CAMBRIDGE Welcome to Cambridge
Dr Kristin-Anne Rutter, Executive Director, Cambridge University Health Partners and Cambridge Biomedical Campus Ltd
Britain’s National Health Service (NHS) is a key part of the solution to finding the next generation of medical innovations that can improve lives globally. I trained as a doctor at Cambridge University,
and now work in the city for an organisation called Cambridge University Health Partners, the partners being Cambridge University and Anglia Ruskin University plus three research-focussed NHS Trusts who run three hospitals and local mental health services. We work closely with businesses, charities
and local government too, establishing Cambridge Biomedical Campus (CBC) Ltd in 2021. It is a non- profit organisation representing the major players on the campus, which is the largest centre of medical research and health science in Europe and is currently home to three NHS hospitals, AstraZeneca, Abcam, Cancer Research UK and the MRC Lab of Molecular Biology which has 12 Nobel Prizes and developed monoclonal antibody technology. The NHS is single public payer and provider
system covering sixty million lives. That scale and integration has the potential to be mobilised in four, unique ways: It can gather detailed patient data over a long
period of time. This is crucial for understanding changes and trends in health outcomes, disease progression and the effectiveness of treatments, and those insights can fuel ground-breaking discoveries. We can use the NHS to significantly reduce the
cost and speed of developing new innovations through trials that can recruit rapidly across a diverse population, access real world data and work closely with regulators. The service can provide companies with rapid
access to a large market for effective and much- needed innovations in those crucial early years, just
20 UKHEALTHCARE P A VILION. COM
after launch. Finally, it should be able to incubate innovations
focused on illness-prevention which only a long-term public funding model really allows. We know it can be done because the UK has a
track-record of creating world-changing innovations. CT and MRI scanners, hip replacements, the antibody technology behind a third of the world’s new drugs, IVF, genomic sequencing. They are all UK innovations that have led the world and where the NHS has played a crucial role. I am part of a national team working to help the NHS fulfil its potential. Initial findings suggest significant change is needed in areas like staff training, regulatory certainty, and how the NHS collaborates with commercial and academic partners. Innovation has to be at the heart of a modern health service, not a ‘nice to have’. New infrastructure should accommodate automation and robotics, and public engagement is crucial for ethical decisions, including the use of one of the NHS’s most valuable assets; its data. Prime Minister, Sir Kier Starmer, has just given the NHS a binary choice, to ‘reform or die’. It is huge challenge, but the components are there to turn the service into a test-bed for new medical technology with the potential to transform millions of lives across the world. In Cambridge, we are tackling that challenge by
putting collaboration at the heart of everything we do. Our NHS trusts work closely with world leading researchers and entrepreneurs from academia, the charity sector and industry, from solo start-ups to global corporations. I believe that the sharing of ideas and resources across disciplines and organisations has to be the future.
DUB AI 2025
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