Mikilvægi samskipta heilbrigðisgeirans og iðnfyrirtækja til þess að örva vísindastarfsemi og nýsköpun

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1 Mikilvægi samskipta heilbrigðisgeirans og iðnfyrirtækja til þess að örva vísindastarfsemi og nýsköpun Birgir Jakobsson Karolinska University Hospital 26. janúar 2011

2 The Doctor. Sir Luke Fildes, The Tate Gallery, London. 2 Island Birgir Jakobsson

3 3 Hjärtkirurgi. Island (Foto 2003 Johan Garsten, Karolinska universitetssjukhuset). Birgir Jakobsson

4 There has been a great medical and technical development in health care but We still work more or less in the same old fashion 4 Island Birgir Jakobsson

5 Sir Cyril Chantler: Medicine used to be simple, ineffective, and relatively safe. Now it is complex, effective, and potentially dangerous. Lancet. 1999; 353(9159): , p Island Birgir Jakobsson

6 High risk organizations according to Amalberti, R. Safety Science,

7 Differences in culture and conflicts of interests Restricting rules and regulations Demography Lack of integration etween academia, industry and health care Inefficiency 25 Lack of quality Källa: Value guided healthcare, The Boston Consulting Group, AB 2009 Accidents and mistakes Insufficient clinical pathways

8 Health care to day Evidence based Patient safety Focused on the needs of the patient Efficiency Equality Accessibility Improvement is needed in almost every aspect 8 Island Birgir Jakobsson

9 How do we introduce new drugs and technique, new innovations into daily health care? Ad hoc To late To early This is not only inefficient but also dangerous to the safety of our patients 9 Island Birgir Jakobsson

10 Health care will not manage to improve patient safety on its own Ultimately, patient safety can only be improved through a close collaboration between health care, academy and industry This collaboration will generate positive side effects and win-win solutions 10 Island Birgir Jakobsson

11 Karolinska University Hospitalone institution at two sites Solna Huddinge 11 25

12 The road map towards a high security organisation? Leadership Lean transformation R&D, Innovation, Triple helix 25

13 Karolinska s Strategy and planing R & D + Triple helix Safety culture Balanced budget/finances Strategy for change and development Presentation

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15 Karolinska s main strategies Change culture and daily routine work Create safety culture Improve leadership Lean transformation Process orientation and continuous improvements Develop process oriented management Change in culture as a result Create Academic Health Care System in Stockholm Strengthen clinical research Increase cooperation between health care, academy and industry 15 25

16 Development of leadership in focus Copyright 2010, IC Quality AB

17 17 Waiting for doctor, 5 days a week, whole hospital

18 Waiting for doctor, 5 days a week, in Huddinge Väntan på läkare Före Fas1 Fas2 Fas3 2:00 1:00 Mål UCL=1:03 _ X=0:49 LCL=0:35 0: Konsekutiva veckor

19 19 Throug-time <4hrs, 5 days a week, whole hospital

20 Patient satisfaction, E&A Patienten lämnade akuten inom 3 timmar Personalens samarbete "Utmärkt", "Mkt bra" Fick info om beräknad väntetid till läkare "Helt och hållet" tillräcklig info om tillstånd "Acceptabel" väntetid för att träffa specialist Fick träffa läkare inom 30 minuter "Acceptabel" väntetid för att träffa läkare "Helt och hållet" organiserat på ett bra sätt "Helt och hållet" rekommendera K "Alltid/nästan alltid" hjälp vid behov % 20

21 Karolinska University Hospital Economic results Mkr år 2005 år 2006 år 2007 år 2008 år 2009 år 2010 resultat

22 ANDEL(%) PROJEKTANSLAG (%) External funding: Karolinska competitive on a national 50 level STOCKHOLM LUND GÖTEBORG UPPSALA UMEÅ LINKÖPING Presentation K1997 K1998 K1999 K2000 K2001 K2002 K2003 K2004 k2005 k2006 k2007 k2008 k2009

23 Copyright 2010, IC Quality AB

24 Kliniska läkemedelsprövningar i Karolinska Trial Alliance (KTA) - handlingsplan Sverige Totalt antal startade kliniska läkemedelsprövningar i Sverige : Källa: LIF rapport 2010:1, april

25 Totalt antal startade kliniska läkemedelsprövningar i Sverige : Källa: LIF rapport 2010:1, april

26 The triple helix Health care Karolinska Industry Academia 25

27 Why Central Unit for clinical trials? Central unit in Stockholm County Council A. Övergripande ansvar för: Prövningsstatistik Avtal och compliance Kostnadstäckning Patientsäkerhet B. Support för: Juridik Ekonomi inkl kostnadsanalys Etik Kompetens avseende olika nationella och internat regelverk Myndighetskontakter Utbildning 25

28 Karolinska trial alliance (KTA) Avtal mm Näringsliv Förfrågningar mm KTA Support Prövare Centrala krav 25

29 The Innovation Centre s triple helix Healthcare Innovation & Development Support Partnership, Education and Industry Space On Demand Education Industry Internal Karolinska Hospital activities The aim of The Innovation Centre is to promote successful collaboration between industry, education and healthcare in the field of medical technology Traditional Facilities Management Building shell 29 Island Birgir Jakobsson

30 Industry Areas of future excelence KI KTH Karolinska University Hospital 30 Island Birgir Jakobsson

31 Fellowships in Stanford - statistics Av 49 st hittills examinerade Fellows har 80 % (!) fått ett patent beviljat. 31 Island Birgir Jakobsson

32 The strategi for change Improve leadership Eliminate waste from the view of the patient Introduce system thinking, standardisation and team work Creating a meeting place where health care, academy and industry can work together to promote innovation and to facilitate introduction of medical technology Creating a central node where the pharmaceutical and med tech companies can have one entrance into the hospital (Clinical trial alliance) To form an academic health care system in Stockholm 32 Island Birgir Jakobsson

33 Conclusion If we want different results - we have to do things differently Patient safety and medical quality Innovation Efficiency Getting the wheels to turn Economic growth National wellfare Win - win solution for everyone involved 33 Island Birgir Jakobsson