health & social care

Establishing and Managing NHS Joint Ventures

health & social care

08:45 - 15:40

Wednesday 16 January 2019

The Hatton- etc Venues, Central London

This Forum provides participants with an opportunity to discuss how joint ventures can enhance efficiency, generate additional revenue streams, improve the overall quality of healthcare services within the NHS. Through a combination of policy updates and best practice case studies, delegates will understand how to establish and effectively manage joint ventures. Attendees will analyse examples of how to share resources and navigate the complexities of cross-sector partnership working, while overcoming the challenges and managing the risks associated with establishing long-term strategic joint ventures that embed good practice within an organisation.


This Forum will bring together Hospitals and Clinical Commissioning Groups, with typical job titles including:

  • Project and General Managers
  • Commercial Development Managers
  • Directors of Finance and Operations
  • Business Development Managers
  • Marketing and Communications Managers
  • Strategy Directors
  • Clinical Directors and Heads of Clinical Strategy
  • Chief Executive Officers and Chief Financial Officers
  • Senior Commercial Managers
  • Consultants

This forums is also open to wider Health sector as well as the private sector to encourage networking and debate.

Key Speakers Confirmed:
  • David Morris, Managing Director, NHS Shared Business Services 
  • Dr Nav Chana, Chairman, National Association of Primary Care and Clinical Adviser for Workforce RedesignNew Care Models Programme, NHS England 
View the agenda and additional speakers

A 2018 study published by Lancet Public Health journal reveals that the number of people aged 85 and over needing 24 hour care is set to double by 2035. At the same time, the NHS deficit at the end of 2017/18 was £960 million, £464 million more than planned according to NHS Improvement. The increasing demand placed on NHS services combined with an increasing financial strain means that is now more important than ever that NHS organisations collaborate and enter into joint ventures to deliver more efficient and better care for patients across the UK.

With the creation of Sustainability Transformation Partnerships, addressing the key aims from The Five Year Forward View and the recent creation of NHS Vanguards and Integrated Care Systems, there is growing evidence of a move towards joint working to improve health and social care both nationally and locally. The success of joint ventures and new ways of working are reflected by the fact that four more Integrated Care Systems were approved in 2018 so that 12.5 million people will now receive better and more joined up care that will improve A&E performance, waiting times and cancer treatments.

There are a multitude of joint ventures, which can range from Vanguards and Integrated Primary and Acute Care Collaborations (PACS) to schemes with a variety of private sector firms. Joint ventures are essential to helping reduce pressures across the NHS system through resource sharing, redesign and new ways of working. If the health care system is going to respond to future challenges such as an ageing population, it is vital that health care organisations work together to ensure that cross-sector healthcare delivery is both high quality and sustainable.


Registration, Refreshments and Networking


Chair's Welcome Address

Philip Housden, Founder, Housden Group (CONFIRMED)


Morning Keynote: Optimising the Impact of NHS Joint Ventures Through Collaborative Working

  • Outlining new proposals for stronger collaboration by integrating NHS England and NHS Improvement regionally to ensure collective use of resources
  • Taking a population health management approach to collective resource management
  • Working with commissioners and providers in local health systems to break down boundaries between the NHS and health and social care
  • Increasing collaboration and consistency across the NHS through the implementation of a regional director and regional teams
  • Establishing the key elements of a joint venture contract and its effective implementation
  • Assessing the three ways of delivering different joint ventures: Integrated Care Systems, Integrated Care Partnerships and Primary Care Networks and Primary Care Homes

Dr Nav Chana, ChairmanNational Association of Primary Care and Clinical Adviser for Workforce Redesign, New Care Models Programme, NHS England (CONFIRMED)


Special Keynote: Effective Guidance for Entering into Successful Joint Ventures

  • Understanding the types of joint ventures and how different ventures can vary according to different needs
  • Providing guidance on creating joint venture agreements and making joint venture relationships work
  • The importance of conducting ‘SWOT’ analysis to establish whether organisations entering into a joint venture are a good fit
  • Setting out realistic expectations that align with agreed objectives
  • Ensuring trusts gain clarity at early stages regarding the type of relationship and the benefits they can gain from each other
  • Encouraging cooperation across sectors and partnership working to establish effective joint ventures

David Morris, Managing Director, NHS Shared Business Services (CONFIRMED)


Questions and Answers Session


Refreshments and Networking


Case Study: Understanding the Real Life Practicalities of Joint Ventures

  • Sharing the journey to establishing a joint venture, establishing a centre of pathology excellence and expanding services by working with Bedford Hospital
  • Understanding the challenges faced by Viapath during implementation and the journey they have taken to reduce costs in line with the 7 year plan
  • Exploring the benefits of the Viapath joint venture including having the commercial freedom to invest in growth and innovation
  • Creating an Innovation Academy to innovate through expertise and advancing diagnostic medicine through the Innovation Fund, distributing over £160,000 to over 30 projects
  • Implementing an integrated cost improvement programme and resulting in a financial turnaround achieving breakeven

Professor Jonathan Edgeworth, Medical Director, Viapath (invited)


Case Study: Developing World-Leading Research Through A Joint Venture

  • Understanding how Care City aims to deliver innovate improvements and world class healthcare for the local ageing population
  • Exploring how collaborating with researchers, technology providers and other healthcare trusts has allowed Care City to transform healthcare provisions for the elderly across North East London
  • Discussing the benefits of entering into a joint venture and how this can help boost healthcare innovations that could have applications for the whole of the NHS
  • Highlighting the key research achievements that Care City have made in the past 2 years through testing innovate technology and how this will effect the treatment of long term conditions such as dementia

Hannah Harniess, Head of Projects, Care City (invited)


Questions and Answers Session


Lunch and Networking


Case Study: Partnerships and Joint Ventures; Learning From Experience and Lessons for Regional Reforms

  • Reflecting on key challenges in embedding joint ventures, namely common issues in sharing innovations, joining cultures and overcoming knowledge boundaries
  • Sharing lessons from a public-private joint venture and working out integrative solutions to problems
  • Discussing considerations for regional reforms, including reflections on how we can create opportunities to learn from interactions across traditional boundaries

Simon Bishop, Associate Professor, University of Nottingham (CONFIRMED)


Case Study: Exploring the Benefits of Joint Ventures between the Health and Housing Sector

  • Understanding how Metropolitan Thames Valley has worked in partnership with NHS Trusts to transform derelict NHS land to provide affordable housing for Key Workers and private sale
  • Discussing how the sale of private homes helped Metropolitan Thames Valley housing to channel more money in to the NHS
  • Exploring the ways in which health and housing industries can work together, through joint ventures, to produce financial and social benefits for both parties
  • Sharing guidance on how NHS trusts can identify surplus land and how to start the process of entering in to a joint venture

Kush Rawal, Commercial Director, Metropolitan Thames Valley (CONFIRMED)


Question and Answers Session


Refreshments and Networking


Interview: Understanding the Legal Complexities of Joint Ventures

  • Evaluating the legal complexities of setting up a venture with external partners
  • Understanding the challenges of setting up a NHS joint venture from a legal perspective and how to minimise risk
  • Exploring the legal implications of creating a joint venture between multiple NHS trusts
  • Discussing how to navigate the contract and procurement process when setting up a joint venture

Chris Harper, Partner, Bevan Britan (Invited)


Case Study: Using a Joint Venture to Fund Future Innovative Health Projects

  • Outlining the journey to the creation of Medtech Accelerator
  • Establishing a working partnership between Health Enterprise East, New Anglia and Greater Cambridge Greater Peterborough LEP and Essex County Council
  • Supporting innovative projects within the NHS through funding and advice on commercialisation and regulatory issues
  • Understanding how the funding awarded helps to meet current deficits in clinical provision within the NHS
  • Explaining how organisations can apply for awards with a total of £2 million available to further develop early stage innovative medical technology
  • Sharing the success of the joint venture in awarding a total of £670,000 to support seven innovation projects across the NHS

Dr Anne Blackwood, CEO, Health Enterprise East (CONFIRMED)


Questions and Answers Session


Chair's Summary and Close

*programme subject to change

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