Structural Funds and health: why EUREGIO III? Brussels 3 February 2011 Professor Jonathan Watson PhD FRSM HCN Executive Director EUREGIO III Project lead Special Professor of Health & Public Policy, University of Nottingham Medical School Lay Court Member – Edinburgh Napier University External Partner to European Masters degree in Sustainable Regional Health Systems (Deusto, Vilnius, Corvinus, Verona)

the story… Structural Funds and health What EUREGIO III does and who the partners are The Structural Fund process Assessing process and projects Challenges: economic, financial, regional, organisational

health-related SF investments Direct Indirect non-health sector investment

what EUREGIO III does Generate practical knowledge (examine SF management; collect case examples of projects; consider needs your needs; identify directions for capacity building) Share practical knowledge (training workshops; master classes; inventory of case examples; inventory of stakeholders, expertise and resources; publications; website; conference; stakeholder events; external events) Inform improvements in the SF process (management, delivery, planning for )

who is EUREGIO III Associate Partners (HCN, European Centre for Health Assets & Architecture, Veneto Region, University of Maastricht, Liverpool University, EMK-Semmelweis University) Reference Group (National SF Managing Authorities for Hungary, Poland, Slovakia, Estonia, Bulgaria, Greece, Ruppiner-Kliniken/UMC representing Brandenburg, AER) Collaborating partners (Regional Development Committee-European Parliament, EUROHEALTHNET, QeC- ERAN, EIB, EHMA, EUREGHA, European Association of Development Agencies)

the Structural Fund process SF management SF delivery

evaluating the SF process EU policy priorities Regional priorities The SF process

stakeholder experiences Understanding and communication Tactical versus strategic EU procurement Securing joint funding Getting advice Inflexible process Mainstreaming

practical knowledge: profile of a HR Beacon Development Local Political Delivery Intersectoral Organisational Participation Dissemination Experiential Take-home value Tipping points Integration Doing it Accountability Evaluation Model of change Clear outcomes

the crash and financial instability

The impact of an ageing population – a demonstration of a critical EU problem area to to 1 Ratio of working population to elderly retired Ratio of working population to elderly retired * Europe 2020 Each year that passes sees a greater pressure being placed on the working population to fund the current healthcare needs of the elderly. Increased unemployment, as a result of the financial crisis, is making the problem worse

challenges for regions Demographic and epidemiological trends The explosion in new clinical and ICT technologies Patient safety and quality The need for economic sustainability

organisational challenges Key governance issues Familiar Governance basics Risk management Productivity Quality and patient safety Increasing demand Tactical and not strategic Efficiency Emerging Systems-wide perspective and commitment Process improvement methods Capacity building Evidence-based decision-making Return on investment principles Risk assessed sustainability Changing the mindset Understanding the problem Making the case for sustainable investments Adopting new financial models and ways of measuring success Added value from return on investment Measurable health gains Adapted from: Ontario Hospital Association (2009) Health Care Governance in Volatile Economic Times: Don’t Waste a Crisis

20/20 vision? STRATEGIC VISION O P E R A T I O N A L P R I O R I T I E S REGIONAL ECONOMIC STRATEGY 5 YRS STRUCTURAL FUND PERIODS 10 YRS POLITICAL CYCLE 4-5 YRS HEALTH SECTOR REFORM 18 MTHS SOCIAL ENTERPRISE 12 MTHS SME 48 HRS VALUES ATTITUDES BEHAVIOUR

emerging lessons from EUREGIO III Was siehst Du? Grrrr… Ich sehe Veränderungen