• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Ian Carter, National Director Acute Care, Health Service Executive
 

Ian Carter, National Director Acute Care, Health Service Executive

on

  • 338 views

Opportunities for Collaboration between Public and Private

Opportunities for Collaboration between Public and Private

Statistics

Views

Total Views
338
Views on SlideShare
338
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Ian Carter, National Director Acute Care, Health Service Executive Ian Carter, National Director Acute Care, Health Service Executive Presentation Transcript

    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ Opportunities for Collaboration Between Public and Private [Consideration Framework] 01.04.14 NATIONAL HEALTHCARE CONFERENCE - 2014 IAN CARTER
    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ 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 NATIONAL HEALTHCARE CONFERENCE - 2014
    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ 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 NATIONAL HEALTHCARE CONFERENCE - 2014 MUTUAL BENEFIT
    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ 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 NATIONAL HEALTHCARE CONFERENCE - 2014
    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ 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) NATIONAL HEALTHCARE CONFERENCE - 2014
    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ 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 NATIONAL HEALTHCARE CONFERENCE - 2014
    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ 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 NATIONAL HEALTHCARE CONFERENCE - 2014
    • PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ 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 NATIONAL HEALTHCARE CONFERENCE - 2014