1. The way forward for
Greater Manchester
Academic Health Science
Network (AHSN)
Linda Magee, Chief Operating Officer | Manchester Academic Health Science Centre

2. Joint Working – why should we bother?
Understanding the regional view
"The way forward for the Greater
Manchester Academic Health Science
Network (GM- AHSN)"
Dr Linda Magee
MAHSC COO & Business Development Director
26 June 2013 ABPI Meeting

3. Overview
• Relationship between the Manchester
Academic Health Science Centre (MAHSC) and
GM-AHSN
• Our particular areas of interest and expertise
• Case Studies and Opportunities for
partnership working with industry – the good,
the bad and the ugly!

4. AHSC:AHSN Relationship

5. Salford CCG
Salford Royal
Manchester Mental
Health & Social Care
University Hospital
South Manchester
Christie
Central Manchester
University Hospitals
University of
Manchester
MAHSC
Members

6. MAHSC & GM-AHSN
• MAHSC described as the ‘beating heart’ of GM-
AHSN
• Many of the key assets to support delivery of the
GM-AHSN business plan are led, hosted or
supported by MAHSC members
• Domains will deliver reliable implementation of
selected NICE guidelines and iTAPP technologies
• Domains will also map to GM Clinical Networks
enabling effective advice and engagement of
clinical leadership

7. MAHSC: GMAHSN Interface

8. Areas of Expertise and Interest

9. GMAHSN - Aims
• Improved health outcomes through systematic reduction of the number
of deaths amenable to healthcare (vast majority related to cardiovascular
risk factors)
• Deliver the safest healthcare through systematic reduction of harm from
medication error
• Systematic implementation of NICE guidance
• Systematic implementation of High Impact Innovations
• Deliver increased activity and output from invention and research
• Deliver education and training to create capability in measurement for
improvement, health informatics and digital technologies
• Create a climate for retention, development and growth of industry

10. Bio/pharma:
Systems Biology & ‘omics
Discovery Assets: MCCIR (AZ/GSL/UOM)
MCRC (AZ)
CDSS/MRC Fellowship Clin. Pharm.
COEBP
On e of top 3 UK biomed clusters,
significant specialised accommodation
(UMIC Innovation Centre, Medtech Centre,
CityLab, MediPark)
plus international airport and UK
competitive cost basis
Health Technology Hub:
(MIMIT/m health/e health)
supporting industry interface
And
significant commercialisation capability and
NHS IP Innovation Hub
( UMIP, Trustech)
Implementation science , safety , quality:
GM CLAHRC, NIHR Patient Safety Centre,
Haelo
UK leading Cancer Centre & Europe’s
largest Children’s Hospital
UK leading clinical research infrastructure:
imaging, bio-banking (UK Bio-bank); NIHR
GMCLRN, specialist Clinical Research
Facilities
& MAHSC Clinical Trials Unit
National Institute of Clinical Excellence
(NICE)
(Memorandum of Understanding)
University of Manchester in top three in UK
(RAE 2008)
MMU: Allied health, sports science &
rehabilitation
University of Salford : Allied health , digital
and media sector
University of Bolton : Health & Wellbeing
World class e-health infrastructure:
Salford integrated e-health record, NIBHI,
NW e Health
( ‘FARSITE’)

11. But our greatest asset is……..
Access to large, heterogeneous (3.5M and 11M in I hour
drive) but relatively stable population (all major diseases
areas and including areas of considerable deprivation)

12. Case Studies, Opportunities &
Challenges
• Partnership working with industry – the good, the bad and the ugly!
The Good
• GSK Salford Lung Study – first large, prospective, ‘real-world’ study on a pre-
licence medicine, across a large population within one geographical setting
• GSK/AZ – Manchester Collaborative Centre for Inflammation Research
• Health Technology Industries – med tech, e-health & m-health including focus on
supporting SMEs and links to wider community eg via Bionow
The Bad and the Ugly – no specifics!
• We need to understand each others expectations, drivers and required outcomes
otherwise disappointment, mistrust, poor outcomes
• Improving access to NHS and streamlining the process of engagement including
clear involvement with procurement process
• Working in true partnership – mutual benefit, respect and input

13. Global Biomedical Sector - Trends
Clinical
• Ageing population
• Chronic disease burden (70% cost for a few diseases) plus ‘frequent flyer’
disproportionately high cost to individual communities
• Personalised medicine (drug/diagnostic combinations)
Delivery
• Shift to local (home) from hospital based care – growing importance of adjunct
technologies to pharma eg mobile health technology
• Market has been defined by providers eg NHS but increasingly by individuals
Economic
• Imposition of price cuts on existing drugs
• Higher standards for reimbursement (UK risk share schemes) – need evidence of
value to healthcare systems in both developed & emerging markets
• Economic pressures to prescribe generics
• Value creation no longer reliant on R&D; value-added in manufacture &
distribution process

14. Challenges
• All now operating in difficult times
– Limited resources
– Ever greater efficiency required
– Increasing number and value of deliverables
– Increasing expectations of healthcare from the
patent and the public
– New modes of healthcare delivery requiring
different approaches
For all of us - more for less

15. MAHSC Website – www.mahsc.ac.uk

17. GMAHSN Website – www.gmahsn.org