HHE Perspectives on Hospital and Industry Partnerships - Page 8

Perspectives on hospital and industry partnerships: The aim of improving outcomes, increasing patient satisfaction and reducing costs however, a UK Head of Contracting Management warns that there needs to be ‘a clear and transparent business case and the partnership needs to truly take costs out of the system, not just move them around’. Previously, partnerships tended to adopt the traditional model of selling based on a single product, but now there is an understanding that solutions to support hospital objectives need to be broader than those concerning individual products. Under this new model, manufacturers provide not only the device or service, but also the full-service experience before and after. ‘Transparency is a bit of a buzzword. We need to truly take costs out of the system rather than move them around.’ In Italy and Spain, previous partnerships have been relatively simple to arrange. The Spanish partnerships were a mix of buying devices and services, while in Italy they generally consisted of data exchange where the aim was to publish specific protocols or discover new managing methodologies. Head of Contracting Management, UK According to a UK Service Re-Design Manager, the public sector must be prepared to engage with the private sector and to embrace a new mindset, instead of sticking to the ‘we’ve always done it this way’ mentality. There also needs to be openness regarding the type of industry partnership – a UK Commissioning Manager gave the example of partnerships between ophthalmology departments and retail opticians. Accessing different skills is a potential advantage to developing partnerships with industry. There is a growing acceptance that all the skills needed to develop outcome-based solutions are not necessarily available ‘in-house’, and that they may need to be brought in via hospital–industry partnerships. Cost reduction is also the hope and expectation of many of the respondents when it comes to forming partnerships with industry; Previous experience of value-based offerings A In Spain, according to one Pharmacy Director, the evaluation process for outcome-focused, value-based offerings would be expected to take five years. However, in the UK, while it was acknowledged that initiatives can bring about ‘significant health improvement’ within local healthcare systems, respondents felt that there was a difference between the results obtained in pilot initiatives and those rolled out over a wider area. lthough the majority of respondents had limited experience with value-based offerings, the experience they did have generally led them to believe that such offerings need to be carefully scoped, with well thought-through benefits and outputs. A French Purchasing Director indicated that, for some new strategies, it can take between one and two years to reflect on the parameters needed before a new tender can be launched. ‘Some initiatives, while showing significant health improvement locally, suffer when they are scaled up above a few practices.’ ‘It means we cannot launch new types of tender if we have not been thinking about it with the supplier.’ Pharmacy Director, UK Purchasing Director, France The scaling-up process was thought to be too expensive to sustain and maintain by the hospital or manufacturer. This should not take away from the fact that the UK respondents acknowledged that there have been very good value-based solutions, particularly in diabetes. 6 HHE 2018 | hospitalhealthcare.com