European Policy Vision
European Innovation Partnership on Active and Healthy Ageing
Maria Iglesia Gomez
Head of Unit
Innovation for Health and Consumers DG SANCO, European Commission
Health in Europe 2020 Europe 2020 flagships for smart, sustainable and inclusive growth
Innovation Union
New Skills and New Jobs
Digital Agenda
Youth on the Move
New Industrial
Policy
Platform against Poverty
Resource Efficiency
• innovation for tackling societal challenges, e.g. ageing and health
• innovation for addressing the weaknesses & removing obstacles in the European innovation system
••
•
•
•Innovation
Union
• ICTs for tackling societal issues - ageing, health care delivery
• sustainable healthcare & ICT-based support for dignified & independent living
•
•
Digital Agenda for
Europe
European Innovation Partnership on Active and Healthy Ageing
EIP on Active and Healthy Ageing APPROACH:
• Ownership of key stakeholders • High-level political commitment • Very large-scale deployment & innovation • Awareness and best-practice sharing across Europe • Combining demand and supply sides of innovation • Building on existing instruments and new ones
••• 167
Sustainable
& efficient
healthcare systems
Growth & expansion of EU industry
Health & quality of
life of European
citizens
+2 Healthy Life Years by 2020 Triple win for Europe
Priorities
develop policy on active & healthy ageing
Political added value of the EIP
EC: facilitator & supporter
align policy priorities with funding
evidence base
mobilise efforts & resources
inspire for policy action
identify good practices working in real life
High level conferences (e-Health, Gastein Forum, Conference of Partners, Frailty and Adherence Conferences, EUPHA,
Chronic Diseases Summit)
Alignment of priorities in H2020, CIP 2013, PHP 2013, Structural Funds etc.
Joint Action on Chronic Diseases and Healthy Ageing (28 countries + 5
networks)
Reflection process of the MS: Towards modern, responsive and sustainable
health systems
Knowledge and Innovation Communities EIP Partners: bottom up innovation
Input for policies on frailty, chronic diseases, e-health, long term care, health
workforce, etc.
To make an impact on new paradigm at EU level we need to…
Operate in real world
Learn from experience
Share & scale-up best solutions
Allocate funding
Influence policy at EU level
Support research
Collection of Good Practices Scaling-up innovative solutions
500 Commitments
32 Reference Sites
Alignment of EC funding Advocacy &
visibility
Pooling European Resources and
Expertise
Recognising Excellence
Reaching Scale
European Innovation Partnership 'grass roots' models of excellence
More integrated, more efficient services
A1. Prescriptions and adherence to treatment A2. Preventing falls A3. Preventing functional decline & frailty B3. Integrated care incl. remote monitoring C2. Independent Living D4. Age-friendly cities and environments
Mapping of innovative practices
Practical Toolkits
Implementation on large scale
provide input and expertise through an open
collaboration
Commitments of the partners
Better professional cooperation: standards, guidelines
Pooling Resources
Strategic vision for active and healthy ageing
Mobilising & engaging
a critical mass
Scaling up local
successes
Areas for Action.
Evidence-based policy
What to scale up:1. Proven Good Practices (GPs) 2. Viability of GPs 3. Classification of GPs
Database of innovative practices
How to scale up: 4. Facilitating partnerships
5. Implementation – key success factors and lessons learnt
European Scaling up Strategy
Action Groups
Good
Practices
Region Skane
University Hospital Olomouc
City of Oulu
Coimbra
Southern Denmark
Collage (3)
Saxony
Ile-de-France Pays de la Loire
Lower-Rhine Council Languedoc-Roussillon
Liguria Campania
Friuli Venezia Giulia Emilia-Romagna
Piemonte
Northern Netherlands Twente
Province of Gelderland and Overjssel
South Holland Province Noord-Brabant:
Slimmer Leven
Galicia Basque Country
Madrid Catalonia Valencia
Andalusia
Liverpool Scotland
Northern Ireland Wales
Yorkshire
Reference Sites - coverage 32 RSs =>12 MSs selected for self-assessment and peer-review (innovation, scalability, outcomes) 71 good practices of innovation-based integrated care models with sound impact on the ground 1 July 2013 – Star Ceremony announcement of best RSs with stars, ready for replication and coaching
13 Reference Sites
12 Reference Sites
7 Reference Sites
Ecosystems allow communication across sectoral, regional and national borders to share knowledge and good practices and so speed up
the scaling up of innovations
EIP ecosystems include: the UK- Northern Ireland (ECHAlliance), Scotland (Digital Health
Institute), Oulu (Health Lab), Greece (EIP AHA), Portugal (Ageing@Coimbra), Netherlands
(Slimmer Leven 2020), CORAL...
Ecosystems
3. Regional stakeholders learning
2. Organisational learning 4. External /
EU level learning
1. Individual / project learning
Scaling up – locally, inter-regionally, internationally
What: • Social support network • E-health platform Origin: Spain, Valencia First phase: Butler 1.0 Test: usability, acceptability, technological and psychological aspects Second phase: Butler 2.0 Scaling-up: UK and Germany
Good Practice: Butler 2.0
Thank you for your attention!
EIP on AHA Website
http://ec.europa.eu/active-healthy-ageing
DG SANCO Website http://ec.europa.eu/health
Social Europe
The Policy Agenda – EU approach to long-term care
Final Conference CASA/INNOVAge
7 October, Brussels Dr Lieve Fransen Director: Social Policies and Europe 2020
European Commission DG Employment, Social Affairs and Inclusion
Social Europe
Framework: 3 Integrated Pillars
• Spending more effectively and efficiently to ensure adequate and sustainable social protection
• Investing in people's skills and capacities to improve their opportunities to integrate in society and the labour market
• Ensuring that social protection systems respond to people's needs at critical moments during their lives
Social Europe
• A widening gap between the need for and the supply of long-term care
• 2013 SWP on Investing in LTC and 2014 Report of SPC and Commission on Adequate social protection for LTC needs highlights: • There are solid equity and efficiency reasons for MSs to
establish adequate social protection for LTC needs
• MSs should move from a reactive to increasingly proactive policy approaches
Social Investment in long-term care
Social Europe
• Preventing people from becoming dependent • Early detection of frailty • Strengthening rehabilitation and re-enablement • Promote independent living through age-friendly
environments and use of technology • Raise the efficiency of care services • Better integrate health and social care • Enhance the support to informal carers and sustain
the LTC workforce
Elements of proactive policy response
Social Europe
2014 LTC report identifies four obstacles 1. Informal home care is the area where knowledge on use of
technology is particularly lacking: need for better information channels towards informal carers
2. Need to link the skills of invention with those of business (sustainable business models) in order to bring innovation to market
3. Better involvement of users and carers in the development process improves user-friendliness and facilitates the uptake of the products.
4. National arrangements for funding long-term care impact on use of technology (different level of pressures for higher productivity and improvement in value for money
Obstacles for using potential of technology
Social Europe
• Making a better case for adequate social protection • Lack of comparable data across the EU for assessing which
public support is available for persons with LTC needs • Joint project with OECD on measuring social protection for older
people with LTC needs (using typical cases) which will provide comparable data
• Identifying the best ways of investing in LTC in terms of cost-benefit and quality of live • The are many examples of good practice but a more systematic
assessment of what works and is most cost-effective is missing • EC plans to support the establishment of a network of national
institutions in charge of assessing service or technological innovation in LTC
On-going and planned activities of DG EMPL
Social Europe
• Promote age-friendly environments • Important barriers to independent living at local level (built
environment, transport, services)
• Joint project with WHO to adapt the WHO guide for age-friendly cities to the EU context and to develop a framework which would allow local and regional policy makers to commit to AFE (feeds into EIP on AHA)
• Supporting social innovation through the use of ICT • 2013/14 project with JRC-IPTS: produces guidelines helping MSs
to promote independent living at home through use of technology • 2014/16 project with JRC-IPTS: improving the evidence-base on
how ICT based social innovation can support LTC policies
On-going and planned activities of DG EMPL (2)
Social Europe
The Social investment Package has clearly emphasized that there is an added value in :
focussing on social policy innovation embedding innovation in evidence-based policy making
and supporting and creating an enabling environment for innovators and social entrepreneurs
Social innovation
Social Europe
• Greater involvement of public authorities for effective follow-up and sustainability is needed.
• Connect more innovation supporting social investment and policy-making.
• Focus on a more systemic level. • Developed broader partnerships (civil society
organisations, private sector,…) • Adjust methodologies for measuring social
outcomes
Lessons learnt from previous work
Social Europe
• More scope to use the ESF in support of social innovation (ESF shall promote social innovation).
• Funding allocated in EaSI for social innovation has increased in relation to PROGRESS (from 10 to 14 million € per year)
• 2014 Call for proposals for social policy innovations supporting reforms in social services
• EaSI will also support MS activities on innovation through training, capacity building and tailored advice services
EU support to social innovation
Coral Strategic Plan Jon Dawson, Smarter Futures,
Brussels, 7 October 2014
The Community of Regions for Assisted Living:
• comprises quadruple helix clusters of stakeholders - research, entrepreneurship, government and civil society
• brings together, and reflects the knowledge and interests, of both the supply and demand sides
• Has 33 members
Introduction to Coral
The strategic plan and (action plan) sets out Coral’s:
•future vision;
•primary objectives;
•key pillars;
•main actions in the coming years.
Overview
•Vision: Coral will be a leader, innovator and enabler of smart solutions for active and healthy living that can support people to live independently for longer regardless of their age.
•Mission: Coral’s mission is to support and drive the scaling-up of innovative solutions for active and healthy living and ageing that lead to better care, improved well-being and superior health outcomes for European citizens, along with financial sustainability across the health and social care sectors and economic benefits for Europe’s regions. It will do this by placing mutual learning, knowledge transfer, evidence generation and building demand activities at the heart of its approach.
Vision and Mission Statement
• Provide a platform for exchange and mutual learning
• Raise awareness and transfer knowledge across Europe
• Build the evidence base
• Inform, influence and generate leadership amongst key policy makers
• Contribute to and influence the development of local, regional, national and European active and healthy living and ageing policies and agendas
• Mobilise regions
• Maintain and develop Coral’s position as a pioneering network for excellence in active and healthy living across all ages and social groups
Strategic Objectives
Key Pillars of Coral Agenda
Rationale: Coral in a prime position to be a market leader in building demand.
Focus and action: raise awareness amongst politicians and policy makers, develop leadership, support and share good practice on regional and city strategies and consumer market.
Building the Demand-Side Infrastructure
Rationale: A relatively weak evidence base is a major obstacle to the development of business cases and new business models .
Focus and action : collate, contribute to and disseminate new evidence, examples of business cases and business models and success factors.
Demonstrating Impact
Rationale: many countries, regions and cities have yet to embrace the agenda or engage with it in a coherent way.
Focus and action: provide a platform and engage regions to develop new and enhanced agendas.
Mutual Learning and Knowledge Transfer
Rationale: To support the 3 main pillars.
Focus: and action Plan and agenda with an internal network and external outlook – raising awareness and promoting the Coral brand, network and its members.
Communication, Dissemination and Campaigning
Rationale: To support overall agenda and ambitions.
Focus and action: organisational structure, expanding the network, linking with smart specialisation and structural funds.
Developing the Coral Network
Thanks!
Top Related