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We, Gov Interrelations, are proud to announce that we have been asked to help NHS Northwest SHA with some of the mapping of the innovations landscape.
We also look forward to helping the SHA with some facilitation of the work going forward.
We are working alongside the North West SHA to assist with the creation of joint working partnerships and networks across the healthcare landscape.
That's what Government Interrelations are all about. Working in true collaborative partnerships.
The interviews of senior directors across the Innovation Strategic Reference Group that we too sit on, will be conducted over the telephone with a view to producing an online directory for the SHA' website.
 
http://www.northwest.nhs.uk/document_uploads/Board_Papers-_July09/11.InnovationFund.pdf
Innovation - July SHA Board paper 26/06/2009
Title of Report Innovation Fund
Executive Summary This paper sets out the strategic context and workstreams for the SHA innovation duty
NHS Northwest focus
Firstly adoption
to drive quality and productivity across the system on a scale which seeks and promotes cross sector working, new partnerships, collaboration, knowledge sharing and adoption of innovative practice.
NHS Northwest is promoting a number of evidence based innovations for adoption and to stimulate local economies to consider for local application.
We would strongly encourage economies to examine the local commissioning priorities, to reference the recommendations in Healthier horizons, the Transformational Guides for
Transforming Community Services, the Joint Improvement Partnership (JIP for Health and Social Care) and Regional Efficiency Improvement Partnership (REIP for Health and Social Care ), National Technology Adoption Centre, NHS Evidence recommendations, all of which provide evidence based interventions, technologies, systems and processes which should be systematically adopted. We are also encouraging specific roll out of areas which are evidenced to provide early impact, these will be publicised through our pathway masterclass
work.
Our evidence suggests that the priority areas for adoption challenge should focus on Long Term Conditions (COPD and Diabetes) and End of Life Care during 2009/10
To support this adoption and spread activity needs the SHA to focus on addressing the right culture, leadership, incentives, support and knowledge transfer.
Priority Themes
· Preventing illness
· Promoting wellbeing
· Improving standards of care
· Reducing inequalities
· Better use of technologies
· Empowering clinicians
· Integrating care health and social care, integrating care provision along pathways for better quality and experience
· Personalisation of care around the patient
· Use of information to drive innovation, quality and productivity
Priority areas for outcome improvement
· People with a long-term condition supported to be independent and in control of their condition
· Achieving independence for older people through
rehabilitation/intermediate care
· Self reported experience of social care users improves
· User reported measure of respect and dignity in their treatment
· End of life care – access to appropriate care enabling people to be able to choose to die at home
· Social Care clients receiving Self Directed Support per 100,000 population
· The number of emergency bed days per head of weighted population
· People supported to live independently through social services (all adults)
Secondly supporting future innovation In addition to the focus on ‘here and now adoption’, which is essential for the NHS to rise to the immediate financial horizon, we are also promoting a focus on the 5 to 10 year horizon of services and health needs. Here we have identified the need for a more open and creative approach to innovation working in a collaboration with the NHS and wider partners, horizon scanning to our future health needs and the response required in terms of innovation.
SHA strategic workstreams and implementation plan
It is proposed that we develop five strategic workstreams to progress this innovation activity over the next 6 months and consider more strategic opportunities around new incentives over a longer timeframe.
In approaching this work we have differentiated the need to drive innovation for survival and maintaining the gains already made in the NHS against the future context of NHS continuous improvement and growth, in other words Innovation for now, Innovation for growth.
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