EIT Health CAMPUS Strategy 2017 Ursula Mühle München 05.06.2017 EIT Health is supported by the EIT, a body of the European Union
Agenda Education Mission & Vision Goals Analysis SWOT Strategies and Key Activities 2 2
EIT Health CAMPUS mission CAMPUS empowers Europe s top talents, leaders and citizens with new opportunities and resources to create novel solutions and achieve transformation in healthcare that make healthy lives a reality for all.
EIT Health CAMPUS vision EIT Health CAMPUS education will become a role model for European Health Education to which institutions worldwide will draw their attention to and model in the future (virtual European Silicon Valley)
EIT Health Education Goals (Strategic Agenda) Attract to talents & stimulate their mind-set to boost innovation and entrepreneurship Provide new approaches to empower students, entrepreneurs and innovators with high quality skills to implement new models for provision of care. Demonstrate new ways to empower the individual citizen and bring about change in society through better education, health information to meet the rising demands for prevention. Provide access to talents for industry Thereby contributing to positive employment effects and better skilled & entrepreneurial leaders to bring about change in healthcare 5 5
SWOT Analysis Strengths Excellent Partners with an impressive track-record in entrepreneurship & innovation, public health & prevention, and new technologies in health High level of expertise in innovative educational tools and methods that have proven to nurture talents, provide skills and set professional standards. Strong community of trust of partners willing to collaborate and share bestpractices over the entire partnership and beyond (Cross-KIC, WHO, GENIE) Capacity to develop new educational settings that would not be feasible at any of the individual partner locations Richness and first success stories within portfolio due to bottom up approach Mechanisms in place to translate success in one location to others in Europe Highly engaged learners and entrepreneurs who want to stay connected. 6 6
SWOT Analysis Weaknesses Limited engagement of industry, and other non-academic partners in CAMPUS Limited emphasis on patient empowerment and citizen engagement activities (pre-requisite for prevention and chronic-disease management) Limited focus on digital skills / technology training (necessary for the workforce to use the output of new technologies) Disparity of portfolio due to bottom up approach Limited separation of strategy and operations leading to potential conflict of interest High burden of administrative effort compared to restricted budget and shortterm funding 7 7
SWOT Analysis Opportunities Shift towards prevention and self-management of care, opportunities to develop new patient empowerment & citizen engagement formats. Emerging needs for new digital and technology related content in health Need for European-wide training for learners aimed at delivering skills and changing the mind-set due to requirements to adapt, re-invent, re-design, and respond to novel demands Need for appropriate professional standards for a wider range of careworkers, opportunities for European-wide training and certification Strong community of trust, providing unique opportunity to spread successful programmes to more EIT Health partners and eventually beyond. Requests of other prominent European and international initiatives (IMI, KICs, GENIE), opportunity to leverage impact 8 8
SWOT Analysis Threats Slow pace of change in Higher Education curricula due to high regulation Specialisation in education will continue, leading to silos and fragmentation Limited visibility of Europe s great educational offerings in health and related fields Decrease of skilled talent for employers due to skill-gaps coming along with current trends in healthcare. Volatile EIT budget, threatening proper strategy implementation due to uncertain planning cycles 9 9
Key Strategies 2017 After a first year of sharing partners expertise and pilot activities, we now want to move to the next step to leverage our impact. Driven by our strategic agenda, and our SWOT analysis, following strategies have been derived for 2017. S 1: Strategy for Partnership Engagement: Increase partners awareness and facilitate engagement through targeted involvement S 2: Strategy for Programme Excellence & Impact: Use and scale pilots to showcase impactful training formats for our target audiences S 3: Strategy for Portfolio Development: Identify and develop relevant content based on Need-Gap Analysis S 4: Strategy for Accessibility: Use communication & marketing to increase the visibility of existing & new partners programmes of excellence S 5: Strategy for Quality: Use labelling and certification to benchmark and leverage excellence S 6: Strategy for Outreach: Establish collaborations and knowledge transfer to leverage impact 10 10
Strategy for Partnership Engagement Increase partners awareness and facilitate engagement through targeted involvement Key Activity Engage academic and non-academic partners in regular strategy development and activity implementation by appointing them on key Educational Committees Further Activities Activity 2: Identify selected partners needs (Health Care Providers, Industry) and develop Education Packages for Industry Partners (including access to the best universities present in our partnership) Activity 3: Set up targeted forum /workshop series (Contents: Care, Digital Outreach) to connect industry and non-industry partners of similar activities to share best practices, co-develop portfolio. 11 11
Strategy for Programme Excellence & Impact Use and scale pilots to showcase impact of our training formats for our target audiences Key Activity Scale up CITYNet (Festival and CityNetwork) by building on success of ProtectUrHeart (2016 Nice City Festival). Impact: empower citizens to manage their own health (within Citizen Programme) Further Activities Activity 2: Develop European Master programme in Technological Innovation in Health to enable the learners to acquire a deep knowledge on technology and health (within Training for Students) Activity 3: Promote Network Activities: Develop mature programmes such as E-Labs, Fellowship, Innovation Days to Network Activities, link to Accelerator 12 12
Strategy for Portfolio Development Build CAMPUS Portfolio which showcase the uniqueness of EIT Health and delivers meaningful impact Key Activity Identify and develop meaningful content based on reporting outcomes and Need-Gap Analysis of current trends in healthcare and education. Further Activities Activity 2: Develop process encourage partners develop meaningful content (e.g. develop CAMPUS call on certain themes). 13 13
Strategy for Accessibility Use communications & marketing to increase the visibility of existing and new KIC s partners programmes of excellence Key Activity Start building the CAMPUS virtual market place: a website/intranet & shared learning platform which will attract learners to CAMPUS activities and relevant partners training offerings ( connecting the dots through single entry point). Further Activities Activity 2: include Education Offerings by Innovation Projects to the Marketplace Activity 3: Develop marketing plan for CAMPUS to drag students into EIT Health (e.g. by leveraging excellence of partners); make use of EIT Label for Branding Activity 4: Develop Forum to publish & market partners reports (e.g. trend reports) 14 14
Strategy for Quality Use Labelling and Certification to benchmark and leverage excellence Key Activity Start building up a professional certification scheme for CARE CAMPUS, which will train Europeans growing care-workers to cope with changing demands in care (part of the Professional Training) Further Activities Activity 2: Encourage partners to develop relevant Master & PhD Programmes to apply for EIT Label, which provides a quality seal and branding for entrepreneurship and innovation Activity 3: Engage in Cross-KIC initiative for Professional Certification thereby making use of the European competencies framework. 15 15
Strategy for Knowledge Transfer & Outreach Establish Collaborations and Integration to leverage impact Key Activity Develop cross-pillar ALUMNI network after successful pilot phase 2016 to engage learners and entrepreneurs to stay engaged, share knowledge and contribute to the impact of EIT Health. Activity 2: Pilot Starship Fellowship activity; build up system of cross-pillar knowledge transfer Activity 3: Collaborate with other initiatives (Europe: KICs, IMI, JRC; US: GENIE) to share best practices and leverage impact 16 16
Key Strategies 2018-2020 S. 1: Strategy for Partnership Engagement: Maintain partners awareness and facilitate engagement through targeted involvement S. 2: Strategy for Excellence: Scale Up successful activities to provide optimal training formats for our target audiences S. 3: Strategy for Portfolio Development: Scale Up content by building up on successful activities and by leveraging synergies S. 4: Strategy for Accessibility: Use Communications & Marketing to increase the visibility of existing and new partners programmes of excellence S. 5: Strategy for Quality: Use labelling & certification to benchmark and leverage excellence S. 6: Strategy for Knowledge Transfer & Outreach: Deepen Collaborations and Knowledge Transfer to leverage impact S. 7: Digital Strategy: Extend delivery of programmes towards digital scale S. 8: Strategy for Sustainability: Support programmes to become adopted by the market 17 17
Organization Governance External Evaluation Panel evaluate activities, prepare portfolio selection Strategic Education Board Director of Education + two representatives from each CLC: Ursula Mühle, Helen Ward (UK, IMP), Veronique Perderau (FR, UPMC), Ramon Farre (SPAIN, UB), Jan-Olov Höög (SCAN, KI), Mark Govers (BeNE, Maastricht), Jorge Figuera (INNO; Coimb), Mikolaj Gurdala (InnoStar), Bodo Brücker (German CLC) Activity Line Coordinator: Degree Progammes: Claire Nassiet, UPMC Activity Line Coordinator: Non-Degree Progammes: Sigourney Waibel, ICL Activity Line Coordinator E-Labs: Hanna Janson, KI Activity Line Coordinator Fellowship Programmes: Sjörd Hassl, KTH Activity Line Coordinator Professional & Executive: tbd Activity 1 Activity 2 Activity Line Coordinator Digital Programmes; Bodo Brückner/Anne Marie Moosbech Activity Line Coordinator Citizen Programmes; tbd Activity 1 Activity 2 Smart-Up Lab Digittal E- Labs Starship Fellow-ship NW Activity 3 Activity 6 Activity 3 Activity 6 Other E- Labs Activity 4 Activity 5 Activity 4 Activity 5 18 18
IMPACT: moving from process to outcome and output oriented KPIs (Cross-Pillar) Indicators Number of new Graduates (Master /PhD) Attractiveness Number of health Professionals and Executives trained Number of graduates Trained Number of exchanges between industry and academia Number of Cross-CLC / InnoStar Exchange Participants in MOOCs Number of courses offered to the public (MOOC) Number of completion of a MOOC that is part of a degree programme Indicators Programme Attractiveness and Demand Programme Sustainability Costumer Loyalty / Net Promotor Score Programme Exchange Cross-Pillar Continuity Master or PhD Programmes Outreach MOOCs/Festivals Outreach 19 19
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