2018 /19 Year in Review CONTENTS

1. What we do

2. Foreword

3. Local, national and international connections

4. Highlights from 2018/19

5. Supporting research for better health Our main focus is improving the 6. Accelerating the adoption and spread of innovations health of a population of 7. Embedding skills and culture to improve and innovate 6 million people

8. Our business

02 | UCLPartners Year in Review 2018/19 1. WHAT WE DO

We get the best ideas and innovations adopted – fast and effectively – to improve health

We bring together world-leading As a founding partner of DigitalHealth. and academic and clinical research centres, the NHS Innovation Accelerator, we champion the uptake of digital technologies and support the spread NHS organisations, industry and others of world-class innovations. to harness research and innovation Our main focus is improving the health of for excellent patient care and a population of 6 million people spanning parts a healthier population. of London, Bedfordshire, Essex and Hertfordshire. Our work also has an impact across London, the We: UK and globally. • Work across academia, industry and the NHS to find, test, adopt and spread innovations that benefit patients and the health and care system

• Build the skills, knowledge and culture to support our partners to innovate and improve

• Accelerate the adoption of the world-leading research carried out by our academic partners.

03 | UCLPartners Year in Review 2018/19 Partnership working is at the heart of what we do

2. FOREWORD

Since UCLPartners was formed in 2009, This was the first year of the second licence of our We continue to work closely with our strategic partnership working has been at the Academic Health Science Network, delivering against partners, growing opportunities for clinical research, national programmes and regional initiatives based strengthening service evaluation and building heart of what we do, building connections on local healthcare needs with funding from NHS partnerships with industry to improve practice across organisational boundaries so England, NHS Improvement and The Office for across the health and care landscape. Life Sciences (OLS). As part of this work we have that our partners can work together to Workforce, financial pressures and the increasing established a local Innovation Exchange to provide improve patient care. Now in our tenth prevalence of multiple long-term conditions a co-ordinated approach to identifying, selecting and remain ongoing challenges for the NHS. Innovation year, this ethos remains a unifying theme supporting the adoption of innovations that improve and research are essential to addressing these across our work. our economy and patients’ lives. challenges. As we enter our second decade as This past year has seen significant developments in the Our Academic Health Science Centre continues an organisation we will strive to develop, test and health and life science landscape, with the publication to deliver programmes of research activities, implement creative solutions to these challenges, of the NHS Long Term Plan and the release of a new uniting experts from hospitals and universities to helping our population live healthier lives. Life Sciences Sector deal. Our work is strategically undertake work accelerating the development of aligned with the direction set out in these important new evidence-based treatments, diagnostics and Dr Charlie Davie publications, working towards a more integrated, preventative strategies. Managing Director person-centred healthcare service through key strategic themes of digital health and data science, Rt. Hon. Prof Lord Kakkar PC discovery and innovation. Chairman

04 | UCLPartners Year in Review 2018/19 3. LOCAL, NATIONAL AND INTERNATIONAL CONNECTIONS 23 NHS We work in partnership with a range TRUSTS of organisations locally, across London, nationally and globally to co-create, 9 test and implement solutions that improve health. ACADEMIC INSTITUTIONS We work closely with the NIHR Collaboration for Leadership in Applied Health Research and Care (CLAHRC) North Thames, the NIHR Clinical Research Network (CRN) North Thames and the North Thames NHS Genomic Centre. By working closely 20 with these functions that cover the same region as UCLPartners, we maximise opportunities to translate innovation into improved health for our population. CLINICAL COMMISSIONING We have strong relationships with both industry and GROUPS public sector partners, such as IQVIA and . Through these connections we support the use of data-driven research and AI to create more efficient clinical trials, and better access to and use of real-world data to improve patient outcomes. 6 We are part of the national AHSN Network, SUSTAINABILITY AND We forge working to connect NHS, academic organisations, TRANSFORMATION PARTNERSHIPS international local authorities, the third sector and industry, to spread innovation to improve health and generate partnerships to economic growth. help the NHS access good ideas and innovations from abroad

0605 | UCLPartnersUCLP Year in YearReview in Review2018/19 2018/19 4. HIGHLIGHTS FROM 2018/19 companies engaged through our briefings to 78 support healthcare innovators

25 £50,000

NHS Innovation people trained in quality improvement Accelerator innovation adoption fund products adopted to improve patient safety

healthcare 518 7day professionals joined our 1 0 0 paediatric REDUCTION sepsis care mobile ECG devices distributed to GP practices, pharmacies in waiting times for a community and NHS community clinics sarcoma diagnosis as a result across London of our cancer collaborative

06 | UCLPUCLPartners Year in YearReview in Review2018/19 2018/19 We know that continuity of care and carer makes a positive difference to both clinical “outcomes and experiences in maternity. We now need to build on this work and make continuity of care accessible for more women”

Logan Van Lessen Consultant Midwife and Lead for North Central London Better Births (community hubs)

07 | UCLPartners Year in Review 2018/19 4. HIGHLIGHTS FROM 2018/19

APR 2018 MAY JUN

ImproveWell Relicensed End of Life pilot as an AHSN Care education We invited healthcare NHS England We released free providers to pilot awarded us a five-year educational materials an app that helps licence to drive health to help care home frontline staff suggest innovation and stimulate staff across the country improvements in economic growth. deliver excellent end their workplace. of life care.

JUL AUG SEP

Respiratory Escape-pain More rate monitor programme Improvement pilot We launched an Fellows We invited trusts to offer of support Applications opened for pilot RespiraSense, the to spread an our Improvement Fellows world’s only continuous award-winning programme, which creates and motion-tolerant rehabilitation a network of people with respiratory rate monitor, programme the passion and skills to designed to identify for people with drive improvement locally. deteriorating patients. chronic joint pain.

08 | UCLPartners Year in Review 2018/19 4. HIGHLIGHTS FROM 2018/19

OCT NOV DEC

Innovative Understanding Tailored support for MS treatment the performance companies to engage and potential of with the NHS and The drug Cladribine, successfully trialed for use specialist hospitals spread innovations in MS patients by Barts and Together with the Innovation We launched specialist UCLH, was named as a ‘rapid Agency, we published briefings providing uptake’ product available a review highlighting the innovators and businesses through the Accelerated potential for high-performing with bespoke advice, Access Collaborative. specialist trusts to do more signposting and support. to benefit the wider NHS.

JAN 2019 FEB MAR

New fund for DigitalHealth.London 13 innovations join innovation Accelerator opens the NHS Innovation adoption applications Accelerator We offered partners High potential start-ups were World-best innovations the opportunity to invited to apply for support to supporting mental health bid for a share of develop solutions to some of and early diagnosis and £50,000 to help spread the most pressing challenges prevention of cancer improvements in facing the NHS. were selected to join this patient safety. national programme.

09 | UCLPartners Year in Review 2018/19 Being a UCLPartners Improvement Fellow supported me in leading a Surgery School pilot. Patients and “their families attended a group on physical, psychological and social preparation for surgery. 100% of patients who attended would recommend it and their hospital stay was below average”

Ruth McDonald Enhanced Recovery Nurse UCLH

10 | UCLPartners Year in Review 2018/19 5. SUPPORTING RESEARCH FOR BETTER HEALTH

11 | UCLPartners Year in Review 2018/19 ...we accelerate the development of new treatments, identify new approaches to diagnostics and develop effective A PARTNERSHIP OF WORLD-LEADING prevention strategies ACADEMIC AND RESEARCH INSTITUTIONS

Through our Academic Health Science Detecting lung cancer early

Centre (AHSC) we accelerate the Researchers at UCLH and UCL initiated the development of new treatments, identify largest ever lung cancer screening project new approaches to diagnostics and in the UK. As part of this work, researchers develop effective prevention strategies. are developing a new blood test that can detect multiple cancer types early. This centre combines the expertise of five hospitals and three universities within our Rapidly diagnosing eye disease with AI partnership, delivering a programme of research activities spanning six domains: NHS Foundation Trust Cancer; Cardiovascular; Child health; Eyes and DeepMind are working together to create an artificial intelligence tool to provide rapid, highly and vision; , and expert assessment for people with suspected inflammation; Neuroscience (including eye disease. This tool is enabling people to be mental health). assigned the right treatment as quickly and efficiently as possible. Here we are sharing a small selection of the work the partners in our Academic Health Science Centre have carried out this year.

12 | UCLPartners Year in Review 2018/19 Using patient data Revolutionising the use to improve health outcomes of technology in hospitals

The Government has committed £37.5m to GOSH, UCL, NHS Digital and leading industry develop Digital Innovation Hubs which support experts have come together to create a new state the use of data for research and innovation. of the art unit called DRIVE (Digital Research, The hubs will learn from local examples of research Informatics and Virtual Environments). This unit partnerships that are already working in practice. is a space for clinicians, students and industry These include: partners to collaborate and drive forward the translation of solutions into clinical practice. • A digital research unit using routinely collected, non-identifiable data to improve child health at Great Ormond Street Hospital for Children NHS Foundation Trust (GOSH). Developing and spreading an effective MS treatment • A technology solution that enables patients with rare, genetic eye disease to access Clinical trials by teams at Barts and The London their own, connected data from multiple School of Medicine and Dentistry at Queen Mary locations at Moorfields Eye Hospital NHS and UCLH found that the Foundation Trust. drug Cladribine is an effective treatment for highly active MS, reducing relapses. Cladribine was named as one of the Government’s Rapid Uptake Scheme products and is being spread by the AHSN Network’s Innovation Exchanges.

13 | UCLPartners Year in Review 2018/19 MENTAL HEALTH

Supporting young people Monitoring wellbeing through phone use

Our researchers are working with colleagues at US company Mindstrong have developed an the National Centre for Children and app that tracks how and when people use their Families to investigate possible interventions to smartphone to predict mental health relapse. support young people while they are waiting for We are supporting research to evaluate the use clinical mental health support. This work will develop of this technology, led by the team at the Anna resources for schools, GPs and social services. Freud Institute. .com/mental-health-services

Testing support to prevent mental health crisis

Working with colleagues at NIHR CLAHRC North Thames and the , we are evaluating the effectiveness of Serenity Integrated Mentoring - a partnership working model that brings together police officers and mental health nurses to support people with severe mental health problems.

14 | UCLPartners Year in Review 2018/19 6. ACCELERATING THE ADOPTION AND SPREAD OF INNOVATIONS

15 | UCLPartners Year in Review 2018/19 PRIMARY AND COMMUNITY CARE

Increasing detection and Preventing prescribing errors Community pharmacist support treatment for atrial fibrillation for patients leaving hospital Prescribing errors in general practice are an Atrial fibrillation (AF) is a common type of irregular expensive, preventable cause of safety incidents, When patients leave hospital, they can need extra heart rhythm that can increase risk of stroke. illness, hospitalisations and even deaths. We are support taking their prescribed . As part We are supporting the implementation of a new working to increase the use of a Pharmacist-led of a national programme to address this need, we model to find and treat those with AF, bringing Information technology intervention for reducing are supporting the implementation of a Transfers together GPs and specialist pharmacists to review Clinically Important Errors (PINCER) to reduce of Care Around Medicine (TCAM) pathway in our patients on a case by case basis, offering advice on errors. PINCER supports GP practices using area. This involves working across hospital and optimum treatment. software systems alongside root cause analysis community pharmacy to set up a secure electronic to identify why mistakes happened. interface between hospital IT systems and the This year we have established support for the community pharmacy IT system, so that patients implementation of PINCER across north central that need extra support can be referred for advice and north east London. from their local pharmacist. This year we have implemented TCAM with four of our partner trusts and engaged pharmacy providers across north east London, Luton, Hertfordshire and Essex in this work.

We have been working with our partners to increase detection of atrial fibrillation

16 | UCLPartners Year in Review 2018/19 MATERNAL AND NEONATAL HEALTH

Preventing cerebral palsy Improving in preterm labour maternity services

Administering magnesium sulphate to mothers This year, we ran a maternity care transformation during preterm labour can help reduce cerebral programme, focussed on changing the way local palsy in babies. This year we have rolled out a maternity services are delivered in north central programme of support for trusts across London, London in response to the National Maternity Essex, Hertfordshire and Bedfordshire, aiming Review. The programme addressed: quality and to increase the use of magnesium sulphate for safety, personalisation and choice, collaborative neuroprotection to 85% of eligible pre-term working, community services (including an births. This work is part of a national drive by economic analysis of continuity of carer all 15 Academic Health Science Networks. pathways), and single point of access.

Thirteen trusts in our region have enrolled on the Stand out achievements include establishing programme, resulting in magnesium sulphate two midwifery hubs that align with existing being administered for 48 additional eligible services such as health visiting and early years births, 60% over the original target. and creating a personalisation and choice toolkit for women and midwives. 13 Trusts 48 eligible administered births magnesium sulphate for 60% over target

17 | UCLPartners Year in Review 2018/19 Since launching PReCePT at the Whittington we have “administered magnesium sulphate to seven women in pre-term labour, which can help to reduce cerebral palsy in babies by up to 30%”

Tamara Joly PReCePT Lead Midwife Whittington Health NHS Trust

18 | UCLPartners Year in Review 2018/19 WORKING WITH COMPANIES TO SPREAD INNOVATIVE PRODUCTS AND TECHNOLOGIES ACROSS THE NHS

Innovation Exchange Supporting our NHS partners to adopt new technology

Funded by the Government’s Office for Life Sciences, our Innovation This year we have supported several of our partner NHS Exchange aims to identify, select and support the adoption of organisations to adopt new technologies that address unmet innovations that have the potential to improve our economy needs in their trusts. and patients’ lives. These technologies include: We are working with Care City to deliver our Innovation Exchange • HeartFlow - a cutting-edge cardiac test that creates a 3D model in the East London area, specifically focussing on long-term of the heart’s arteries to help improve care for people with conditions including self-care and management, ageing and frailty suspected coronary artery disease uclpartners.com/heartflow technology, dementia and mental health. • UroLift - a new technique for treating an enlarged prostate that involves inserting implants to hold the enlarged prostate tissue so it no longer blocks the Helping companies to work with the NHS urethra uclpartners.com/urolift We provide bespoke advice, signposting and support to help • RespiraSense - a continuous and motion-tolerant innovators and businesses work with the NHS. We offer a range respiratory rate monitor piloted in four trusts in London of services for companies with products and technologies on or and Essex uclpartners.com/respirasense close to market, or that may be ready to spread across the NHS. This year we launched Market Insight Briefings for companies at an earlier stage and Innovation Surgeries for businesses We also work closely with our NHS partners to identify their that have products ready to launch, on the market, or ready priorities and articulate these to industry in order to ensure to spread across the NHS. a pipeline of new products and services that meet the most pressing needs of the NHS.

19 | UCLPartners Year in Review 2018/19 ACCELERATING INNOVATION ON A NATIONAL AND GLOBAL SCALE

NHS Innovation Accelerator DigitalHealth.London

UCLPartners co-founded and hosts the NHS DigitalHealth.London is one of UCLPartners’ Innovation Accelerator (NIA), an NHS England collaborative programmes, delivered alongside initiative delivered in partnership with all Academic MedCity, Imperial College Health Partners and Health Science Networks across England. The Health Innovation Network. The programme ran the programme continues to go from strength to third round of its Accelerator this year, working with strength and has now supported 49 Fellows 21 high potential start-ups and SMEs in London. representing 52 evidence-based innovations. The programme is in its second year of running Collectively the innovations are now in 1806 the pan-London NHS Digital Pioneer Fellowship, additional NHS sites, have secured £81m+ supporting 37 front-line NHS staff to deliver in funding and created 339 new jobs. transformation across their organisations through In November NIA research ‘Understanding digital interventions. how and why the NHS adopts innovation’ This year, DigitalHealth.London partnered with the was published, celebrating innovation-adopting UK Israel Tech Hub, based at the British Embassy NHS organisations. in Israel, to create a new international health accelerator programme – the UK Israel Dangoor Health Initiative. This initiative connects Israeli startups in digital health with the NHS.

20 | UCLPartners Year in Review 2018/19 7. EMBEDDING SKILLS AND CULTURE TO IMPROVE AND INNOVATE

21 | UCLPartners Year in Review 2018/19 QUALITY IMPROVEMENT TRAINING Being an Improvement Fellow has enabled me to build on my We provide training to support individuals Tailored programmes knowledge of QI, my approach across our partnership to participate in and to embedding QI and introduced Our bespoke improvement training is designed “ lead improvement work in their organisations. me to like-minded individuals Using Quality Improvement (QI) – a systematic to complement our partners’ existing frameworks from the local health system” approach to improving quality in health care and any progress they have already made to services – we support frontline healthcare staff to improving quality and efficiency. Ryan O’Shea work collaboratively to improve patient outcomes. The changes that teams are implementing Senior Primary Care Development Manager Our QI training programme comprises Quality as a result of this bespoke support are having Southend & Castle Point and Rochford CCG Improvement Training, Human Factors Training, a direct impact on patient care. For example, Measurement for Improvement and Quality changes made by the UCLH cancer collaborative Improvement Clinic. services have led to: This year, we trained 352 people in Quality • Quicker diagnosis for sarcoma patients – Those Improvement, 211 people in Human Factors referred to The London Sarcoma Service now awareness and 134 people in Measurement wait 28 days for their diagnosis, compared for Improvement. to 35 days previously. • Quicker endoscopies – The team have halved the time it takes to undertake an endoscopy, from 18 minutes to just 9. • Quicker diagnosis and treatment for breast cancer – Changes have led to a sustained drop in the number of patients waiting over 38 days for a diagnosis and treatment plan.

22 | UCLPartners Year in Review 2018/19 NETWORKS AND CULTURE

Our networks bring together individuals and communities to tackle the barriers to improving quality in healthcare. We connect people with shared interests and needs beyond traditional institutional boundaries. This year we have built a range of networks that have included patients, GPs, hospital staff and those working in the wider healthcare sector. These networks are helping to: I felt very welcomed • Build skills in quality improvement • Connect patients with healthcare staff and able to make • Develop emerging leaders “a contribution” • Improve patient safety – specifically focussing on recognition and care of paediatric sepsis Local resident and implementing the national early warning Community engagement score (NEWS2) workshop in Newham • Support the delivery of Integrated Care Systems

23 | UCLPartners Year in Review 2018/19 16 INDIVIDUALS FROM

Changing culture Optimising performance

Adopting quality improvement approaches Our unique human factors programme aims to equip participants with an in-depth knowledge of 6 involves significant and sustained cultural ORGS change. Our work is helping our partners the factors that influence human behaviour and to embrace new ways of working by providing an understanding of how human interactions and tools and guidance that support staff environment can influence performance. engagement, teamwork and champion bottom up solutions, creating a culture Developing a positive and inclusive within the workforce to improve and innovate. culture through collaboration 7 In January 2019 we launched an 18-month ORGS collaborative programme, delivered in partnership with NHS Improvement, to help NHS trust teams develop their organisational strategies for compassionate and inclusive culture and leadership. Breaking down barriers with tech 4 We’ve supported teams from three organisations ORGS within our partnership to pilot ImproveWell, an app that enables frontline healthcare workers to make improvement suggestions for their workplace.

Learning from excellence Studying excellence in healthcare can create new 64 INDIVIDUALS FROM opportunities for learning and can improve team resilience. This year we have created a ‘Learning from excellence’ community, encouraging healthcare teams to acknowledge and celebrate examples of excellent practice in their workplace. 21 ORGS

24 | UCLPartners Year in Review 2018/19 We’ve used Quality Improvement methodology to improve our Multi- Disciplinary Team meetings, allowing “us to concentrate on the most complex cases, getting maximum benefit from the experts in the room”

Jacky Jones Lead Breast Cancer Nurse Specialist Barts Health NHS Trust

0625 | UCLPartnersUCLP Year in YearReview in Review2018/19 2018/19 8. OUR BUSINESS

UCLPartners is a company limited Our team We encourage by guarantee. Our income is derived We have around 120 employees, with both seconded staff toshare from a combination of contracts, clinical and non-clinical backgrounds. Around partnership contributions and grant a quarter of these are on secondment from the knowledge they funding to deliver commissioned partner organisations. gain at UCLPartners programmes of work. We encourage seconded staff to share the with their substantive knowledge they gain at UCLPartners with their employers and teams. The majority of our revenue of £7.1m was substantive employers and teams. Equally, received from the public sector and other some of our team members are seconded not-for-profit organisations. Our costs for to organisations within our partnership, the year were £7.1m. These were related providing bespoke support as needed. to the delivery of our programmes of work. We reinvest any annual surplus in furtherance of the principle aims and objectives of UCLPartners.

26 | UCLPartners Year in Review 2018/19 Summary of our income in 2018/19 Summary of our spending in 2018/19

41% NHS ENGLAND PAY COSTS 53%

16% NHS TRUSTS GOVERNANCE & OTHER SUPPORT COSTS 14%

14% OFFICE FOR LIFE SCIENCES PROPERTY 11%

11% OTHER RESEARCH 7%

10% HEALTH EDUCATION ENGLAND IT & COMMUNICATIONS 6%

8% NHS IMPROVEMENT PROJECTS 5%

EDUCATION 4%

27 | UCLPartners Year in Review 2018/19 For further information about our work visit www.uclpartners.com

Keep in touch:  @uclpartners  uclpartners

Thank you to our partners who have worked with us to support our vision.

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