SlideShare a Scribd company logo
1 of 30
European Health Futures Forum

      FAN Club 01.02.13,LSBU


         Marius Buiting, David Somekh




                                        1	
  
The future of European healthcare – a possible scenario




                                                          2	
  
Adapted	
  from	
  Kees	
  van	
  der	
  Heijden	
  
Scenarios:	
  the	
  art	
  of	
  strategic	
  conversa;on:	
  2004	
  
                                                                          3	
  
Source: Hans Kluge. Director Division of Health Systems and PH, WHO Europe   4	
  
 
	
  




       5	
  
6	
  
Comment: note the ‘solutions’ in the previous two slides.
The whole presentation is a convincing over view of current
threats to EU health systems.
What is not convincing however is the proposal to do what
EU health systems have signally failed to over the last 20
years (make significant inroads into the estimated annual
25% wastage of resources across the board). Systems are
to be ‘strengthened’, not changed.
Ironically, it shares characteristics of the ‘future is techno.’
approach (e.g. see Mike Jackson’s presentation on
Shapingtomorrow, which skillfully scans potential
technological advances and their impact but because of the
audience it was aimed at doesn’t tackle the ‘elephant in the
room’ issue that unlike airlines or production lines, present
day health is manpower intensive and complex and
especially vulnerable to the vagaries of the human psyche).
                                                               7	
  
To summarise:

‘Sickness care’ in its present form is notoriously wasteful and
significant savings are likely to be achieved only by substantial
change in the form of care delivery. There are many barriers, both
institutional and political which hamper this transformation

Increasing life expectancy results in an increased burden of
potential healthcare costs which ironically may be exacerbated by
increasing expectations from the public for care, the effects of greater
health inequalities and of other factors such as migration, climate
change etc.

In the present setting, financial forecasts suggest that the
envelope for healthcare spending has limited capacity for
expansion

Chronic mismanagement of workforce planning makes it likely that
serious shortfalls will impact on quality of care
                                                                           8	
  
 
	
  




       9	
  
 
	
  




       10	
  
11	
  
12	
  
13	
  
There	
  is	
  indisputable	
  evidence	
  that	
  European	
  healthcare	
  systems	
  
	
  are	
  simply	
  not	
  sustainable	
  –	
  even	
  in	
  the	
  medium	
  term	
  future,	
  but	
  
	
  percep%on	
  of	
  threat	
  cannot	
  in	
  itself	
  bring	
  about	
  societal	
  change.	
  	
  
	
  
If	
  the	
  possibility	
  of	
  a	
  poten;al	
  collapse	
  of	
  the	
  system	
  can’t	
  be	
  
contemplated,	
  people	
  will	
  behave	
  as	
  if	
  it	
  isn’t	
  there.	
  Just	
  like	
  they	
  did	
  
in	
  the	
  banking	
  crisis.	
  
	
  
Analysis	
  over	
  a	
  number	
  of	
  years	
  of	
  the	
  barriers	
  to	
  fundamental	
  change	
  
in	
  health	
  delivery	
  systems	
  leads	
  to	
  the	
  inevitable	
  conclusion	
  	
  that	
  
       there	
  
is	
  huge	
  vested	
  interest	
  in	
  maintaining	
  the	
  status	
  quo:	
  
	
  
•  For	
  many	
  clinicians	
  (and	
  some	
  pa;ents),	
  the	
  cultural	
  change	
  is	
  just	
  
       too	
  threatening	
  
•  Despite	
  accumula;ng	
  evidence,	
  policy-­‐makers	
  are	
  simply	
  not	
  
       convinced	
  about	
  cost/	
  or	
  poli;cal/benefit	
  
•  Ci;zens	
  are	
  not	
  sufficiently	
  persuaded	
  that	
  personal	
  responsibility	
  
       pays	
  off:	
  being	
  all	
  too	
  human	
  
•  For	
  business,	
  stable	
  condi;ons	
  protect	
  shareholder	
  value	
  
                                                                                                              14	
  
If	
  all	
  four	
  major	
  players	
  are	
  not	
  really	
  signed	
  up	
  to	
  the	
  concept	
  
of	
  co-­‐crea;ng	
  health,	
  perhaps	
  its	
  because	
  the	
  implica;ons	
  of	
  
doing	
  so	
  are	
  poten;ally	
  a	
  profound	
  change	
  in	
  the	
  nature	
  of	
  	
  
Health(care)	
  provision,	
  which	
  inevitably	
  threatens	
  the	
  	
  vested	
  
interest	
  of	
  any	
  of	
  these	
  stake-­‐holders.	
  



  Its	
  like	
  a	
  ra;onal,	
  
  progressive,	
  energy	
  
  policy:	
  the	
  means	
  are	
  
  there,	
  but	
  the	
  resistance	
  
  to	
  change,	
  from	
  so	
  many	
  
  sources,	
  	
  is	
  just	
  too	
  great.	
  


                                                                                                            15	
  
The	
  Cassandra	
  dilemma	
  




                                  16	
  
An	
  interes%ng	
  idea	
  
Several	
  years	
  ago	
  	
  (at	
  the	
  end	
  of	
  2006	
  to	
  be	
  precise)	
  a	
  group	
  of	
  us	
  found	
  ourselves	
  
in	
  a	
  very	
  unusual	
  situa;on	
  .....we	
  were	
  drinking	
  in	
  the	
  bar	
  of	
  a	
  hotel	
  in	
  a	
  
European	
  capital	
  city,	
  late	
  at	
  night.	
  
	
  
We	
  had	
  by	
  then	
  spent	
  many	
  years	
  working	
  on	
  improving	
  healthcare	
  quality,	
  	
  
but	
  recognised	
  that	
  the	
  results	
  of	
  the	
  labours,	
  not	
  just	
  our	
  own,	
  but	
  those	
  of	
  
other	
  prac%%oners	
  in	
  the	
  field,	
  represented	
  a	
  very	
  poor	
  return	
  on	
  investment.	
  
	
  
We	
  concluded	
  that	
  what	
  was	
  required	
  was	
  a	
  radical	
  transforma;on	
  in	
  the	
  way	
  
that	
  healthcare	
  was	
  delivered;	
  an	
  ac%ve	
  collabora%on	
  between	
  representa%ves	
  
from	
  Industry,	
  Educa%on	
  and	
  Healthcare,	
  crossing	
  tradi%onal	
  boundaries.	
  
	
  

This	
  we	
  called	
  our	
  	
  	
  BIG	
  IDEA.	
  However,	
  it	
  took	
  several	
  years	
  to	
  find	
  a	
  
means	
  to	
  put	
  the	
  idea	
  into	
  prac;ce…	
  
                                                                                                                                      17	
  
In addition to our existing expert knowledge, we started to
look at futures methods, such as scenario planning, horizon
scanning and wild cards and weak signals methodology, to
see to what extent these techniques had successfully been
applied in the health field.

We discovered William Gibson (author of ‘Neuromancer’)…
“The	
  Future	
  is	
  already	
  here	
  –	
  it	
  is	
  just	
  not	
  evenly	
  distributed”	
  

We decided to use what we had achieved thus far within
Europe to establish quite a different enterprise…

                                                                                                   18	
  
 
ESQH	
  was	
  set	
  up	
  as	
  a	
  European	
  NGO	
  in	
  1998.	
  
It	
  is	
  registered	
  as	
  a	
  charity	
  in	
  Ireland	
  and	
  the	
  idea	
  	
  
was	
  to	
  create	
  a	
  society	
  of	
  na;onal	
  healthcare	
  
quality	
  socie;es,	
  to	
  represent	
  the	
  grass-­‐roots	
  
staff	
  across	
  Europe	
  and	
  whose	
  mission	
  
statement	
  was:	
  

 •  to	
  promote	
  communica;on	
  between	
  the	
  stakeholders	
  in	
  
      European	
  health	
  quality	
  
 	
  
 •  to	
  champion	
  quality	
  in	
  healthcare	
  in	
  Europe	
  

 •  to	
  s;mulate	
  innova;on	
  in	
  healthcare	
  quality	
  in	
  Europe	
  
                                                                                              19	
  
Networks	
  of	
  networks	
  

                                 EU	
  agencies	
  and	
  Associates	
  

                                         Offices	
  


                                           Socie;es	
  




                                                                           20	
  
ESQH	
  offices	
  –	
  loca%on	
  and	
  func%on	
  
semi-­‐autonomous	
  franchise	
  of	
  ESQH	
  brand	
  
	
  

London:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Pa;ent	
  safety	
  
Krakow:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Quality	
  Networks	
  in	
  Eastern	
  Europe	
  
Aarhus:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Indicators	
  
Padua:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Pa;ent	
  par;cipa;on	
  
Utrecht:	
  	
  	
  	
  	
  	
  	
  	
  	
  Research	
  in	
  effec;veness	
  
Gothenburg:	
  Transfer	
  of	
  methods	
  from	
  Industry	
  to	
  Health	
  
Barcelona:	
  	
  	
  	
  	
  Quality	
  in	
  Mental	
  health,	
  Elderly;	
  Social	
  Care	
  
Lisbon:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Health	
  Futures	
  (established	
  November	
  2010)	
  
Vienna:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Collabora;on	
  between	
  Health	
  and	
  Industry	
  
Sussex:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Governance	
  
Athens:	
  	
  	
  	
  	
  	
  	
  	
  	
  Cross-­‐border	
  Healthcare	
  
Berlin:	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Guidelines	
  
                                                                                                                21	
  
Rela;onship	
  to	
  various	
  European	
  agencies	
  

•  Links	
  to	
  EC	
  	
  
      –  Membership	
  of	
  Health	
  Policy	
  Forum	
  and	
  PSQCWG	
  
      –  SANCO	
  projects	
  and	
  networking	
  
      –  FP7	
  projects	
  
•    WHO	
  -­‐	
  Europe:	
  joint	
  conference	
  Copenhagen	
  ‘05	
  
•    OECD	
  -­‐	
  involvement	
  two	
  indicator	
  projects	
  ’04/5	
  
•    Council	
  of	
  Europe	
  -­‐	
  working	
  rela;onship	
  on	
  PS	
  
•    EOQ	
  and	
  EHTEL	
  -­‐	
  memoranda	
  of	
  understanding	
  
•    HOPE,CPME,EPF,	
  EHMA	
  -­‐	
  ac;ve	
  rela;onships	
  

                                                                                22	
  
In summary, there are several reasons that ESQH
is well placed to provide a springboard for a new
European NGO which concentrates on health
futures. Among these are:
It has a well established network involving 20 countries and
contacts within several stakeholder groups in each
Experienced at becoming involved with policy issues at a
significant level, starting from scratch and building a brand
Run as a lightweight, flexible but effective organisation that
is more or less virtual but has appropriate governance
Will build on ESQH’s work but will create its own brand and
intends to operate faster, smarter and more effectively

                                                             23	
  
What are the key features in the current context
that provide a rationale for EHFF?

•  Overall turbulence and interconnectedness of systems

 	
  
•  Failure of experts to consider contingencies, even
  	
   when recognising threats
 	
  
•  Prevalent culture that supports innovation but is confused
   about the meaning and implications of the concept

•  Slow-adapting systems that are embracing sustainability
   but not resilience and do not espouse a holistic model of health


                                                                  24	
  
What are the USPs that EHFF offers, that merit
      participating in its development?

•  Supporting disruptive innovation with a cross-sectoral
   focus using a network structure
•  Offering an approach to health scenarios which fosters
   on-going multi-stakeholder dialogue
•  Aiming to collect data that identifies potential threats to
   health systems in a more realistic timescale
•  Operating in a 21st century organisational mode, with an
   effective but fluid, inclusive and open-source orientation
•  Cognisant of current policy but side-stepping political
   pressures and the constraints of traditional institutions


                                                                 25	
  
Consistency of EHFF principles with Foresight
concept




                                                26	
  
Brief	
  summary	
  of	
  what	
  EHFF	
  will	
  aKempt	
  to	
  do	
  

	
  Create	
  an	
  open	
  interac%ve	
  forum,	
  whose	
  members	
  will	
  seek	
  out,	
  
	
  process	
  and	
  exchange	
  knowledge	
  and	
  informa%on	
  in	
  real	
  %me	
  that	
  	
  
	
  may	
  either	
  influence	
  the	
  future	
  of	
  health	
  and	
  healthcare	
  in	
  Europe	
  
	
  and/or	
  provide	
  a	
  beKer	
  understanding	
  of	
  future	
  possibili%es	
  and	
  risks	
  
	
  in	
  this	
  area.	
  We	
  aim	
  to	
  facilitate	
  beKer	
  ques%ons,	
  not	
  offer	
  solu%ons.	
  
	
  
	
  The	
  business	
  model	
  involves	
  establishing	
  a	
  diversely	
  populated	
  not	
  for	
  
	
  profit	
  legal	
  en;ty	
  and	
  incrementally	
  building	
  web	
  presence,	
  funding	
  
	
  streams,	
  eclec;c	
  network	
  of	
  expert	
  associates	
  linked	
  to	
  current	
  	
  
network,	
  involvement	
  in	
  relevant	
  European	
  
ac;vi;es,	
  ini;a;ng	
  own	
  projects,	
  on-­‐going	
  	
  
horizon	
  scanning	
  and	
  promo;on	
  of	
  values.	
  
	
  
	
  
                                                                                                           27	
  
Elements of first two years’ work plans

•  Set up and refine web portal
•  Initiate marketing and fund-raising for projects and core
   operational costs
•  Align activities to current EU policy initiatives both at
   central level (EC) but potentially with selected regional
   initiatives also
•  Develop model for establishing mutual benefit network
   with wide range of partners
•  Create one innovative European event per year which
   reflects the philosophy and values of EHFF
•  Establish mechanism to attract young citizens, students,
   and entrepreneurs to become involved in EHFF activities


                                                           28	
  
The	
  three	
  ini%al	
  work	
  streams	
  (project	
  categories)	
  

•  A	
  Europe-­‐wide	
  innova;on	
  laboratory	
  for	
  improving	
  
                  health:	
  its	
  first	
  projects	
  would	
  be	
  
	
  	
  	
  	
  	
  a)	
  involvement	
  in	
  European	
  projects	
  on	
  pa;ent	
  self-­‐management	
  
	
  	
  	
  	
  	
  	
  b)	
  the	
  young	
  health	
  innovators	
  project:	
  EVY	
  (a	
  network	
  project)	
  
	
  	
  	
  	
  	
  c)	
  a	
  community	
  of	
  prac;ce	
  for	
  those	
  at	
  the	
  leading	
  edge	
  of	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  health	
  professional	
  educa;on	
  
	
  	
  	
  	
  	
  	
  d)	
  other	
  poten;al	
  projects	
  under	
  review	
  
	
  
•  The	
  first	
  ever	
  Europe	
  wide	
  scenarios	
  exercise	
  for	
  health	
  
     that	
  includes	
  all	
  the	
  stakeholders	
  
•  Linked	
  to	
  web-­‐portal,	
  begin	
  scanning	
  exercise	
  on	
  
     emerging	
  health	
  trends	
  using	
  sophis;cated	
  techniques	
  
     imported	
  from	
  other	
  fields	
  
                                                                                                                         29	
  
Thank	
  you	
  for	
  your	
  ;me.	
  
	
  
Now,	
  how	
  might	
  we	
  work	
  together?	
  
	
  
	
  
	
  
	
  EHFF will become an established legal entity very shortly,
at which time its web portal will become accessible


                                                                 30	
  

More Related Content

Similar to Europrean Health Futures Forum FAN Club Presentation

Addressign the Need for a Paradigm Shift in Healthcare
Addressign the Need for a Paradigm Shift in HealthcareAddressign the Need for a Paradigm Shift in Healthcare
Addressign the Need for a Paradigm Shift in Healthcareeuhealthfutures
 
Dossier health care final
Dossier health care finalDossier health care final
Dossier health care finalUma Maharaj
 
European Journal Epractice Volume 8.3
European Journal Epractice Volume 8.3European Journal Epractice Volume 8.3
European Journal Epractice Volume 8.3ePractice.eu
 
Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019
Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019
Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019Massimo Talia
 
The IMI EHDEN project: large-scale analysis of observation data in Europe - C...
The IMI EHDEN project: large-scale analysis of observation data in Europe - C...The IMI EHDEN project: large-scale analysis of observation data in Europe - C...
The IMI EHDEN project: large-scale analysis of observation data in Europe - C...Maxim Moinat
 
The Future of Specialized Health Care Providers
The Future of Specialized Health Care ProvidersThe Future of Specialized Health Care Providers
The Future of Specialized Health Care ProvidersJosinaV
 
An uncertain age: Reimagining long term care in the 21st century
An uncertain age: Reimagining long term care in the 21st centuryAn uncertain age: Reimagining long term care in the 21st century
An uncertain age: Reimagining long term care in the 21st centuryRunwaySale
 
Home care across Europe
Home care across EuropeHome care across Europe
Home care across EuropeHome Care Aid
 
From Complexity to Clarity: Communicating the Benefits of Personalised Medici...
From Complexity to Clarity:Communicating the Benefits of Personalised Medici...From Complexity to Clarity:Communicating the Benefits of Personalised Medici...
From Complexity to Clarity: Communicating the Benefits of Personalised Medici...APCO
 
Health promotion for healthy aging
Health promotion for healthy agingHealth promotion for healthy aging
Health promotion for healthy agingTevfik Yoldemir
 
GAEBrochureFinal2010
GAEBrochureFinal2010GAEBrochureFinal2010
GAEBrochureFinal2010Simon Roberts
 
Wealth creation and academic health science networks emc aridhia and pivotal 0
Wealth creation and academic health science networks emc aridhia and pivotal  0Wealth creation and academic health science networks emc aridhia and pivotal  0
Wealth creation and academic health science networks emc aridhia and pivotal 0EMC
 
Towards An Asset Based Nhs
Towards An Asset Based NhsTowards An Asset Based Nhs
Towards An Asset Based NhsCormac Russell
 
Tackling societal challenges through digital transformation
Tackling societal challenges through digital transformationTackling societal challenges through digital transformation
Tackling societal challenges through digital transformationGames for Health Europe
 

Similar to Europrean Health Futures Forum FAN Club Presentation (20)

Addressign the Need for a Paradigm Shift in Healthcare
Addressign the Need for a Paradigm Shift in HealthcareAddressign the Need for a Paradigm Shift in Healthcare
Addressign the Need for a Paradigm Shift in Healthcare
 
Dossier health care final
Dossier health care finalDossier health care final
Dossier health care final
 
European Journal Epractice Volume 8.3
European Journal Epractice Volume 8.3European Journal Epractice Volume 8.3
European Journal Epractice Volume 8.3
 
Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019
Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019
Implementing-Value-Based-Healthcare-In-Europe-EIT-Summit-2019
 
The IMI EHDEN project: large-scale analysis of observation data in Europe - C...
The IMI EHDEN project: large-scale analysis of observation data in Europe - C...The IMI EHDEN project: large-scale analysis of observation data in Europe - C...
The IMI EHDEN project: large-scale analysis of observation data in Europe - C...
 
The Future of Specialized Health Care Providers
The Future of Specialized Health Care ProvidersThe Future of Specialized Health Care Providers
The Future of Specialized Health Care Providers
 
An uncertain age: Reimagining long term care in the 21st century
An uncertain age: Reimagining long term care in the 21st centuryAn uncertain age: Reimagining long term care in the 21st century
An uncertain age: Reimagining long term care in the 21st century
 
Home Care Europa
Home Care EuropaHome Care Europa
Home Care Europa
 
Home care across Europe
Home care across EuropeHome care across Europe
Home care across Europe
 
From Complexity to Clarity: Communicating the Benefits of Personalised Medici...
From Complexity to Clarity:Communicating the Benefits of Personalised Medici...From Complexity to Clarity:Communicating the Benefits of Personalised Medici...
From Complexity to Clarity: Communicating the Benefits of Personalised Medici...
 
The price is right promoting local production for ar vs in sub-saharan afric...
The price is right  promoting local production for ar vs in sub-saharan afric...The price is right  promoting local production for ar vs in sub-saharan afric...
The price is right promoting local production for ar vs in sub-saharan afric...
 
Health promotion for healthy aging
Health promotion for healthy agingHealth promotion for healthy aging
Health promotion for healthy aging
 
Health promotion for healthy aging
Health promotion for healthy agingHealth promotion for healthy aging
Health promotion for healthy aging
 
GAEBrochureFinal2010
GAEBrochureFinal2010GAEBrochureFinal2010
GAEBrochureFinal2010
 
Wealth creation and academic health science networks emc aridhia and pivotal 0
Wealth creation and academic health science networks emc aridhia and pivotal  0Wealth creation and academic health science networks emc aridhia and pivotal  0
Wealth creation and academic health science networks emc aridhia and pivotal 0
 
Athlos flyer
Athlos flyerAthlos flyer
Athlos flyer
 
Towards An Asset Based Nhs
Towards An Asset Based NhsTowards An Asset Based Nhs
Towards An Asset Based Nhs
 
Go8 Road to Recovery
Go8 Road to RecoveryGo8 Road to Recovery
Go8 Road to Recovery
 
Tackling societal challenges through digital transformation
Tackling societal challenges through digital transformationTackling societal challenges through digital transformation
Tackling societal challenges through digital transformation
 
Strategic management and achieving outcomes
Strategic management and achieving outcomes  Strategic management and achieving outcomes
Strategic management and achieving outcomes
 

Recently uploaded

Biomechanics- Shoulder Joint!!!!!!!!!!!!
Biomechanics- Shoulder Joint!!!!!!!!!!!!Biomechanics- Shoulder Joint!!!!!!!!!!!!
Biomechanics- Shoulder Joint!!!!!!!!!!!!ibtesaam huma
 
SYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptx
SYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptxSYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptx
SYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptxdrashraf369
 
METHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaur
METHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaurMETHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaur
METHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaurNavdeep Kaur
 
Presentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptx
Presentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptxPresentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptx
Presentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptxpdamico1
 
Music Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara Rajendran
Music Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara RajendranMusic Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara Rajendran
Music Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara RajendranTara Rajendran
 
Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...
Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...
Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...MehranMouzam
 
Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...
Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...
Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...Badalona Serveis Assistencials
 
Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...
Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...
Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...Dr. Dheeraj Kumar
 
PULMONARY EDEMA AND ITS MANAGEMENT.pdf
PULMONARY EDEMA AND  ITS  MANAGEMENT.pdfPULMONARY EDEMA AND  ITS  MANAGEMENT.pdf
PULMONARY EDEMA AND ITS MANAGEMENT.pdfDolisha Warbi
 
Presentation on General Anesthetics pdf.
Presentation on General Anesthetics pdf.Presentation on General Anesthetics pdf.
Presentation on General Anesthetics pdf.Prerana Jadhav
 
SHOCK (Medical SURGICAL BASED EDITION)).pptx
SHOCK (Medical SURGICAL BASED EDITION)).pptxSHOCK (Medical SURGICAL BASED EDITION)).pptx
SHOCK (Medical SURGICAL BASED EDITION)).pptxAbhishek943418
 
Exploring the Variety of Private Blood Tests in the UK
Exploring the Variety of Private Blood Tests in the UKExploring the Variety of Private Blood Tests in the UK
Exploring the Variety of Private Blood Tests in the UKPrivate GP London
 
Hypersensitivity and its classification .pptx
Hypersensitivity and its classification .pptxHypersensitivity and its classification .pptx
Hypersensitivity and its classification .pptxAkshay Shetty
 
Systemic Lupus Erythematosus -SLE PT2.ppt
Systemic  Lupus  Erythematosus -SLE PT2.pptSystemic  Lupus  Erythematosus -SLE PT2.ppt
Systemic Lupus Erythematosus -SLE PT2.pptraviapr7
 
CEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand University
CEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand UniversityCEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand University
CEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand UniversityHarshChauhan475104
 
Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...
Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...
Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...Wessex Health Partners
 
PNEUMOTHORAX AND ITS MANAGEMENTS.pdf
PNEUMOTHORAX   AND  ITS  MANAGEMENTS.pdfPNEUMOTHORAX   AND  ITS  MANAGEMENTS.pdf
PNEUMOTHORAX AND ITS MANAGEMENTS.pdfDolisha Warbi
 
SGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdf
SGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdfSGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdf
SGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdfHongBiThi1
 
Tans femoral Amputee : Prosthetics Knee Joints.pptx
Tans femoral Amputee : Prosthetics Knee Joints.pptxTans femoral Amputee : Prosthetics Knee Joints.pptx
Tans femoral Amputee : Prosthetics Knee Joints.pptxKezaiah S
 

Recently uploaded (20)

Biomechanics- Shoulder Joint!!!!!!!!!!!!
Biomechanics- Shoulder Joint!!!!!!!!!!!!Biomechanics- Shoulder Joint!!!!!!!!!!!!
Biomechanics- Shoulder Joint!!!!!!!!!!!!
 
SYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptx
SYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptxSYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptx
SYNDESMOTIC INJURY- ANATOMICAL REPAIR.pptx
 
METHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaur
METHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaurMETHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaur
METHODS OF ACQUIRING KNOWLEDGE IN NURSING.pptx by navdeep kaur
 
Presentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptx
Presentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptxPresentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptx
Presentation for Bella Mahl 2024-03-28-24-MW-Overview-Bella.pptx
 
Music Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara Rajendran
Music Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara RajendranMusic Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara Rajendran
Music Therapy's Impact in Palliative Care| IAPCON2024| Dr. Tara Rajendran
 
Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...
Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...
Study on the Impact of FOCUS-PDCA Management Model on the Disinfection Qualit...
 
Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...
Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...
Presentació "Real-Life VR Integration for Mild Cognitive Impairment Rehabilit...
 
Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...
Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...
Units of Radiation Measurements, Quality Specification, Half-Value Thickness,...
 
PULMONARY EDEMA AND ITS MANAGEMENT.pdf
PULMONARY EDEMA AND  ITS  MANAGEMENT.pdfPULMONARY EDEMA AND  ITS  MANAGEMENT.pdf
PULMONARY EDEMA AND ITS MANAGEMENT.pdf
 
Presentation on General Anesthetics pdf.
Presentation on General Anesthetics pdf.Presentation on General Anesthetics pdf.
Presentation on General Anesthetics pdf.
 
SHOCK (Medical SURGICAL BASED EDITION)).pptx
SHOCK (Medical SURGICAL BASED EDITION)).pptxSHOCK (Medical SURGICAL BASED EDITION)).pptx
SHOCK (Medical SURGICAL BASED EDITION)).pptx
 
Exploring the Variety of Private Blood Tests in the UK
Exploring the Variety of Private Blood Tests in the UKExploring the Variety of Private Blood Tests in the UK
Exploring the Variety of Private Blood Tests in the UK
 
Hypersensitivity and its classification .pptx
Hypersensitivity and its classification .pptxHypersensitivity and its classification .pptx
Hypersensitivity and its classification .pptx
 
Systemic Lupus Erythematosus -SLE PT2.ppt
Systemic  Lupus  Erythematosus -SLE PT2.pptSystemic  Lupus  Erythematosus -SLE PT2.ppt
Systemic Lupus Erythematosus -SLE PT2.ppt
 
CEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand University
CEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand UniversityCEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand University
CEHPALOSPORINS.pptx By Harshvardhan Dev Bhoomi Uttarakhand University
 
Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...
Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...
Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...
 
PNEUMOTHORAX AND ITS MANAGEMENTS.pdf
PNEUMOTHORAX   AND  ITS  MANAGEMENTS.pdfPNEUMOTHORAX   AND  ITS  MANAGEMENTS.pdf
PNEUMOTHORAX AND ITS MANAGEMENTS.pdf
 
SGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdf
SGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdfSGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdf
SGK HÓA SINH ENZYM 2006 CHỊ THU RẤT HAY.pdf
 
JANGAMA VISHA .pptx-
JANGAMA VISHA .pptx-JANGAMA VISHA .pptx-
JANGAMA VISHA .pptx-
 
Tans femoral Amputee : Prosthetics Knee Joints.pptx
Tans femoral Amputee : Prosthetics Knee Joints.pptxTans femoral Amputee : Prosthetics Knee Joints.pptx
Tans femoral Amputee : Prosthetics Knee Joints.pptx
 

Europrean Health Futures Forum FAN Club Presentation

  • 1. European Health Futures Forum FAN Club 01.02.13,LSBU Marius Buiting, David Somekh 1  
  • 2. The future of European healthcare – a possible scenario 2  
  • 3. Adapted  from  Kees  van  der  Heijden   Scenarios:  the  art  of  strategic  conversa;on:  2004   3  
  • 4. Source: Hans Kluge. Director Division of Health Systems and PH, WHO Europe 4  
  • 5.     5  
  • 7. Comment: note the ‘solutions’ in the previous two slides. The whole presentation is a convincing over view of current threats to EU health systems. What is not convincing however is the proposal to do what EU health systems have signally failed to over the last 20 years (make significant inroads into the estimated annual 25% wastage of resources across the board). Systems are to be ‘strengthened’, not changed. Ironically, it shares characteristics of the ‘future is techno.’ approach (e.g. see Mike Jackson’s presentation on Shapingtomorrow, which skillfully scans potential technological advances and their impact but because of the audience it was aimed at doesn’t tackle the ‘elephant in the room’ issue that unlike airlines or production lines, present day health is manpower intensive and complex and especially vulnerable to the vagaries of the human psyche). 7  
  • 8. To summarise: ‘Sickness care’ in its present form is notoriously wasteful and significant savings are likely to be achieved only by substantial change in the form of care delivery. There are many barriers, both institutional and political which hamper this transformation Increasing life expectancy results in an increased burden of potential healthcare costs which ironically may be exacerbated by increasing expectations from the public for care, the effects of greater health inequalities and of other factors such as migration, climate change etc. In the present setting, financial forecasts suggest that the envelope for healthcare spending has limited capacity for expansion Chronic mismanagement of workforce planning makes it likely that serious shortfalls will impact on quality of care 8  
  • 9.     9  
  • 10.     10  
  • 11. 11  
  • 12. 12  
  • 13. 13  
  • 14. There  is  indisputable  evidence  that  European  healthcare  systems    are  simply  not  sustainable  –  even  in  the  medium  term  future,  but    percep%on  of  threat  cannot  in  itself  bring  about  societal  change.       If  the  possibility  of  a  poten;al  collapse  of  the  system  can’t  be   contemplated,  people  will  behave  as  if  it  isn’t  there.  Just  like  they  did   in  the  banking  crisis.     Analysis  over  a  number  of  years  of  the  barriers  to  fundamental  change   in  health  delivery  systems  leads  to  the  inevitable  conclusion    that   there   is  huge  vested  interest  in  maintaining  the  status  quo:     •  For  many  clinicians  (and  some  pa;ents),  the  cultural  change  is  just   too  threatening   •  Despite  accumula;ng  evidence,  policy-­‐makers  are  simply  not   convinced  about  cost/  or  poli;cal/benefit   •  Ci;zens  are  not  sufficiently  persuaded  that  personal  responsibility   pays  off:  being  all  too  human   •  For  business,  stable  condi;ons  protect  shareholder  value   14  
  • 15. If  all  four  major  players  are  not  really  signed  up  to  the  concept   of  co-­‐crea;ng  health,  perhaps  its  because  the  implica;ons  of   doing  so  are  poten;ally  a  profound  change  in  the  nature  of     Health(care)  provision,  which  inevitably  threatens  the    vested   interest  of  any  of  these  stake-­‐holders.   Its  like  a  ra;onal,   progressive,  energy   policy:  the  means  are   there,  but  the  resistance   to  change,  from  so  many   sources,    is  just  too  great.   15  
  • 17. An  interes%ng  idea   Several  years  ago    (at  the  end  of  2006  to  be  precise)  a  group  of  us  found  ourselves   in  a  very  unusual  situa;on  .....we  were  drinking  in  the  bar  of  a  hotel  in  a   European  capital  city,  late  at  night.     We  had  by  then  spent  many  years  working  on  improving  healthcare  quality,     but  recognised  that  the  results  of  the  labours,  not  just  our  own,  but  those  of   other  prac%%oners  in  the  field,  represented  a  very  poor  return  on  investment.     We  concluded  that  what  was  required  was  a  radical  transforma;on  in  the  way   that  healthcare  was  delivered;  an  ac%ve  collabora%on  between  representa%ves   from  Industry,  Educa%on  and  Healthcare,  crossing  tradi%onal  boundaries.     This  we  called  our      BIG  IDEA.  However,  it  took  several  years  to  find  a   means  to  put  the  idea  into  prac;ce…   17  
  • 18. In addition to our existing expert knowledge, we started to look at futures methods, such as scenario planning, horizon scanning and wild cards and weak signals methodology, to see to what extent these techniques had successfully been applied in the health field. We discovered William Gibson (author of ‘Neuromancer’)… “The  Future  is  already  here  –  it  is  just  not  evenly  distributed”   We decided to use what we had achieved thus far within Europe to establish quite a different enterprise… 18  
  • 19.   ESQH  was  set  up  as  a  European  NGO  in  1998.   It  is  registered  as  a  charity  in  Ireland  and  the  idea     was  to  create  a  society  of  na;onal  healthcare   quality  socie;es,  to  represent  the  grass-­‐roots   staff  across  Europe  and  whose  mission   statement  was:   •  to  promote  communica;on  between  the  stakeholders  in   European  health  quality     •  to  champion  quality  in  healthcare  in  Europe   •  to  s;mulate  innova;on  in  healthcare  quality  in  Europe   19  
  • 20. Networks  of  networks   EU  agencies  and  Associates   Offices   Socie;es   20  
  • 21. ESQH  offices  –  loca%on  and  func%on   semi-­‐autonomous  franchise  of  ESQH  brand     London:                    Pa;ent  safety   Krakow:                    Quality  Networks  in  Eastern  Europe   Aarhus:                      Indicators   Padua:                        Pa;ent  par;cipa;on   Utrecht:                  Research  in  effec;veness   Gothenburg:  Transfer  of  methods  from  Industry  to  Health   Barcelona:          Quality  in  Mental  health,  Elderly;  Social  Care   Lisbon:                      Health  Futures  (established  November  2010)   Vienna:                    Collabora;on  between  Health  and  Industry   Sussex:                    Governance   Athens:                  Cross-­‐border  Healthcare   Berlin:                      Guidelines   21  
  • 22. Rela;onship  to  various  European  agencies   •  Links  to  EC     –  Membership  of  Health  Policy  Forum  and  PSQCWG   –  SANCO  projects  and  networking   –  FP7  projects   •  WHO  -­‐  Europe:  joint  conference  Copenhagen  ‘05   •  OECD  -­‐  involvement  two  indicator  projects  ’04/5   •  Council  of  Europe  -­‐  working  rela;onship  on  PS   •  EOQ  and  EHTEL  -­‐  memoranda  of  understanding   •  HOPE,CPME,EPF,  EHMA  -­‐  ac;ve  rela;onships   22  
  • 23. In summary, there are several reasons that ESQH is well placed to provide a springboard for a new European NGO which concentrates on health futures. Among these are: It has a well established network involving 20 countries and contacts within several stakeholder groups in each Experienced at becoming involved with policy issues at a significant level, starting from scratch and building a brand Run as a lightweight, flexible but effective organisation that is more or less virtual but has appropriate governance Will build on ESQH’s work but will create its own brand and intends to operate faster, smarter and more effectively 23  
  • 24. What are the key features in the current context that provide a rationale for EHFF? •  Overall turbulence and interconnectedness of systems   •  Failure of experts to consider contingencies, even   when recognising threats   •  Prevalent culture that supports innovation but is confused about the meaning and implications of the concept •  Slow-adapting systems that are embracing sustainability but not resilience and do not espouse a holistic model of health 24  
  • 25. What are the USPs that EHFF offers, that merit participating in its development? •  Supporting disruptive innovation with a cross-sectoral focus using a network structure •  Offering an approach to health scenarios which fosters on-going multi-stakeholder dialogue •  Aiming to collect data that identifies potential threats to health systems in a more realistic timescale •  Operating in a 21st century organisational mode, with an effective but fluid, inclusive and open-source orientation •  Cognisant of current policy but side-stepping political pressures and the constraints of traditional institutions 25  
  • 26. Consistency of EHFF principles with Foresight concept 26  
  • 27. Brief  summary  of  what  EHFF  will  aKempt  to  do    Create  an  open  interac%ve  forum,  whose  members  will  seek  out,    process  and  exchange  knowledge  and  informa%on  in  real  %me  that      may  either  influence  the  future  of  health  and  healthcare  in  Europe    and/or  provide  a  beKer  understanding  of  future  possibili%es  and  risks    in  this  area.  We  aim  to  facilitate  beKer  ques%ons,  not  offer  solu%ons.      The  business  model  involves  establishing  a  diversely  populated  not  for    profit  legal  en;ty  and  incrementally  building  web  presence,  funding    streams,  eclec;c  network  of  expert  associates  linked  to  current     network,  involvement  in  relevant  European   ac;vi;es,  ini;a;ng  own  projects,  on-­‐going     horizon  scanning  and  promo;on  of  values.       27  
  • 28. Elements of first two years’ work plans •  Set up and refine web portal •  Initiate marketing and fund-raising for projects and core operational costs •  Align activities to current EU policy initiatives both at central level (EC) but potentially with selected regional initiatives also •  Develop model for establishing mutual benefit network with wide range of partners •  Create one innovative European event per year which reflects the philosophy and values of EHFF •  Establish mechanism to attract young citizens, students, and entrepreneurs to become involved in EHFF activities 28  
  • 29. The  three  ini%al  work  streams  (project  categories)   •  A  Europe-­‐wide  innova;on  laboratory  for  improving   health:  its  first  projects  would  be            a)  involvement  in  European  projects  on  pa;ent  self-­‐management              b)  the  young  health  innovators  project:  EVY  (a  network  project)            c)  a  community  of  prac;ce  for  those  at  the  leading  edge  of                      health  professional  educa;on              d)  other  poten;al  projects  under  review     •  The  first  ever  Europe  wide  scenarios  exercise  for  health   that  includes  all  the  stakeholders   •  Linked  to  web-­‐portal,  begin  scanning  exercise  on   emerging  health  trends  using  sophis;cated  techniques   imported  from  other  fields   29  
  • 30. Thank  you  for  your  ;me.     Now,  how  might  we  work  together?          EHFF will become an established legal entity very shortly, at which time its web portal will become accessible 30