Innovate Healthier Together Fellowship

The Innovate Healthier Together Fellowship recently convened a showcase session led by Liam Abbott, head of digital and customer experience at Bath and North East Somerset (BaNES) council, and Christopher Taylor. The event explored how BaNES is adopting artificial intelligence (AI) tools to enhance productivity, transform service delivery, and support staff wellbeing.

The showcase began with an overview of how Microsoft Copilot tools are being deployed across the council. Liam demonstrated how personal notebooks and internal Copilot agents are already helping staff to process information, access policy guidance, and work more efficiently. A dedicated ‘policy panda’ agent, referencing 50–60 internal policies, has enabled more than 15,000 copilot actions in six months, delivering measurable time savings worth over £27,500.

The group also heard about ‘magic notes’, an ambient voice AI widely adopted by social workers and education teams. This tool records and transcribes meetings before producing draft case notes, saving more than 3,500 staff hours in just three months. Feedback from staff has highlighted the benefits for accuracy, workload reduction, and work-life balance. Importantly, the system is used with a ‘human in the loop’ approach to ensure oversight and safety.

The session then turned to the council’s AI-enabled contact centre, which has handled more than 118,000 calls in four months. Live demonstrations illustrated the system’s capacity for real-time transcription, automated knowledge integration, sentiment analysis, and call summary generation. These tools not only support frontline staff but also generate insights for quality monitoring, trend analysis, and service improvement.

The discussion concluded with a look ahead at potential future pilots, including AI-drafted education, health and care plans, automated road condition monitoring, and smart city data integration. Consideration was also given to the importance of governance, behaviour change, and phased rollouts to ensure responsible and sustainable adoption.

Throughout the showcase, Fellows were able to see how AI is already delivering tangible benefits for staff, residents, and the wider system, while opening new opportunities for more integrated and efficient local government services. It was particularly valuable to see the operational application of AI tools in a local authority setting, inspiring Fellows to consider how similar approaches could be practically applied in health and care.

The Innovate Healthier Together Fellowship recently convened a dynamic discussion group led by Gemma Self, Programme Director at Healthier Together 2040, and Simon Bailey, Strategy and Planning Coordinator at Bristol, North Somerset and South Gloucestershire ICB. The session focused on the progress of the Healthier Together 2040 strategy and gave Fellows a vital opportunity to review and contribute feedback to the emerging strategic intentions before the final document is completed by the end of August.

The Discussion Group began with Gemma outlining the core vision of Healthier Together 2040, which promotes a relational approach to health and care grounded in compassion, connection, and empowerment. Prevention and lifestyle change are key pillars, with personal health plans, coaching, and tech-supported wrap-around and coordinated care in flexible locations and spaces identified as essential tools to help individuals take charge of their well-being. A key ambition of the strategy is to move specialist services, such as diabetes and cardiovascular care, out of hospitals and into community settings. This shift is supported by new payment models that reward outcomes rather than activity.

This proposed model of care generated rich discussion. Fellows responded positively to ideas around integrated prevention teams, navigators, and community hubs designed to support people living with multiple long-term conditions through proactive and personalised care. There was recognition of the potential for digital technology and remote monitoring to enhance service access and responsiveness, balanced with an understanding of the importance of relationship-based care and trusted community roles.

Fellows also shared key desires for the final strategy. These included ensuring personal health plans are tailored to individual goals, developing incentives that support broader improvements in life circumstances, and placing greater emphasis on children’s health and substance use prevention. The desire for round-the-clock access to services and the role of physical activity and healthy eating in prevention underscored a vision of health that extends far beyond clinical settings.

Looking forward, the Healthier Together 2040 team will use the feedback gathered to finalise the strategic intentions and align funding streams. The Neighbourhood model will be developed based on the Healthier Together 2040 strategic intentions, which were designed for Bristol, North Somerset and South Gloucestershire. How these relate to wider strategic commissioning, including with Gloucestershire, is yet to be determined.

The conversation highlighted a collective commitment to shaping a future health system that is relational, responsive, and centred on the needs and priorities of the people it serves.

General practice is often seen as a challenging environment for innovation: fragmented, under resourced, and difficult to scale. But our experience in Bristol, North Somerset and South Gloucestershire shows that a very different reality is possible. When the right infrastructure, support, and partnerships are in place, general practice can adopt digital tools at pace and at scale.

On the 1 July, Innovate Healthier Together Fellow Rhys Lewis took part in the LEAP Festival of Digital Health – Co-design for Digital Health event, sharing some of the work he has been doing across Bristol, North Somerset and South Gloucestershire to support digital transformation in general practice. Including:

• Removing barriers for suppliers and practices through shared governance and risk, funding access, and a clear single point of entry
• Running coordinated pilots, such as automated registrations and ambient voice technology
• Building foundations for long term change through our Digital Strategy Group and UWE Centre of Digital Excellence
• Developing digital archetypes to help practices move towards a more cost effective and optimised tech stack

The message Rhys bought to the conference was this:

Digital transformation in general practice is already happening at pace. But it only works when innovation is aligned with practice needs, and when implementation is as carefully thought through as the innovation itself.

This work does not sit in isolation. It is aligned with the strategic priorities for the NHS, including improving access, reducing unwarranted variation, and using technology to support more sustainable models of care. As we look to the NHS Long Term Plan, it is vital that general practice is recognised not just as a place where innovation is needed, but where innovation can deliver the greatest impact for patients, staff, and the wider system.

On 25 June 2025, the Innovate Healthier Together Fellowship held an engaging and forward-thinking session focused on the evolving role of Integrated Care Boards (ICBs) as strategic commissioners. The discussion was expertly led by Ellie Wetz, Associate Director at the Health Innovation West of England, who guided Fellows through key insights on how ICBs can shape and support innovation across the system.

Ellie introduced the Model ICB Blueprint, outlining the four stages of strategic commissioning: understanding local context, developing a long-term population health strategy, delivering that strategy through effective payer functions and resource allocation, and finally, evaluating impact. Across each stage, Fellows reflected on the centrality of population health needs, and the necessity of genuine community engagement to drive meaningful and sustainable innovation.

A central theme throughout the conversation was the dual challenge and opportunity for ICBs to stimulate innovation while fulfilling their commissioning responsibilities. Fellows explored how ICBs might set outcome-focused goals that enable provider creativity, and how new approaches to procurement could make the system more inclusive and accessible to emerging ideas. There was a strong call to embed dedicated funding streams that support early-stage innovations, with participants suggesting that a willingness to learn from failure should be embraced as part of the commissioning culture.

Additional discussions focused on the need for more empathetic and adaptive health services, where partnerships with community organisations could amplify the patient voice. Fellows highlighted that traditional measures of impact often fall short in capturing the real-world influence of innovation, particularly those rooted in lived experience. There was strong support for integrating qualitative evidence, such as case studies and implementation stories, into evaluation processes, allowing the system to learn and evolve alongside the interventions it supports.

As the session ended, Ellie offered a compelling summary of key messages: the importance of deeply understanding local context; the need to create space for innovation within commissioning; and the value of embedding patient and public voices at every stage of system transformation. The group acknowledged that fulfilling the ICBs role as a strategic commissioner will require both structural clarity and a cultural shift, towards openness, inclusivity, and outcome-driven collaboration.

Fellows left the session energised and encouraged to continue these conversations across their organisations and networks, reinforcing a shared commitment to learning, adaptation, and innovation across the health and care system.

On 10 June 2025, the Innovate Healthier Together Fellowship hosted a session exploring the challenges and opportunities of locality-based innovation in integrated care. Led by David Moss, locality director for North Somerset, the event invited Fellows to consider how system-wide goals can be advanced through place-based leadership and a deep understanding of local context.

David shared the evolving role of locality partnerships within the Bristol, North Somerset and South Gloucestershire Integrated Care System, outlining the intent behind the six locality arrangements, each shaped around different population health needs and starting points. His presentation highlighted how localities, although operating within a shared framework, face distinctive priorities that require flexible and sometimes divergent strategies.

To illustrate this, David drew comparisons between Woodspring, where frailty, dementia, and youth mental health are major concerns, and Weston, which is more focused on childhood obesity and related conditions. These examples helped surface the complexity of aligning local plans within broader health and well-being strategies, an alignment that, while essential, must account for local nuance and system readiness.

Central to the session was an acknowledgement that neighbourhoods are inherently dynamic, emotional, and “messy” spaces where care is delivered. David emphasised that this exact messiness creates fertile ground for innovation, where strong relationships, trust, and quick, informal exchanges, such as a corridor conversation, can catalyse real change. He pointed to grassroots creativity, voluntary contributions, and alternative training models as hallmarks of locality-led problem-solving.

However, systemic habits like risk aversion, over-codification, and a preference for control can limit this creativity. In response, David advocated for psychological safety, shared purpose, and a leadership style rooted in authenticity, presence, and humility. These qualities, he argued, enable local leaders to host innovation rather than impose it.

The session concluded with a compelling call to action: trust those closest to the work, create brave spaces for new thinking, and amplify lived experience. The conversation sparked thoughtful dialogue among Fellows about the future of integrated care, the importance of distributed leadership, and the practical conditions under which innovation can flourish.

In May 2025, the Healthier Together 2040 programme brought together a diverse group of voices from across Bristol, North Somerset, and South Gloucestershire to co-design a bold new vision for the future of health and care. Among those contributing to this vital conversation was Innovate Healthier Together Fellow, Tim Keene, Associate Director of Strategy, who joined a workshop at The Watershed in Bristol, to explore how we can better support working-age people living with multiple health challenges.

Healthier Together 2040 is a strategic initiative focused on the long-term transformation of our local health and care system. With the working-age population facing a projected doubling of complex health needs by 2040, the programme is taking a proactive and inclusive approach to redesigning services. By segmenting the population and focusing initially on those with the most pressing needs, the programme aims to deliver medium-term improvements while laying the groundwork for a more equitable, sustainable future.

Tim Keene shared his reflections on the day, highlighting the energy and urgency in the room:

“There was real alignment on the direction we want to go, and a collective energy to get there. At the same time, there was a healthy dose of realism: this won’t be easy. But there’s also urgency. The time to act is now. It is time to disrupt.”

The workshop used the Three Horizons model to guide discussions, helping participants explore what’s working, what’s not, and what innovations are needed to bridge the gap to a better future. Tim was particularly struck by the emphasis on “disruptive innovation”, a recognition that meaningful change often comes with challenges, resistance, and setbacks.

“If we want to reach a better future, we must be willing to travel a bumpy road.”

While technology will undoubtedly play a role in this transformation, Tim noted that many of the most powerful ideas discussed were not technological at all. They were about people, culture, and behaviours. The group explored how we can move from a reactive, illness-focused model to one that empowers individuals to stay active, connected, and in control of their health.

Key themes included:

• Supporting people to stay in work and thrive
• Building peer support networks in communities
• Rethinking how we fund and incentivise services
• Equipping clinicians, carers, and partners with the tools they need

Tim’s reflections underscore the importance of collaboration, innovation, and courage in shaping the future of health and care.

In May 2025, the Innovate Healthier Together Fellowship hosted a showcase exploring how social programmes and direct interventions can translate robust academic research into meaningful, real-world health impacts. This session highlighted the work of Sally Good, CEO of Evidence to Impact, whose journey exemplifies the power of applying social science in practical, preventative contexts.

With a background in teaching, public health, and NHS programme management, Sally shared insights into her experience scaling non-tech, school-based interventions to improve long-term health outcomes. At the heart of her presentation was a commitment to bridging the gap between academic evidence and service delivery, a goal that aligns closely with the Fellowship’s vision for co-produced, community-centred innovation.

Evidence to Impact originated as a collaborative project between the University of Bristol and Cardiff University, driven by a shared ambition to move high-quality public health research beyond the academic realm. As it evolved into a social enterprise, the organisation retained a clear mission: to ensure that rigorously tested, evidence-based interventions are both accessible and adaptable to real-world settings.

A cornerstone of this work is the ASSIST programme (A Stop Smoking In Schools Trial), a peer-led smoking prevention initiative for secondary schools. Developed in the 1990s and underpinned by strong empirical evidence, the intervention identifies influential pupils, as nominated by their peers, and trains them to support smoke-free messaging within their social networks. Importantly, the delivery is handled by external trainers, not teachers, and in non-school settings to allow for more open discussion and engagement.

ASSIST has been widely implemented across the UK and internationally, including in France, Colombia, Indonesia, and the Philippines. Its flexible model has since been adapted to address other behavioural risks, such as gambling and drug use. Key to its ongoing success is its rigorous evidence base, policy alignment, and cost-effectiveness, features that have made it an attractive and sustainable option for schools and local authorities alike.

Sally also reflected on the organisation’s approach to ensuring accessibility and continued relevance. This includes regular updates to content, such as new modules on vaping and nicotine pouches, and a commercial strategy that keeps pricing flexible and training resources high quality. By doing so, Evidence to Impact supports wider adoption without compromising the fidelity of the intervention’s research foundation.

Throughout the session, Sally underscored the importance of understanding both the strategic and operational aspects of scaling up public health interventions. She highlighted the need for agile thinking, particularly in response to shifting funding landscapes and the growing demand for preventive, school-based services.

This showcase reinforced the value of research-informed innovation in health, particularly when such innovation is designed for real-world impact, prioritises user experience, and remains adaptable over time.

The Innovate Healthier Together Fellowship is proud to provide a platform for initiatives like Evidence to Impact that redefine how health interventions are designed, delivered, and sustained.

“On Thursday 8 May 2025, at Bristol’s Watershed, I joined a diverse group of colleagues from across the health and care sector—alongside members of the public—to tackle a big question: How do we transform our health and care system to meet the needs of working age people with multiple health challenges?

This isn’t a new conversation. Over two decades ago, the Wanless Report laid out a compelling case for long-term reform—envisioning a future where people are actively engaged in their health, supported by prevention, technology, and integrated care. While progress has been slower than hoped, the vision remains as relevant as ever. The Healthier Together 2040 programme is now picking up that mantle for Bristol, North Somerset, and South Gloucestershire.

At today’s workshop, we used the Three Horizons model to explore:

• Our shared vision for the future
• What’s no longer working in the current system
• What’s working and must be preserved
• And the disruptive innovations that can help us bridge the gap

I was particularly struck by the term “disruptive innovation.” It acknowledges that change won’t be smooth or easy—there will be resistance, unintended consequences, and setbacks. But meaningful transformation rarely comes without disruption. If we want to reach a better future, we must be willing to travel a bumpy road.

So, what kinds of innovation do we need?

Yes, technology will play a vital role—integration, proactive community care, and efficiency gains are all essential. But many of the most powerful innovations we discussed weren’t technological at all. They were about people, culture, and behaviours.

We need to shift from a paternalistic, standardised model of care—focused on treating illness in isolated episodes—to one that empowers people to stay active, connected, and in control of their health. That means:

• Supporting people to stay in work and thrive
• Building peer support networks in communities
• Rethinking how we fund and incentivise services
• Equipping clinicians, carers, and partners with the skills and support they need

What stood out most to me was the shared sense of purpose in the room. There was real alignment on the direction we want to go, and a collective energy to get there. At the same time, there was a healthy dose of realism: this won’t be easy. But there’s also urgency. The time to act is now. It is time to disrupt.”

On 16 May 2025, Sally Good, CEO of Evidence to Impact, hosted a showcase for the Fellowship. With a background in teaching and experience in public health and programme management for the NHS, Sally shared her experiences in turning social science research into a preventative innovation. Evidence to Impact has worked on bridging the gap between academic study and practical delivery by scaling up non-tech-based in-person interventions – particularly in school settings.

Sally discussed the origins of the organisation; it started as a collaborative effort between the University of Bristol and Cardiff University aimed at bringing their public health research to the wider world. It later developed into Evidence to Impact, a social enterprise which was a change that better reflected their mission: turning high-quality academic evidence into tangible impact. A standout example of this work is the ASSIST (A Stop to Smoking in Schools Trial) prevention programme. Using a unique model where influential students and young people (as identified by their peers) are trained in supporting smoke-free messaging, which was delivered in external venues by trainers, not teachers, to create a better learning environment.

Sally noted the importance of practical support in encouraging uptake, including supportive training alongside high-quality materials. Additionally, they have focused on removing adoption barriers by offering flexible pricing and regularly updating content (like prevention work on vaping and content nicotine pouches). These efforts ensure that the work done remains impactful, accessible, and innovative in a constantly evolving educational and public health landscape whilst maintaining the fidelity of the research and evidence.

Sally concluded by reflecting on the lessons learned from their journey, particularly the importance of commercial strategy, affordability, and responsiveness to shifting funding environments. With a focus on research and how it can be used to provide a real-world impact, Evidence to Impact serves as a compelling example of how academic innovation can be successfully used to maximise the impact of innovations so they reach the audiences who need them most.

If you couldn’t make the session and the above sounds interesting, you can watch the meeting back.

Sally Good Evidence to Impact meeting recording

In 2024, the Innovate Healthier Together (IHT) Fellowship launched. Over this past year, this Fellowship has brought together professionals across health and care sectors, fostering innovation, learning, and meaningful connections.

Read a recap of the highlights.

We are excited to announce that the Innovate Healthier Together Fellowship is now partnered with the Health Foundations Q Community.

The Q Community prides itself on using collaboration to accelerate the improvement of healthcare across the UK and Ireland – providing a place where we can learn together and support each other. As a part of this mission they have created “Supporting Q Connections” (SQC), an ongoing funding programme that is designed to help community members collaborate, share learning, and increase the impact of their improvement work across the health and care system. By fostering purposeful and vibrant connections, SQC supports activities that drive meaningful change. Q members are encouraged to apply to spread learning and create sustainable change in health and care.

We are delighted to announce that one of the successful projects that is receiving support from the SQC is the Innovate Healthier Together programme. This exciting collaboration empowers us to continue to share knowledge and learnings about the adoption and spread of innovations, further build confidence and connections across ICS partner organisations, and design more effective ways to upskill colleagues with innovation principles.

A key focus of SQC is developing system level networks that are improved by sharing ideas and best practices – which aligns perfectly with our goals for the Innovate Healthier Together Network. It is clear that both the IHT Network and the Q Community share a vision of cultivating system-wide networks, where the exchange of ideas and best practices leads to real, sustainable improvements. Through this partnership we can continue to strengthen collaboration across the innovation landscape, ensuring a lasting impact on local systems.

Together, we are shaping a healthier and more innovative future, one bold step at a time!

This year, the Innovate Healthier Together (IHT) Fellowship brought together professionals across health and care sectors, fostering innovation, learning, and meaningful connections.

Read a recap of the highlights from this inspiring journey.