1. NHS procurement The HealthTech industry view
Nishan Sunthares,
Chief Operating Officer
21/06/2018

2. Leading Access to HealthTech Influencing Regulation
Who we are, what we do
HealthTech for Life
We support the HealthTech community to provide products and services that help people live healthier lives.
Shaping the Future
Leading Access to HealthTech
Influencing Regulation
Supporting Growth
Building Trust
We shape how data and technology will transform healthcare and the lives of patients in the future.
We work with industry and the healthcare system to show the value of health technology, improve patient outcomes and overcome barriers to people benefiting from HealthTech.
We are experts in regulation and help companies to understand them so patients can access HealthTech safely and quickly.
We create a positive environment that encourages growth and helps HealthTech companies to connect with new customers around the world.
We insist on the highest professional standards and ethical behaviour so that the HealthTech
industry is recognised as a trusted partner
in healthcare.

3. Facts & figures HealthTech Core Sector
£17.8bn turnover, 3.9% growth
2,604 businesses, 1.3% growth
97,300 people, 4.4% growth.
HealthTech Service and Supply Sector
£4.4bn turnover, 2.25% decrease
979 businesses, 0.7% discrease
24,600 people, 7.1% decrease.
HealthTech is the largest employer in the Life Sciences sector, with 121,900 employees.
*Source: Office for Life Sciences Annual Strength and Opportunity report.
Growth figures based on previous 12 months.

4. The current relationship
Framework agreements
Transactional
Adversarial
Narrow
Price-focussed
Mini-competitions
CIPS targets
Fragmentation
Supplier activity

5. The opportunity The health and wellbeing gap The care and quality gap
If the nation fails to get serious about prevention then recent progress in healthy life expectancies will stall, health inequalities will widen, and our ability to fund beneficial new treatments will be crowded-out by the need to spend billions of pounds on wholly avoidable illness.
The care and quality gap
Unless we reshape care delivery, harness technology, and drive down variations in quality and safety of care, then patients’ changing needs will go unmet, people will be harmed who should have been cured, and unacceptable variations in outcomes will persist.
The funding and efficiency gap
If we fail to match reasonable funding levels with wide-ranging and sometimes controversial system efficiencies, the result will be some combination of worse services, fewer staff, deficits, and restrictions on new treatments.
Source: Five Year Forward View, NHS England

6. Developments Integrated care systems Provider chains
Getting it Right First Time
Digitisation and artificial intelligence

7. Where we want to be Strategic Partnership and collaboration
Trust and mutuality
Value

8. Value

9. Value

10. What we ask of you The prize is the transformational
Recognise that industry is a partner in problem solving
Understand value, how it is measured and procured
NHS procurement as a value chain activity
Outcomes orientated
Resolve the transactional

11. Summary Healthtech can help close gaps in health delivery
Establishing trust and long-term partnership is key
Procurement has to be an enabler
Balance transformational and transactional