ian carter, national director acute care, health service executive

PARTNERSHIP & INNOVATION - Reforming Healthcare____________________________________________________________________

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Opportunities for CollaborationBetween

Public and Private

[Consideration Framework]

01.04.14

NATIONAL HEALTHCARE CONFERENCE - 2014

IAN CARTER

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IAN CARTER

Rational for Private and Public Sector Collaboration - from a public Health Sector perspective

Health Sector under pressure to develop new ways of producing better and cheaper clinical services

Not just a question of Policy or Politics

rather

- limited resources available to meet increased demand whilst ensuring / improving quality and relevance of service provision

- increasing investment (even if possible) in hospital centric delivery is neither sustainable or an appropriate solution





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IAN CARTER

Theoretical Context - what should Private and Public sector contribution be for a “new”

product life cycle

INTEGRATE INNOVATE

INTRODUCE

- Innovation

- Demand

- Entry barrier reduction through endorsement

- National policy Research / Design development

- Innovation

- Product development not just direct Health care

- Manufacturing capacity

- Distribution channels

- Immediate capital investment

Healthy Collaboration

- True sustainable mutual benefits

- needed capacity / capability achieved through collaboration


MUTUAL

BENEFIT




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IAN CARTER

Dimensions relevant and necessary for successful Collaboration / Partnership

SUCCESS

COMPLEX UNCERTAIN

ENVIRONMENT

HIGH

EFFORTS

HIGH

RISK / COST

LOW

EFFORTS

Coordination / Commitment / Trust

Success = either legally binding agreement or non legally binding contract





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IAN CARTER

Key barriers to future collaborative private & public endeavours- reactive short - termisism

- cultural / value difference - perceived / actual

- Private: bogeyman only interested in direct return on assets

- Public: bureaucratic stability - resistant to change / innovation

- Previous outsourcing (divestment) is not necessarily collaboration / partnership

- Not easy / simple to achieve / manage / control - 2 systems collide

- Often only achieved by accident (innovation) rather than intent

- Partnership and Collaboration not necessarily same thing in terms of outcome- Capital P.P.P not always best solution long term (retrospective perspective UK)





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IAN CARTER

Principles necessary for successful collaboration- code of conduct

Public- understand private sector - drive mission etc (accept and value difference)- fully share (own) plan mission goal aspirations- create venue to share ideas - both informal and structured- consider multiple simultaneous partnerships- recognise where external expertise lies and value it- do not place unreasonable constraint on private sector- do not have unreasonable expectations

Private- understand public sector - drive mission etc (accept and value difference)- do not expect “quick sale” and exit- recognise creativeness versus inappropriate circumvention- recognise where external expertise lies and value it- recognise complexity of health service environment





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IAN CARTER

Building for Success - leadership commitment both political and executive- a statutory foundation for partnership- close and real engagement - a good plan truly representing mutual gains to be secured- right opportunity- right partner / partners (strategic rather than once off / lowest cost not always best)- right engagement structure- right joint management- right risk mitigation plan





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IAN CARTER

So what are the agenda opportunities- ICT linkages / development / architecture- New treatments- New support devices- New delivery processes- Building P+P

Key areas of focus / required endeavour- Chronic Disease Management - still not truly defined into a workable system model- Hospital centric Community centric delivery / management- reduction of complexity / ease of control management- in relationship purely to direct health care - combining of existing capacity / capability

