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WMAHSN Health and WealthEconomic Summit day one:Innovation, Investment and

Productivity21st October 2014NEC, Birmingham



Housekeeping NotesNo fire drills scheduled for today.

If alarm sounds, please leave the building by the nearest exitand, once outside, follow the instructions of venue staff whowill direct you to the nearest assembly area.

Toilets can be found outside the Concourse Suite receptionarea, in the main NEC foyer and to the left of Gallery Suite 3.

Please use designated smoking areas at the frontof the building.

Ensure mobile phones are switched offor turned to silent.

No fire drills scheduled for today.

If alarm sounds, please leave the building by the nearest exitand, once outside, follow the instructions of venue staff whowill direct you to the nearest assembly area.

Toilets can be found outside the Concourse Suite receptionarea, in the main NEC foyer and to the left of Gallery Suite 3.

Please use designated smoking areas at the frontof the building.

Ensure mobile phones are switched offor turned to silent.

Lunch will be served in the Gallery Suite restaurant, next tothe Gallery Suites 2 and 3.

After lunch, please return to the Concourse Suite, beforegoing to your pre-selected workshop.

Delegates workshops choices are displayed on namebadges. There are a few spaces remaining in eachworkshop, for those delegates who did not reserved aspace, ahead of today’s event.

Lunch will be served in the Gallery Suite restaurant, next tothe Gallery Suites 2 and 3.

After lunch, please return to the Concourse Suite, beforegoing to your pre-selected workshop.

Delegates workshops choices are displayed on namebadges. There are a few spaces remaining in eachworkshop, for those delegates who did not reserved aspace, ahead of today’s event.


ProductivityAndy Hardy

University Hospitals Coventry andWarwickshire


ProductivityAndy Hardy

University Hospitals Coventry andWarwickshire

WMAHSN seven point growthplan

WMAHSN seven point growthplan

Tony DavisCommercial Director

West Midlands AHSN Conference – 21 October 2014

What is the national and regional LifeSciences infrastructure?

Frances Pennell-Buck, Healthcare Specialist, UKTI

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Why does the UK Government support Life Sciences?

The UK Government Plan for Growth:

• To create the most competitive tax system in the G20

• Make the UK the best place in Europe to start, finance and grow abusiness

• Encourage investment and exports

• Create a highly skilled workforce that is the most flexible in Europe

Life Sciences Sector is the third largest contributor to economicgrowth in the UK; 176,000 UK jobs and an annual turnover of over£52 billion

The UK Government Plan for Growth:

• To create the most competitive tax system in the G20

• Make the UK the best place in Europe to start, finance and grow abusiness

• Encourage investment and exports

• Create a highly skilled workforce that is the most flexible in Europe

Life Sciences Sector is the third largest contributor to economicgrowth in the UK; 176,000 UK jobs and an annual turnover of over£52 billion

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“In December 2011 I made a firm commitment to re-establishthe UK's global leadership in the life science sector,announcing the Government's ten-year Strategy for UK LifeSciences.”

“By more closely integrating the UK's unique strengths, Ibelieve that we can improve healthcare for patients, attractnew investment to the UK, and create new jobs and businessopportunities in an increasingly competitive and internationalindustry.”

The UK is committed to supporting the Life Sciences andHealthcare sector

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DavidCameronPrime Minister

Life Science Strategy and Innovation Healthand Wealth are the UK government’sresponse to a global sector under pressure

“In December 2011 I made a firm commitment to re-establishthe UK's global leadership in the life science sector,announcing the Government's ten-year Strategy for UK LifeSciences.”

“By more closely integrating the UK's unique strengths, Ibelieve that we can improve healthcare for patients, attractnew investment to the UK, and create new jobs and businessopportunities in an increasingly competitive and internationalindustry.”

The Strategy makes the most of the UK’s core strengths:

Basic science in universities Translational and clinical research excellence Industry and supply chain The National Health Service (NHS)

• We are a public/private model with a civil service team within UKTIand private sector individuals.

• We are led by Dr Mark Treherne, Chief Executive. Mark is a researchscientist with a PhD in Pharmacology from Cambridge University andhas over 25 years’ industrial experience in the discovery of noveltreatments for diseases of the nervous system..

• We are an independent unit that has national responsibility fordelivering inward investment and trade for life sciences.

• We are governed by UKTI and the Office of Life Sciences (BIS/DoHjoint office formed April 2014; Nicole Mather is Director)

The LSO was created to deliver the UK Life Sciences Strategy

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• We are a public/private model with a civil service team within UKTIand private sector individuals.

• We are led by Dr Mark Treherne, Chief Executive. Mark is a researchscientist with a PhD in Pharmacology from Cambridge University andhas over 25 years’ industrial experience in the discovery of noveltreatments for diseases of the nervous system..

• We are an independent unit that has national responsibility fordelivering inward investment and trade for life sciences.

• We are governed by UKTI and the Office of Life Sciences (BIS/DoHjoint office formed April 2014; Nicole Mather is Director)

Where the LSO and UKTI sits in central government

Part of

Life SciencesOrganisation

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UKTI 107 markets

1,265 staff overseas

515 staff in HQ offices

400 International TradeAdvisors and support staffbased in regions

40 offices throughoutEngland

107 markets

1,265 staff overseas

515 staff in HQ offices

400 International TradeAdvisors and support staffbased in regions

40 offices throughoutEngland

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Delivery partners the LSO works with to ensure the UK is the pre-eminent location for imports and exports

The invest part of UKTI and theLSO works to promote the UK’slife science ecosystem to attractoverseas investors to set upgreenfield sites and increasenumber of jobs within the UK.The trade part of UKTI and theLSO works to encourageexisting overseas life scienceand healthcare investors andUK based life science andhealthcare companies to exporttheir goods and servicesabroad.

LifeScienceOrganisationcoverstrade andinvestment

The Officeof LifeSciencesworks withthe LSO totranslateindustrypriorities/issues intopolicychangesthat makethe UK lifescienceecosystem amoreattractivelocation ofinvestmentor as aspringboardto tradefrom.

Policy Delivery

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The invest part of UKTI and theLSO works to promote the UK’slife science ecosystem to attractoverseas investors to set upgreenfield sites and increasenumber of jobs within the UK.The trade part of UKTI and theLSO works to encourageexisting overseas life scienceand healthcare investors andUK based life science andhealthcare companies to exporttheir goods and servicesabroad.

Our delivery partnersHealthcare UK work closelywith the LSO trade team toexport the capabilities andknowledge of the NHS tooverseas markets looking toemulate the NHS model. Theseare often large turn-keyprogrammes (i.e. hospitalbuilds) which need workforceanalysis, capacity planning etc.Healthcare UK are targeting thekey markets: China, Brazil,UAE…….

LifeScienceOrganisationcoverstrade andinvestment

The Officeof LifeSciencesworks withthe LSO totranslateindustrypriorities/issues intopolicychangesthat makethe UK lifescienceecosystem amoreattractivelocation ofinvestmentor as aspringboardto tradefrom.

39 LOCAL ENTERPRISE PARTNERSHIPS (LEPS)

WEST MIDLAND AREA LEPS:

• The Black Country

• Greater Birmingham andSolihull

• Stoke on Trent andStaffordshire

• The Marches

• Coventry and Warwickshire

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WEST MIDLAND AREA LEPS:

• The Black Country

• Greater Birmingham andSolihull

• Stoke on Trent andStaffordshire

• The Marches

• Coventry and Warwickshire

Enterprise Zones

Enterprise Zones -

Areas that support new businesses by offeringincentives such as:

Simplified planning procedures

Super-fast broadband

100% business rate discount worth up to£275,000 over a five year period

Soft Landing Programmes

Reduced rental on office space

Introductions and free of charge initialmeetings with professional services firms e.g.legal, recruiters, accountants

Enterprise Zones -

Areas that support new businesses by offeringincentives such as:

Simplified planning procedures

Super-fast broadband

100% business rate discount worth up to£275,000 over a five year period

Soft Landing Programmes

Reduced rental on office space

Introductions and free of charge initialmeetings with professional services firms e.g.legal, recruiters, accountants

16

CITY DEALS

Designed to give cities the opportunity to stimulateeconomic growth

WAVE 1

• 8 largest cities outside London including Greater Birmingham

WAVE 2

• 20 have submitted proposals including The Black Country,Coventry and Warwickshire, Stoke and Staffordshire

Designed to give cities the opportunity to stimulateeconomic growth

WAVE 1

• 8 largest cities outside London including Greater Birmingham

WAVE 2

• 20 have submitted proposals including The Black Country,Coventry and Warwickshire, Stoke and Staffordshire

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ORGANISATIONS WE WORK CLOSELY WITH TO ENCOURAGEGROWTH

• AHSNs

• Medilinks

• Devolved Authorities

• Trade Associations

• Other government departments, especially NHS

– And many others………

• AHSNs

• Medilinks

• Devolved Authorities

• Trade Associations

• Other government departments, especially NHS

– And many others………

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Some of the recent UKTI activities in the Midlands

• 2011 Industry Briefing Tour partly held in Nottingham with our Commercial Officers

• 2011 USA Road show bringing over speakers from the US on Regulatory,Reimbursement in Birmingham

• 2012 Midlands took part in a Life Science webinar related to the Olympic Games

• 2013 UKTI Export Taster held in East Midlands

• 2013 How to exhibit workshop co sponsored by UKTI in East Midlands

• 2013 East Midlands involved with HVO opportunity conference call with Hong Kong

• Both the East and West Midlands have been part of the Asia pacific roadshow

• UKTI were involved in the UK MEDTECH Innovation Conference both in 2014 and2015 which was held at the Ricoh arena, Coventry

• 2011 Industry Briefing Tour partly held in Nottingham with our Commercial Officers

• 2011 USA Road show bringing over speakers from the US on Regulatory,Reimbursement in Birmingham

• 2012 Midlands took part in a Life Science webinar related to the Olympic Games

• 2013 UKTI Export Taster held in East Midlands

• 2013 How to exhibit workshop co sponsored by UKTI in East Midlands

• 2013 East Midlands involved with HVO opportunity conference call with Hong Kong

• Both the East and West Midlands have been part of the Asia pacific roadshow

• UKTI were involved in the UK MEDTECH Innovation Conference both in 2014 and2015 which was held at the Ricoh arena, Coventry

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Medilink North West

Medilink West MidlandsMedilink York & Humber

Medilink East Midlands

Medilink South EastCovered by Local Medilinks

Medilink South West

Medilinks - England

MedilinkUK Partners

MedilinkUKMedilink WM is a founding member ofMedilink UK; a UK wide network supportingover 3,000 companies across the entire UK

Medilink UK is the National HealthTechnology business support umbrellaorganisation that includes the devolvedadministrations in Scotland, Wales andNorthern Ireland.

Medilink UK provides a National profile forthe industry and works with other tradebodies andassociations to represent the healthcareindustry view to UK government.

MedilinkWM provides MedilinkUK’sorganisations with its web services

In Development

Bio Business

MediWales

SEHTA

MedilinkUK Partners

Medilink WM is a founding member ofMedilink UK; a UK wide network supportingover 3,000 companies across the entire UK

Medilink UK is the National HealthTechnology business support umbrellaorganisation that includes the devolvedadministrations in Scotland, Wales andNorthern Ireland.

Medilink UK provides a National profile forthe industry and works with other tradebodies andassociations to represent the healthcareindustry view to UK government.

MedilinkWM provides MedilinkUK’sorganisations with its web services

www.MedilinkWM.co.uk

MedilinkWM – Core Activities

• Supports over 110 paying members in the West Midlands and over and with otherRegional Medilinks & MedilinkUK partners there are 1900+ members –www.MedilinkWM.co.uk

• Provides MedilinkUK and its Subscribers, Life Science Sector News, Information andEvents calendar via Website, Bulletins and Newsletters.www.MedilinkUK.Com – 9000 visitors in last 6 months – 25%+ return visits

• Operational and Information Centre for Edgbaston Medical Quarter providing EMQorganisation listings, news and information via EMQ website, Bulletins andNewsletters. www.EMQ.org.uk

• The Medilink WM database, established over the last 12 years, contains c.27,000contacts across over 17,300+ organisations and represents all aspects of the sector,including private and public institutions; from multinationals to high potential start-ups, as well as the NHS and Universities

• Supports over 110 paying members in the West Midlands and over and with otherRegional Medilinks & MedilinkUK partners there are 1900+ members –www.MedilinkWM.co.uk

• Provides MedilinkUK and its Subscribers, Life Science Sector News, Information andEvents calendar via Website, Bulletins and Newsletters.www.MedilinkUK.Com – 9000 visitors in last 6 months – 25%+ return visits

• Operational and Information Centre for Edgbaston Medical Quarter providing EMQorganisation listings, news and information via EMQ website, Bulletins andNewsletters. www.EMQ.org.uk

• The Medilink WM database, established over the last 12 years, contains c.27,000contacts across over 17,300+ organisations and represents all aspects of the sector,including private and public institutions; from multinationals to high potential start-ups, as well as the NHS and Universities

www.MedilinkWM.co.uk

Geographical distribution of Medical Technology companies –why the West Midlands is so important to Life Sciences andUK plc

Broad distribution of companiesthroughout the UK

The West Midlands hosts the majorityof medical technology companies

Source: Strength & Opportunity 2012; BIS

Broad distribution of companiesthroughout the UK

The West Midlands hosts the majorityof medical technology companies

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UK government ambitions for exports and imports which drives LSOtargets and metrics

1Raise the profile of the UK Life Sciences SectorDevelop and transmit a clear, coherent message about the UK’s Life Sciences capabilitiesand the benefits of operating in and exporting from the UK.

Develop a pipeline of trade & investment opportunitiesDevelop a prioritised list of new and existing investors; and strategic trade opportunities,ensuring a focus of resources on those that will deliver the most value to UK PLC.

UKTI Life Science Organisation – what we do

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2Develop a pipeline of trade & investment opportunitiesDevelop a prioritised list of new and existing investors; and strategic trade opportunities,ensuring a focus of resources on those that will deliver the most value to UK PLC.

3Provide tailored support to help land investments and increaseexportsUse our UK wide trade & investment network, sectors specialist resources and crossWhitehall connections to increase the number and value of investments in and exports fromthe UK Life Sciences sector.

The LSO market focus for trade and investment opportunities

We focus our efforts on 12 key markets as they deliver 86% of all inwardinvestment wins

However, our pipeline (of live investment enquiries from potential overseasinvestors) has active projects from a further 20 markets.

Australia Canada ChinaFrance Germany India Italy Japan Spain

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We focus our efforts on 12 key markets as they deliver 86% of all inwardinvestment wins

However, our pipeline (of live investment enquiries from potential overseasinvestors) has active projects from a further 20 markets.

Italy Japan SpainUSA Nordic/Baltic Switzerland

Targeting strategic themes for high value investment opportunitiesStratified

Medicine &Genomics

DementiaMedicinesManufacturing

LSOPropositions& Materials

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ExperimentalMedicine /

Clinical Trials

MedicalTechnology

RegenerativeMedicine

Includes sub-themes:Digital Health; In-vitro

Diagnostics; Medical Imaging

LSOPropositions& Materials

How UKTI can help you:

Our practical help and advice is free and confidentialUKTI’s professional trade and industry advisers operate in the UKalongside a global network of experts based in all British diplomaticoffices overseas

Links with centres of excellence (e.g. universities) Information on tax, regulatory and business planning issues Information on financial incentives and grants if applicable Information on staff recruitment Site and Property search assistance Building key contacts- we can provide introductions to service

providers, local, regional and national government and tradeorganisations.

Aftercare through on-going support Trade support to attend exhibitions, trade missions

Our practical help and advice is free and confidentialUKTI’s professional trade and industry advisers operate in the UKalongside a global network of experts based in all British diplomaticoffices overseas

Links with centres of excellence (e.g. universities) Information on tax, regulatory and business planning issues Information on financial incentives and grants if applicable Information on staff recruitment Site and Property search assistance Building key contacts- we can provide introductions to service

providers, local, regional and national government and tradeorganisations.

Aftercare through on-going support Trade support to attend exhibitions, trade missions

Please contact one of the following if you would like to know more about the LSO andhow we can work with you:

•Nykki Rogers, Head of IST, UKTI Life Sciences OrganisationMobile: +44 (0)7557 490297E-mail: [email protected]

•Frances Pennell-Buck, Healthcare Specialist, UKTI Life Sciences OrganisationMobile: +44 (0)7711 191 828E-mail: [email protected]

•Sandish Benning, Strategic Investment AssociateMobile: +44 (0)7795 257545E-mail: [email protected]

Link to the LSO website: https://www.gov.uk/government/collections/guide-to-uk-life-sciences-for-overseas-investors-and-companies

How can you access the LSO?

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Please contact one of the following if you would like to know more about the LSO andhow we can work with you:

•Nykki Rogers, Head of IST, UKTI Life Sciences OrganisationMobile: +44 (0)7557 490297E-mail: [email protected]

•Frances Pennell-Buck, Healthcare Specialist, UKTI Life Sciences OrganisationMobile: +44 (0)7711 191 828E-mail: [email protected]

•Sandish Benning, Strategic Investment AssociateMobile: +44 (0)7795 257545E-mail: [email protected]

Link to the LSO website: https://www.gov.uk/government/collections/guide-to-uk-life-sciences-for-overseas-investors-and-companies

Could our regional data andinformatics capacity drive

investment?

Could our regional data andinformatics capacity drive

investment?Neil Mortimer

Head of Programmes

From data to knowledge

“Knowledge is Power, Rodney”Derek Trotter

Data Information Knowledge AddedValueAddedValue

Raw Data must be analysed and presented asinformationInformation must be pushed or pulled to becomeknowledgeThese processes require informatics capacity andcapability

Where is the Added Value?

The value lies in the knowledge:Targeting healthcare resourcesIdentifying unmet health needStratifying health riskMeasuring outcomes, effectiveness andefficiencyIdentifying avoidable wasteIdentifying and meeting learning needs

The value lies in the knowledge:Targeting healthcare resourcesIdentifying unmet health needStratifying health riskMeasuring outcomes, effectiveness andefficiencyIdentifying avoidable wasteIdentifying and meeting learning needs

The Data & Informatics Challenge

Health & Care data can be powerful, butchallenging• Inconsistent technologies & formats• Information Governance• Political sensitivity

Anonymised/Pseudonymised data can addvalue with sophisticated analysisHealth is not just determined by healthcareAccessibility is a huge obstacle

Health & Care data can be powerful, butchallenging• Inconsistent technologies & formats• Information Governance• Political sensitivity

Anonymised/Pseudonymised data can addvalue with sophisticated analysisHealth is not just determined by healthcareAccessibility is a huge obstacle

Investment Opportunities

Innovative analysis / representation ofexisting health dataInnovative analysis / triangulationrepresentation of other data regardinghealth determinants• Housing, Transport, Education, Employment,

Crime, Communications Infrastructure . . . . . .Innovative tools to push & pull knowledge

Innovative analysis / representation ofexisting health dataInnovative analysis / triangulationrepresentation of other data regardinghealth determinants• Housing, Transport, Education, Employment,

Crime, Communications Infrastructure . . . . . .Innovative tools to push & pull knowledge

Tea and Coffee

11.30am – 12pmServed in Concourse Reception area

Tea and Coffee

11.30am – 12pmServed in Concourse Reception area

Ian SmithSenior PartnershipManager

21st October 2014

DWP Digital Services andAccess to work

Ian SmithSenior PartnershipManager

21st October 2014

The Case for Digital Jobcentres

• We must meet the needs of employers and jobseekers by having the equipmentin Jobcentres to enable claimants to search and apply for jobs.

• More and more jobs are being advertised online. It is not just big nationalemployers - 33% of Small and Medium Enterprises (SME) have an online presenceand 14% sell online.

• It is estimated that 90% of jobs will require ICT skills by 2015.

• 82% of the UK population is online.

• In 2013, 36 million adults (73%) in Great Britain accessed the internet every day.

• Access to the internet using a mobile phone more than doubled between 2010 and2013 from 24% to 53%.

• 72% of adults in Britain have bought goods or services online.

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• We must meet the needs of employers and jobseekers by having the equipmentin Jobcentres to enable claimants to search and apply for jobs.

• More and more jobs are being advertised online. It is not just big nationalemployers - 33% of Small and Medium Enterprises (SME) have an online presenceand 14% sell online.

• It is estimated that 90% of jobs will require ICT skills by 2015.

• 82% of the UK population is online.

• In 2013, 36 million adults (73%) in Great Britain accessed the internet every day.

• Access to the internet using a mobile phone more than doubled between 2010 and2013 from 24% to 53%.

• 72% of adults in Britain have bought goods or services online.

The Case for Digital Jobcentres

• Moving services to Digital by Default will make substantial efficiency savings forcitizens and the public purse.

• In 2011 150 million calls received by Government were classed as avoidable.

• A Digital Efficiency Report found that the average cost of a central governmentdigital transaction can be almost 20 times lower than the cost of telephone and30 times lower than face-face.

• An efficient digital service can result in less pressure on our partnerorganisations with reduced footfall at a time when their resources are stretched.

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• Moving services to Digital by Default will make substantial efficiency savings forcitizens and the public purse.

• In 2011 150 million calls received by Government were classed as avoidable.

• A Digital Efficiency Report found that the average cost of a central governmentdigital transaction can be almost 20 times lower than the cost of telephone and30 times lower than face-face.

• An efficient digital service can result in less pressure on our partnerorganisations with reduced footfall at a time when their resources are stretched.

The Digital Challenges

• 20% of adults do not have basic online skills.

• Whilst 82% of the UK population is online, only 43% have transacted with theGovernment digitally. Compare this to 64% banking transactions and 70% forshopping.

• A cultural change is needed and claimants need to adapt to self-service. Mostclaimants are used to visiting the Jobcentre or a partner organisation for theirenquiries to be answered face to face.

• There will be some in our society who will never be able to use our facilities.

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• 20% of adults do not have basic online skills.

• Whilst 82% of the UK population is online, only 43% have transacted with theGovernment digitally. Compare this to 64% banking transactions and 70% forshopping.

• A cultural change is needed and claimants need to adapt to self-service. Mostclaimants are used to visiting the Jobcentre or a partner organisation for theirenquiries to be answered face to face.

• There will be some in our society who will never be able to use our facilities.

• We are replacing old equipment (Jobpoints) with new (internet computers) todeliver a modern digital Jobcentre service that maximises use of online channelsto meet the changing needs of employers, jobseekers and Government.

• Delivery and installation of WiFi and 6,000 computers (Web Access Devices –WADs) across the Jobcentre network. This will;

Allow claimants to search and apply for jobs directly on Universal Jobmatch andother internet job sites, using either DWP equipment or their personal devices(mobile phones etc).

Provide WiFi for partners and employers while working within DWP Jobcentres.

• Customer Access Phones (CAPs, also known as Warm Phones) will be removedfrom sites in line with the move to digital working. The focus will be on an“Assisted Service” rather than “Open Access” to computers and telephones.Staff will assist and help claimants who need a range of support.

Digital Jobcentres - Background

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• We are replacing old equipment (Jobpoints) with new (internet computers) todeliver a modern digital Jobcentre service that maximises use of online channelsto meet the changing needs of employers, jobseekers and Government.

• Delivery and installation of WiFi and 6,000 computers (Web Access Devices –WADs) across the Jobcentre network. This will;

Allow claimants to search and apply for jobs directly on Universal Jobmatch andother internet job sites, using either DWP equipment or their personal devices(mobile phones etc).

Provide WiFi for partners and employers while working within DWP Jobcentres.

• Customer Access Phones (CAPs, also known as Warm Phones) will be removedfrom sites in line with the move to digital working. The focus will be on an“Assisted Service” rather than “Open Access” to computers and telephones.Staff will assist and help claimants who need a range of support.

Digital Jobcentres Model

• Jobpoint and ‘warm phone’ removal supports the delivery of a modern, digitalservice that maximises claimants’ use of online channels. It will encourage self-service. An Assisted Service will be there for those who need it most.

• Jobcentres will receive a new Front of House service framework including check-in and registration. Assisted Service Manager/Coach job roles will establishclaimants’ needs and ensure claimants use WADs and WiFi safely and securely.

• The Assisted Service for those who need access to digital services (or moresupport to use them) will be based on claimants’ digital capability. Where required,this will include staff arranging one-to-one sessions with claimants on how toundertake jobsearch activity (including CV writing) or make online claims.

• There will be two types of WAD, one for use for job searches, CVgeneration/amendment etc and one for making claims to online benefits.

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• Jobpoint and ‘warm phone’ removal supports the delivery of a modern, digitalservice that maximises claimants’ use of online channels. It will encourage self-service. An Assisted Service will be there for those who need it most.

• Jobcentres will receive a new Front of House service framework including check-in and registration. Assisted Service Manager/Coach job roles will establishclaimants’ needs and ensure claimants use WADs and WiFi safely and securely.

• The Assisted Service for those who need access to digital services (or moresupport to use them) will be based on claimants’ digital capability. Where required,this will include staff arranging one-to-one sessions with claimants on how toundertake jobsearch activity (including CV writing) or make online claims.

• There will be two types of WAD, one for use for job searches, CVgeneration/amendment etc and one for making claims to online benefits.

How it will work in practice

• DWP front of house staff will direct claimants to the appropriate service.

• An introductory ‘Show and Tell’ session on the WADs will be given to those whoneed it.

• Appointments will be booked for those needing more intensive IT support.

• Claimants that are able to self serve will be encouraged to do so.

• WADs will enable claimants to;

Search and apply for jobs advertised across the whole of the internet.

Check email accounts.

Update their CVs, linking into Universal Jobmatch.

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• DWP front of house staff will direct claimants to the appropriate service.

• An introductory ‘Show and Tell’ session on the WADs will be given to those whoneed it.

• Appointments will be booked for those needing more intensive IT support.

• Claimants that are able to self serve will be encouraged to do so.

• WADs will enable claimants to;

Search and apply for jobs advertised across the whole of the internet.

Check email accounts.

Update their CVs, linking into Universal Jobmatch.

How it will work in practice

.• Claimants can access the Jobcentre WiFi on their own devices (smartphones

etc) allowing them to look for jobs whilst waiting for appointments.

• Our staff will also be able to show our less digitally competent claimants whatthey can do on their own phone away from the Jobcentre if they do not haveaccess to a PC at home.

• Staff may opt for different ways of providing an ‘assisted’ service such as blockbooking a number of WADs to see a selection of their caseload at a particulartime or assisting a number of claimants with online tasks such as CV writing,registration for Universal Jobmatch etc.

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.• Claimants can access the Jobcentre WiFi on their own devices (smartphones

etc) allowing them to look for jobs whilst waiting for appointments.

• Our staff will also be able to show our less digitally competent claimants whatthey can do on their own phone away from the Jobcentre if they do not haveaccess to a PC at home.

• Staff may opt for different ways of providing an ‘assisted’ service such as blockbooking a number of WADs to see a selection of their caseload at a particulartime or assisting a number of claimants with online tasks such as CV writing,registration for Universal Jobmatch etc.

Rollout

• All Universal Credit Pathfinder sites (10) were successfully equipped with WADsand WiFi during an initial “Trailblazer” phase.

• National rollout commenced w/c 28 April 2014 in Sutton and Derby and will becompleted Autumn 2014 in a phased approach.

Evaluation

• Early feedback has been very positive with claimants welcoming and making fulluse of the WADs and partners / employers using the WiFi to allow a betterinteraction with customers.

• The reduction in footfall following the removal of CAPs has created a muchcalmer atmosphere in reception areas.

Digital Jobcentres – Rollout and Evaluation

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Rollout

• All Universal Credit Pathfinder sites (10) were successfully equipped with WADsand WiFi during an initial “Trailblazer” phase.

• National rollout commenced w/c 28 April 2014 in Sutton and Derby and will becompleted Autumn 2014 in a phased approach.

Evaluation

• Early feedback has been very positive with claimants welcoming and making fulluse of the WADs and partners / employers using the WiFi to allow a betterinteraction with customers.

• The reduction in footfall following the removal of CAPs has created a muchcalmer atmosphere in reception areas.

• The 'Assisted Service' will help those claimants who may need a range ofsupport in accessing the internet.

• Staff will be able to assist and support individuals in different ways dependingon their circumstances.

• A Main Menu makes it easier for claimants with visual impairments to navigateround the services available on the WADs. Examples of this are provided onthe next slides.

• The WAD image incorporates access to the standard Microsoft Windows “Ease ofAccess” tools – Narrator (text reader); Magnifier; High Contrast; On-ScreenKeyboard; Sticky Keys; Filter Keys.

• It is also possible to increase the font size on the WADs.

• For wheelchair users all standard wheelchairs will fit under the desks where theWADs are situated.

Digital Jobcentres - Accessibility

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• The 'Assisted Service' will help those claimants who may need a range ofsupport in accessing the internet.

• Staff will be able to assist and support individuals in different ways dependingon their circumstances.

• A Main Menu makes it easier for claimants with visual impairments to navigateround the services available on the WADs. Examples of this are provided onthe next slides.

• The WAD image incorporates access to the standard Microsoft Windows “Ease ofAccess” tools – Narrator (text reader); Magnifier; High Contrast; On-ScreenKeyboard; Sticky Keys; Filter Keys.

• It is also possible to increase the font size on the WADs.

• For wheelchair users all standard wheelchairs will fit under the desks where theWADs are situated.

46Access to work

What is Access to Work?

“Access to Work is a GovernmentProgramme delivered by Jobcentre Pluswhich provides advice and a financial grantfor practical support to overcome relatedbarriers due to disability. It is available toclaimants with a disability who are in paidemployment or with a job to start.”

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“Access to Work is a GovernmentProgramme delivered by Jobcentre Pluswhich provides advice and a financial grantfor practical support to overcome relatedbarriers due to disability. It is available toclaimants with a disability who are in paidemployment or with a job to start.”

Who does it Support?

• If someone has a disability or long term physical ormental health condition, Access to Work can providepractical and financial support to help them overcomebarriers to starting or keeping a job.

• Access to Work can also give practical advice andguidance to employers, to help them understand physicaland mental ill health and how they can supportemployees.

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• If someone has a disability or long term physical ormental health condition, Access to Work can providepractical and financial support to help them overcomebarriers to starting or keeping a job.

• Access to Work can also give practical advice andguidance to employers, to help them understand physicaland mental ill health and how they can supportemployees.

How Can it help?

Access to Work can help pay for support needed because of a disability orlong term health condition, for example:

• aids and equipment in the workplace

• adapting equipment to make it easier to use

• money towards any extra travel costs to and from work if they can’t useavailable public transport, or if they need help to adapt their vehicle

• an interpreter or other support at a job interview if they have difficultycommunicating, or

• other practical help at work, such as a job coach or a sign-languageinterpreter.

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Access to Work can help pay for support needed because of a disability orlong term health condition, for example:

• aids and equipment in the workplace

• adapting equipment to make it easier to use

• money towards any extra travel costs to and from work if they can’t useavailable public transport, or if they need help to adapt their vehicle

• an interpreter or other support at a job interview if they have difficultycommunicating, or

• other practical help at work, such as a job coach or a sign-languageinterpreter.

Support for a mental health condition

If someone has a mental health condition they will be offered assistance todevelop a support plan. This plan may include steps to support them going into, remaining in or returning to work and suggestions for reasonableadjustments in the workplace, for example:

• flexible working patterns to accommodate changes in mood and impact ofmedication

• providing a mentor to give additional support at work

• giving additional time to complete certain tasks

• providing them with additional training

• regular meetings between the claimant and their manager to talk about theirconcerns, or

• a phased return to work, such as reduced hours or less days.

Access to Work partners will also work with their employer to advise them howbest they can provide support in the workplace.50

If someone has a mental health condition they will be offered assistance todevelop a support plan. This plan may include steps to support them going into, remaining in or returning to work and suggestions for reasonableadjustments in the workplace, for example:

• flexible working patterns to accommodate changes in mood and impact ofmedication

• providing a mentor to give additional support at work

• giving additional time to complete certain tasks

• providing them with additional training

• regular meetings between the claimant and their manager to talk about theirconcerns, or

• a phased return to work, such as reduced hours or less days.

Access to Work partners will also work with their employer to advise them howbest they can provide support in the workplace.

How do you qualify for this help?

Someone can apply for Access to Work if they have:

• a disability or long term health condition that has a negative effect on theirability to do their job (long term means lasting or likely to last for at least 12months), or

• a mental health condition and need support in work, and:• they are aged 16 or over, and• they live in Great Britain (England, Scotland or Wales), and• they are already doing paid work, or• they are about to start work or become self-employed, or• they have an interview for a job, or• they are about to begin a work trial or start work experience under the Youth

Contract arranged through Jobcentre Plus.

and………….

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Someone can apply for Access to Work if they have:

• a disability or long term health condition that has a negative effect on theirability to do their job (long term means lasting or likely to last for at least 12months), or

• a mental health condition and need support in work, and:• they are aged 16 or over, and• they live in Great Britain (England, Scotland or Wales), and• they are already doing paid work, or• they are about to start work or become self-employed, or• they have an interview for a job, or• they are about to begin a work trial or start work experience under the Youth

Contract arranged through Jobcentre Plus.

and………….

Qualifying for help (Continued)

They must also either:• need support when starting work• need support to reduce absence from work, or• need support to stay in work.

They do not usually qualify if they are working and claimingEmployment and Support Allowance or Incapacity Benefit.

However, they may qualify for Access to Work for a limitedtime if they are doing certain types of ‘permitted work’ tohelp you move off benefits completely.

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They must also either:• need support when starting work• need support to reduce absence from work, or• need support to stay in work.

They do not usually qualify if they are working and claimingEmployment and Support Allowance or Incapacity Benefit.

However, they may qualify for Access to Work for a limitedtime if they are doing certain types of ‘permitted work’ tohelp you move off benefits completely.

Employer Cost share

If the claimant has been in their job for 6 weeks or more when theyapply for Access to Work support for specialist equipment or anadaptation, their employer will have to pay some of the cost. Theminimum they have to pay is:

• employers with 1 to 49 employees do not have to pay

a share of costs

• employers with 50 to 249 employees must pay the

first £500 and 20% of costs up to £10,000

• employers with over 250 employees must pay the

first £1,000 and 20% of costs up to £10,000.

• Access to Work can pay 100% of any costs over £10,000.

Access to Work will normally ask the employer to agree additionalvoluntary contributions.

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If the claimant has been in their job for 6 weeks or more when theyapply for Access to Work support for specialist equipment or anadaptation, their employer will have to pay some of the cost. Theminimum they have to pay is:

• employers with 1 to 49 employees do not have to pay

a share of costs

• employers with 50 to 249 employees must pay the

first £500 and 20% of costs up to £10,000

• employers with over 250 employees must pay the

first £1,000 and 20% of costs up to £10,000.

• Access to Work can pay 100% of any costs over £10,000.

Access to Work will normally ask the employer to agree additionalvoluntary contributions.

More details on Access to work

Contacts

Our Central and North West TeamMary Dunleavy ([email protected]) 02476 815283

Our North East and Scotland TeamKhan Qayyum ([email protected])0161 837 1049

Our Wales, Southern and LHC TeamJohn Beasley ([email protected]) 01443 484703

Karen Sullivan ([email protected]) 01206 288097

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Contacts

Our Central and North West TeamMary Dunleavy ([email protected]) 02476 815283

Our North East and Scotland TeamKhan Qayyum ([email protected])0161 837 1049

Our Wales, Southern and LHC TeamJohn Beasley ([email protected]) 01443 484703

Karen Sullivan ([email protected]) 01206 288097

Digital Jobcentres Main Menu (Claim WAD)

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Digital Jobcentres Main Menu (Jobsearch WAD)

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Is healthcare open to business– is it an intelligent customer?Is healthcare open to business– is it an intelligent customer?

Lucy ChatwinHead of Programmes

Regional context

West Midlands CCG revenue allocation for2013/14 £6.5bnTo serve a population of 5.5m47 NHS organisationsOver a geographical area of 13,000 km2

110,000 healthcare professionals550 medical technology companiesNHS Supply Chain provide 620,000products

West Midlands CCG revenue allocation for2013/14 £6.5bnTo serve a population of 5.5m47 NHS organisationsOver a geographical area of 13,000 km2

110,000 healthcare professionals550 medical technology companiesNHS Supply Chain provide 620,000products

Intelligent Customer?An example

Medicines are the second highest cost to the NHSafter workforce costsUp to 50% of medicines are not taken as intended bythe prescriberOnly 16% of patients who are prescribed a newmedicine take it as prescribedMedicines waste is a significant issue; reported as£300m in primary care alone, approximately half ofwhich is avoidableAn excess of £500m per annum is the estimatedopportunity cost of the health gains foregone becauseof incorrect or inadequate medicine taking

Medicines are the second highest cost to the NHSafter workforce costsUp to 50% of medicines are not taken as intended bythe prescriberOnly 16% of patients who are prescribed a newmedicine take it as prescribedMedicines waste is a significant issue; reported as£300m in primary care alone, approximately half ofwhich is avoidableAn excess of £500m per annum is the estimatedopportunity cost of the health gains foregone becauseof incorrect or inadequate medicine taking

Framework for intelligentcustomers

Aspire – align toyour future

strategic needs

Assess –determine

measures forsuccess andbenchmark

Achieve – managethe supplier

relationship inorder to achievemaximum benefit

Assess –determine

measures forsuccess andbenchmark

Affordability –negotiate and

contractinnovatively

Achieve – managethe supplier

relationship inorder to achievemaximum benefit

How open are you to newinnovations?

Innovation push – if there is an idea orinnovation that truly represents a step change inhealthcare practice, improves health and/ordelivers economic benefits and is aligned to yourstrategic objectives how are you able torespond?

Innovation push – if there is an idea orinnovation that truly represents a step change inhealthcare practice, improves health and/ordelivers economic benefits and is aligned to yourstrategic objectives how are you able torespond?

How do you go aboutsourcing solutions?

Innovation pull - if you have identified a gap inprovision in the NHS or social care in the WestMidlands, represented by one of our clinicalpriorities, or that you feel could be addressed byone of our enabling themes, please get in touchto see how collaboration could potentiallyprovide solutions

Innovation pull - if you have identified a gap inprovision in the NHS or social care in the WestMidlands, represented by one of our clinicalpriorities, or that you feel could be addressed byone of our enabling themes, please get in touchto see how collaboration could potentiallyprovide solutions

Susan Randall BA FCIPS

Procurement SpecialistProcurement Specialist

Background

Working with UHB Procurement Team

Chair of CIPS Birmingham branch

Committed to ‘Better Buying BuildsBusinesses’

Offering a view of ‘cost to procure’ fromthe buyers angle.

Working with UHB Procurement Team

Chair of CIPS Birmingham branch

Committed to ‘Better Buying BuildsBusinesses’

Offering a view of ‘cost to procure’ fromthe buyers angle.

COST TO PROCURE?

1. - £ Minimise Risk

2. - £ + £ EnhanceValue

3. - £ ++£ DriveCompetitiveness

Manage EURegulations

Cover Terms andConditions

Complete complexpaperwork

Facilitate commercialsolutions

Develop processes toselect good suppliersManage post contract

benefit

1. - £ Minimise Risk

2. - £ + £ EnhanceValue

3. - £ ++£ DriveCompetitiveness

Facilitate commercialsolutions

Develop processes toselect good suppliersManage post contract

benefit

Market management

Channel forInnovation

Supplier RelationshipManagement

Reducing Cost to Procure

Don’t cut corners on risk management Greater use of centralised contracts Focus on sustainability and the cost to

the planet Do more online Calculate whole life costs

Don’t cut corners on risk management Greater use of centralised contracts Focus on sustainability and the cost to

the planet Do more online Calculate whole life costs

Cost and Value

• It is about reducing cost but its more aboutincreasing value

• Focus on where the cost to serve and cost toprocure equation becomes positive – here isthe real commercial dividend and payback forour customer, the patient.

• SRM experts calculate that 46% of jointopportunity is still on the table at point ofcontracting

• It is about reducing cost but its more aboutincreasing value

• Focus on where the cost to serve and cost toprocure equation becomes positive – here isthe real commercial dividend and payback forour customer, the patient.

• SRM experts calculate that 46% of jointopportunity is still on the table at point ofcontracting

A working example

Cancer Research UKGenomics contract

Cancer Research UKGenomics contract

So why don’t we do this? The contract is seen as the end not the

beginning Many buyers want to follow process not

engage in changing the marketlandscape Many suppliers want to take the money

and don’t have resource to innovate Many CEO’s want jam today The cycle continues as litigious suppliers

drive buyers back to following process.

The contract is seen as the end not thebeginning Many buyers want to follow process not

engage in changing the marketlandscape Many suppliers want to take the money

and don’t have resource to innovate Many CEO’s want jam today The cycle continues as litigious suppliers

drive buyers back to following process.

Supplier RelationshipManagement

• 3 steps in SRM- Value Protection- Value Development- Value Transformation

• The greater the collaboration, the greater thelikelihood that sustained advantage can begained. High trust, High reward

• SRM with its ability to provide large savings,superior performance and the harnessing ofsupplier innovation, possibly remain the mostpotent source of the next wave of competitiveadvantage.

• 3 steps in SRM- Value Protection- Value Development- Value Transformation

• The greater the collaboration, the greater thelikelihood that sustained advantage can begained. High trust, High reward

• SRM with its ability to provide large savings,superior performance and the harnessing ofsupplier innovation, possibly remain the mostpotent source of the next wave of competitiveadvantage.

In Summary

• Cost to serve v cost to procure can deliverdividend but probably post-contract

• We must all play our part as intelligentcustomers and intelligent buyers if we areall to benefit

• The key is in long term committed,robustly managed, profitable and gamechanging post-contract relationships

• Cost to serve v cost to procure can deliverdividend but probably post-contract

• We must all play our part as intelligentcustomers and intelligent buyers if we areall to benefit

• The key is in long term committed,robustly managed, profitable and gamechanging post-contract relationships

Lunch and networking

1.40am – 2.30pmServed in Gallery Suite Restaurant

Lunch and networking

1.40am – 2.30pmServed in Gallery Suite Restaurant


ProductivityMichael Sheppard

WMAHSN


ProductivityMichael Sheppard

WMAHSN

Pre-selected stream workshops

Stream 1 – Concourse Suite

Stream 2 – Gallery Suite 2


Pre-selected stream workshops

Stream 1 – Concourse Suite



Stakeholder Perspective PanelChair: Michael Sheppard

Andy Taylor, ABHISteve Arnold, UCB

Simon Adams, Healthwatch WorcestershireBill Gowans, Shropshire CCG

Pam Waddell, Birmingham Science CityMark Ebbens, GE Healthcare FinnamoreJennifer Jones Rigby, Health Exchange

Stakeholder Perspective PanelChair: Michael Sheppard

Andy Taylor, ABHISteve Arnold, UCB

Simon Adams, Healthwatch WorcestershireBill Gowans, Shropshire CCG

Pam Waddell, Birmingham Science CityMark Ebbens, GE Healthcare FinnamoreJennifer Jones Rigby, Health Exchange

Thank you for attending theWMAHSN Health and WealthEconomic Summit day one:Innovation, Investment and


Thank you for attending theWMAHSN Health and WealthEconomic Summit day one:Innovation, Investment and


wmahsn health and wealth economic summit day one ...one+wmah… · ukti’s professional trade and...

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