Background Research on Priorities and Opportunities

Transcription

1 1 st EcoQUIP Workshop Background Research on Priorities and Opportunities Angus Hunter EcoQUIP Project Manager

2 Purpose of the Workshop How to Move from: Individual hospital innovation procurement projects in different countries TO Collaborative cross-border actions involving multiple hospitals/stakeholders Leader Led Collaborative Procurement Actions (6 hospitals) Annual Innovation Procurement Foresight Workshops (until 2016), leading to: Collaborative Innovation Procurement Actions Other Joint Actions????? Joint Action Plan - How can European hospitals work together to effectively communicate their unmet needs to potential solutions providers? - How can European hospitals be mobilised to become early adopters of new and emerging solutions?

3 Pre-Workshop Research Provocation Paper Top-down analysis to identify important needs and potential areas for joint action Insights into some emerging solutions (EU R&D activities FP7) Stakeholder Survey Based on provocation paper What are the most important unmet needs and under exploited solutions What are the barriers What actions would have the greatest impact on the barriers Joint Action Plan - Initial ideas from virtual brainstorming (Expert Panel) - Gaynor, Joram, Juan-Manuel, Marcin, Ville Funding Opportunities 1 st PPI/PCP Calls of Horizon 2020 Influence future PPI/PCP Calls of Horizon 2020

4 Provocation Paper Challenges Needs Solutions More elderly patients and chronic diseases Patient empowerment and demand for new technologies Pressure on budgets and unsustainable rise in spending Rise of healthcare associated infections Workforce shortages and skills gaps Rising cost of resources Impact of climate change Reduce burden on hospitals (new healthcare models) Reduce operational costs/impacts Reduce occurence of hospital acquired infections ICT for healthcare Innovative materials and devices for healthcare delivery Technologies to improve medical procedures Technologies to improve operational procedures Technologies to reduce environmental impacts

5 Feedback from FP7 Participants The practice of procuring the cheapest option is deep-seated within healthcare systems There is a knowledge gap and disconnect within procurement units that obstructs the introduction of new technology Innovators find the tendering process very complicated. It is extremely challenging to enter this market with a new solution Barriers to Exploitation? There is great resistance to change within healthcare systems at all levels Ethical and legal barriers can be significant stumbling blocks to introduce radical new technologies

6 Stakeholder Survey Questions Barriers Priority areas of need for new solutions Technology priorities Potential actions Demand Side Supply Side Statistics 50 completed questionnaires 56% from healthcare organisations 11 countries Denmark, France, Hungary, Italy, Netherlands, Norway, Poland, Spain, Sweden, USA, UK

7 Stakeholder Survey (Barriers) Lack of capacity/time Technical Risk Management culture/structures Procurement processes Lowest price favoured Procurement Practice Uncertain cost of ownership Pre-existing solutions favoured Risk-averse healthcare org's Lack of independent validation Agree Partly Agree Partly Disagree Disagree Lack of R&D budgets Operational budget constraints Funding Clinical budget constraints Lack of demonstration funding 0% 20% 40% 60% 80% 100%

8 Stakeholder Survey (Top Six Barriers) Pressure of work and dealing with yesterday's problems allows no time for strategic thinking Lack of capacity/time Senior management does not understand the potential of procurement Management culture/structures Procurement processes Lowest price favoured Uncertain cost of ownership Agree Partly Agree Partly Disagree Disagree Hospitals are unaware and/or underequipped in terms of knowledge Hospitals work on the philosophy of doing the same thing again and again (don't welcome change) Pre-existing solutions favoured 0% 20% 40% 60% 80% 100% Procurement is only a priority for costs saving, not for supporting innovation

9 Stakeholder Survey (Unmet Needs) Improve operational efficiency Move towards community models Move towards prevention Energy efficiency technologies Microbiological detection/control Efficiency of healthcare professionals Reduce use of hazardous substances Very High Priority High Priority Medium Priority Low Priority Novel cleaning solutions Resource efficient technologies Demand-led ventilation 0% 20% 40% 60% 80% 100% No particular theme dominating

10 Stakeholder Survey (Technology Priorities) Technologies to reduce environmental impact Technologies to improve operational procedures Technologies to improve medical procedures Innovative materials & devices for healthcare delivery Very High Priority High Priority Medium Priority Low Priority ICT for healthcare operations ICT for healthcare delivery 0% 20% 40% 60% 80% 100% ICT-related seem higher priority

11 Stakeholder Survey (Potential Actions) DEMAND SIDE ACTIONS Funding for pre- procurement trials Expert help to define unmet needs Joint technology accelerator Training for procurement professionals Procurement centre of excellence SUPPLY SIDE ACTIONS Funding for independent validation Very High Impact High Impact Medium Impact Low Impact Funding for solutions development Funding for market scale up Funding for prototype demonstration Underwriting of life cycle risk 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

12 Joint Action Plan (Input from Expert Panel) Hospitals are unaware and/or underequipped in terms of knowledge Lack of IP replication activities by followers in other hospitals Standard approach/vocabulary for PPI in healthcare (people love a prescriptive process) Information for procurement professionals (via associations/institutions) Joint requirements drafting (joint statements of unmet needs) Procurement is only a priority for costs saving, not for supporting innovation Hospitals work on the philosophy of doing the same thing again and again (don't welcome change) EcoQUIP associates programme More peer learning events Awareness raising at hospital board level (needs good practice examples) Wider dissemination of existing/emering statements of unmet needs Support from hospital CEO/Boards is a condition for success Health agency interest in innovation is highly variable Low awareness that you can buy things in a different way (without contravening EU Procurement rules) Pressure of work and dealing with yestersday's problems allows no time for strategic thinking ISSUES Scalabilityof innovation procurement actions Difficult for hospitals to identify and articulate unmet needs Senior management does not understand the potential of procurement What actions can we take to help make 'innovation procurement ' projects a success for healthcare customers, suppliers and society Need experts/facilitators, leaders and followers Communityof learning events A 'compact' of PPI healthcare organisations (influence EC Calls) IDEAS Hospitals must have facilitators (change agents) Unmet needs could to be managed by dedicated innovation units (eg like in some Spanish regions). Also, should lead on fund raising Need more good case examples (new products arising from PPIs) Promote at bigger conferences (reach out to more people) Network of innovative hospitals Network of regional/national healthcare innovation units 'Introduction to PPI 'presentation deck for promotion to senior management and procurement team

13 Funding Opportunities Horizon 2020 ( ) Research AND Innovation New instruments to support demand-led activities (PPI/PCP) Disappointing response to FP7 Pilot Calls Regional/National Funding for some Some Spanish Regions are exploiting EU Structural Funds for PPI/PCP projects Tekes in Finland is launching a 60m Smart Procurement Programme UK and NL have supply-side support schemes (e.g Eykona example) Others????

14 PPI/PCP in Horizon 2020 Horizon 2020 ( ) Public Procurement of Innovation (PPI) No R&D normal EU Procurement Rules apply Pre-Commercial Procurement (PCP) Includes R&D (exemption under EU Procurement Rules) Expected topics for 1 st Calls (from January 2014) Robotics for Healthcare (Budget 4-6m) Bio-based Materials Smart Textiles ICT for Healthcare Innovative ehealth Services Next Briefing November, Krakow, Poland

15 Break-Out Groups

16 Break-Out Groups Discussion on Joint Actions - How can European hospitals work together to effectively communicate their unmet needs to potential solutions providers? - How can European hospitals be mobilised to become early adopters of new and emerging solutions? Members of the Expert Panel will Lead Discussion Gaynor, Joram, Juan-Manuel, Marcin, Ville Build on initial brainstorming of issues and ideas Additional issues/ideas will be captured by note-takers Followed by Panel Session to share main ideas from each break-out group Please join your pre-allocated Group