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UCSF Informatics Day 2014 - Priyanka Agarwal, "Center for Digital Health Innovation"

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  • Overview slides (take from Rhona)
    Internal: Portfolio, Internal Innovators
    Challenges
    PIs often don’t know details of COI
    Need to balance needs of UCSF and needs of Pis
    Example: Arista MD should collaboration be on behalf of UCSF or on behalf of PIs

    External:
    Industry partners (ie Samsung)
    Startups
    Unique needs/challenges (compared to larger industry partners)
    Lack of clarity (business plans often not realistic at a very early stage)
    Less experience from founders (sometimes, not aways)
    Case studies
    How do internal PIs partner with external partners? How do you create financials against POC?
    External example
    What we need from ITA (challenges):
    ITA involvement from the start, demo day
    Clear roadmap for external, internal innovators
    Layout types of agreements: Licensing/Copywriting, collaborative, research/trial
    Goals: Make benefits of working with CDHI and ITA clear
    Focus group of Pis, Startups?
    Template financials
    Reach out to Mayo Clinic, Upenn, Stanford, MIT
    IP language especially for startups/internal innovators
  • UCSF does a lot of work in digital health but there is poor coordination and sharing of resources
    Most digital health is not based on evidence and validation of the tools and ideas
    Digital health companies are disconnected from healthcare
    Poor integration of digital health with real-world clinics, doctors, and patients who are not 20-something tech developers.
    No integration of digital health tools into the EHR

    CDHI is a place to formalize the different digital initiates we have at UCSF. CDHI will provide a home for a desperate set of initiates.  A broad variety of digital health projects come from faculty, care delivery people & industry partners. CDHI sees the need for additional infrastructure to connect all these pieces and allow digital health to flourish.

  • This broad interest in digital health
  • UCSF not maximizing its potential revenues from its work in digital health
    Difficult for individuals to obtain access to the right individuals at UCSF
    Poor integration of digital health with real-world clinics, doctors, and patients who are not 20-something tech developers.
  • Validation:
    the early "validation of concepts" with healthy volunteers or clinical trails to "validations of measurements" progressing to "validation of impact, either they impact by preserving wellness, by decreasing chronic health or chronic disease burden, or they add value by adding to restoration of health as we move forward and they bring value to lower the cost of healthcare.


    Education: Doctors, nurses pharmacists will all be providing care very differently than we do today. Brining the evaluation and expansion of digital health into our under graduate training programs, so that the next generation of providers learn with these systems as basic elements with how they provide care

    Innovate: (Partners QB3, CTSI catalyst, ITA)
    Catalyst / Portfolio

    Integrate: Interoperability Platform ,DH community, Strategic Partnerships.
  • **We can take either of the team slides – let’s pick this one or the one before**
  • develop and run trials to validate exciting new mobile health technologies. The joint innovation lab will be a first-of-its-kind test bed where entrepreneurs and innovators will be able to validate their technologies and accelerate the adoption of new preventive health solutions.
    Samsung and UCSF aim to address this challenge by leveraging UCSF’s deep expertise in medicine and digital health and Samsung’s leadership in electronics and mobile technologies, to rapidly develop new, effective technologies
  • enabling great new ideas to be tested, validated, and commercialized more quickly, thereby making lives better for millions of people around the world.”

    The mobile health field is rapidly evolving. Advances in technologies such as wearable computing, health sensors, and cloud-based analytics promise to help people take control of their own health and to improve the quality of life for millions of people. However, without systematic, rigorous validation of these technologies, mobile health has struggled to achieve its potential and gain widespread adoption by consumers and healthcare professionals.
  • enabling great new ideas to be tested, validated, and commercialized more quickly, thereby making lives better for millions of people around the world.”

    The mobile health field is rapidly evolving. Advances in technologies such as wearable computing, health sensors, and cloud-based analytics promise to help people take control of their own health and to improve the quality of life for millions of people. However, without systematic, rigorous validation of these technologies, mobile health has struggled to achieve its potential and gain widespread adoption by consumers and healthcare professionals.
  • Convergence of mobile technologies, web-based software, low-power, low-cost hardware and connectivity
    will usher in a new era of healthcare. This convergence will occur as the so-called “Internet of Things”
    becomes a reality. Consumers are increasingly using self-tracking mobile health devices and smartphones
    paired with health apps to monitor key indicators. These unobtrusive devices and apps collect powerful
    data and provide rolling evaluations—alerting patients to changes in their health based on biometric
    and self-initiated assessments that can monitor everything from location to mood to blood glucose to blood
    pressure, weight, sleep and physical fitness level. For example, Microsoft For example, Microsoft
    and Ford are working on a car that has a ketone detector in the dash and will proactively alert a diabetic driver
    to pending problems. Like the Ford example and others, new advancements in connected health technologies will mean that
    patients no longer have to rely on office visits to assess their health. Rather, these technologies will work
    in concert to alert them proactively.

    Sami – Samsung Architect for Multimodal interactions.

    A place to collect the data in the way/format our partners already collect their dat
    No friction to join/partners provide manifest

    A way to access real-time firehouse and historical data – intelligence is on the edges, applications know what they need

    Focus on magical user experience, security, privacy (uses owns their data)


  • As consumers take control of their own health and technologies move
    towards convergence, emerging and growing market forces will spur on the mHealth ecosystem to produce
    products and services that empower both providers and the patients they serve with tools that will enable
    proactive care management similar to web-based banking and social networks—online, in the cloud, from
    any device and anywhere, anytime.

Transcript

  • 1. Center for Digital Health Innovation at UCSF San Francisco, June 10, 2014 Priyanka Agarwal Rhona Snyman UCSF’s Center for Digital Health Innovation
  • 2. Center for Digital Health Innovation at UCSF About us 2
  • 3. Center for Digital Health Innovation at UCSF Road Map 3 • Overview of CDHI • UCSF/Samsung Innovation Lab • Internal Innovation • External Partnerships • CDHI & the ITA
  • 4. Center for Digital Health Innovation at UCSF CDHI Overview
  • 5. Center for Digital Health Innovation at UCSF The Vision 5 To improve health worldwide, we envision and realize new technologies, developed at UCSF and beyond, and evaluate them in clinical settings. Guided by science, we catalyze the new era of precision medicine.
  • 6. Center for Digital Health Innovation at UCSF 6 The context: Interest in digital health is growing 186 companies funded >2M in 2013
  • 7. Center for Digital Health Innovation at UCSF 7 …And little involvement from medicine 186 companies funded >2M in 2013
  • 8. Center for Digital Health Innovation at UCSF 8 Enter CDHI
  • 9. Center for Digital Health Innovation at UCSF 9 Focus
  • 10. Center for Digital Health Innovation at UCSF Unique Value Proposition 10 • Unified team of MDs, IT engineers, EHR experts, clinical trial specialists, and security specialists • Access to UCSF’s clinical trial and research infrastructure • Deep knowledge around EHR integration and development
  • 11. Center for Digital Health Innovation at UCSF Team 11 CMIOs Engineers Researchers Security experts Medical Educators Licensing Officers Project managers
  • 12. Center for Digital Health Innovation at UCSF Team 12
  • 13. Center for Digital Health Innovation at UCSF 13 Key UCSF Partners for Success CDHI ITA CHR ITS PLR CHCV CTSI QB3 MedCtr IT SOM ISU COI
  • 14. Center for Digital Health Innovation at UCSF Endpoints for success 14 • In collaboration with faculty, staff, start-ups, and industry partners new digital health concepts and technologies are reaching the market • CDHI trials of new digital health technologies are published in scientific journals, with UCSF seen as a leader for the validation of new technologies • New partnerships with industry and venture capital leaders are in place to accelerate dHealth innovation and public benefit
  • 15. Center for Digital Health Innovation at UCSF UCSF/Samsung Digital Health Innovation Lab
  • 16. Center for Digital Health Innovation at UCSF Mission 16 To accelerate validation and commercialization of promising new sensors, algorithms, and digital health technologies for preventive health solutions
  • 17. Center for Digital Health Innovation at UCSF First collaboration: Simband & the Sami Platform 17
  • 18. Center for Digital Health Innovation at UCSF Sami Platform 18
  • 19. Center for Digital Health Innovation at UCSF 19 Samsung Innovation Lab
  • 20. Center for Digital Health Innovation at UCSF 20 Working Across Spheres 20 CONSUMERS • engagement • motivation • education • Communication CLINICIANS • Beside tools • diagnostic & decision support • process efficiency RESEARCHERS • data collection • behavior change • real-time feedback • collaboration
  • 21. Center for Digital Health Innovation at UCSF CDHI & Internal Innovation
  • 22. Center for Digital Health Innovation at UCSF Internal Innovation Goals 22 • Incubate best of internally developed technologies • Support promising technologies via Catalyst award • Promote commercialization via external partnerships (Samsung center, other startup/later- stage partnerships)
  • 23. Center for Digital Health Innovation at UCSF 23 Innovation: Inaugural Portfolio
  • 24. Center for Digital Health Innovation at UCSF 24 Case Study: Health eHeart
  • 25. Center for Digital Health Innovation at UCSF Case Study: eReferrals & AristaMD 25 • UCSF PIs developed successful technology at UCSF • Interest in commercializing technology with AristaMD • Need to balance PI interests with those of UCSF • Need to convey process for external partnership to PIs • Conflict of interest • Income distribution
  • 26. Center for Digital Health Innovation at UCSF CDHI & External Activities
  • 27. Center for Digital Health Innovation at UCSF External Innovation Goals 27 • Co-development deals with UCSF supporting technical & workflow development • Clinical Trial development & support • Goal for partnership rather than fee-for- service arrangement
  • 28. Center for Digital Health Innovation at UCSF Opportunities for external partners at CDHI 28 Clinical expertise Patient expertise Data Workflow integration Technical (EHR) Integration Clinical trial design and implementation FDA guidance Privacy, risk guidance Access to network of hospitals, clinics, care networks
  • 29. Center for Digital Health Innovation at UCSF Framework for External Partnerships 2929 Initial Meeting ITA involvement Technical co- development plan Trial co- development plan Implementation Implementation Scientist PI RA Ongoing involvement EHR Integration Trial design, clinical workflows Industry Partnerships BAA, privacy, risk EPIC interfaces team PI recruitment, pharmacy, RN Decision to engage Demo Day Industry Partnership Advisory Board
  • 30. Center for Digital Health Innovation at UCSF Experience to date 30 • ~60 early-stage companies have reached out to CDHI since August 2013 • Each company asked to fill out intake survey • Demo Days held every 4-6 weeks for CDHI team to meet with multiple companies
  • 31. Center for Digital Health Innovation at UCSF Case Study: Smartdose 31
  • 32. Center for Digital Health Innovation at UCSF Smartdose: Considerations raised 32 • Storage of data: Cloud-based or on premise? • Outline of financials for collaborative agreement: Upfront or upon completion of work? • Language around IP development: UCSF with first right of refusal?
  • 33. Center for Digital Health Innovation at UCSF Thank You
  • 34. Center for Digital Health Innovation at UCSF Integration: EMERGE 34 M institutions + N Apps
  • 35. Center for Digital Health Innovation at UCSF 3535 Distinct from our Competitors
  • 36. Center for Digital Health Innovation at UCSF Demo Day 36 • Monthly opportunity for multi-disciplinary CDHI team to hear from multiple companies in a brief period • Initial session held on 3/11/2014 • Plan to invite other domain experts, co-sponsors • Tracking success of companies both accepted and declined
  • 37. Center for Digital Health Innovation at UCSF Takeaways 37 • Heightened interest in healthcare space • Cloud computing considerations • Risk considerations for UCSF vs Smartdose
  • 38. Center for Digital Health Innovation at UCSF Life cycle of a partnership 38 Initial Meeting IP office involvement Technical co- development plan Trial co- development plan Implementation Implementation Scientist PI RA
  • 39. Center for Digital Health Innovation at UCSF Life cycle of a partnership 39 Initial Meeting IP office involvement Technical co- development plan Trial co- development plan Implementation Decision to engage Demo Day Industry Partnership Advisory Board
  • 40. Center for Digital Health Innovation at UCSF Life cycle of a partnership 40 Initial Meeting IP office involvement Technical co- development plan Trial co- development plan Implementation Decision to engage Funding Funding Funding IT, security, providers Faculty member Research Assistant Demo Day Industry Partnerships Industry Partnership Advisory Board
  • 41. Center for Digital Health Innovation at UCSF Status of partnership 4141 Initial Meeting IP office involvement Technical co- development plan Trial co- development plan Implementation Implementation Scientist PI RA Ongoing involvement EHR Integration Trial design, clinical workflows Industry Partnerships BAA, privacy, risk EPIC interfaces team PI recruitment, pharmacy, RN