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Uclpartners Annual Report 2014/15 Contents UCLPartners Annual Report 2014/15 Contents Chair’s statement 03 Managing director’s statement 04 Business review 05 Introducing UCLPartners – An Academic Health Science Partnership 06 UCLPartners Academic Health Science Centre 08 NIHR Clinical Research Network North Thames 12 UCLPartners Academic Health Science Network 14 NIHR Collaboration for Leadership in Applied Health Research and Care North Thames 25 Education Lead Provider 27 North Thames Genomic Medicine Centre 28 Governance 29 Financial report 34 Appendix 1 – Partnership organisations 36 Appendix 2 – Performance against AHSN contract schedule 37 Appendix 3 – Financial statements 37 2 UCLPartners Annual Report 2014/15 • Contents Chair’s statement This has been an important year for UCLPartners, with opportunities for the partnership to make meaningful contributions to improving healthcare both locally and nationally. This report highlights some of the partnership’s achievements from the last 12 months. A key focus of the partnership has been its work with NHS England and local providers in the development of plans for the reconfiguration of specialist cancer and cardiovascular clinical services and improved support along the whole pathway of care. The changes and improvements in care resulting from the reconfiguration have the potential to save some 1,200 lives per year; directly addressing these two conditions that together account for 60% of premature deaths in our population. We have enjoyed increasingly active engagement with primary care and clinical commissioning groups this year, and our collaboration with Anglia Ruskin Health Partners has seen the establishment of an improvement academy in Essex. The partnership has seen two substantial mergers in the last 12 months. In July 2014, the Secretary of State for Health approved the acquisition of Barnet and Chase Farm NHS Trust by Royal Free London NHS Foundation Trust, and December saw the completion of a merger between UCL and the Institute of Education. Both of these developments provide important opportunities for the partners to contribute to further population benefit. As well as shaping the development and evolution of the partnership, the Board of UCLPartners continues to oversee the delivery of objectives and serving as custodian of its values. With the local population standing at 6 million, served by a partnership that includes 23 major healthcare trusts, 20 clinical commissioning groups, 10 higher education institutions, 26 boroughs and local councils, as well as industry and third sector organisations, the potential to make meaningful contributions remains exciting. I would like to thank all the partners and members for their continuing support for the work of the partnership. Without the dedication and commitment of so many individuals it would not be possible for UCLPartners to deliver the opportunities our population rightly expects. Rt Hon Professor the Lord Kakkar Chair, UCLPartners Chair’s statement • UCLPartners Annual Report 2014/15 3 Managing Director’s statement In our sixth year of operation, UCLPartners has continued to develop partnership working both within and between sectors – health, social care, academia, industry, voluntary sector and local government – where this can most benefit patients and populations. Achievements are inevitably those of the partners. The staff at UCLPartners remain focused on delivery through enabling and catalysing progress by: alignment of values, bringing people together for a common purpose, retaining an institutionally neutral and trusted stance, navigating the various “systems” and, where required, taking agreed projects or programmes through the many barriers to delivery that are encountered in these complex landscapes – always building allegiances around the people and patients served. The partnership has made major progress in 2014/15. Although there will be challenging landscapes ahead nationally, it is important to recognise the scale of what has been achieved in the last 12 months. A few highlights that serve to signpost our approach include: • Completing the ground work to address the two biggest causes of premature deaths (cancer and cardiovascular disease) in the region, by ratifying the evidence for required changes, engaging the public, supporting NHS England in the implementation of the new system and supporting staff and organisations through complex change. This programme, when complete, will see major health gains and efficiency savings of the scale needed to be replicated many times to address the national financial challenges ahead. • Improving access to innovative trial treatments by capitalising on our reach and relationships to support the Clinical Research Network North Thames in becoming the most successful research network in the country and the wider partnership becoming the highest performing Quintiles prime recruitment site for commercial trials in the world. The former served as a pathfinder for harmonisation – reducing the time taken to set up clinical trials in NHS organisations – nationally. The latter helps restore our credibility as a country with industry based trials. Both endeavours improve patient care locally. • Enhancing quality of care and patient experience, working with Health Education England, by training more than 29,000 staff across both acute and community settings in dementia awareness, exceeding the target for Health Education North Central and East London. • Establishing the North Thames Genomics Medicine Centre – which is set to be the largest contributor to the 100,000 Genomes Project in the country – by bringing together six trusts across the geography with links to academia, industry and local communities, and leading on the winning bid to NHS England. As an independent organisation, we work with many partners across many sectors. In the past year we have continued to build sustainability through ensuring relevance to major immediate and longer-term challenges; growing the diversity of income streams; and enhancing our operating efficiency to minimise our own costs. Any profit is reinvested into delivering programmes for the benefit of the local population. This approach will ensure we can continue to support both the partners and the delivery of our mission in the years ahead. Professor Sir David Fish Managing Director, UCLPartners 4 UCLPartners Annual Report 2014/15 • Managing Director’s statement Business Review Business Review • UCLPartners Annual Report 2014/15 5 Introducing UCLPartners – An Academic Health Science Partnership Our purpose Our values To translate cutting-edge research and innovation into • Patient led measurable health and wealth gains for patients and Our programmes of work are responsive to the needs populations – in London, across the UK and globally. and experiences of patients and populations. In all our programmes, we begin by actively seeking to Our partnership understand the patient and public perspective, and we measure patient experience to inform improvement. UCLPartners is an academic health science partnership of over • Population focused 40 higher education and NHS organisations, and a central The specific healthcare needs of our local population team providing operational support and clinical academic drive the focus of our programmes of work. Where leadership. Together, the partner organisations form one of members have global centres of academic excellence, the world’s leading centres of medical discovery, healthcare we reach beyond serving our local population to deliver innovation and education. They have come together through health and wealth gains for populations across the UK UCLPartners to improve health outcomes and create wealth and globally. for a population of over six million people in north east and north central London, south and west Hertfordshire, south • Developed in partnership Bedfordshire and south west and mid Essex. With support We work with partners, the public and patient groups, from UCLPartners as a neutral broker and enabling catalyst, commissioners, primary care, community care, the third partners are able to implement improvements in healthcare sector, government and industry to co-create, test and at greater scale and pace and have greater impact clinically implement solutions, which become embedded in day- and academically on a national or global scale. to-day delivery. • Delivered at pace It takes an average of 17 years to implement a proven healthcare innovation into standard medical care. By using the partnership platform and evidenced-based methodologies to implement advances, we speed up the delivery of innovation into practice. 6 UCLPartners Annual Report 2014/15 • Introducing UCLPartners Partnership roles UCLPartners brings together a number of designations and These designations are supported by our informatics and roles to enable people to collaborate more easily, and to quality and value programmes. The informatics programme bring improvements to the entire healthcare pathway; from aims to make the best use of data across the partnership; early research, through implementation, to evaluation: creating a consistent approach to information sharing, and promoting connectedness so that providers have the • The UCLPartners Academic Health Science Centre information they need to develop safe and effective care. (AHSC) harnesses world-class academic and clinical specialty expertise to speed up the development of UCLPartners has developed an innovative approach to new treatments, diagnostics and prevention strategies. quality
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