Movimiento Salud cuidando la salud del futuro
Healthcare systems have never been more challenged. One in every three people are dying from preventable causes. There are rising numbers of patients with multiple chronic diseases. Many populations are ageing. Healthcare systems must reconcile these challenges against a backdrop of already stretched budgets, 20-40% of which are used inefficiently. We start from the basis that countries share 80% of healthcare challenges. This opens multiple opportunities to collaborate across borders, cross-pollinate learnings and share solutions adapting to local nuances.
Current Status: Building local networks/Open Innovation/Policy Shift
We started in May 2020 with future scenario exploration in 9 countries in 2 waves: Brazil, Chile, Colombia, Costa Rica, Peru, Argentina, Ecuador, Uruguay and Mexico. In 2020, we rolled out the initiative in 5 countries, where we already have strong local networks in place with partners that will not only contribute to build momentum but are also contributing with their assets. In Chile we have 3 solutions ready to be piloted, in Colombia we have selected a group of entrepreneurs who will start the acceleration program in July, and we are about to start the open call in Costa Rica and Brazil with challenges already clearly defined. In terms of policy, we have started to work in all countries with the policy vision definition and in Chile we have advanced already in a series of 3 roundtables where we have explored interoperability between levels of care and private and public institutions, with a use case as a starting point in relation to waiting lists.
Next Steps: Building local networks/Open Innovation/Policy Shift : We will consolidate a wave of 2 country networks over the course of this year and we will continue to execute the open innovation programs across Latin America, expecting to have a pipeline of at least 10 solutions by the end of 2021. We are also expecting to have a roadmap of policy shift campaigns for 2022 based on the roundtable sessions being run in the 9 countries. We have perspectives of rolling out in 4 more countries by January 2022.
Current status: Focus area and problem space definition/Building local networks
What we are already doing: Canada Health 2030 (CH2030) so far has brought together approximately 50 participants including citizens, decision makers, and industry to develop new partnerships and dynamic ways of working together at a federal, provincial and local level to realize the goal of Canada becoming a leader in the transition to personalized health. The scenarios exploration kicked off in January 2021 and was facilitated by the Copenhagen Institute for Future Studies (CIFS). The aim was to explore the current and future PHC landscape, identify strengths, weaknesses, ongoing initiatives, and possible partnerships to boost Canada’s role as a PHC leader. We are currently solidifying our regional leadership team of influential stakeholders and working on a sustainability plan to move towards action on the roadmap and must-win areas.
Current status: Regional Setup/ Focus area and problem space definition
What we are already doing: Having Turkey and Russia in the scope of the first wave countries included in the Movement Health, we started engagement with the affiliates at a local level, onboarding the local teams and instilling the vision of the Movement Health. Aiming to reveal the bottlenecks in the local healthcare systems, we are working closely with our partner CIFS, leveraging the Roche internal know-how and healthcare experts in respective countries. In parallel, the Regional Board and the Growth Committee are being set up, considering diversity in skills to be able to cover both innovation and policy shift.
Next steps: Focus area and problem space definition: The initial roundtable in Turkey will be conducted by the end of Q2’ 21 and in Russia in Q3’ 21.
Current status: Regional Setup/ Focus area and problem space definition
What we are already doing: Europe Movement Health kicked-off last February. In order to position Movement Health regionally, Copenhagen Institute for Future Studies has set up 9 workshops with local stakeholders from the Nordic countries (Norway, Sweden, Finland,Denmark), Baltics (Estonia, Lithuania, Latvia), Hungary and Bulgaria to foster dialogue amongst them and prioritize regional challenges. We are setting up two boards that cover the full scope of Movement Health, considering both policy and innovation needs. We are aiming for a multidisciplinary and forward-thinking board. The key difference in the approach for Europe is that the challenges will be approached with a cross-country approach aiming to leverage the experience of countries that are more advanced.
Next Steps: Building local networks: The Movement Health team has also mapped stakeholders and entities across Europe, identifying potential partners. We are about to start engaging with them to build synergy, gain their interest and formalize agreements.
Current Status: Regional Setup
What we are already doing: Most of the countries with a direct Roche presence (Algeria, Ghana, Ivory Coast, Kenya, Libya, Morocco, Tunisia and South Africa) are excited to embark on the Movement Health given the health-related challenges in the continent. Regional Boards and Growth Committees are being created, as well as identification of external partners: UNDP Acceleration Labs is already on board
Next steps: Focus area and problem space definition: 4 countries will participate in the first wave which will kick off with round-tables with local experts in Q3 2021. In parallel, a second wave with 4 additional countries will follow in 2022.
Current status: Regional Setup / Focus area and problem space definition
What we are already doing: The complexity of the healthcare system in the Middle East has been magnified during and after the pandemic, raising an enormous number of challenges that hinders the optimization of the Healthcare services in the region. We in the Middle East believe that Movement Health is one of the ways to overcome these challenges in an effective & sustainable manner. Four Middle East Countries (UAE - Lebanon - Jordan & Iraq) Got onboard and we are aiming to expand to include the whole middle east countries in the near future.
Next steps: In Depth Ecosystem mapping per country including current & future stakeholders to engage and have a relevant positioning within the healthcare system. Roundtables to be conducted (With External Stakeholders) per country to identify current challenges & potential opportunities.
Partners: CENS, Instituto Nacional del Tórax, Universidad de Chile
Expert Network Engagement: 35 Experts from diverse backgrounds including patient, professional associations, public and private hospital CIOs, digital health representatives from the national Ministry of Health and companies from the health sector providing information, device and treatment solutions.
Innovation Challenge: Accelerate the patient journey, digitalising patient-hospital and HCP-hospital interfaces and treatment decision-making processes
Scalable Solution: Digital platform that aims to increase Patient-HCP communication, streamline internal administrative processes and improve prioritization based on patient needs, and make treatment decision-making more assertive and collaborative. This platform is built out of 3 solutions provided by 3 high-growth startups.
Next Steps: Pilot implementation in Instituto Nacional de Tórax with CENS’ support and Universidad de Chile is designing the scalability model adaptable to other hospitals of the national network. June 30th will kick off the requirement assessment to map solution gaps with current hospital infrastructure; due to COVID the hospital could not enable access until now.
Policy shift challenge: How to build the capabilities in healthcare providers in order to enable interoperability to contribute to the 10-year national health plan, where CENS has a seat.
Policy Shift Progress:The group of experts has established a 3-year moonshot vision: Empower all healthcare stakeholders, from citizens to governments, to make decisions based on data by implementing the EMR with interoperability in 50% of public hospitals (tertiary care) and in at least 6 of the 29 of the health services at a national level (Primary and secondary care) in at least 5 use cases. In order to accomplish this, we are working together across 4 pillars: Strategy, Ways of Working, Processes and Data-Governance, and we are focusing on waiting lists as a case study to be able to propose concrete actions. Waiting lists are a critical priority especially when they have increased YoY at a rate of 365%.
Next Steps: We will share waiting list management perspectives and 3 best practices and incorporate IADB and the government innovation lab to identify working groups and implementation cases.
Partners: Así Vamos en Salud, Innpulsa, ANDI healthcare chamber, Fundación Santo Domingo, Fundación Santa Fé, Coosalud, Synergy
Expert Network Engagement: 20 experts from diverse backgrounds including leading think tanks, healthcare providers, health policy experts, leading development foundations, entrepreneurs, and companies from the health sector providing device and treatment solutions.
Innovation Challenge: Improve continuity of care by eliminating barriers, interconnecting levels of care and HCPs, building seamless patient navigation and gathering, and visualizing patient’s data beyond clinical information
Scalable Solution: 6 entrepreneurs have been selected to start the incubation and acceleration program. Solutions range from risk management platforms, telemedicine integrating AI, NLP platforms to analyze written and voice data and alternative care models for patients in rural areas. The largest foundation in the country, Fundación Santo Domingo, will co-fund 40% of the solution
Next Steps: Start developing solutions in a joint collaboration between entrepreneurs and Healthcare Institutions.
Policy shift challenge: Increase citizen empowerment over its own health management, enabling the use of digital technologies and interoperability
Policy Shift Progress: The starting point is the document elaborated by Así Vamos en Salud with 60 decision makers “Building new Paradigms in Health and Social Protection” (“Construyamos nuevos paradigmas en salud y protección social)” and presented to the Ministry of Health. This document suggests key transversal reforms articulated with a wide range of actors, built with a systemic perspective. Our main focus will be: Data-governance, activating the RIAS (Integrated Healthcare Routes), Digital health literacy, Norms and regulations.
Next Steps: We will hold our 1st roundtable on July 2nd, where we will be setting a moonshot vision and 3-year aspirations for the pillars defined.
Partners: Promed-Cámara de la Salud. Hospital Clínica Bíblica, Auge (University of Costa Rica incubator), Banca de Desarrollo.
Expert Network Engagement: CINDE, MICIIT and Procomer have been close collaborators of Movement Health in Costa Rica and continue to bring opportunities and synergies to grow our local presence. We have the support of Fernando Llorca, ambassador of Costa Rica in Washington and Laura Chinchilla, ex-president of Costa Rica and our Adboard member. We have constructed a list of 25 leaders to be invited to participate in the roundtables.
Innovation Challenge: How to maximize existing capabilities and resources through collaboration between healthcare providers in order to provide effective and timely care, while empowering users to take control of their experience.
Next Steps: The open call will open on the 5th of July, inviting entrepreneurs and small businesses to apply to the challenge. The challenge has been co-created with the partners ensuring local relevance. Banca de Desarrollo will co-fund the pilots matching the investment of Roche.
Policy shift challenge: Reduce waiting lists resulting from COVID-19 ensuring private-public collaboration
What we are already doing: With the alliances with AUGE and the Cámara Costarricense de la Salud consolidated, we are launching the call in July, which will be open for two months, and we expect more than 80 applications. The implementation partner, Clinica Biblica, has existing agreements with the Caja Costarricense de SS, which covers 95% of the population, The incubator of the National University of Costa Rica will co-fund 40% of the incubation of the solutions.
Partners: Secretaria do Ceará, Fio Cruz, Fundep
Expert Network Engagement: We are working together with 10 healthcare experts from 6 renowned HCPs with connections and presence in the 3 levels of care in 8 states in Brazil. They will be part of the open innovation challenge by co.creating the solution.
Innovation Challenge: How can we accelerate the patient journey in the public system for women with suspected breast cancer diagnosis empowered by digitalization and integrated care among different attention levels?
Next Steps: Formalize all partnerships and run the open innovation call
Policy shift challenge: We are searching for the opportunity to connect with the Digital and Data division of the Ministry of Health to identify the strategic pillar where we could better contribute, considering the current digital transformation plan which is being executed. Our aim is to work on the intersection between Digital and Data, starting to explore genomics
Next Steps: The meeting with the Ministry of Health has been scheduled for Mid-July.
Partners: Cámara de Comercio de Cuzco, Amazon Web Service
Expert Network Engagement: Ministry of Health, public officials, Parliament
Innovation Challenge: Expand care options by increasing budget efficiency
Next Steps: Visualizing budget planning and execution processes through a dashboard that tracks budget execution in critical programs in Cuzco to later expand it to other programs and regions.
Next Steps: Design teams are already building the architecture of a dashboard in the Cusco region to coordinate budget planning and execution with the government, focusing on capabilities. Amazon Web Services agreed to support the generation of the solution. A working group with the national MoH budgeting sector was established to monitor and expand the pilot. There are ongoing conversations to fund the scaling of the PCRIS program funded by multilateral organizations.
Partners: Fundación Bunge & Born
Expert Network Engagement: iSalud, Ruben Torres, 20 experts from the government, healthcare institutions and private sector.
Innovation Challenge: In collaboration with Bunge & Born Foundation and leveraging their vulnerability index tool, we have defined Pilar as the key geographical area of intervention. We are currently understanding the local gaps and opportunities and are searching for partners such as the Hospital Austral, the Secretary of Health of Pilar and the CEPA. The main challenges are related to the doctor-patient relationships, which has been limited to a 10-minute transaction and leads to low-quality care and the lack of primary care and nurses to support and give continuity to patients’ care.
Policy Shift Challenge: Interoperability - Coordination across health sub-systems under the 10-year national digital health roadmap with a focus on expanding access to health via equitable digital tools.
PPolicy Shift progress: An introductory meeting was set to build consensus around the topic which resulted in a highly engaged group that is willing to work together.
Partners: Fundación Salud (to be defined by Q3 2021
Expert Network Engagement: Renzo Casapía, José Ángel Córdova-Villalobos, Lorena Sofía Orozco-Orozco, Laura Suchil-Bernal.
Innovation Challenge: Mexico just completed their national elections, and based on the results, we have decided to focus in Guanajuato, given the federal nature of the country. We have started to map de gaps and opportunities in the healthcare ecosystem and are simultaneously looking for partners.
Policy Shift Challenge Progress: Based on the outcomes of the 2020 roundtables, experts agreed to prioritise challenges and opportunities, involve new stakeholders, and contribute to the local solutions according to the focus areas. Some of the opportunities identified are related to the need to strengthen prevention and patient’s accountability, improve access by building more capacity, implement eHCR, and articulate policies related to healthcare budget and strengthening research and training. Roundtables will start in Q3.
Partners: ANNI, Uruguay XXI (to be defined by Q3 2021)
Expert Network Engagement: Miguel Fernández Galeano, Pablo Orefice, Hugo Naya, Martin Rebella, Jorge Lamela-Santurio.
Innovation Challenge: Currently undergoing ecosystem mapping and opportunity scoping. Main challenges identified to be further explored include: Disconnection between the private and public systems, lack of innovation, scientific research, resources and capabilities to transform the system, lack of empowerment in patient associations and other community agents, lack of capability in all levels of care starting from primary care (HCPs, diagnosis equipment, protocols), leveraging digital technologies and big data to make fact-based decisions and empower researchers.
Policy Shift Challenge Progress: Based on an introductory meeting, key opportunities identified included the following: strengthen primary care and centralise information, Digital Health, ECR, Databases, Value-based Healthcare, Doctor-patient relationship, citizen access to personalized healthcare, the fostering of clinical research.
Partners: ANNI, Uruguay XXI (to be defined by Q3 2021)Asertec, Goctors, Synergy, SiMed (to be defined by Q3 2021
Expert Network Engagement: Leticia Herrera, Luis Narvaez, Daniel Rodríguez, Daniel Tejera, Enrique Terán, Francisco Vallejo, Tatiana Villacres
Innovation Challenge: Currently undergoing ecosystem mapping and opportunity scoping. We have confirmation of a local private partner willingness to work with us and are looking to expand implementation partnerships, especially with the public sector under the new administration.