Post on 23-Mar-2016
description
Evidencing the value of SBRI
Yale/SEPT Module IIKaren Livingstone Director SBRI Healthcare
What is the SBRI Programme? Small Business Research Initiative (SBRI) is a pan government model
for funding the development of early stage technology designed to meet unmet need & accelerate availability.
SBRI is a pre-procurement public investment programme based on the US SBIR model. Each year the US SBIR programme makes over 4000 awards to US small businesses totaling over $2billion in value .
The NHS started to utilise SBRI in health in 2009 when the EoESHA commissioned a £1m regional programme to test the water. Today the NHSE is investing £32m with £64m planned for next financial year.
This presentation charts the route, the challenges & leadership of this dynamic innovation programme.
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
How does it work?
Problem Identificatio
n
Open call to Industry
Feasibility Testing
Prototype developmen
t
Typically undertaken by
clinicians – service driven
Workshops with industry to support
understanding Typically 6
months – max of £100k
Typically 18 months –
milestones agreed & monitored
Assessment
Assessmen
t
Open Procurem
ent
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
Defining the problem There is insufficient evidence for
stakeholders to see the value of the SBRI programme.
Overall objective
Create a compelling vision for stakeholders to grow the SBRI programme
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
+Problems & Objectives
Establish shared understanding of appropriate methodology & develop health & economic impact data
Refine programme methodology
Establish new delivery forum & build consensus
Bottom up governance style
Secure funding for 2013 & beyond
Secure support from all sides
Problems Objectives
Clinical impact needs evidence
Economic value needs evidence
AHSNs embryonic & new to SBRI
New NHS & economic context
New governance model needed
Piece meal funding
Political change
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
Root cause analysis
Evidence needed to address range of issues
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
+Possible delivery strategies
Delivery mechanism/ lead MoneyDispersal
Experience of SBRI
Service led
Businessexpertise
Stakeholder Engagement
Dispersal of products
NHSE Commission AHSNs (top down)
XXX X XX X X X
TSB manage programme
XXX XX X XXX X X
DH Procurement manage
XX XX X X X XX
AHSNs lead with central support (bottom up)
XX XXX XXX XXX XXX XXContext of NHS re-organisation & Economic partnerships localism agenda
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
New governance model Revised programme Health economics built in Procurement built in Stronger unmet need
identification Secure funding base
Promotion / Stakeholder engagement
Implementation Plan
Refin
ed S
BRI o
ffer
Cons
ensu
s ove
r new
ap
proa
ch
Impl
emen
tatio
n
ENGAGE
Build support
Clinicians
AHSNsTreasury
Business Agencies
LISTEN & ENGAGE
Task & Finish group
Businesses Clinical
community
Quant & Qual research
Communications & stakeholder engagement
NHS England & AHSNs
Investors NHS
managers
Plan Do Study Act
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
+Iterative planning
Main activity head key tasks sub tasks responsibilities timeTask & Finish group
Agree Membership KL&MA Jun-12TORs KL&SD Jun-12
Evaluation of SBRI to date KL&AB Oct-12Recommendations to IHW KL&MA Nov-12
Launch 2 new programmes MH & EoL KL&AB&CJ Jan-13Implement Recommendations AHSNs lead responsibility secure agreement NHSE MA Nov-12
EAHSN manage the programme secure agreement NHSE MA Nov-12Revise SBRI programme greater needs assessment work with MIMIT to build KL&AB 2012 & 2013
greater procurement input work with Hub to create KL&AB 2012 & 2013Stronger Health economics commission support KL&AB 2012 & 2013Stronger ROI evaluation utilise ROI calculator KL&AB 2012 & 2013
Communications Create dedicated SBRI Website commission marketing agency CJ 2012
prepare information & materials CJ 2012Promote to Clinicians keynote speaking events KL&RW 2011 & 2012 & 2013
one to ones - AHSNs KL 2012 & 2013
Network of Networks KL 2011 & 2012
Promote to Industry Keynote speaking events KL &DC 2011 & 2012 & 2013
engagement of industry partners APHI & Medilink etc 2012 & 2013
Promote to Politicians one to ones - Health & Opposition KL &DC 2012 & 2013European lobbying Horizon 2020 KL &DC 2011 & 2012
Establish SBRI Management Board
Revised thinking on evidence required
Enhanced marketing
Evolved programme
Revised governance around £
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
Regular tailoring of messages
+Stakeholders stakeholders stakeholders
CLINICAL EVIDENCE
Programme identifies unmet need
Clinical efficacy for each product is met
Spread of knowledge & uptake of products
Programme saves NHS £
STAKEHOLDERS
NHS England
Department of Health
Clinicians in specialty
Wider clinical community
STAKEHOLDERS
Treasury
Businesses & business representatives
Venture Capitalists & investors
Wider political community
ECONOMIC EVIDENCE
Evidence of support for early stage SMEs
Evidence of jobs & business growth
Evidence of international sales
ROI for public purse
ACTORS
Innovation Team
Commercial Directorate
Domain leads
Royal Colleges & MDsACTORS
Economic Investment team
MediLink, APHI,
Med Tech specialists
No. ten & shadow leaders
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
Outcomes achieved to date
Competition LaunchDate
No. of entries received
Contracts AwardedPhase 1 & 2
Value Funding lever-aged
1 DH – Pathogen detection Oct 2008 15 7 2 £2m -2 DH – Hand Hygiene Oct 2008 38 6 4 £3.1m £3m3 Managing Long Term Conditions Apr 2009 89 5 2 £1.2 m £3.19 m
3 Patient Safety Apr 2009 46 5 2 £1.25 m £1.25 m4 Keeping Children Active Apr 2009 42 1 0 £0.1 m -
5 Dementia June 2010 28 7 3 £1.2m -6 Hospital Admissions June 2010 69 5 2 £0.4m -7 Long Term Conditions Feb 2011 73 8 5 £2.2 m £3.2 m8 Medicines Management Apr 2012 49 5 4 £0.5 – +£1.5m phase 2 -
9 Behaviour changes April 2012 108 8 2 £0.68k - +£1.3m phase 2
10 End of Life Jan 2013 97 5 Tbc £2.5m tbc
11 Mental Health Jan 2013 80 4 tbc £2.5m tbcTOTALS TO DATE 734 66 31 £17.63m £2.8m due £10.64m
• 11 Programmes launched• 5 Leading edge products brought to market • 23 jobs created and 15 safeguarded• Royal colleges backed• Governance agreed with AHSNs
£1m-£3m-£5m-£10m-£32m-£64mDeveloping ROI
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
• NESTA interim evaluation• NHS leverage - £1 + 84p externally• BIS backing for Euro Growth funds• 100+ clinicians involved • Engagement of key business stakeholders
Patient impact: Edinburgh based Edixomed have developed a Nitric Oxide dressing for diabetic patients with chronic leg ulcers to enable rapid healing.The company have grown 3 new jobs and safeguarded 2. They have regulatory approval and significant investor interest.
Oxford University Spin out Company, Eykona technologies has devised a novel 3D camera
which allows for improved monitoring and clinical intervention of chronic wounds in
clinics, hospitals and in patient homes.
The company have grown from 3 to 13 staff – they are selling to 12 NHS organisations, have secured international sales in Scandinavia and
the US
My belief is that had we not had the SBRI funding we would not have raised additional private equity funding and had it not been for SBRI validation I don’t think this company would be
around now. Peter Bannister, Chief Scientific Officer
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
Patient impact:
Huntingdon based start up Aseptika Ltd has devised a home-based rapid quantitative test for bacterial respiratory infections in patients with cystic fibrosis (CF) The company have safeguarded 2 jobs and are looking to expand into CoPD
SBRI is a case of relatively small amounts of money making the
difference and being able to develop the new products the
public sector needs and support the development of new
companies.
Dr Kevin Auton, MD
POLYPHOTONIXSedgefield based SME has worked with the Liverpool University Hospitals Ophthalmology team to create a LED mask that stops the damage of diabetic retinopathy & wet and dry AMD. Phase II trials are going well and Phase III are commissioned by Moorefield's starting in Sept.The company have increased 5 fold and have all their manufacturing in the UK
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
+Measuring success for future
KPIs will include: Dispersal of monies to companies Industry participation & satisfaction rates – commercial partners funding Products to market (and/or near to market) ROI - NHS Institute model – Benefits-Costs=Dividends or as a % Health Impact – health economics modeling Economic Impact – modeling conservative impact on GVA with jobs focus International sales and revenue Adoption and spread of products through NHS
AHSN engagement and enthusiasm
Political backing for more SBRI post the election
KPIs are still being agreed
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Impact for patientsEvaluation Future success Lessons for
leadership
www.sbrihealthcare.co.uk
+Leadership lessons
1. Clarity on vision but flexibility over delivery mechanism
2. Evaluation enhanced the programme delivery, informed communications & evidenced the value
3. Proactive political management was essential to the economic offer
4. Building bottom up takes time and careful leadership – egos
5. Building a compelling vision requires stakeholder engagement just to formulate it - if it is to be credible
6. Create success stories & enable others to tell them – don’t over control
7. The team needed a strong skill mix – my role is to keep the energy and vision
8. Personal resilience & flexibility
Lessons learned
Background & Context
Defining the Problem
Problems & objectives
Strategies & selection
Implementation Plan
Measuring successEvaluation Future success Lessons for
leadership