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Ian Carter, National Director Acute Care, Health Service Executive

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Opportunities for Collaboration between Public and Private

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Ian Carter, National Director Acute Care, Health Service Executive

  1. 1. PARTNERSHIP & INNOVATION - Reforming Healthcare ____________________________________________________________________ ____________________________________________________________________ Opportunities for Collaboration Between Public and Private [Consideration Framework] 01.04.14 NATIONAL HEALTHCARE CONFERENCE - 2014 IAN CARTER
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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

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