Priorities and Opportunities Angus Hunter EcoQUIP Project Manager - - PowerPoint PPT Presentation

1st EcoQUIP Workshop

Background Research on Priorities and Opportunities

Angus Hunter EcoQUIP Project Manager

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?

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

– 1st PPI/PCP Calls of Horizon 2020 – Influence future PPI/PCP Calls of Horizon 2020

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

• perational procedures

Technologies to reduce environmental impacts

Feedback from FP7 Participants

Barriers to Exploitation?

There is a knowledge gap and disconnect within procurement units that

• bstructs the

introduction of new technology The practice of procuring the cheapest option is deep-seated within healthcare systems Ethical and legal barriers can be significant stumbling blocks to introduce radical new technologies There is great resistance to change within healthcare systems at all levels Innovators find the tendering process very

• complicated. It is

extremely challenging to enter this market with a new solution

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

Stakeholder Survey (Barriers)

0% 20% 40% 60% 80% 100%

Lack of demonstration funding Clinical budget constraints Operational budget constraints Lack of R&D budgets Lack of independent validation Risk-averse healthcare org's Pre-existing solutions favoured Uncertain cost of ownership Lowest price favoured Procurement processes Management culture/structures Lack of capacity/time

Agree Partly Agree Partly Disagree Disagree

Technical Risk Procurement Practice Funding

Stakeholder Survey (Top Six Barriers)

0% 20% 40% 60% 80% 100% Pre-existing solutions favoured Uncertain cost of ownership Lowest price favoured Procurement processes Management culture/structures Lack of capacity/time Agree Partly Agree Partly Disagree Disagree

“Senior management does not understand the potential of procurement” “Pressure of work and dealing with yesterday's problems allows no time for strategic thinking” “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)” “Procurement is only a priority for costs saving, not for supporting innovation”

Stakeholder Survey (Unmet Needs)

0% 20% 40% 60% 80% 100% Demand-led ventilation Resource efficient technologies Novel cleaning solutions Reduce use of hazardous substances Efficiency of healthcare professionals Microbiological detection/control Energy efficiency technologies Move towards prevention Move towards community models Improve operational efficiency

Very High Priority High Priority Medium Priority Low Priority

No particular theme dominating

Stakeholder Survey (Technology Priorities)

0% 20% 40% 60% 80% 100%

ICT for healthcare delivery ICT for healthcare operations Innovative materials & devices for healthcare delivery Technologies to improve medical procedures Technologies to improve operational procedures Technologies to reduce environmental impact Very High Priority High Priority Medium Priority Low Priority

ICT-related seem higher priority

Stakeholder Survey (Potential Actions)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Underwriting of life cycle risk Funding for prototype demonstration Funding for market scale up Funding for solutions development Funding for independent validation SUPPLY SIDE ACTIONS Procurement centre of excellence Training for procurement professionals Joint technology accelerator Expert help to define unmet needs Funding for pre- procurement trials DEMAND SIDE ACTIONS Very High Impact High Impact Medium Impact Low Impact

Joint Action Plan (Input from Expert Panel)

What actions can we take to help make 'innovation procurement ' projects a success for healthcare customers, suppliers and society

ISSUES IDEAS

Hospitals are unaware and/or underequipped in terms of knowledge Procurement is only a priority for costs saving, not for supporting innovation Information for procurement professionals (via associations/institutions) Awareness raising at hospital board level (needs good practice examples) Need more good case examples (new products arising from PPIs) Promote at bigger conferences (reach out to more people) Support from hospital CEO/Boards is a condition for success Hospitals must have facilitators (change agents) Hospitals work on the philosophy

• f doing the same thing again and

again (don't welcome change) Network of innovative hospitals Health agency interest in innovation is highly variable Scalabilityof innovation procurement actions Unmet needs could to be managed by dedicated innovation units (eg like in some Spanish regions). Also, should lead on fund raising Network of regional/national healthcare innovation units Joint requirements drafting (joint statements

• f unmet needs)

Difficult for hospitals to identify and articulate unmet needs 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 Senior management does not understand the potential of procurement Need experts/facilitators, leaders and followers Lack of IP replication activities by followers in

• ther hospitals

EcoQUIP associates programme Communityof learning events Wider dissemination of existing/emering statements of unmet needs 'Introduction to PPI 'presentation deck for promotion to senior management and procurement team More peer learning events A'compact' of PPI healthcare organisations (influence EC Calls) Standard approach/vocabulary for PPI in healthcare (people love a prescriptive process)

Funding Opportunities

Horizon 2020 (2014-2020)

– 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????

PPI/PCP in Horizon 2020

Horizon 2020 (2014-2020)

– 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 1st Calls (from January 2014)

– Robotics for Healthcare (Budget €4-6m) – Bio-based Materials – Smart Textiles – ICT for Healthcare – Innovative eHealth Services

Next Briefing

– 14-15 November, Krakow, Poland

Break-Out Groups

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