Innovate Healthier Together Fellowship

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.

If you’re interested in joining the Fellowship and contributing to future events that shape the future of health innovation, please complete our registration form or contact us at healthinnowest.ihtfellowship@nhs.net.

As a Fellow, you will connect with a vibrant community of changemakers and gain insight into cutting-edge approaches that combine research, co-production, and social innovation.

On 8 May, 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.

If you’re interested in joining the Fellowship and contributing to future events that shape the future of health innovation, please complete our registration form or contact us at healthinnowest.ihtfellowship@nhs.net.

On 14 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.

If you’re interested in joining the Fellowship and contributing to future events that shape the future of health innovation, please complete our registration form or contact us at healthinnowest.ihtfellowship@nhs.net.

As a Fellow, you will connect with a vibrant community of changemakers and gain insight into cutting-edge approaches that combine research, co-production, and social innovation.

“On Thursday 8 May, 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, 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

One year ago the Innovate Healthier Together (IHT) Fellowship launched, and over this past year, this Fellowship together professionals across health and care sectors, fostering innovation, learning, and meaningful connections.

Read a recap of the highlights.

On 25 February 2025, the Innovate Healthier Together Fellowship hosted a discussion group on biopsychosocial innovation and the role of co-production in designing inclusive health services. Biopsychosocial innovation is an approach that recognises how biological, psychological, and social factors interact to influence health and wellbeing.

At the core of the discussion was the biopsychosocial model, which acknowledges that health is shaped by these interconnected factors. By addressing these interconnected elements, healthcare solutions can be more holistic, and patient centred. Led by Sean Hourigan, Development and Training Manager with The Peer Partnership, the session explored how integrating these factors can lead to better health outcomes, particularly through peer-led approaches.

Sean introduced the Peer Partnership, a project within Brigstowe, an organisation dedicated to supporting inclusive research and community-led health initiatives, that supports the development and delivery of peer support services for long-term health conditions, such as long COVID, type 2 diabetes, stroke, and reproductive health issues. The Partnership also provides training to promote best practice in peer-led service design and implementation.

By embedding this model into co-produced services, health providers can create solutions that truly reflect the needs and lived experiences of the communities they serve.

One example of successful co-production highlighted in the session was the Common Ambition Bristol project. This initiative, co-designed by University Hospitals Bristol and Weston, Brigstowe, the University of Bristol, and Bristol’s Black, African, and Black Caribbean communities, aimed to increase attendance at targeted sexual health clinics. By engaging with Black-owned businesses and understanding the specific needs of these communities, the project successfully improved clinic access and uptake, demonstrating the importance of culturally relevant engagement.

Sean emphasised the importance of recognising patient pathways, from prevention to long-term care management, and the role of community organisations in these pathways. Peer-led organisations are well positioned to address social and psychological aspects of health, which are crucial for sustained wellbeing.

The discussion also explored the challenges of co-production. Key issues included the need for accessible language, ensuring representation from diverse communities, and fostering stronger collaboration between healthcare providers and community groups. Another significant barrier identified was the difficulty in securing sustainable funding for co-produced services, which can hinder long-term impact.

This session reinforced the value of biopsychosocial innovation and co-production in driving effective, community-led health solutions.

By integrating lived experience into service design, fostering collaboration, and addressing social determinants of health, the future of health care can be more inclusive and responsive to the needs of all communities.

If you are interested in joining the Innovate Healthier Together Fellowship and participating in future events, please complete our registration form or contact us at healthinnowest.ihtfellowship@nhs.net. By joining the Fellowship, you will have the opportunity to connect with like-minded innovators, contribute to discussions shaping the future of healthcare, and gain valuable insights into cutting-edge approaches like biopsychosocial innovation and co-production.

On 11 February 2025, the Innovate Healthier Together (IHT) Fellowship hosted a masterclass exploring the role of Value Based Procurement (VBP) in transforming health and care efficiency and patient outcomes. The session was hosted by Sam Otorepec and Carrie Short, who introduced the work of the Care Pathway team within NHS supply chain and its support for integrated care systems.

The NHS supply chain is crucial in delivering clinically assured goods and services to health providers across England, managing significant annual expenditure while ensuring stock availability and product safety. Priorities within the supply chain span a broad spectrum, from reducing health inequalities and embedding clinical leadership to advancing sustainability initiatives and improving patient outcomes. A key part of this work includes Value Based Procurement, ensuring that purchasing decisions are guided by clinical evidence, patient outcomes, and long-term value rather than just cost, ultimately enhancing the efficiency and effectiveness of health care delivery.

A key takeaway from the masterclass is the importance of clinical care pathways and data-driven decision-making in promoting the adoption of innovative medical products and practices. The NHS supply chain’s Care Pathway team achieves this by conducting financial modelling based on hospital statistical data, engaging with both clinical and non-clinical stakeholders to validate findings, and ensuring realistic implementation that aligns with clinical priorities.

A tangible example of VBP in action is Transnasal Endoscopy (TNE), an innovative alternative to the traditional OesophagoGastro Duodenoscopy (OGD). Unlike conventional endoscopy, which is performed via the mouth and often requires sedation, TNE is performed through the nose, reducing discomfort and gagging for patients. Not only does this improve the patient experience, but it also presents cost savings of approximately £30.00 per procedure and reduces operating time by around 10 minutes. Additionally, as TNE can be nurse-led, it alleviates staffing pressures and frees up conventional endoscopy rooms for more complex procedures. You can learn more about this here.

By utilising robust data insights and engaging a wide range of stakeholders, the Care Pathway team supports trusts in making procurement decisions that enhance care quality while ensuring long-term sustainability.

This masterclass provided Fellows with valuable perspectives on how Value Based Procurement can drive impactful change in healthcare delivery. As the Innovate Healthier Together Fellowship continues to explore key themes in health innovation, we invite you to join us in shaping the future of patient-centred care.

If you’d like to participate in future events or join the Innovate Healthier Together Fellowship, please complete our registration form or contact us at healthinnowest.ihtfellowship@nhs.net.

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!

On 21 January 2025, the Innovate Healthier Together Fellowship hosted a discussion group on the role of sustainability in health and care. The session, led by Simon Hall of Bristol-based, Airway Medical, brought together Fellows to explore how sustainable practices can be integrated into the NHS.

The conversation highlighted the need for health and care innovation to be shaped by the people who use it. Sustainability, similarly, must consider real-world challenges. Making sustainable choices in health and care is complex, and decisions should be based on how products and services fit into everyday practice, not just their environmental impact on paper.

In addition, the group discussed the importance of looking at the entire lifecycle of health and care products, from sourcing materials to disposal.

In 2020, the NHS committed to becoming Net-Zero by 2040, with a target of reducing carbon emissions by 80% by 2032, compared to 2019 levels. This commitment includes a major focus on Scope 3 emissions, which are indirectly related to NHS operations, such as medical device procurement, freight transport, food and catering, construction, manufacturing, and staff commuting.

In 2019, the NHS carbon footprint was calculated at 24.9 MtCO2e, equivalent to the carbon footprint of Croatia. This highlights the substantial role that medical device procurement plays in the NHS’s overall emissions.

Given this ambitious target, the Fellows explored how sustainability is currently being addressed in medical device procurement. Medical devices alone accounted for approximately 16% of the NHS’s carbon footprint in 2019 (around 2.98 Mt). However, less than 0.01% of medical devices are currently labelled as ‘Net-Zero.’

Although the Carbon Reduction Plan (CRP) is now mandatory for all tenders within the NHS, this is largely company level rather than product specific. A 10% ‘Social Value’ weighting is also part of procurement, but product-specific weightings for Net-Zero or sustainability are not yet clearly defined.

The conversation turned to what could be done to improve the procurement process. What should a CEO of NHS England consider adding to make sustainable procurement decisions easier? How could procurement teams ensure that Net-Zero goals are incorporated into product selection, and how should ‘Social Value’ be weighted alongside sustainability goals?

In response to this, the importance of clear communication and standardisation of sustainability metrics emerged. A shared understanding of sustainability, consistent definitions and measurable criteria could help clinicians, procurement teams, and manufacturers align on goals and take actionable steps. Clarity in reporting environmental impact, through accessible sustainability labelling and detailed product declarations, would also empower procurement teams to make informed, responsible choices.

Patient impact was also brought up as a key consideration. A more sustainable health and care system must ensure that patients continue to receive effective and efficient care. Clear labelling, environmental impact clarity, and improved product instructions would help both patients and clinicians make informed decisions. In parallel, the sustainability of medical devices must be embedded into existing workflows and procurement processes to ensure ease of adoption.

The discussion also underscored that collaboration is critical. Sustainable health and care solutions cannot be developed in isolation. Engaging suppliers, clinicians, and patients in the decision-making process is vital. Fellows proposed that a register of sustainable products, regularly monitored for accuracy, could support procurement teams and clinicians in their choices.

Simplicity is essential. Overly complex procurement processes and unfamiliar sustainability criteria could slow the integration of more sustainable practices. To support widespread adoption, sustainable options should seamlessly fit into the current processes and workflows of NHS staff, making it easier for them to make decisions in their day-to-day work.

In conclusion, the discussion underscored the importance of integrating sustainability into every aspect of health and care. By fostering collaboration, standardising sustainability metrics, and simplifying procurement processes, the NHS can move towards a more sustainable and resilient future.

If you’d like to join the Innovate Healthier Together Fellowship and participate in future events, please complete our registration form or contact us at healthinnowest.ihtfellowship@nhs.net.

The Innovate Healthier Together Fellowship hosted a compelling Masterclass on 4 December 2024, exploring the critical yet complex topic of procurement regulations and funding within the healthcare system. Led by a Fellow, Professor Richard Scott and his colleague, Brett Cohen, the session offered Fellows valuable insights into overcoming the barriers to innovation often encountered during procurement processes.

A central theme of the session was the importance of adopting a systematic approach to procurement. The speakers emphasised that effective innovation requires interdisciplinary collaboration across professions, underpinned by robust stakeholder engagement. By fostering connections and aligning priorities, organisations can create the supportive frameworks needed to bring innovative ideas to fruition.

One key takeaway was the necessity of demonstrating value for money when proposing innovations. Fellows discussed how clearly articulating the measurable benefits of their solutions—whether through improved outcomes or cost savings—can help navigate procurement complexities and secure essential support. However, they also acknowledged that existing frameworks can sometimes hinder innovative thinking, underscoring the need for more adaptable systems.

The session also provided an opportunity to reframe perceptions of procurement challenges. Far from being an obstacle, the complexities of the process were presented as a chance to apply creative problem-solving and explore strategies that add long-term value to the health and care system. This mindset shift resonated with attendees, many shared their own experiences of overcoming procurement hurdles and adapting to changing regulations.

A lively discussion explored the role of change management in navigating these challenges. Richard and Brett encouraged Fellows to consider procurement as not just a transactional process, but one deeply intertwined with organisational change. They highlighted the importance of engaging with stakeholders at every stage and creating a shared vision for innovation within the health sector.

As with all Innovate Healthier Together Fellowship events, the Masterclass served as a platform for collaborative learning and reflection. Attendees left with a deeper understanding of how to navigate procurement processes and practical tools to address funding barriers.

This session is one of many opportunities exclusively available to Innovate Healthier Together Fellows. If you are not yet a Fellow but would like to join, please fill out our Fellowship registration form. For more information on upcoming activities, contact us at healthinnowest.ihtfellowship@nhs.net.

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.

In partnership with the West of England Academy, a three-module accredited training course has been developed to support the adoption and spread of innovative mindsets.

Covering design-thinking, quality improvement and facilitation skills, these modules provide participants with the skills and techniques to support others better understand the problems they are trying to solve, and methodologies for innovative solution ideation.

If you’d like to find out more about how you can access these courses, please send an enquiry to healthinnowest.ihtfellowship@nhs.net

What: A Fellowship Discussion Group
When:Tuesday 23 July 2025, 1pm to 2pm
Where: Online (Teams)
Hosted by: Kate Lavington, head of design at NHS Bristol North Somerset and South Gloucestershire ICB

With the imminent release of the NHS 10-Year Health Plan, this online discussion group offers Fellows a chance to explore the core themes and strategic shifts of the Plan, from hospital to community, sickness to prevention, and analogue to digital.

Join us as we explore innovation’s pivotal role in successfully delivering this ambitious vision across Bristol, North Somerset and South Gloucestershire. This session is designed to initiate conversation and collaboration, providing a platform for Fellows to share insights, raise questions, and reflect on what these changes mean for the future of healthcare innovation.

Together, we’ll consider the content of the newly published 10 Year Health Plan, asking ourselves:

• How innovation can support the transition of care models
• The implications of shifting focus towards prevention and community health
• Opportunities and challenges in embracing digital transformation

If you want to engage with other Fellows passionate about shaping a more effective NHS, this is your space to contribute your voice and ideas. Let’s work together to shape a collective vision for innovation in health and care.

Fellows, please sign up via the invite in your diary!