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

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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!