Anglia Ruskin

Chelmsford Harlow Southend-on-Sea

TO DRIVE THE GROWTH OF THE MEDICAL TECHNOLOGY BUSINESS SECTOR AND TO TRANSFORM THE INNOVATION PROCESS, GAINING HEALTH SYSTEM-WIDE ADOPTION OF

THE LATEST ADVANCES IN TECHNOLOGY AND PATIENT CARE

GLOBAL HEALTH ENTERPRISE

£170 billion global opportunity

£15 billion UK market

£500 million of private investment

1.7 million square feet of enterprise

12,500 new jobs in Essex

1,000s joined by a network of innovation

100s of industry partnerships

22 healthcare partners

1 better experience for patients

JUST imAGinE WHAT’S PoSSiblE WHEn YoU bRinG All THE ComPonEnTS oF mEDiCAl TECHnoloGYinnoVATion ToGETHER in onE PlACE.

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“We are committed to supporting a number of initiatives to drive forward medical innovation and the Anglia Ruskin MedTech Campus is one of these. Such developments will allow us to be world leaders in medical innovation and will provide a springboard for economic growth and development in the UK.”

loRD HoWE PARLIAMENTARY UNDER-SECRETARY OF STATE DEPARTMENT OF HEALTH

THE CAmPUS Will EnComPASS:

A bUSinESS nETWoRK SERViCE which will provide a dedicated and focussed range of services to companies in the medical and assisted living technologies and service businesses sector.

CommERCiAllY DRiVEn SiTE DEVEloPmEnTS promoted by the partnership to bring together land owners, developers and investors to deliver a Campus based over three sites in Chelmsford, Harlow and Southend-on-Sea. These sites will provide the infrastructure necessary to support innovation, with a combined space of at least 120 acres.

THE ConCEPTThe Anglia Ruskin MedTech Campus will bring together all of the essential components of the innovation process, provide one of the world’s largest health innovation spaces and drive business growth in the UK MedTech sector. It will also help to establish Essex and the UK as a global centre in this sector and will secure local and national economic growth.

The focus, collaboration and added value brought forward by the venture have been decisive in securing the active support of a range of private and public sector interests, including central government, especially the Department of Health.

The venture is a partnership between Anglia Ruskin University (with its Postgraduate Medical Institute, PMI, providing a network of acute hospital, mental health and community-based providers), Chelmsford City Council, Harlow District Council and Southend-on-Sea Borough Council. The founding partners are supported by a number of other key stakeholders in industry, local and central government and the NHS.

bUSinESS RATionAlEThe founding partners will lever private sector investment to deliver major economic growth and social benefit in the MedTech and assisted living market. The partners will bring MedTech businesses, innovators, health and care organisations, users and customers together more closely to create new business opportunities and to help improve patient care and the international competitiveness of UK innovation.

For example, through the venture, and subject to the appropriate medical and ethical approvals, we can offer a test bed for new product and service ideas to business, with direct and practical access to five hospitals and to all the major care commissioning bodies associated with a community of around 1.5 million people, including a user and clinical trials service. We know this is of huge interest and benefit to companies for the development and introduction of new MedTech products and services.

“We need to radically transform the way we deliver services. Innovation is the way – the only way – we can meet these challenges. Innovation must become core business for the NHS.”

‘Innovation Health and Wealth, Accelerating Adoption and Diffusion in the NHS’ (December 2011)

SiR DAViD niCHolSon CHIEF EXECUTIVE OF THE NHS IN ENGLAND

“Partnership between healthcare providers in our region and the academic sector, through our Postgraduate Medical Institute, has already facilitated important opportunities for research, medical education and medical innovation. The timely Anglia Ruskin MedTech Campus initiative will significantly build on this strong foundation. By bringing together all the necessary components of the medical innovation process to one location, it will be possible to support and facilitate local initiatives in a far more efficient and cost- effective manner.”

SiR PETER DiXon CHAIR OF BASILDON HEALTHCARE TRUST AND PARTNER IN THE ANGLIA RUSKIN UNIVERSITY POSTGRADUATE MEDICAL INSTITUTE

KEY CUSTomER GRoUPSWe have analysed our customer base and identified our key groups as follows:

mEDTECH ComPAniES

Entrepreneurs, innovators, SMEs, micro-SMEs and start-ups in the MedTech and assisted living sectors, NHS or Research base.

Overseas MedTech companies that want to move into the UK/Europe.

Larger corporates and investors interested in relocation.

Companies not in the core MedTech sector that want to move into it, either as a strategic decision because they have transferrable technologies or because they have an idea with development potential.

DEVEloPERS AnD PRoPERTY inVESToRS

HEAlTHCARE PRoViDERS AnD CommiSSionERS

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With some 120 acres of land set aside for the Anglia Ruskin medTech Campus we will be able to:

Accommodate up to 1.7 million square feet of floorspace for MedTech and ancillary businesses. This will also accommodate our planned innovation centres for SMEs and a dedicated Anglia Ruskin MedTech Business Support Service.

Lever in around £500m of private sector site-related investment.

Help grow the UK MedTech turnover for the sector by £1.2 billion (some 8% of the current UK total).

Make a major dent in helping to reduce the UK trade deficit in MedTech which is currently estimated at £1.3 billion per annum.

Generate up to 12,500 jobs.

The global, European, UK and regional MedTech markets, the local occupier and developer markets and the leading UK benchmarks in science and business parks have been extensively reviewed. This has informed and shaped the venture and in summary shows that:

The global MedTech market is very large (at £150-170 billion) with the UK market estimated at £15 billion. Research on forecasting the market suggests growth at 5-10% per annum.

Major demographic, cost, care demand and technology factors are driving the market at pace. EU and UK government policies are now highly supportive towards this sector for these reasons. Government also recognises that the UK has a huge trade deficit in MedTech, despite the scale and quality of the UK health system.

Many conglomerates within the private care, high-end IT, defence and engineering technology sectors and the life science sectors are moving into the MedTech area.

There is evidence of occupier demand from the MedTech and health sectors in Essex and our sites. This includes small and large MedTech companies, others with strong MedTech interests, a private hospital and a private healthcare service provider, as well as relocations involving research activities associated with hospitals.

Independent evaluation has concluded that the development venture is feasible and could accommodate up to 1.7 million square feet of floorspace for MedTech and ancillary businesses.

Essex is ideally placed to become the home of MedTech, with its recognised national and international clinical strengths; a high-level concentration of MedTech businesses; easy access to London; and a highly-qualified workforce, excellent schools, affordable housing and strong transport links (road, rail, air and sea).

CommERCiAl TARGETS

mARKET EViDEnCE

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FoUnDinG PARTnERS

“The Campus concept is extremely exciting from two perspectives. First, it will help the NHS to further improve its patient care, enhancing experiences and outcomes while delivering more cost-effective interventions. At the same time, it could generate jobs as the NHS – a major investor in healthcare – becomes more closely aligned with the UK’s MedTech industry. Patients, the NHS and businesses will all benefit from bright ideas, both in the short and long run. Innovations, from the latest high-tech solutions to improved ways of working, can make an immediate positive difference to millions of people’s lives.”

JACQUElinE ToTTERDEll CHIEF EXECUTIVE SOUTHEND UNIVERSITY HOSPITAL NHS FOUNDATION TRUST

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Local authority partners – Chelmsford City Council, Harlow District Council and Southend-on-Sea borough Council – are founding partners and will take the lead role in shaping and promoting each local development site.

The three sites will be delivered by the private sector and the local authorities will use their land-use and economic development and community well-being powers to lever investment from the development industry, attract inward investment and benefit from the economic and community impacts and the estimated additional 12,500 jobs.

Anglia Ruskin University is also a founding partner, the lead academic partner and key provider of business and innovation services. It will facilitate access to a wide range of relevant expertise, sector dedicated research, specialist consultancy staff, and testing and clinical trials capabilities.

The founding partners work together to develop the business network to act as a catalyst for innovation, supporting the commercial exploitation of ideas through the portfolio of services offered domestically and internationally.

other partners and contributing supporters will include:

Developers and investors.

Businesses in the MedTech and assisted living cluster.

Hospital, GP commissioning groups and care partners, including Anglia Ruskin’s Postgraduate Medical Institute’s 22 acute hospital, mental health and community- based providers.

Essex County Council.

Customers, users, patient groups and leading clinicians.

oPEn innoVATion

nEAR-mARKET ACADEmiC AnD CliniCAl EXCEllEnCE

mEDTECH innoVATion AnD EConomiC GRoWTH on A GlobAl SCAlE

“Our core business is supporting patients at home, particularly assisting with the management of chronic conditions and reducing the length of hospital stays.  Medical technologies play an increasingly important role in these areas, with ever-more sophisticated tools being used to deliver good quality of life at reasonable cost.  We look forward to the new opportunities and technologies that a MedTech Campus might generate, and are keen to get involved in bringing innovations forward. As well as being a key customer for the sector, we can offer ‘real world’ settings for clinical trials, the possibility of making test facilities available, and a network of experts and technology users across the NHS and private sectors.”

STEPHEn FlAnAGAn MANAGING DIRECTOR BUPA HOME HEALTHCARE, HARLOW

HARLOW

CHELMSFORD

ANGLIA RUSKIN UNIVERSITY

SOUTHEND- ON-SEA

LESS RISK MORE PACE

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“Having access to mentors would be high on my list of priorities,” says Steeves when asked what would have been of most help when starting up Synergy Health two decades ago. “We had to do everything ourselves and, with the right advice, we could have avoided a few errors along the way.” Steeves, a firm advocate of the Campus concept, values its “cluster effect, with a high concentration of expertise in a local area.” This creates

“a collaborative environment of information exchange,” enabling entrepreneurs to learn from each other, and from academics, professional advisors and clinicians, in particular. “We’ve identified new products and services throughout our company’s history, but it has been a challenge at times gaining access to clinicians to make sure that our ideas fully reflect their needs.” This barrier and “a compulsory healthcare

tendering process – largely based on set inputs and, inevitably, price – make the UK a hard place to innovate.”

Elsewhere, competition is open and the culture is different.

“MedTech companies in countries such as Ireland, Japan, Singapore, Switzerland and the US benefit from focused industry support.” A missed opportunity for the UK, says Steeves.

“The medical device industry is one of the most robust, global growth industries, creating large numbers of high-value jobs. The UK has exemplary universities, producing outstanding graduates to support MedTech R&D, including engineers in materials science, which is an exciting new area. In my view, the UK has the ability to become one of the leading MedTech centres in the world.”

RiCHARD STEEVES GROUP CHIEF EXECUTIVE SYNERGY HEALTH PLC

“We would have been on the Campus if it had existed when our company started, without doubt.”

THE CLUSTER

EFFECT

Synergy Health is a market-leading, international provider of specialist outsourced services and complementary products to healthcare providers and other health management clients. The company’s headquarters is in Swindon, UK.

In his words, Young is a “mad inventor,” but to that fictional image add a hard nose; Young has seen his MedTech inventions to market, remortgaging his own home along a convoluted journey. Young’s ideas, including products and systems to deliver flexible endoscopy to locations across the UK where on-site decontamination is not available or possible, have attracted £5 million of private investment and created the first innovation centre within an NHS hospital. Young knows the barriers to innovation first hand.

“The UK problem is obvious: there is no single place where MedTech ideas are captured and nurtured.” For the way ahead, Young points across the Channel to Germany, “a country that has learned to keep its MedTech innovations, developing a high-value, highly skilled marketplace.”

The UK as home to a thriving, global MedTech industry is no dream, says Young. “We have the starting point. The UK leads the world in teaching,

research and knowledge exchange, especially in medicine, the life sciences, engineering and product design. We have the world’s largest single healthcare employer and the second largest science capability, yet we underperform in exploiting the potential for economic gain, with this UK sector currently in trade deficit.”

The Campus will be a place where “Archimedean inspiration can be transformed into global-scale innovations.” On hand, inventors will find all the translational infrastructure needed to take ideas to market. “There will be help to secure funding, meet regulations, find customers, trial products and establish distribution. This approach will de-risk ventures and accelerate the innovation process.” The Campus model will also search out NHS ideas and transform them into innovations at pace and scale. The result? “Improved patient outcomes, while helping the NHS cope with increasing healthcare demands.”

TonY YoUnG CONSULTANT UROLOGICAL SURGEON SOUTHEND UNIVERSITY HOSPITAL NHS FOUNDATION TRUSTDIRECTOR OF MEDICAL INNOVATION POSTGRADUATE MEDICAL INSTITUTE ANGLIA RUSKIN UNIVERSITY

CEO, ENTERPRISE MEDICAL LTD

“Innovation is invention plus introduction. The value lies in the introduction part.”

Enterprise medical ltd is the first spin-out company from Southend University Hospital nHS Foundation Trust. The company’s remit is to develop innovative ideas from both within and outside the Trust that have commercial applications.

MADE TO BRITISH STANDARDS

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When Eldridge and Thorne sat down to write an essay on patient dignity as part of a course at Anglia Ruskin University, they had a problem in mind to solve. “On the ward, there had been a case where a female patient’s privacy had been exposed and we wanted to prevent that type of incident happening again,” says Thorne. The duo’s idea was to design a hospital gown with poppers, enabling easy access for healthcare professionals while being less revealing than current gowns that simply tie at the back. From an idea on paper, Thorne (who had previously attended the London College of Fashion) and Eldridge decided to create some prototypes. Having approached a well-known clothing retailer who gave them the run of the local store, Thorne proceeded to unpick a dozen items

and remake them. “For six months, we trialed our prototypes on a ward. The feedback from patients, staff and consultants was extremely positive,” says Eldridge. “One patient asked to take her gown home,” adds Thorne.

“She then went on to fundraise on our behalf. Her efforts have financed all the fabrics we needed to develop a further six rounds of prototypes.”

The designs have been tested through an intense laundry process, and the gown has picked up an award and commendation. “People want the product, the design is hard-wearing and the gown has won recognition,” says Thorne. “We are expecting a delivery of 500 gowns soon and a big trial will follow. We hope this push will get our product out there so that patients need never face embarrassing situations in the future.”

lESlEY ElDRiDGE JoAnnE THoRnE HEALTHCARE ASSISTANT & NURSE SOUTHEND UNIVERSITY HOSPITAL NHS TRUST

“It’s been a three and a half year journey, from an idea in a course essay to delivery of 500 final designs for an extensive trial.”

PRESERVING PATIENTS’

DIGNITYSurgical Holdings began trading in 1988 in the shadow of Black Monday. “Today’s financial climate is similarly turbulent, but the legislative landscape is very different,” explains Coole, a fourth-generation surgical instrument maker. Coole estimates that, since the introduction of the CE mark to the sector in the 1990s, a quarter of his time is spent on regulatory and associated tasks.

“Tendering to continue selling products and services, part of the legislative process, takes weeks. Helping MedTech businesses to meet appropriate regulations and set up quality systems would be of enormous benefit, along with access to clinical evaluations and trials.”

Space to grow is another advantage the Campus would offer enterprises,

“especially with all the core stake-holders being local. A showroom to host customers and display new ideas would be ideal, as well a

conference facility. We make and supply high-quality products, but the success of our business is also based on the quality of our advice. We’d like to be able to share our expertise on steels and repair methods, for example, with healthcare professionals.”

Surgical Holdings’ products are made to British Standards, which Coole feels is a strong selling point, worth exploiting abroad. “Attending international trade shows is a costly business, so some support here would be useful.” Closer to home, Coole looks forward to an enterprise that will champion innovations and connect businesses with the healthcare system more closely.

“At the moment, a business must take all the financial risks to see an idea through to prototype. Even if the new product is a good one, bringing wide-scale benefits, there is no guarantee it will sell.”

DAniEl CoolE MANAGING DIRECTOR SURGICAL HOLDINGS

“Our catalogue has grown steadily over 25 years to include 3,000 products. Today, we occupy 4,000 square feet, but to take the next big step we really need larger premises and export support.”

Surgical Holdings supplies the nHS and private healthcare sector nationwide with high-quality surgical instruments, implants and associated products and provides repair services. The company is based in Southend-on-Sea, Essex.

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