Opportunities for Collaboration between Public and Private

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
____________________________________________________________________
____________________________________________________________________
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