Denis Gizzi presentation

1. Oldham CCG
Our Innovation Strategy

2. The landscape is changing…

3. The approach
• NHS unchartered territory
• Francis Report, Keogh = tougher inspection systems, changes in performance measures , new
ways of reporting
• More focus on transformation and redesign of primary care services
• National, regional and local change programmes eg Healthier Together
• Increased focus on patient engagement, feedback and listening and responding
• Continued removal of funding and reduction of budgets means we’re working under tighter
financial constraints every year
• But all of this means that we have a real opportunity…

4. …to improve population health in Oldham

5. Innovation is in our hands…
The clinical and management leadership teams at Oldham CCG believe in building a
culture which encourages our members to innovate and improve at a local level, to:
• empower communities in Oldham around the health agenda
• use our collective assets effectively
• prevent unnecessary costs and duplication of work
• engender innovation in our practices
• work collaboratively across clusters
• win the hearts and minds of our patients and public
• shape our own destiny with regard to Public Service Reform
• ultimately, deliver our triple aim objective

6. Oldham CCG
Our Dragons’ Den Strategy – a summary

7. As Clinical Commissioning leaders, Oldham CCG will ensure we adopt an innovation based commissioning
ethos into everything we do. We respect the following key aspects of innovation:
• That local intelligence, via our CCG members combined with broader partnerships, used effectively will help
translate great ideas into action and outcomes
• We will invest in good ideas and support our CCG membership to test them
• We will nurture trust and respect among CCG members, our partners and those who’s interests align with
our Triple Aims, we value their ideas and contributions
• The collective wisdom of experienced leaders (clinical, non-clinical, Public and Independent)
• Innovation is part of the fabric of who and what we are, continuous challenge and idea generation will drive
triple aim delivery over time
Innovation - Our CCG Ethos
Innovation - Our CCG Beliefs
• A culture focused on health adds more value than one focused solely on health care.
• There are many valid approaches to achieving superior health outcomes; we will ruthlessly explore them
• We believe in the capabilities of individuals to manage their own health
• We believe that CCG Members and Partners, correctly supported, can create new and exiting ways to
enhance care in Oldham

8. The Innovation Fund Framework
The CCG understands that innovation is not a ‘one size fits all’ concept. We have to explore many aspects, from a number
of different markets. In order to enable us to test and explore innovative ideas, technology and relationships the CCG has
borrowed the Dragons Den (DD) idea and re-modeled it for our specific purpose.
The 3 Innovation Streams proposed are:
1: General Stream – Anyone / Any Organisation with a drive to improve care and outcomes. Particular suited to Local Innovators
from Voluntary, Third Sector & Local Public Interest Organisations
2: Big Pharma – Pharmaceutical based innovations. Ideas, products and services that can drive greater health gain and more
productive long-term relationship with the CCG and its Practice Members
3: Technological / Product Innovations – Opportunity for SMEs and larger product developers to test their innovations at industrial
scale in Oldham
I
• INVENTION
• Insights, origins, nucleus of ideas and the means by which we will improve
value to our patients (invention is not owned by any specific culture)
A
• ADOPTION
• The means by which we will execute the proof of concept into reality. Testing,
refining, measuring and quality assuring the change for our stakeholders
D
• DIFFUSION
• Systemising effectively throughout our service systems. Industirialising good
ideas for macro benefit (applying well-ground technology)
1: In progress 20+ innovation projects commenced 2014
2: In development – Expected DD exercise Nov / Dec 2014
3: In development – Expected DD exercise Feb / Mar 2015

9. I
• INVENTION
• Insights, origins, nucleus of ideas and the means by which we will improve
value to our patients (invention is not owned by any specific culture)
A
• ADOPTION
• The means by which we will execute the proof of concept into reality. Testing,
refining, measuring and quality assuring the change for our stakeholders
D
• DIFFUSION
• Systemising effectively throughout our service systems. Industirialising good
ideas for macro benefit (applying well-ground technology)
Dragons’ Den II and III
(3) Desktop Initial Assessment the Via Submission of
Business Case Supported by Industry Partner
(1) Set Aside Innovation Development Funds
(2) Set Out the Rules for Application
(the conditions we will use to align idea to priorities)
(4) Select A Shorter List of Innovation Partners &
Propositions
(6) Select Partners & Determine Partnership Offer
Determine Data and Patient / Customer Experience Outcomes
(determine the offer fund/part fund/accept)
(7) Evaluated Projects & Convert Successful
Innovations into Long-Term Partnership Agreements
(determine the deal flow arrangements)
Seeking the Big Ideas via Industry ‘Call to Action’
-CCG advertises its strategic intent into correct PR channels
(advised by local APBI partner DD2)
(advised by Trustech partner DD3)
- CCG openly shares its strategic plans
- CCG explains the rules of engagement clearly
The 7 Steps
(5) Run a 2-part DD exercise
Morning Session – Market Place
Afternoon Session – DD Challenge

10. The Selection Process 6 Steps (1-3)
(1) Set Aside Innovation Funds (£500k)
(this would be our contribution to the innovation)
• Is this a real Business Opportunity with real Resources to bid
for?
• Is this a real opportunity to enter into a long-term partnership
relationship with our CCG?
• CCG Has already set aside £funds to support the Innovation
Programme. It’s real & its ready to bid for
• Its not just about seed funding, its also about logic testing at
industrial scale that could involve no up front CCG investment
(2) Set Out the Rules for Application
(for DD2 & DD3 there are specific ground rules to comply with)
• Bids should be based around the following points:
• How will the idea improve care?
• How will the idea improve experience?
• How will the idea drive cost effectiveness over time?
• Is the innovation achievable?
• Can it be explained easily to a set of (mixed) Dragons?
• Is the idea T2V aligned?
(3) Test the Ideas & Logic Via a via Market
Session & Dragons Den Challenge
Dragons Den – What to expect:
• Dragons will be Clinical Council
• Dragons will include experienced business leaders
• Dragons will include local patient / citizens
• It will work very much like the TV programme
• Bidders make a pitch based on their idea
• Bidders will be expected to have a thought through innovation
& be ready for challenge

11. The Selection Process 6 Steps (4-6)
The Dragons Will Select Bids based on:
- The bids that showed greater promise
- Those that connected best with our needs
- Those that were deemed doable & value based
What happens after successful application:
- The bidder will enter a project initiation phase
- Innovation will be pumped through Innovation Model
- A data collection process will be set up
- The CCG finance team arrange funds/Partnership Agreement
- The partner commences delivery of the project
Sharing Evidence & Outcomes:
- At a set time in the project cycle (6-12 months) outcome data will be
assessed (through innovation model)
- Those schemes showing greater long term sustainable benefits will
be put forward for a longer term partnership agreement / contract
- Diffusion of the innovation idea will take place between the bidder
& the CCG
- CCG shares learning with AHSN / GM CCG system
(4) Select A Range of Innovation Projects
(5) Determine T2V Data and Patient Triple Aim
Measures
(6) Successful Projects Convert to
Commissioned Service

12. Who Can Apply In DD2 & DD3 ?
• Any Pharma based Organisation affiliated with ABPI
• Any Health Care Related Technology Based Product Developer / Supply
• Any Health Care Related Voluntary and/or Not for Profit (NFP) enterprise, with
links with either of the above
• Any healthcare related organisation (NFP or otherwise), who partners with any of
the above
• Any of our CCG Membership at any 3M level, who partners with any of the above
• Any combination of the above

13. What Next? – Next Steps for Applicants
• Read the invite notice (the CCG notice to participate placed into Industry routes )
• Begin conversations with partners, colleagues, patient groups
• Prepare your ‘innovation’ idea
• Fill in the business case application form & submit
• Prepare your materials & pitch to the Dragons
• Hopefully become successful (best of luck!)
• Gear up to test your innovation (& prepare the measures)

14. 14
Technology Diffusion Model – Taking Innovative through to
Systematic ExecutionArticulationStage
Ideation&GroundedLogic
- Research
- Insights & Challenge
- Value Propositioning (T2V)
- Prioritisation
- Doability (inc financials)
- External Stakeholder Buy-In
- Customer Fit
- Internal Membership Buy-In
Go-Ahead Prototyping Test Phase
Test Phase
Evaluation
Modifications
Completed -
Fit for Purpose
Adopt & Diffuse
Commercial Offer
Regulation & Calibration & Evaluation
Grounded Innovations & Propositions – Proof of Concept Stage
(e.g. NICE TAs)
Governing, Process Control & Delivery – Execution Stage
8 week turnaround Via Clusters
(varied according
to complexity)
Via EQALS / TA
group
+ CDS and others
Via TA Working Group (1)
Via Clinical Council (2)
Via ERFPQ (3)
Diffusion Incentives
+ Rules of Engagement
(+ re-offers)
AcceptedNot Accepted

15. R
E
V
I
E
W
PROPOSITION
ARTICULATION
A
Developing IW’s Integrated Framework
Shape KOLS
Position?
Check
Regulatory
position
Orientation to NUS
translate into
Zeitfeist
Compelling vision
HEALTH ECONOMIC
VALUE APPRAISAL
B
EDUCATIONAL / WORKFORCE
APPRAISAL
C
DEVELOPING
METRICS
OF SUCCESS
REVISITING INCENTIVES
+ BARRIERS
+APPRECIATIVE INQUIRY
RE: SUCCESS
SPREAD STRATEGY
D
E
F
KOLS/ SXIN IN
THE GAME
Cash in
Benefits out?
Creating financial
incentives?
Modelling
Visible comparative data
(drives education)
INTO PRACTICE
Sharing with
Practices
Education? CPD? Training?
New workflow deployment
Consumer Patient
Experience
Incentives
Commissioner
Incentives
Published
Preview Proficient
Behaviour
incentives
A
C
T
I
O
N
S
O
R
I
E
N
T
A
T
I
O
N
INPUT:
e.g. TA / medical device etc
OUTPUT:
Fully integrated new technologies
Clinical Council/CDs
Finance
O.D.
Practice/
Cluster
Engagement
Partner
AHSN?
? Should
come after D
Implementation
- CRITICAL
? AHSN

16. Oldham CCG
Dragons’ Den for Innovative Healthcare Technologies

17. The programme
Innovation excellence in primary care
• Mission statement: to identify new technologies to evaluate and adopt to
improve the care and lives of the local community.
• Patient involvement; putting patients' voices alongside CCG staff and
executive to review and select technologies.
• Open the doors of the CCG to a wide variety of companies that are
developing innovative medical technologies – breaking down barriers.
• Utilising the skill and experience of TRUSTECH, the CCG’s innovation
partner, to deliver the programme.

18. The process
1. Call to industry
2. Internal assessment – select best technologies
3. Marketplace – patients and CCG staff review technologies
4. Dragons’ Den – companies pitch ideas
5. Agree and fund evaluations
6. Commission the proven technologies, improve lives in Oldham

19. The numbers
Applications submitted
Number of countries companies were based in
Technologies demonstrated at the marketplace
84
9
20
In-situ evaluations in development
5

20. The technologies
• d-NavInsulinGuidanceService– personalisedinsulin management
• Fall-SafeAssist– helps protectagainstimpact,recordsfalls data andsends alerts
• PatientMonitor– telephoneservicecollectssymptomsand physiologydata
• NocturaSleep Mask– light therapyto reduceretinal disease fordiabetes
patients
• PersonalCare Record– empowersLTC patients to own their healthcarerecord

21. The future
• On-goingdue diligence
• Currentlydevelopingevaluationprotocolsforall evaluations
• Next steps for future innovations

22. Thank you