This practice drives a comprehensive agenda for innovation in health, care and well-being. It sets out Liverpool City Region approach to smart health & care.
Key challenges addressed include:
 meeting increasing demand alongside constrained resources;
 poor health indicators & inequalities;
 service/practice models that are not interoperable with smart health solutions.
It adopts an asset-based approach to exploit economic opportunities & enhance citizens’ health & well-being by:
 building on LCR strengths & capacity for innovation and ability to deploy smart health solutions at scale;
 developing regional resources for data & predictive analytics
 collaborative approach to inter-sectoral innovation;
 deploying technology supported self-care & smart health solutions.
Key strategies are:
 Building our Future – LCR Growth Strategy:
 Healthy Liverpool: Blueprint – incorporating Living Well, Community Care & Digital Care & Innovation Programmes
 Driving a Digital Future – Merseyside Digital Roadmap
Central to developing these strategies were stakeholders with a focus on innovation, health & care & economic growth - universities in Liverpool, the private sector (large and SME enterprises), the public sector (including the NHS, Municipalities and regional economic development bodies), commissioners and providers of primary and community health and social care services.
Beneficiaries include health and care sector commissioners, clusters, providers, staff and patients/clients and local SMEs.

Resources needed

Implementing the strategic and policy agenda draws on UK and European resources - including:
 LCCG’s £15 million Digital Care and Innovation Programme
 The ERDF supported €4 million Health Innovation Exchange (HIE) project - addressing market failure across the innovation cycle.

Evidence of success

LCR’s strategic and policy framework, backed by resources, meets needs, builds on assets, exploits opportunities, transfers strategy into practice, co-ordinates frontline interventions and prioritises the allocation of scarce public resources.
Evidence of impact includes (a) enabling allocation of resources (above) to a smart health and care agenda; (b) 49 SMEs assisted by the HIE & 5 new to market products delivered; (c) improved citizen health/well-being (eg via teleheatlh - see link below)

Difficulties encountered

 having to adjust priorities to reflect a tightening funding environment;
 implementation challenges from bureaucratic procedures & changing service pathways & practices.
 importance of wide stakeholder involvement to ensure a sense of ownership and policy relevance

Potential for learning or transfer

LCR shows how political decision makers and other stakeholders can prepare a comprehensive plan for improving population well-being and health. An expert peer evaluation concluded that it can be a useful example for other regions and cities in the EU. In particular, it was argued that a substantial shift in practice should start with well-prepared strategical documents, that have clear and verifiable objectives and are shaped by consensus of various stakeholders that, in turn, can build bridges between public and private organisatiosn and stregthen eco-systems.
Key content and process aspects suitable for transfer include a focus on:
 proactive and preventive approach - a shift from illness centred to health cantered approach;
 integrating technology in enhancing existing services & scaling up self-care supported by technology;
 reducing inequalities and incorporating clearly defined outcomes;
 continuous assessment of progress - (including learning from mistakes & failure
Main institution
Liverpool City Region LEP
Merseyside, United Kingdom
Start Date
October 2014
End Date


Paul Clitheroe Please login to contact the author.