportunities for people
to solve problems together.

The Lab's success will be measured in two ways. First, has it contributed to the
development of better services - and in these challenging economic times, has it found ways
of delivering better for less? Second, have its methods and approaches been adopted by
others to improve people's lives?

http://www.nestalab.org.uk/

Strategic Health Authorities (SHAs)

The role of SHAs is to create the right context and reinforce the right leadership behaviours
to stimulate innovation in frontline organisations. In doing this they will need to respond to
local needs, involving where possible patients, carers and the public in co-designing
innovative solutions. The duty has been designed with the following principles in mind:
    • SHAs own the legal duty to promote innovation in partnership with local NHS
        organisations.
    • SHAs determine the best way to discharge and implement this duty within their own
        region.
    • Each SHA will be required to produce an Annual Innovation Report (AIR) setting out
        what progress has been made on innovation during that year, what resource has
        been marshalled and invested, and what impact this has had for patients, staff and
        organisations.
    • All SHA board members will be responsible for stimulating, supporting and promoting
        innovation within their region.

UK Clinical Research Collaboration (UKCRC)

The Partnership brings together the major stakeholders that influence clinical research in the
UK. It includes the main UK research funding bodies; academia; the NHS; regulatory bodies;
the bioscience, healthcare and pharmaceutical industries; and patients.

The UKCRC represents a new way of working in which complex long-standing issues are
tackled by key stakeholders working together. Strategic direction and oversight is provided
by the UKCRC Board with broad stakeholder input into key issues.

http://www.ukcrc.org/




                                         Page 11 of 16
2.     Evaluation
Organisations in alphabetical order


Centre for Evidence-based Purchasing (CEP)

Provides impartial and objective information about medical technology to help the NHS make
better purchasing decisions.

Established as part of NHS PASA in September 2005, we are building upon the foundations
of the former Device Evaluation Service by providing evidence of the value of medical
technology solutions.

Through our strong links with key stakeholders across the Department of Health and NHS,
we provide reports and guidance to help key decision-makers build business cases to
underpin purchasing choices.

Clinical and cost effectiveness is at the heart of our work, helping policy makers,
commissioners and NHS providers to make sense of technical, clinical, operational,
economic and financial data. We do this by summarising evidence, undertaking equipment
evaluations and collating product specifications and market intelligence.

http://www.pasa.nhs.uk/PASAWeb/NHSprocurement/CEP - accessed 05/08/09

National Institute for Health and Clinical Excellence (NICE)

The independent organisation responsible for providing national guidance on the promotion
of good health and the prevention and treatment of ill health.

NICE produces guidance in three areas of health:
   • Public health - guidance on the promotion of good health and the prevention of ill
      health for those working in the NHS, local authorities and the wider public and
      voluntary sector
   • Health technologies - guidance on the use of new and existing medicines, treatments
      and procedures within the NHS
   • Clinical practice - guidance on the appropriate treatment and care of people with
      specific diseases and conditions within the NHS.

NICE guidance is developed using the expertise of the NHS and the wider healthcare
community including NHS staff, healthcare professionals, patients and carers, industry and
the academic world.

http://www.nice.org.uk/ - accessed 05/08/09

NIHR Health Technology Assessment programme (HTA)

Produces independent research information about the effectiveness, costs and broader
impact of healthcare treatments and tests for those who plan, provide or receive care in the
NHS. It identifies the most important questions that the NHS needs the answers to by
consulting widely with these groups, and commissions the research it thinks is most
important through different funding routes.

                                       Page 12 of 16
It provides ongoing help and support for the investigators it funds, before publishing their
findings in its internationally acclaimed journal series, Health Technology Assessment. The
journal’s 2007 Impact Factor (3.87) ranked it in the top 10 per cent of medical and health-
related journals. Each year some 50 new studies are published, giving the NHS the evidence
it needs to help deliver the best care.

http://www.ncchta.org/ - accessed 04/08/09


3.      Adoption
Organisations in alphabetical order

Academy for Large Scale Change

The Academy will support NHS leaders at regional and national level to create the conditions
needed to deliver large scale change in their local environment as they lead ground breaking
transformation in the health service in England. Demand for places has been extremely high
but we have had to limit the membership to around 70 of the most senior executives in the
SHAs and the Department of Health.

The Academy Director is Paul Plsek, an international authority on large scale change in
healthcare. Paul will be supported by a small team of coaches who each have an
international reputation in large scale change. The Academy programme starts in October
2008 and will run until November 2009. It will provide a world class experiential learning
opportunity for participants as they put their individual strategic goals into action in their local
areas of responsibility.

https://www.institute.nhs.uk/index.php?option=com_content&task=view&id=1398&Itemid=36
58 – accessed 07/08/09


Collaborative Procurement Hubs

“Collaborative procurement organisations within the NHS, generally referred to as
collaborative procurement hubs (CPHs), commercial procurement collaboratives (CPCs) or
supply management confederations (SMCs), consist of NHS trusts and primary care
trusts. These are normally within the same strategic health authority or regional boundary,
collaborating to make the most effective procurement and supply chain decisions, in
conjunction with NHS PASA and other organisations including Office of Government
Commerce (OGC) and Regional Developments Agencies, in order to provide best value for
stakeholders within their respective health economies.”

http://www.pasa.nhs.uk/PASAWeb/NHSprocurement/Collaborativeprocurementregional/ -
accessed 05/08/09

Commercial Support Units

Regional commercial support units are to be established as part of the new DH commercial
operating model. For more information see Necessity – not nicety: A new commercial
operating model for the NHS and Department of Health, published 7 May 2009:


                                         Page 13 of 16
http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidan
ce/DH_098876

NHS Evidence

Recommended by Lord Darzi in the Next Stage Review, NHS Evidence is a web-based
service that will help people find, access and use high-quality clinical and non-clinical
evidence and best practice. Built around a powerful search engine, the service will
consolidate information from a wide range of sources in one central portal.

http://www.evidence.nhs.uk/AboutUs.aspx – accessed 18/08/09

NHS Live

NHS Live is a free, national learning network designed to accelerate improvement and
innovation across the NHS. As part of the NHS Institute for Innovation and Improvement, it
contributes to its overall purpose to support the NHS to transform healthcare for patients and
the public by rapidly developing and spreading new ways of working, new technology and
world-class leadership.

NHS Live is a network of projects from all around the country. We believe that there is no
point re-inventing the wheel. We encourage teams and individuals to tell us all about the
solutions they have come up with to the problems they have faced.

http://www.institute.nhs.uk/nhs_live/introduction/welcome_to_nhs_live.html - accessed
07/08/09

NHS National Institute for Innovation and Improvement (NIII)

Supports the NHS to transform healthcare for patients and the public by rapidly developing
and spreading new ways of working, new technology and world class leadership. In addition
to the above, the Institute also runs a number of other programmes, detailed in this
document:
    • Academy for Large Scale Change
    • NHS Live
    • National Innovation Centre
http://www.institute.nhs.uk/ - accessed 01/08/09


NHS National Leadership Council

The new NHS Leadership Council will reinforce the Duty to Promote Innovation.

The NHS Leadership Council will be a system-wide body chaired by the NHS Chief
Executive responsible for overseeing all matters of leadership across healthcare. Leadership
needs to display a set of behaviours which create the necessary organisational environment
for innovation to take place, and which breaks down barriers to innovative thinking and
experimentation, and the adoption and diffusion of new ideas.

Once operational the NHS Leadership Council will be responsible for embedding leadership
development programmes at all levels of the NHS including graduate training programmes.
This will help ensure that future leaders understand that supporting innovation is a core
leadership behaviour from the very beginning of their professional development.

                                       Page 14 of 16
http://www.dh.gov.uk/en/Aboutus/HowDHworks/BoardsandCommittees/DH_097657 -
accessed 04/08/09

NHS National Technology Adoption Centre (NTAC)

The NHS Technology Adoption Centre, based in Manchester, was launched in September
2007 with the following key aims:

   •   To assist organisations to navigate the complexities of the 'NHS adoption landscape'.
   •   To work with partners to identify those technologies which will provide cost effective
       improved patient outcomes in the NHS.
   •   To work with NHS Trusts to support the sustainable implementation of new
       technology as an integral part of service and system solutions, identifying where
       changes to the pathway or service may be needed to unlock the full benefits of the
       technology.
   •   To produce detailed NHS focused Guides detailing how the technology can be
       successfully implemented and the benefits to both patients and organisations that
       can be achieved.

NTAC meets these aims by working with NHS Trusts to embed innovative technologies in
real-time NHS environments. The Centre's team will then work with a range of organisations
to promote the uptake of technologies which have been successfully embedded as standard
of care in these Technology Implementation Projects.

http://www.technologyadoptionhub.nhs.uk/home.html - accessed 07/08/09


NHS Supply Chain

“NHS Supply Chain provides customer-focused healthcare products and supply chain
services to the UK's National Health Service (NHS), enabling trusts, hospitals and other
healthcare organisations to focus on patient care. Our aim is to provide savings to the NHS
so that resources are released for NHS trusts and healthcare organisations to focus on
quality frontline patient care, manage costs and achieve sustainable value. It provides end-
to-end supply chain services incorporating procurement, logistics, e-commerce, and
customer and supplier support.”

http://www.supplychain.nhs.uk/portal/page/portal/Public - accessed 05/08/09

NHS Training for Innovation (TFI)

Formed in January 2006 with funding from the NHS and the Department of Trade and
Industry. The aim is to help create and disseminate innovative training tools that will
accelerate the adoption of new healthcare technologies in the NHS and beyond.

Projects are launched in response to specific NHS priorities or identified gaps, and are
designed to have a maximum impact on training and development.

We work in partnership with a number of organisations including the National Patient Safety
Agency, the NHS Purchasing and Supply Agency, as well as the medical device industry,
academic, educational and information technology bodies to encourage knowledge
exchange and promote best practice in medical technology training.
                                       Page 15 of 16
We provide a structured and standardised platform for developing training tools in the use of
advanced medical technologies and serve as the core innovation centre in healthcare
technology training.

Our established stakeholder network helps stimulate and facilitate knowledge flow from
industry into medical training.

http://www.tfi.nhs.uk/ - accessed 06/08/09

SHA Directors Network

Each SHA has nominated a director (known as a link director) to work with the NHS Institute
on enabling service improvement.

The SHA/NHS Institute link director network meets fortnightly by webex conference and
quarterly at events hosted by the NHS Institute. In addition, there is a web forum for
members on this website.

The NHS Institute’s relationship with the SHAs is interactive and evolving - we are
increasingly looking to the SHAs to influence and shape the services and products we
provide.

   •   To learn from each other and share best practice
   •   To inform SHAs of NHS Institute products/tools
   •   To make SHAs aware of where and how these products/tools have been applied and
       share learning and success stories
   •   To influence future programmes in NHS Institute to reflect SHA priorities

http://www.institute.nhs.uk/share_and_network/sha_directors_network/helping_shas_deliver
_their_strategic_priorities%3b_adding_value_to_nhs_institute_mainstream_activity.html –
accessed 06/08/09



Prepared by

Louise Jepson
Evaluation Pathway for Medical Technologies | Assistant Project Manager
National Institute for Health and Clinical Excellence
Level 1A | City Tower | Piccadilly Plaza | Manchester M1 4BD | United Kingdom
Tel: 44 (0)161 219 3802 | Fax: 44 (0)845 003 7785
Louise.Jepson@nice.org.uk

NICE would like to acknowledge Innovation Pipeline Stakeholders, drawn up earlier in 2009
by Peter Houghton of the South East Coast SHA for the Office of the Strategic Health
Authorities.




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