DEPARTMENT OF HEALTH SBRI INFORMATION EVENT

3. Stephen Browning Head of SBRI & Smart Technology Strategy Board

4. SBRI is a pan-government, structured process enabling the Public Sector to engage with Innovative Suppliers :- Helping Public Sector fulfil Objectives Using Innovation to achieve step function improvements Accelerating Technology Commercialisation Provide a route to market Supporting the development of Innovative Companies Provide a lead customer/R&D partner Provide funding & credibility for fund raising

5. SBRI Key Features

6. Things to Note Any size of business is eligible Other organisations eligible As long as a route to market is demonstrated All contract values quoted include VAT Applications assessed on Fair Market Value The contract terms and conditions are not negotiable Single applicant. (Any partners should be shown as sub-contractors). Applicants must fully complete the application form

7. Challenges: Adverse events caused by medication cost the NHS >�1 billion per year 90% of prescribed medicines only work in 30-50% of patients Aim: To address and predict the risk of adverse reactions or non-responsiveness to current therapies in the UK Phase 1: Health economic valuation of product and impact on clinical care pathway, plus feasibility Access to Design Mentors to incorporate product design early Phase 2: Funding of development of selected projects from phase 1 Application deadline 13th June 2012, Registration closes 6th June 2012 Contact: Competitions Team: : competitions@innovateuk.org Stratified Medicine : Graham.Bell@tsb.gov.uk or Alasdair.Gaw@tsb.gov.uk

8. www.innovateuk.org/sbriwebsite contains details of all SBRI competitions

9. Changing Behaviour to reduce the impact of obesity and alcohol related diseases Claire McDonald � Behaviour Change Lead, London Health Programmes Johanna Ejbye � Innovation Lead, NHS London

10. The competition: an overview A total of �2 million is available for the competition Phase 1 (Feasibility Phase): We expect to select 8-12 projects with a total sum of funding available of up to �800,000.  Phase 2 (Prototype Development Phase): the remaining 1.2 million will be used to support a number of projects in Phase 2, we are expecting for this to be up to 4 projects You must enter Phase 1 to be eligible for entry into Phase 2 Closing date for applications is 12 noon, 1 June 2012 Details for how to apply can be found on www.london.nhs.uk/sbri

11. Competition partners The Department of Health is the funding organisation NHS London will manage the competition process London Health Programmes can offer guidance to successful applicants and provide links to healthcare organisations that serve London.

12. What is behaviour change

14. Technology already being used to change behaviour

15. Who can use technology to influence behaviour change? Basically everyone... ...retailers, employers, community groups, local authorities, charities, social enterprises, faith groups, government, NHS and health services, third sector organisations, statutory bodies, foundations, schools, colleges, universities, nurseries, online forums, social media networks... everyone could use technology to influence their behaviour

16. A number of health related behaviour change programmes running We are hoping that technology developed will complement the work that the NHS and local authorities are already delivering

17. The issue�alcohol In 2011 there were 1 million alcohol related admissions to hospital costing the NHS in England �2.7 billion We have increased the amount we drink - 2004 9.4 litres per person per year - 2011 11.7 litres per person per year In London alone 2.4 million people drink at harmful and hazardous levels � there are 8 million people in London

18. The issue�obesity 60% of the adults in the UK are overweight or obese  A third of 10 -11 years olds are overweight or obese  If this rate continues by 2050 60% of the total population will be obese

19. Competition challenge statement We are looking for technological solutions that can help change behaviour in order to reduce the impact of obesity and alcohol related diseases. Specifically, we are looking for ideas that will enable behaviour change in everyday life. The technology must be easy to use and whilst it may at first seem novel, it will be designed with the aim of merging seamlessly into everyday life. All applications will need to demonstrate how the technology would fit into the lives of busy Londoners - or other urban dwellers across England. They will also need to demonstrate the affordability/cost effectiveness of the proposed technology.

20. Competition time lines

21. Phase 1 will have up to �800,000 available In scope Technologies that will enable behaviour change in everyday life, that are easy to use, affordable and that can be developed to fit into the lives of busy Londoners - or other urban dwellers across England. Technology ideas can be owned by the individual or work through organisations such as healthcare providers, local authorities, retailers and transport providers. Out of scope Strategies for how the NHS should influence behaviour change Solutions without a clear technology focus Solutions with no clear route to market

22. Phase 1 � application form Title and description of proposed idea/ technology Technical project summary Current state of the art and intellectual property Project plan and methodology Technical team and expertise Finances

23. Essentially the application should describe What is the idea? Why are you the right people to deliver it? (and who are the partners you will be working with) How big is the market opportunity and how will you test it?

24. Applications will be assessed on the basis of the following criteria How well does the proposal address the challenge? To what extent does the proposed project have commercial potential to lead to a marketable product, process or service? How significant is the competitive advantage which this technology affords over existing/alternate technologies that can meet the market needs? How appropriate is the technical approach that will be adopted? How sound is the approach of the proposed plan for establishing technical and commercial feasibility? What is innovative about this project? To what extent does the project develop or employ novel concepts, approaches, methodologies, tools, or technologies for this area? To what extent does the company appear to have the right skills and experience to deliver the intended benefits? How effectively will the project be managed? The proposal should demonstrate that there is a clear management plan which will enable the resources, including manpower to be used to maximise high quality research outputs. (Further details can be found in the Invitation to tender, SBRI_DH_100_001)

25. Reporting and support available during Phase 1 Behaviour change support from London Health Programmes: up to 2 days/project Reporting will be light touch Payments will be issued on a quarterly basis unless otherwise agreed

26. At the end of Phase 1 (Feasibility Phase) each project much fill in an End of Phase Report The End of Phase report must describe: Description of how the benefits of the technology and the market opportunity have been tested Description of any potential long-term collaborations/partnerships entered into. Please list the company and the role they played in the project. Description of the innovative aspects of the work including any new findings or techniques. Quantification of market opportunity as stated How, by whom and where the proposed product will be used, for example primary care, secondary care, point of care The estimated sales price and the expected return on investment The expected technical performance of the product (brief outline) Evidence the technology is fit for purpose

27. On this basis, a number of projects will qualify to compete for Phase 2 (Prototype Development Phase) From the final reports generated in Phase 1 Those with proven economic benefit and technical feasibility Will enter competition for Phase 2 funding Have the opportunity to gain full funding for development As part of the Phase 2 application process you may be required to prepare a pitch for the selection panel

28. How to apply The following documents can be found on www.london.nhs.uk/sbri: Invitation to tender (SBRI_DH_100_001) Brief (SBRI_DH_100_002) Guidance notes (SBRI_DH_100_003) Application form (SBRI_DH_100_004) FAQs (SBRI_DH_100_005) Contract (SBRI_DH_100_007) and Phase 1 End Report (SBRI_DH_100_009) will be made available on www.london.nhs.uk/sbri before the closing date.

29. How to apply Details of the background, challenges and expected outcomes of the projects can be found in the Brief. You are strongly advised to read the Guidance Notes before completing the application form. All bids should be made using the Application Form. The application must be completed and returned electronically by 12 noon 1st June 2012. Please send your application to sbri@london.nhs.uk Identical signed hard copies of this completed application must be received by NHS London no later than 12 noon 8th June 2012 . Please send your signed original to: Innovation Team NHS London Southside 105 Victoria Street, London SW1E 6QT (Above details can also be found on www.london.nhs.uk/sbri)

30. Contact details Questions on the overall SBRI programme should be addressed to sbri@tsb.gov.uk Questions on the challenges and scope of this competition should be addressed to sbri@london.nhs.uk Competition details and application form can be found on: www.london.nhs.uk/sbri

31. SBRI Midlands and East Medicines Management Competition Karen Livingstone, Director of Strategic Partnerships NHS Midlands & East Dr Anne Blackwood, CEO Health Enterprise East

32. 88 NHS organisations �26bn budget 288,000 staff QIPP savings �5-�6bn over 3-4 years Around 65 emerging clinical commissioning groups SHA Cluster � the facts

33. Cluster priorities

34. Understood the regional economic picture Need to solve intractable healthcare problems Partnership across public & private sector � harnessing the power of public procurement Promote innovative solutions Enabled the NHS to leverage additional funds = �3m Dragons Den Style competition Why NHS East of England piloted SBRI

35. SBRI Competitions First Competition - �3m 177 entries 11 companies shortlisted & received �100k each to test the feasibility 4 companies received up to �250k to develop the product ready for market One company is selling now Second Competition - �2m 70 entries 8 companies shortlisted to receive up to �100k each to test feasibility �1.4m available for the second phase of development Assessment in April 2012 for second phase of funding From the 11 companies who received feasibility money � we have 3 that have gone on to develop their produces independently of the SBRI programme; one � Eykona is selling its products to the NHS and beyond and two other companies (Cambridge Design Partnerships and Oxford BioSignals) who are in the final stages of their development and clinical testing. The second competition is focused on Long term conditions � with 8 companies who have been testing the feasibility of their ideas for the past 6 months � they potentially will offer new ideas around wound treatment, enabling independence in mental health and frail patients, point of care testing, non-invasive overactive bladder treatments, and some very interesting ideas around AMD and Diabetic retinopathy. In addition to the clinical benefits we have seen employment grow and businesses receive financial investment from the commercial markets � enabling high value British businesses to succeed in this global market. From the 11 companies who received feasibility money � we have 3 that have gone on to develop their produces independently of the SBRI programme; one � Eykona is selling its products to the NHS and beyond and two other companies (Cambridge Design Partnerships and Oxford BioSignals) who are in the final stages of their development and clinical testing. The second competition is focused on Long term conditions � with 8 companies who have been testing the feasibility of their ideas for the past 6 months � they potentially will offer new ideas around wound treatment, enabling independence in mental health and frail patients, point of care testing, non-invasive overactive bladder treatments, and some very interesting ideas around AMD and Diabetic retinopathy. In addition to the clinical benefits we have seen employment grow and businesses receive financial investment from the commercial markets � enabling high value British businesses to succeed in this global market.

36. Medicines management Competition Problems: 17.5 millions with long term condition with an estimated 30-50% of prescribed medication not taken leading to an estimated 6-10% of all unplanned A&E admissions and contributing to wastage and �1000m worth of drugs Potential solutions: combinations of more convenient care, information, counselling, reminders, self-monitoring reinforcement, family therapy, psychological therapy, mailed communications, crisis intervention, manual telephone follow up and other additional supervision. New technology, new compliance devices & ICT systems offer re-engineering possibilities. Competition details: Department of health � www.dh.gov.uk Health Enterprise East - www.hee.org.uk Technology Strategy Board � www.innovateuk.org

37. Challenges 17.5 millions with long term condition Estimated that between 30-50% of prescribed medication is not taken Leads to excess unplanned hospitalisation � estimated to account for between 6-10% of all admissions Contributes to wastage and �1000m worth of drugs returned every year Estimated that between 30-50% of prescribed medication is not taken - Horne 2005 Contributes to wastage and �1000m worth of drugs returned every year � DH 2000 Estimated that between 30-50% of prescribed medication is not taken - Horne 2005 Contributes to wastage and �1000m worth of drugs returned every year � DH 2000

38. Pharmacies asked to perform an initial educational intervention for newly prescribed patients Expert Patient Programme � patient self management Expansion of the Community Pharmacist role Increasing adherence part of self-care, patient safety and choice agenda�s NICE Guidelines on medication adherence & involving patients in decisions about prescribed medications. Context Pharmacies asked to perform an initial educational intervention at first prescription for patient � July 2011 the Pharmaceutical Negotiating Committee (PSNC) announced a �110m advanced service for patients newly prescribed medication Expert Patient Programme � patient self management � using national service frameworks this trains users/carers Expansion of the Community Pharmacist role � under the Communiyt Pharmacy contract (PSNC 2004) pharmacists are reimbursed for delivering enhanced services such as health promotion and medication usage reviews. Pharmacies asked to perform an initial educational intervention at first prescription for patient � July 2011 the Pharmaceutical Negotiating Committee (PSNC) announced a �110m advanced service for patients newly prescribed medication Expert Patient Programme � patient self management � using national service frameworks this trains users/carers Expansion of the Community Pharmacist role � under the Communiyt Pharmacy contract (PSNC 2004) pharmacists are reimbursed for delivering enhanced services such as health promotion and medication usage reviews.

39. Existing solutions � single, device based solution or short educational programmes. Cochrane Review found for long term treatments � no simple intervention and only some complex ones led to improved outcomes Success - included combinations of more convenient care, information, counselling, reminders, self-monitoring reinforcement, family therapy, psychological therapy, mailed communications, crisis intervention, manual telephone follow up and other additional supervision. New technology, new compliance devices & ICT systems offer re-engineering possibilities. Potential Solutions

40. Open to single companies or organisations from the private, public & third sectors including charities � 100% funded with company retention of IP Phase 1 : �800k pot � produce a development plan including detailed assessment of the economic value � max �100k (expect 8-12 projects lasting 6 months) Phase 2 : �1m pot - take the product as far as possible to market (expect 4-6 projects lasting 18 months) OPENS 26 MARCH � DH WEBSITE, NHS MIDLANDS & EAST WEBSITE & HEE WEBSITE Competition details

41. Can be found at:

42. SMEs and NHS procurement 

44. Summary of actions

45. Government�s commitmentsFebruary 2011 Consultation exposed barriers faced by SMEs: The lack of visibility of contract opportunities; Overly bureaucratic and burdensome pre-qualification requirements; and Access to government to pitch ideas and promote innovation. Feb 2011 announcements: Appoint Crown Representative for SMEs Launch of Contracts Finder Abolishing PQQs for procurements under �100k Recommendations to make process leaner and quicker Launch of Mystery Shopper

46. Government�s commitmentsMarch 2012 New commitments from large private sector players - to publish their government sub-contracting opportunities Contracts Finder to give SMEs more visible information on sub-contracting opportunities A new approach to IT contracts - set breakpoints in IT contracts so less money will be locked into large lengthy contracts and disaggregate future contracts to deliver flexible, cheaper solutions. Prompter payment for SMEs - rolling out Project Bank Accounts, which are already being used successfully in the construction sector Greater transparency. invitation to rate government departments to measure how effective they are at working with smaller players. Extending the Mystery Shopper service - where SMEs can complain about procurements and trigger an investigation Better dialogue between government and smaller businesses. From April, a new online tool will help government buyers to engage earlier with SMEs. It will allow buyers to put informal postings online about what they need to buy in future and SMEs will be able to respond and explain what they can offer

47. A new procurement strategy Committed to publishing a procurement strategy for the NHS by April 2012. Direction of travel and system actions to make the improvements needed to meet the QIPP challenge.

48. SMEs and NHS procurement SBRI is the start of applying Government principles to NHS We will be seeking to introduce other Government measures We want to hear from SMEs and the NHS about what more could be done to improve relationships through the call for evidence