This document discusses opportunities for collaboration between the public and private sectors in healthcare. It outlines several key points: 1) The healthcare sector is under pressure to develop new, better, and cheaper services as demand increases while resources are limited. Collaboration between public and private sectors could help address this challenge. 2) A framework is proposed for the different roles of public and private sectors over the lifecycle of developing and introducing new healthcare products and services. 3) Successful partnerships require coordination, commitment, trust and addressing barriers such as cultural differences between public and private sectors. Both sectors must understand and accommodate each other.

1. PARTNERSHIP & INNOVATION - Reforming Healthcare
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Opportunities for Collaboration
Between
Public and Private
[Consideration Framework]
01.04.14
NATIONAL HEALTHCARE CONFERENCE - 2014
IAN CARTER

2. PARTNERSHIP & INNOVATION - Reforming Healthcare
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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
NATIONAL HEALTHCARE CONFERENCE - 2014

3. PARTNERSHIP & INNOVATION - Reforming Healthcare
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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
NATIONAL HEALTHCARE CONFERENCE - 2014
MUTUAL
BENEFIT

4. PARTNERSHIP & INNOVATION - Reforming Healthcare
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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
NATIONAL HEALTHCARE CONFERENCE - 2014

5. PARTNERSHIP & INNOVATION - Reforming Healthcare
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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)
NATIONAL HEALTHCARE CONFERENCE - 2014

6. PARTNERSHIP & INNOVATION - Reforming Healthcare
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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
NATIONAL HEALTHCARE CONFERENCE - 2014

7. PARTNERSHIP & INNOVATION - Reforming Healthcare
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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
NATIONAL HEALTHCARE CONFERENCE - 2014

8. PARTNERSHIP & INNOVATION - Reforming Healthcare
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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
NATIONAL HEALTHCARE CONFERENCE - 2014