Research & Innovation Strategies at Hospital Clínic

March 11 , 2010Juan Bigorra

Director of Innovation. Hospital Clínic de Barcelona

Research as strategic priority at Hospital Clínic /IDIBAPS

Scientific Production Clínic /IDIBAPs Competitive resources Clínic / IDIBAPS

16,5

23,6

28,5

33,4

38,7

• Research results place Hospital Clínic in a leading position at national level and a highly relevant position in Europe.

Millions €

44,4

52.2

YTD 09/09YTD 09/09

Citations /document 1996-2004 : 12.49Citations /document 1996-2004 : 12.49

HCB – IDIBAPS is competitive at the EU level : EU project financing over time

K €K €

• Organizational model for the promotion and assessment of innovation: OPEN AND PARTICIPATIVE

• Identify priorities, align agendas ,look for synergies.

• Foster an Innovation Culture • Assess technological changes: assess their

impact • Track performance of already adopted

innovations.

CINTEC (Innovation and New Technologies

Committee)

CINTEC-Strategic

CINTEC-Task Force

• Identify opportunities: Ideas, initiatives and innovative processes inside the H Clínic / experiences, methodologies, “key people”

• Coach innovators: discussion forum / project execution / “Task Force”

• Generate communication: Information / Knowledge / products / publicity

Ob

jecti

ve

sA

cti

vit

ies

INNOVATION AS STRATEGIC PRIORITY AT HCB-IDIBAPS

Fostering an Innovation Culture

Fostering an Innovation Culture

Prividing professional support

Prividing professional support

− Traslacional research.

− Health outcomes indicators.

− Satisfaction of the final client (the patient).

− Efficiency, with improvements applicable to the health care system overall.

− Satisfaction of professionals and ability to attract, develop and retain top talent.

− Economic return and improved sustainability of the Hospital and the health care system.

− Impact on the productive sector

• Innovation in its broadest sense (products, processes, systems and organization) as an strategy to improve:

INNOVATION AS STRATEGIC PRIORITY AT HCB-IDIBAPS

Research : turning resources into knowledge through scientific talent (with the support of management); Innovation : turning knowledge into health and social impact and resource generation through organizational talent.

Ideas Assessment Protection Negotiation Transfer to industries/Spin-offs

Project Flow 2006-2009 (up to September 2009)

2006 (4)2007 (22)2008 (52)2009 (41)

36 patents 27119

Clinical Proof of ConceptClinical Proof of Concept

Process management, priority setting, adjusting expectations to realities Process management, priority setting, adjusting expectations to realities

17

Innovation as strategic priority at HCB-IDIBAPS

Transfer of projects ( disclosures)

Type of Projects

Innovation as strategic priority at HCB- IDIBAPS

Industrial Property (YTD 09/09)

License agreements / spin-off companies(YTD : 09/09)Down payments / milestones : €0.91Mio

NPV (10y) of HCB/IDIBAPS Royalty Flow :•Optimistic :€ 11.9 Mio•Realistic : €4.7Mio

Down payments / milestones : €0.91Mio NPV (10y) of HCB/IDIBAPS Royalty Flow :•Optimistic :€ 11.9 Mio•Realistic : €4.7Mio

Spin-offs: •Transmural Biotech ( Clínic –UB)•Bionure ( IDIBAPS – CSIC))•Immunovative Developments (Clínic-UB)•Linkcare

Spin-offs: •Transmural Biotech ( Clínic –UB)•Bionure ( IDIBAPS – CSIC))•Immunovative Developments (Clínic-UB)•Linkcare

Key technologies that will drive improvements in Health Care Key technologies that will drive improvements in Health Care

Imagenmédica

Molecular Medicine

Medical Imaging

Telemedicine

ICTs

Minimally Invasive Procedures

Minimally Invasive Procedures

Predictive, Preventive, Personalized and Participatory MedicinePredictive, Preventive, Personalized and Participatory Medicine

Health Technologies :marginal improvements will not justify large efforts …

Cost of Resources

Health Status

C

0

H

C

1

H

C

2

H

2

C

3

H

Incremental costs

RiskRisk

ValueValue

The definition of improvement will be adjusted according to •Value : measurement to be standardized ( cost-benefit ? cost-effectiveness, cost-utility, patient preferences?•Risk : patient risk, organizational risk , employment risk, transition risk….•Values : societal values & beliefs have an impact on patient compliance and health care performance

The definition of improvement will be adjusted according to •Value : measurement to be standardized ( cost-benefit ? cost-effectiveness, cost-utility, patient preferences?•Risk : patient risk, organizational risk , employment risk, transition risk….•Values : societal values & beliefs have an impact on patient compliance and health care performance

TRADE OFFS WILL BE UNAVOIDABLE TRADE OFFS WILL BE UNAVOIDABLE

Getting ready for a new role of hospitals in R&D approach in

Biomed and Medtech

PRICEWATERHOUSECOOPERS .Pharma 2020 , 2009PRICEWATERHOUSECOOPERS .Pharma 2020 , 2009

More involvement of leading Hospitals

More Public Private Partnerships

New Players

More involvement of leading Hospitals

More Public Private Partnerships

New Players

• Better patient care• Knowledge advancement• Capacity building• Population impact• Health Impact• Socio-economic impact

The Model

Molecular

Medicine

Digital

Medicine

ICT/Equipments

Patient-centered organization Clinical Qualityand Patient safetyClinical Qualityand Patient safety

Public- Private innovation ecosystemPublic- Private innovation ecosystem

Many thanks for your attention

bigorra@clinic.ub.es