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Date post: | 12-Jan-2015 |
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Health & Medicine |
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Innovative Public Procurement and
Health Care - Nordic Lighthouse Report
Danish Architecture Centre December 8 2011,
by Kristian Mørk Puggaard
www.damvad.com
DAMVAD in short
32%
18%3%
36%
11%Økonom
Cand.merc
Naturvidenskab
Statskundskab og samfundsvidenskab
Sociologi og socialvidenskab
Copenhagen, Oslo Market
Academic partners 40 employees
POINT OF DEPARTURE FOR THE NORDIC LIGHTHOUSE PROJECT
Public procurement of innovation in health care has gained increased attention from policymakers Procurement of innovation is demanding Lack of best practice examples
POINT OF DEPARTURE FOR THE NORDIC LIGHTHOUSE PROJECT
Drivers for the market potentials
Nordic health spending pr. capita USD PPP
TOWARDS A DEFINITION OF INNOVATIVE PROCUREMENT
Defined need, solution, and functional specifications
Defined need and functional specifications, but the solution is unknown
Defined need, but everything else is unknown
Defined end goal, but everything else is unknown
Seen before and standardised
solutions
New and unknown solutions
DIFFERENCES IN THE NORDIC MARKET FOR PUBLIC PROCUREMENT
Country Procuring organisations Market characteristic
National Regional Local
Denmark SKI 5 Regions 98 municipalities
Centralised
Finland Hansel Ltd. 20 Hospital districts
336 municipalities
Highly fragmented
Iceland State Trading Centre
7 health institutions and Landspitali
Health institutions
Centralised
Norway Procurement services for Health Enterprises
4 Regional Health Authorities
430 municipalities
Fragmented
Sweden SKL 17 county councils and 4 regions
298 municipalities
Highly fragmented
SELECTION OF CASES
True best practice is identified beyond the discursive level
Pro
gress thro
ugh
ou
t the stu
dy
Discourse level
Practice level
Best practice level
Six cases
Elements Methodology
1. Map the procurement area in the Nordic countries
Desk research
2. Identifying best practice
Engagement of experts Telephone interviews Snowball survey LinkedIn groups
3. Descibe and analyse the best practices
Interviews
SIX CASES AS BEST PRACTICE IN THE NORDIC COUNTRIES
Dialogue Feasibility Study
Tendering Evaluation Disseme-nation
Project Design
The Intelligent Hospital Bed
PVC-free Blood Bags
Meal Services for the Elderly
The Core Laboratory
Innovation Chain
Care +
Supportive Housing Services
Denmark
Sweden
Sweden
Iceland
Finland
Norway
Identification of needs Development of Tenders Implementation
Regional level
Local level
MAIN FINDINGS
Legal Framework Complicated, but is not preventing innovative procurement Legal counselling and support is important
Process and Dialogue Useful and necessary when carrying out innovative procurement. Increases public sector market knowledge as well as the companies’ knowledge of user needs
Incentives
Demonstration and first sale gives commercial incentives to companies Public sector aims for better solutions
Risk Management Risks are inherent and inevitable in innovative procurement. No indication of formal risk management. Risks have been handled as they emerge.
HOW TO PROCEED?
Identify suppliers
Procurement in public innovation Source: MEasuring Public Innovation 2011
Procurement in public innovation Source: DAMVAD for the Region of Northern Denmark 2011
Identify need
Create interaction
Contact
Kristian Mørk Puggaard
T + 45 40824861
Possibilities in knowledge
DAMVAD
Badstuestræde 20
1209 København K
Denmark