Holdbar nordisk velfærd august 2013

Transcription

1 Holdbar nordisk velfærd august 2013 MONA TRUELSEN 1 03/09/2013 Copyright Nordic Innovation All rights reserved.

2 Our vision The Nordic countries as a world-leading region for innovation and sustainable growth Build relationships Initiate co-operation and challenge Nordic actors through new competence and action Remove barriers Implement political initiatives and communicate the results We orchestrate increased Nordic value creation through international co-operation International overview- Nordic insight Develop and share new competence, create platforms We will be known for Professionalism Openness Creating Nordic added value Stimulate innovation Work to improve conditions for innovation and cross-border trade Our core skills Fostering co-operation Taking the initiative Sharing competence

3 Background The situation Large challenges A business case for Demand driven innovation driven by the public sector Nordic cooperation; dissemination and scalability High standards and similar systems in the Nordic region Great business opportunities Export opportunities ahead for Nordic companies that have developed concepts in close cooperation with demanding Nordic buyers

4 Why Nordic Health and Welfare Innovation? Market dialogue and knowledge Smart and coordinated demand Public sector Tools, methods, competence, networks, dialogue Private sector Goal To develop public services in order to meet future challenges Public private cooperation New cooperation methods, resulting in new solutions Goal To develop the Nordic service- and supplier-industry within health

5 Missing goal on innovation procurement strategies in the Norwegian public sector 2011 Andel virksomheter som har disse formålene inkludert i sin innkjøpsstrategi (PWC 2011)

6 Innovation in the health sector through public procurement and regulation - call One of 6 lighthouse projects - a part of the Nordic Cooperation Program Owned by The Norwegian Ministry of Trade and Industry Focus on Nordic networks, dissemination, market dialogue, training and pilots Call for proposals autumn financed projects: VABPRO Nordic Public-Private Innovation Net INHP-Integrated training

7 The Nordic Region as a global leader in health

8 Financed project: Nordic Public-Private Innovation Net Purpose To create the foundation for future innovative procurement projects within the Nordic region Aim A platform with an overview of best practice experiences on how to complete innovative procurement A Nordic network of procurers and suppliers for innovative procurement An overview of tools for carrying out innovative procurement in the health care sector Participants Denmark: Region Syd-Danmark (project manager) Health Innovation Zealand, Welfare Tech Norway: Helse Sør-Øst RHF, Oslo Medtech, NHO (Confederation of Industries) Finland: Hospital District of Helsinki and Uusimaa (HUS), HYKSin Ltd Sweden: County of Värmland, Region Skåne

9 Financed project: Value based procurements in primary and social care (VABPRO) Purpose To foster a change in the way primary and social care services are procured, which can lead to win-win-win situation for society (tax money), patients and suppliers Aim a value based procurement model contribution to a system shift from price-driven procurement to a value based and holistic approach Participants Finland: Nordic Healthcare Group (project manager), City of Jyväskylä, Forum Virium Helsinki, City of Espoo Sweden: City of Landskrona, Norrbottens Läns Landsting Denmark: Copenhagen Living Lab The project will cooperate with the INHPproject.

10 Financed project: Integrated training program and demand dialogue network for Innovative Nordic Health care Procurement (INHP) Purpose To develop competences within innovation procurement Aim A training program in innovative procurement within health in close cooperation with academics at universities in the Nordic region Participants Denmark: Copenhagen Living Lab (project manager), Aalborg Universitet, Aalborg kommune, Kolding kommune, Vejle kommune, Brainsbusiness/ICT North Denmark. Sweden: The Swedish Environmental Management Council, Falkenberg Municipality Norway: Helse Vest, LFH Finland: City of Vantaa, Laurea University of Applied Sciences Iceland: University of Iceland The project will cooperate with the VABPRO-project.

11 The content of a new Lighthouse project? Strategy for Nordic Health and Welfare Innovation Public Procurement Charter Development of common principles or guidelines for health and welfare innovation. Nordic Challenge Competition Setting up challenges within designated themes and areas to solve specific common challenges. Common Service Innovation Development of common service innovation activities as a tool for the public sector to solve health challenges smarter. Building on the existing effort, aiming for deeper cooperation, including pilots Innovation Procurement Standardization The role of standards for market and business development in the health sectore Business Development Commercialization, entrepreneurship, development of test-labs, utilization of Big Data etc

12 Backup-slides

13 Public Procurement Charter Inspiration Nordic Built New Nordic Food Purpose To create a Nordic vision To mobilize To create a platform for cooperation across public and private sector and borders Possible content Recommendations on procurement process dialogue, planning horizon Advice on functional specifications, Life-cycle, patient experience, Linked to new EU legislation Nordic Built Charter has been developed and is now used by the central stakeholders in the building industry.

14 Nordic Challenge Competition Inspiration Nordic Built UK experiences Purpose New solutions are required we need to engage widely Create public interest in how public sector needs can be solved visibility A process where common needs is identified could be very fruitful and pave the way for a more Nordic market and more cooperation Define function allow for many ways to solve the problem Build on a charter?

15 The usage gap Possibilities/usage Technical possibilities Our ability to use it Time 15

16 Nordic added value Cross-border learning from comparable countries dissemination Pooled demand and robust cross-border specifications make the Nordic region more interesting for international medtech and gradually unite towards common requirements (standards?) Closer Nordic cooperation more Nordic solutions and specifications For suppliers; Opportunities in close markets before moving on to markets further away Cross-border alliances between suppliers Benefit from more innovation friendly procurement and more development projects (PCP) Nordic businesses known for high quality solutions developed in close interaction with the public health sector and users

17 3 projects financed through the call The Nordic region as frontrunner in innovation procurement in the public sector Nordic Public-Private Innovation Net Value based procurements in primary and social care (VABPRO) Integrated training program and demand dialogue network for Innovative Nordic Health care Procurement (INHP)

18 Common Service Innovation Purpose To incorporate service innovation into a new Nordic effort on public health care innovation To identify new business models to foster more cooperation between the public and private sector To support the implementation of transformational service innovation in a smart way Aim Common service innovation activities as a tool for the public sector to solve health challenges smarter

19 Innovation Procurement in the Health Sector Ideas Build on the existing effort the Lighthouse project from 2011 to 2013 Aim for pilots and cooperation in actual procurements Key players in the Nordic health landscape are onboard take the cooperation one step further

20 Standardization Ideas There is a lack of standards / common requirements within welfare technology Reduce the problem of fragmented demand Could Nordic standards be a competitive advantage for Nordic companies, and be a step in the direction of a Nordic market?

21 Business Development Ideas Commercialization Entrepreneurship Nordic test-labs Utilization of Big Data Building projects with Nordic added value in the above fields, and also build on already existing initiatives

22 Development trends points to a need for more self-managed low cost procedures There is a significant gap between the need for health care and healt care costs and posibilities for public funding Growing pressure on primary sector to take responsbility for less specialized functions with large volume, creating need for decision support systems and teleconsultation Trend in need for health care and health care costs Posibilties for public funding Smaller volume high cost/patient Highly specialised functions The development of new medical procedures and new possibilities to treat patients with complex diagnosis drives up healt care costs Udg. 5% patientmassen Udg. 95% patientmassen Specialized functilons Focus within hospitals on highy specialized functions means that more ordinary functions must be handled elsewhere (common trunk) 25% 27% 32% 75% 73% 68% 39% 61% Increasing number of tasks related to screening, observation, monitoring daignosis etc. General primary sector functons (common trunk) Large volume lower cost/patinet