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Value creation in the health sector
by innovative public procurement
Mogens Sehested Kristensen, CFO (Region of Southern D...
CFO
Mogens Sehested Kristensen
OUTCOME
COST
CFO’s scale =
OUTCOME
COST
• Product
• Behaviour
• Application of product
• Product design
• Workflow & process
• TCO (total cost of own...
What to do?
• Rethink the process:
– Early dialogue with market.
– Offer suppliers insight into the public domain
• Rethin...
6
Cases
• Completing: Psychiatric bed
– Product development.
• Coming up:
Regional procurement of interpretation services....
www.english.rm.dk
Per Grønbech, Chief Financial Officer
Central Denmark Region
Value creation
 Ease access to collaboration with private
companies on new solutions create value for
both patients, hosp...
How ?
 Focus on challenges and user needs – functional requirements
 Initial dialogue with the market
 Competition betw...
Cases
Traceability and identification
Cases
Automatic 24-7 lab
Region Zealand
Chief Procurement Officer
Christian Christensen
Best value for money
Category management
- contract management
- satisfied demands
Save 2 billion DKK towards 2020:
Six strategic goals
1) Use the regions’ “buying power”
2) Services - in house or outsourc...
Innovative procurement
Normal tender process -> incremental innovations
New innovation partnership -> break through innova...
The Capital Region of Denmark
Unit for Research and Innovation
Jesper Allerup,
Head of Department
The Capital Region of Denmark
• Risk management is a key success
factor within the public procurement
of innovation
• An i...
The Capital Region of Denmark
CT Innovation Unit, The
Radiology Department, Herlev
and Gentofte Hospital
The unit was esta...
Kjeld Lisby,
Head of Innovation
(University Hospital, North Denmark Region)
Innovative Procurement
• A possibility for public organisations
to promote innovation and growth
– the new hospitals is on...
Value creation
• Demands a new way of thinking when doing procurement
– and less focus on detailed control
• Demands that ...
Rehabiliation robot ”Robert”
A public – private innovation project (OPI) with the company LT Automation
Problem: getting e...
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Mogens Sehested's, Per Grønbech's, Christian Christensen's, Jesper Allerup's, and Kjeld Lisby's presentations from Hospital + Innovation 2015

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All presentations from the panel discussion with Mogens Sehested (Chief Financiel Officer, Central Denmark Region), Per Grønbech (Chief Financiel Officer, Region of Southern Denmark), Christian Christensen (Chief Procurement Officer, Zealand Region), Jesper Allerup (Head of Unit, Research and Innovation, Capital Region of Denmark), and Kjeld Lisby (Chief Innovation Officer, North Denmark Region).

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Mogens Sehested's, Per Grønbech's, Christian Christensen's, Jesper Allerup's, and Kjeld Lisby's presentations from Hospital + Innovation 2015

  1. 1. Value creation in the health sector by innovative public procurement Mogens Sehested Kristensen, CFO (Region of Southern Denmark) Per Grønbech, CFO (Central Denmark Region) Christian Christensen, Chief Procurement Officer (Zealand Region) Jesper Allerup, Head of Department (Capital Region of Denmark) Kjeld Lisby, Head of Innovation (University Hospital, North Denmark Region)
  2. 2. CFO Mogens Sehested Kristensen
  3. 3. OUTCOME COST CFO’s scale =
  4. 4. OUTCOME COST • Product • Behaviour • Application of product • Product design • Workflow & process • TCO (total cost of ownership)
  5. 5. What to do? • Rethink the process: – Early dialogue with market. – Offer suppliers insight into the public domain • Rethink selection and award criteria • Allocation of risk
  6. 6. 6 Cases • Completing: Psychiatric bed – Product development. • Coming up: Regional procurement of interpretation services. – Early dialogue with all stakeholders – Development of new services and behaviours based on known technologies
  7. 7. www.english.rm.dk Per Grønbech, Chief Financial Officer Central Denmark Region
  8. 8. Value creation  Ease access to collaboration with private companies on new solutions create value for both patients, hospitals and private companies.  Procurement processes must be renewed if they are to be effective
  9. 9. How ?  Focus on challenges and user needs – functional requirements  Initial dialogue with the market  Competition between the best private companies  From client-provider relationship to partnerships that create common value  Focus on total economy: the cost of the solution – implementation cost – operational cost  Be bold
  10. 10. Cases Traceability and identification
  11. 11. Cases Automatic 24-7 lab
  12. 12. Region Zealand Chief Procurement Officer Christian Christensen
  13. 13. Best value for money Category management - contract management - satisfied demands
  14. 14. Save 2 billion DKK towards 2020: Six strategic goals 1) Use the regions’ “buying power” 2) Services - in house or outsourced? 3) Integrate Procurement and Logistics 4) Standardize Category management 5) Digitalize Procurement 6) Develop Competencies
  15. 15. Innovative procurement Normal tender process -> incremental innovations New innovation partnership -> break through innovations? New strategy and new processes creating value and saving money at the same time
  16. 16. The Capital Region of Denmark Unit for Research and Innovation Jesper Allerup, Head of Department
  17. 17. The Capital Region of Denmark • Risk management is a key success factor within the public procurement of innovation • An increasing focus on exploring new methods and opportunities for innovative public procurement is essential • Political and organizational commitment to innovative public procurement is crucial
  18. 18. The Capital Region of Denmark CT Innovation Unit, The Radiology Department, Herlev and Gentofte Hospital The unit was established in May 2013 as a result of Public-Private innovation collaboration with Siemens Healthcare
  19. 19. Kjeld Lisby, Head of Innovation (University Hospital, North Denmark Region)
  20. 20. Innovative Procurement • A possibility for public organisations to promote innovation and growth – the new hospitals is one such possibility Basic challenges: • EU-law - actual innovative procurement processes and PPP is difficult • A lack of a complete economic overview over the complete cost-benifits (Costs are often in one part of the organisation and the benifits in another – the silo problem) • Procurement from SMEs – capacity and security • Dialogue on needs and posibilities between end user and procurement office, user involvement in all phases.
  21. 21. Value creation • Demands a new way of thinking when doing procurement – and less focus on detailed control • Demands that you are aware and can define your needs and wishes • Demands that you pick either smaller areas or themes for innovative procurement – or a complete service is politically selected as an area to be developed through innovative procurement (service concept with Ccntrol on celiveries and not processes)
  22. 22. Rehabiliation robot ”Robert” A public – private innovation project (OPI) with the company LT Automation Problem: getting enough volume on the number of repetitions in rehabilitation without overworking the physiotherapist ”Robert” has been tested at the “Fremtidens Plejehjem” (Nursinghome of the Future) in Aalborg. Currently testing at Aalborg University Hospital More information: LT Automation +45 8651 8880 +45 22 19 8880 jk@lt-automation.dk www.lt-automation.dk Gl Markedsvej 1 DK-9320 Hjallerup Status: LT Automation has recieved and order of 17 m io DKK, employing technicians and project ma nagers

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