The document discusses the disconnect that often exists between evidence and decision-making regarding new health technologies. It uses the example of the adoption of Photo-selective Vaporisation of the Prostate (PVP) in Canada to illustrate how evidence alone is often not enough to drive adoption and diffusion of new technologies. Several initiatives are highlighted that aim to better align health technology assessment with commercialization processes to help bridge the evidence/decision-making divide, including pre-market HTA and innovation procurement programs. The need for integrating HTA earlier in the development process and improving collaboration between health systems and industry is emphasized.
The MaRS EXCITE (Excellence in Clinical Innovation and Technology Evaluation) program helps innovators collaborate with the health system to accelerate the pace of adoption of innovative health technologies in Ontario and global markets.
At the end of the program, innovators will have feedback and data on the effectiveness, competitiveness, and economic value of their medical devices or health technology. With this data, innovators are better equipped to approach payers in multiple markets for reimbursement.
Prioritized by senior executives from the health system, only technologies that have true breakthrough potential are allowed into the program.
For more information visit www.marsdd.com.
The document provides an overview of innovation and intellectual property (IP) processes at Alberta Health Services (AHS). It discusses definitions of innovation in healthcare and the importance of innovation and IP for health systems. It outlines AHS' IP policy and the processes for evaluating, managing, and commercializing innovations and IP from conception through stages of development. This includes establishing an Innovation Portal for identifying and advancing innovations, and conducting health technology assessments. A case study on a LINAC-MR radiation therapy project demonstrates applying these processes and developing a commercialization plan for an AHS-owned innovation. The document aims to provide guidance to innovators on partnering with AHS to advance healthcare innovations.
Nhs innovation accelerator understanding how and why the nhs adopts innovationHugh Risebrow
Thanks Nael Clarke for highlighting Wessex AHSN report on adoption of innovation in the NHS. Innovation is difficult in any organisation, but why is it so much harder in the NHS than in say Apple, Amazon or most private businesses: My views:
1. Organisational success. In private b2c companies, success results from attracting and retaining customers through delivering innovative services which meet their needs better than competition. In the NHS, success is much more about achieving arbitrary political targets, and patients have limited choice.
2. Organisational incentives. Many innovative companies set divisional objectives around the proportion of income from new products.
3. Individual and team incentives. In successful b2c businesses, financial and career recognition/ promotion rewards are often linked to innovation. There is recognition that innovation may need a few reiterations to succeed. In the NHS, few get fired for preserving the status quo, but many lose out of they innovate and it fails first time round, and there are no individual or team incentives.
Many in the NHS seek to innovate in order to deliver better care at a lower cost. They are often faced with organisational resistance or at least inertia, and excessive bureaucracy.
Lesson 101 in management s that you get the behaviours that you incentivise. (How) should the NHS change the incentives? Is there scope for more NHS owned 'spin-outs' which allow private sector type financial incentives for staff, and greater freedom from NHS bureaucracy and governance?
The document summarizes presentations from startups at a Healthtech Innovation Queensland event. It introduces QHeart Medical, which is developing a device called BioQ CA to treat heart failure by reducing aortic stiffness. GravityFit was presented as developing an exercise system based on 30 years of research into the sensory effect of gravity. The document also summarizes Audeara, which is creating an autonomous ear screening device to address the problem of high rates of ear disease, particularly in remote communities.
This document provides information about the Canadian Healthcare Leadership Forum 2015 conference, including the agenda, speakers, and registration details. Some of the key topics to be discussed are persisting challenges in the Canadian healthcare system and how leadership, collaboration, technology, and data can help address them. The forum aims to bring together leaders from hospitals, health networks, and the public/private sectors to share strategies and solutions through presentations, case studies, panels, and roundtable discussions. The goal is to strengthen cooperation among stakeholders and find ways to improve healthcare performance and outcomes in Canada.
Medical Device Asia Conference, 28-31 Oct 2014, SingaporeLei Ching Y.
MED DEVICE ASIA is the only high level platform in Asia to showcase innovative ideas, trends in partnerships with public sector and clinicians and to network with experts and industry leaders to find out about regulatory updates, investment opportunities, product development and market access.
The document summarizes a presentation given by Dougal McKechnie, Chief Executive of the New Zealand Health IT Cluster, about health challenges in New Zealand and the role of health IT. It discusses New Zealand's relatively devolved healthcare system, population health challenges, and experience with health IT adoption. It also outlines the vision and activities of the New Zealand Health IT Cluster industry group in facilitating collaboration and innovation to enable more efficient healthcare delivery and economic growth through IT solutions. Key health system challenges mentioned include demographics, long-term conditions, workforce issues, new technologies, affordability, and public expectations.
Australian Business Forum helps Australian SMEs and businesses to understand the Chinese market and refine their China strategy.
http://abf.events/
ABOUT THE PRESENTATION
Presentation by Lorraine Chiroiu, Chief Industry Affairs Officer
and Head of AusBiotech’s China Programs - AusBiotech Engaging with China
Presentation on:
- Facilitating medical devices trade with China by breaking down the major barriers to entry
- Providing information about intellectual property (IP) management in China and outline the types of business structures that are possible for Australian companies entering China
Presented at the Fortune Forum 2015 Australian Summit
The MaRS EXCITE (Excellence in Clinical Innovation and Technology Evaluation) program helps innovators collaborate with the health system to accelerate the pace of adoption of innovative health technologies in Ontario and global markets.
At the end of the program, innovators will have feedback and data on the effectiveness, competitiveness, and economic value of their medical devices or health technology. With this data, innovators are better equipped to approach payers in multiple markets for reimbursement.
Prioritized by senior executives from the health system, only technologies that have true breakthrough potential are allowed into the program.
For more information visit www.marsdd.com.
The document provides an overview of innovation and intellectual property (IP) processes at Alberta Health Services (AHS). It discusses definitions of innovation in healthcare and the importance of innovation and IP for health systems. It outlines AHS' IP policy and the processes for evaluating, managing, and commercializing innovations and IP from conception through stages of development. This includes establishing an Innovation Portal for identifying and advancing innovations, and conducting health technology assessments. A case study on a LINAC-MR radiation therapy project demonstrates applying these processes and developing a commercialization plan for an AHS-owned innovation. The document aims to provide guidance to innovators on partnering with AHS to advance healthcare innovations.
Nhs innovation accelerator understanding how and why the nhs adopts innovationHugh Risebrow
Thanks Nael Clarke for highlighting Wessex AHSN report on adoption of innovation in the NHS. Innovation is difficult in any organisation, but why is it so much harder in the NHS than in say Apple, Amazon or most private businesses: My views:
1. Organisational success. In private b2c companies, success results from attracting and retaining customers through delivering innovative services which meet their needs better than competition. In the NHS, success is much more about achieving arbitrary political targets, and patients have limited choice.
2. Organisational incentives. Many innovative companies set divisional objectives around the proportion of income from new products.
3. Individual and team incentives. In successful b2c businesses, financial and career recognition/ promotion rewards are often linked to innovation. There is recognition that innovation may need a few reiterations to succeed. In the NHS, few get fired for preserving the status quo, but many lose out of they innovate and it fails first time round, and there are no individual or team incentives.
Many in the NHS seek to innovate in order to deliver better care at a lower cost. They are often faced with organisational resistance or at least inertia, and excessive bureaucracy.
Lesson 101 in management s that you get the behaviours that you incentivise. (How) should the NHS change the incentives? Is there scope for more NHS owned 'spin-outs' which allow private sector type financial incentives for staff, and greater freedom from NHS bureaucracy and governance?
The document summarizes presentations from startups at a Healthtech Innovation Queensland event. It introduces QHeart Medical, which is developing a device called BioQ CA to treat heart failure by reducing aortic stiffness. GravityFit was presented as developing an exercise system based on 30 years of research into the sensory effect of gravity. The document also summarizes Audeara, which is creating an autonomous ear screening device to address the problem of high rates of ear disease, particularly in remote communities.
This document provides information about the Canadian Healthcare Leadership Forum 2015 conference, including the agenda, speakers, and registration details. Some of the key topics to be discussed are persisting challenges in the Canadian healthcare system and how leadership, collaboration, technology, and data can help address them. The forum aims to bring together leaders from hospitals, health networks, and the public/private sectors to share strategies and solutions through presentations, case studies, panels, and roundtable discussions. The goal is to strengthen cooperation among stakeholders and find ways to improve healthcare performance and outcomes in Canada.
Medical Device Asia Conference, 28-31 Oct 2014, SingaporeLei Ching Y.
MED DEVICE ASIA is the only high level platform in Asia to showcase innovative ideas, trends in partnerships with public sector and clinicians and to network with experts and industry leaders to find out about regulatory updates, investment opportunities, product development and market access.
The document summarizes a presentation given by Dougal McKechnie, Chief Executive of the New Zealand Health IT Cluster, about health challenges in New Zealand and the role of health IT. It discusses New Zealand's relatively devolved healthcare system, population health challenges, and experience with health IT adoption. It also outlines the vision and activities of the New Zealand Health IT Cluster industry group in facilitating collaboration and innovation to enable more efficient healthcare delivery and economic growth through IT solutions. Key health system challenges mentioned include demographics, long-term conditions, workforce issues, new technologies, affordability, and public expectations.
Australian Business Forum helps Australian SMEs and businesses to understand the Chinese market and refine their China strategy.
http://abf.events/
ABOUT THE PRESENTATION
Presentation by Lorraine Chiroiu, Chief Industry Affairs Officer
and Head of AusBiotech’s China Programs - AusBiotech Engaging with China
Presentation on:
- Facilitating medical devices trade with China by breaking down the major barriers to entry
- Providing information about intellectual property (IP) management in China and outline the types of business structures that are possible for Australian companies entering China
Presented at the Fortune Forum 2015 Australian Summit
The Nuts & Bolts of Integrating Health Technology Assessment in Care Pathways...Brenda Rehaluk
This MA organizational change project was sponsored by the Alberta Health Services (AHS), Strategic Clinical Network, Health Technology Assessment and Adoption (SCN, HTAA) team. This research project's overarching question was on how can health technology assessment be used effectively in clinical care pathways and clinical practice guideline development.
Findings: Health technology assessment (HTA) creates a common language among health care providers to improve engagement and patient centred care. Optimization of health technology assessment involves the development of relationships, education, and simple technological tools to create a culture of HTA acceptance.
Greetings from Virtue Insight,
I am happy to invite you and your colleagues to be a sponsor/ delegate for our upcoming “7th Annual Clinical Trials Summit 2016” The conference will Be held on 14th May 2016, The Lalit Hotel, Mumbai, India.
Following our past six highly successful events, this event focuses on “A Critical Guide for Successfully Conducting “7th Annual Clinical Trials Summit 2016” It gives me great pleasure in welcoming all of you to The Virtue Insight’s “7th Annual Clinical Trials Summit 2016”. I wish and pray that all our efforts will be beneficial to our industries folks at large.
CONFIRMED SPEAKERS FROM :- Takeda Pharmaceuticals (UK), Clinical Research & Development, Cadila, Sanofi Aventis, Johnson & Johnson, GNH India, Clintech India, Boehringer Ingelheim, Reliance Life Sciences, Abbott, Glenmark Pharmaceuticals, Sanofi, Nishith Desai Associates, Novartis, Tata Consultancy Services, Janssen India (Pharmaceutical companies of Johnson & Johnson), SIRO Clinpharm, and few more..
CONFERENCE BOOKING DETAILS:-
• Standard Price (10th April 2016):- 1 or 2 Delegates - (INR 7,000 + Tax (14.5%) per delegate)
• Group Discounts – 3 or 4 Delegates - (INR 6,500 + Tax (14.5%) per delegate)
• Group Discounts – 5 and above Delegates - (INR 5,500 + Tax (14.5%) per delegate)
• Conference Sponsor & Exhibition Stall - Should you wish to Sponsor, or purchase a Exhibition Stall (Booth) or a paid Speaker Slot, you can simply email your interest and queries to TEL: + 91 9171350244 or deepak@virtueinsight.co.in, deepakrajvirtueinsight@gmail.com
In case you or any of your colleagues might be interested in participating in the same, please let me know and I will be happy to call you and help you with the registration.
Thank you for your time and consideration. I look forward to hearing from you.
PS: - Please refer your friends or colleagues by forwarding this email to anyone you think may benefit from it.
Best Regards,
Deepak Raj
Delegate and Sponsorship Sales
Virtue Insight
Gsm - + 91 9171350244
Tel - + 91 44 65515693
Skype - edeepakraj143
Panel discussion: Being a successful healthcare entrepreneur: lessons from Boston to Barcelona, with numerous experts from CIMIT, Boston, in economics, development and strategic planning of medical devices; in prototypes and patents and founders of several startups.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
This document discusses the use of scenarios for robust decision making in uncertain times. It provides examples of how scenarios have been used effectively in healthcare planning and diagnostics. Scenarios allow exploration of different possible futures rather than single forecasts. When used for healthcare in the UK, scenarios led to changes in policy focus but some key decision makers were not engaged. Scenarios developed for a diagnostics company helped establish a vision that was robust across multiple futures. Scenarios were also used to identify health and safety risks of emerging green technologies. By challenging assumptions and exploring alternatives, scenarios can enhance strategic planning.
The document discusses quality improvement tools and approaches that can be used to improve patient care processes. It describes Lean, Six Sigma and the Model for Improvement as leading approaches. Key tools covered include root cause analysis, failure mode and effects analysis, SIPOC diagrams and visual management. An example scenario of reducing central line infections at a hospital is used to illustrate applying these tools and approaches to analyze the current process, identify issues, and develop countermeasures to improve outcomes.
The document describes the DayOne Core Team, which consists of experts from various industries and stakeholders focused on improving children's health. The team includes representatives from pharmaceutical companies like Novartis and Idorsia, hospitals, universities, consultants, and government organizations. DayOne is an initiative managed by BaselArea.swiss in close collaboration with the Canton of Basel-Stadt to support healthcare innovation projects that can help solve health challenges for young people worldwide. Selected projects will receive up to 70,000 CHF in non-dilutive funding.
The document discusses navigating the innovation journey in healthcare organizations. It outlines the challenges of innovation, including that organizations are designed for performance, not innovation. It introduces a 5-step innovation process that includes establishing objectives, collecting ideas, initial pilots, experiments, and scaling up. Fostering an innovation culture is also discussed, including encouraging collaboration, idea sharing, experimentation, and incentives for new activities. Measuring innovation capacity is suggested using a Behavioral Trust Framework that assesses trusting, capability, trustworthiness, and communication behaviors.
The document describes CIMIT's CRAASH program which helps healthcare innovators commercialize their technologies. CRAASH provides teams with mentors experienced in medical technology entrepreneurship to guide them through customer discovery and developing a business model. Over the course of the program, teams interview stakeholders, develop marketing strategies, and present their progress weekly. Most teams discover their solution may not be viable or require changes, but about 1/3 accelerate their path to market. Nearly all participating teams obtain funding within a year to further develop their solutions. The goal is to help innovators successfully navigate challenges of commercializing healthcare technologies.
This document discusses issues related to prevention and return on investment (ROI) in healthcare. It addresses why prevention has not been more widely implemented in the NHS despite the economic case. Barriers include lack of incentives, complex evidence, and culture change. Cost-effectiveness does not equal cost savings. Prevention may release cash in long term rather than short term. ROI tools can oversimplify and make unrealistic assumptions. Obesity prevention is used as an example, highlighting challenges around individual versus population interventions and timeframes for cost savings.
The document outlines the vision and priorities of the Wessex Academic Health Science Network (AHSN). The vision is to bring discovery and innovation into the Wessex health system to improve population health and support the health innovation sector. The key priority areas include improving care for older people, those with long-term conditions like respiratory disease, nutrition, alcohol misuse, medicines optimization, and ensuring patient-centered information. The AHSN will work on these priorities through operational programs in quality improvement, implementation science, clinical research network integration, and collaborations on education and training.
This document provides information about an upcoming conference on managing partnerships with contract research organizations (CROs). The conference will take place on October 3-4, 2012 in London and will include presentations from pharmaceutical companies and CROs on trends in clinical development outsourcing, developing effective CRO partnerships, and managing regulatory inspections of CRO activities. Pre-conference workshops on October 2 will focus on defining the scope of CRO relationships and ensuring quality in CRO engagements. Key speakers are listed from pharmaceutical companies like Pfizer, Eli Lilly and AstraZeneca and CROs like Quintiles. The document outlines the conference agenda and encourages those in clinical development, outsourcing, and related areas to attend.
This document provides an agenda for the IBC Life Sciences conference taking place August 26-29, 2014 in Singapore. The conference will feature over 25 R&D expert speakers and focus on licensing, M&A, regulations, investment opportunities, clinical trial development in Asia, intellectual property strategies, and more. Key panelists and speakers include representatives from Pfizer, Sanofi, GSK, and other major pharmaceutical companies. The agenda outlines presentations and panel discussions on topics like Asia's pharmaceutical market outlook, strategic partnerships, clinical trial risks in Southeast Asia, biosimilars and generics R&D, and driving drug innovation in the region.
David tyas - telehealth evaluation view from the frontline-021012Nuffield Trust
The document discusses lessons learned from a previous telehealth evaluation called WSD, noting issues like changing goals, insufficient staffing, and data collection methods not suited for the intended audiences. It argues future research should have decision makers like CCGs, GPs, and councils as the primary audience and focus on questions that directly inform their needs, such as detailed cost impacts and quality of life studies. The view from frontline staff is presented on the type of research now needed to support telehealth adoption decisions.
The document summarizes discussions from two roundtables on opportunities and barriers to using real-world evidence in Canada. Key points identified include the need to: 1) build a culture that recognizes real-world evidence can foster healthcare innovation; 2) increase understanding of real-world evidence's value to improve quality and efficiency; and 3) use common data structures and vocabularies to better link and analyze data. Next steps discussed building real-world evidence capacity in Canada through continued stakeholder discussions, leveraging existing data infrastructure, and balancing privacy concerns with the need for appropriate care.
This document discusses strategies and best practices for adopting medical technology. It emphasizes the importance of health technology assessment (HTA) and knowledge translation (KT) in facilitating evidence-informed decision making. Key challenges include gaps between research evidence and clinical practice. Strategies proposed include creating timely evidence reviews, using frameworks like Know4Go to evaluate technologies based on criteria like effectiveness and costs, and developing institutional capacity for HTA-informed decisions. Local contextualization, collaboration, training, and clinician champions are seen as important for successful technology adoption.
The Nuts & Bolts of Integrating Health Technology Assessment in Care Pathways...Brenda Rehaluk
This MA organizational change project was sponsored by the Alberta Health Services (AHS), Strategic Clinical Network, Health Technology Assessment and Adoption (SCN, HTAA) team. This research project's overarching question was on how can health technology assessment be used effectively in clinical care pathways and clinical practice guideline development.
Findings: Health technology assessment (HTA) creates a common language among health care providers to improve engagement and patient centred care. Optimization of health technology assessment involves the development of relationships, education, and simple technological tools to create a culture of HTA acceptance.
Greetings from Virtue Insight,
I am happy to invite you and your colleagues to be a sponsor/ delegate for our upcoming “7th Annual Clinical Trials Summit 2016” The conference will Be held on 14th May 2016, The Lalit Hotel, Mumbai, India.
Following our past six highly successful events, this event focuses on “A Critical Guide for Successfully Conducting “7th Annual Clinical Trials Summit 2016” It gives me great pleasure in welcoming all of you to The Virtue Insight’s “7th Annual Clinical Trials Summit 2016”. I wish and pray that all our efforts will be beneficial to our industries folks at large.
CONFIRMED SPEAKERS FROM :- Takeda Pharmaceuticals (UK), Clinical Research & Development, Cadila, Sanofi Aventis, Johnson & Johnson, GNH India, Clintech India, Boehringer Ingelheim, Reliance Life Sciences, Abbott, Glenmark Pharmaceuticals, Sanofi, Nishith Desai Associates, Novartis, Tata Consultancy Services, Janssen India (Pharmaceutical companies of Johnson & Johnson), SIRO Clinpharm, and few more..
CONFERENCE BOOKING DETAILS:-
• Standard Price (10th April 2016):- 1 or 2 Delegates - (INR 7,000 + Tax (14.5%) per delegate)
• Group Discounts – 3 or 4 Delegates - (INR 6,500 + Tax (14.5%) per delegate)
• Group Discounts – 5 and above Delegates - (INR 5,500 + Tax (14.5%) per delegate)
• Conference Sponsor & Exhibition Stall - Should you wish to Sponsor, or purchase a Exhibition Stall (Booth) or a paid Speaker Slot, you can simply email your interest and queries to TEL: + 91 9171350244 or deepak@virtueinsight.co.in, deepakrajvirtueinsight@gmail.com
In case you or any of your colleagues might be interested in participating in the same, please let me know and I will be happy to call you and help you with the registration.
Thank you for your time and consideration. I look forward to hearing from you.
PS: - Please refer your friends or colleagues by forwarding this email to anyone you think may benefit from it.
Best Regards,
Deepak Raj
Delegate and Sponsorship Sales
Virtue Insight
Gsm - + 91 9171350244
Tel - + 91 44 65515693
Skype - edeepakraj143
Panel discussion: Being a successful healthcare entrepreneur: lessons from Boston to Barcelona, with numerous experts from CIMIT, Boston, in economics, development and strategic planning of medical devices; in prototypes and patents and founders of several startups.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
This document discusses the use of scenarios for robust decision making in uncertain times. It provides examples of how scenarios have been used effectively in healthcare planning and diagnostics. Scenarios allow exploration of different possible futures rather than single forecasts. When used for healthcare in the UK, scenarios led to changes in policy focus but some key decision makers were not engaged. Scenarios developed for a diagnostics company helped establish a vision that was robust across multiple futures. Scenarios were also used to identify health and safety risks of emerging green technologies. By challenging assumptions and exploring alternatives, scenarios can enhance strategic planning.
The document discusses quality improvement tools and approaches that can be used to improve patient care processes. It describes Lean, Six Sigma and the Model for Improvement as leading approaches. Key tools covered include root cause analysis, failure mode and effects analysis, SIPOC diagrams and visual management. An example scenario of reducing central line infections at a hospital is used to illustrate applying these tools and approaches to analyze the current process, identify issues, and develop countermeasures to improve outcomes.
The document describes the DayOne Core Team, which consists of experts from various industries and stakeholders focused on improving children's health. The team includes representatives from pharmaceutical companies like Novartis and Idorsia, hospitals, universities, consultants, and government organizations. DayOne is an initiative managed by BaselArea.swiss in close collaboration with the Canton of Basel-Stadt to support healthcare innovation projects that can help solve health challenges for young people worldwide. Selected projects will receive up to 70,000 CHF in non-dilutive funding.
The document discusses navigating the innovation journey in healthcare organizations. It outlines the challenges of innovation, including that organizations are designed for performance, not innovation. It introduces a 5-step innovation process that includes establishing objectives, collecting ideas, initial pilots, experiments, and scaling up. Fostering an innovation culture is also discussed, including encouraging collaboration, idea sharing, experimentation, and incentives for new activities. Measuring innovation capacity is suggested using a Behavioral Trust Framework that assesses trusting, capability, trustworthiness, and communication behaviors.
The document describes CIMIT's CRAASH program which helps healthcare innovators commercialize their technologies. CRAASH provides teams with mentors experienced in medical technology entrepreneurship to guide them through customer discovery and developing a business model. Over the course of the program, teams interview stakeholders, develop marketing strategies, and present their progress weekly. Most teams discover their solution may not be viable or require changes, but about 1/3 accelerate their path to market. Nearly all participating teams obtain funding within a year to further develop their solutions. The goal is to help innovators successfully navigate challenges of commercializing healthcare technologies.
This document discusses issues related to prevention and return on investment (ROI) in healthcare. It addresses why prevention has not been more widely implemented in the NHS despite the economic case. Barriers include lack of incentives, complex evidence, and culture change. Cost-effectiveness does not equal cost savings. Prevention may release cash in long term rather than short term. ROI tools can oversimplify and make unrealistic assumptions. Obesity prevention is used as an example, highlighting challenges around individual versus population interventions and timeframes for cost savings.
The document outlines the vision and priorities of the Wessex Academic Health Science Network (AHSN). The vision is to bring discovery and innovation into the Wessex health system to improve population health and support the health innovation sector. The key priority areas include improving care for older people, those with long-term conditions like respiratory disease, nutrition, alcohol misuse, medicines optimization, and ensuring patient-centered information. The AHSN will work on these priorities through operational programs in quality improvement, implementation science, clinical research network integration, and collaborations on education and training.
This document provides information about an upcoming conference on managing partnerships with contract research organizations (CROs). The conference will take place on October 3-4, 2012 in London and will include presentations from pharmaceutical companies and CROs on trends in clinical development outsourcing, developing effective CRO partnerships, and managing regulatory inspections of CRO activities. Pre-conference workshops on October 2 will focus on defining the scope of CRO relationships and ensuring quality in CRO engagements. Key speakers are listed from pharmaceutical companies like Pfizer, Eli Lilly and AstraZeneca and CROs like Quintiles. The document outlines the conference agenda and encourages those in clinical development, outsourcing, and related areas to attend.
This document provides an agenda for the IBC Life Sciences conference taking place August 26-29, 2014 in Singapore. The conference will feature over 25 R&D expert speakers and focus on licensing, M&A, regulations, investment opportunities, clinical trial development in Asia, intellectual property strategies, and more. Key panelists and speakers include representatives from Pfizer, Sanofi, GSK, and other major pharmaceutical companies. The agenda outlines presentations and panel discussions on topics like Asia's pharmaceutical market outlook, strategic partnerships, clinical trial risks in Southeast Asia, biosimilars and generics R&D, and driving drug innovation in the region.
David tyas - telehealth evaluation view from the frontline-021012Nuffield Trust
The document discusses lessons learned from a previous telehealth evaluation called WSD, noting issues like changing goals, insufficient staffing, and data collection methods not suited for the intended audiences. It argues future research should have decision makers like CCGs, GPs, and councils as the primary audience and focus on questions that directly inform their needs, such as detailed cost impacts and quality of life studies. The view from frontline staff is presented on the type of research now needed to support telehealth adoption decisions.
The document summarizes discussions from two roundtables on opportunities and barriers to using real-world evidence in Canada. Key points identified include the need to: 1) build a culture that recognizes real-world evidence can foster healthcare innovation; 2) increase understanding of real-world evidence's value to improve quality and efficiency; and 3) use common data structures and vocabularies to better link and analyze data. Next steps discussed building real-world evidence capacity in Canada through continued stakeholder discussions, leveraging existing data infrastructure, and balancing privacy concerns with the need for appropriate care.
This document discusses strategies and best practices for adopting medical technology. It emphasizes the importance of health technology assessment (HTA) and knowledge translation (KT) in facilitating evidence-informed decision making. Key challenges include gaps between research evidence and clinical practice. Strategies proposed include creating timely evidence reviews, using frameworks like Know4Go to evaluate technologies based on criteria like effectiveness and costs, and developing institutional capacity for HTA-informed decisions. Local contextualization, collaboration, training, and clinician champions are seen as important for successful technology adoption.
The document discusses horizon scanning challenges and alternative approaches. It provides an overview of HTX, a Canadian non-profit that supports medtech projects through financing and market access initiatives. HTX could help support CNESH through national registries like RISE (for medtech companies) and REACH (for innovative technologies). The document also reviews international horizon scanning organizations and differences in their priorities, noting the need for horizon scanning to focus more on technologies with real impact and value.
EuroBioForum 2013 - Day 2 | Mark PoznanskyEuroBioForum
EuroBioForum 2013 2nd Annual Conference
27-28 May 2013 - Hilton Munich City, Munich, Germany
http://www.eurobioforum.eu/2013
=======================================
# REGIONAL PERSPECTIVES #
Ontario Genomics Institute, Canada:
Innovative Research, Innovative Translation
Dr Mark Poznansky
President and CEO Ontario Genomics Institute
=======================================
http://www.eurobioforum.eu
mHealth Israel_Mony Weschler_Montefiore_How Data Exchange Is Essential In Sup...Levi Shapiro
This document discusses how data exchange is essential to support new technologies and healthcare innovation. It provides an overview of Montefiore Medical Center's strategies for incorporating innovation, including establishing an organizational governance model and multi-disciplinary innovation process. Barriers to data exchange are also examined, and examples of new patient monitoring technologies are presented to illustrate how real-time data can be used to personalize care delivery and support value-based healthcare models.
2B Kalfhaus Opportunities and Challenges of Telemedicine EHiN 2014IKT-Norge
Lars Kalfhaus
Country Manager Roche Diabetes Care (ES)
Connect, Engage and Take Decisions
Opportunities and Challenges of Telemedicine Implementation
EHiN 2014, IKT-Norge og HOD
Dr Samantha Roberts: Increasing adoption of innovation Innovation Agency
The NHS England Innovation and Life Sciences Division aims to increase adoption of innovation in healthcare. It oversees numerous programs from initial research through national implementation. The division is working to better align these programs, support behaviors that increase adoption, improve the supply of high quality innovations, and understand demand. It hopes to focus on how to spread innovations adaptively rather than through rigid, top-down approaches.
his is the first in a series of interactive webinars designed to build capacity in the basic principles of knowledge translation and implementation science.
WATCH-ON DEMAND: https://goo.gl/hnp8gi
The document outlines the agenda for the Northern Innovation and Networking Event 2017 on the adoption and spread of innovation. The event will include presentations on topics such as the importance of innovation, AHSN commercial support for SMEs, and case studies of innovations. Speakers will discuss the AHSN network and its role in improving health and supporting economic growth. The event aims to provide information to help health and life sciences SMEs engage with AHSNs and the NHS to drive the adoption and spread of innovations.
The document summarizes a new software called EventFlow that can model innovation processes as temporal sequences using multiple datasets on drug and medical device development. It describes how EventFlow records each product and displays innovation events like clinical trials and FDA approval on timelines. EventFlow can calculate metrics on the duration and sequence of innovation activities. These metrics and visualizations of networks can help analyze regional innovation clusters and identify strategies to strengthen bridging organizations that support the movement of ideas from research to commercialization.
7. Tom Lewis Getting it right for pathology presentationPHEScreening
This document summarizes a presentation on the Getting It Right First Time (GIRFT) program and its workstream focused on pathology. GIRFT aims to reduce unwarranted variation in clinical care through data collection, identifying best practices, and promoting changes. The pathology workstream is led by four clinical leads and aims to measure current variability in pathology services, create a vision for the future, and test changes. Key activities will include collecting data through questionnaires and site visits to understand variations and identify opportunities for improvement.
SMi Group's Adaptive Designs in Clinical Trials conferenceDale Butler
This document summarizes an upcoming conference on adaptive designs in clinical trials taking place from April 20-21, 2015 in London. The conference will focus on topics such as Bayesian adaptive designs, subgroup selection in clinical trials, integrating real-world patient data into adaptive trials, and designing biomarker-driven multi-arm multi-stage cancer trials. Speakers will discuss challenges with adaptive designs and their use in different therapeutic areas like neurodegenerative diseases. Participants can also register for optional half-day workshops on April 22nd focusing on Bayesian clinical trial designs and navigating international regulatory landscapes for adaptive trials.
Nwc academic health science network event slide deck3GDR
The document discusses celebrating partnerships in health and innovation in the North West Coast region of England. It summarizes that partnerships are bringing together organizations for wider collaboration, establishing regional health and economic projects, and promoting the region for joint working and business. It outlines the vision of the North West Coast Academic Health Science Network to reduce health inequalities, improve economic growth, and build partnerships across the region through a focus on residents, infrastructure, and sharing best practices.
The document discusses the SHARP (Strategic Health IT Advanced Research Projects) program established by the Department of Health and Human Services. SHARP aims to fund targeted research projects focused on overcoming barriers to health IT adoption and meaningful use. Specific SHARP sites will implement collaborative, interdisciplinary research to address challenges in both the short and long-term. The overall goals are to support innovation, health reform efforts, and the creation of a sustainable learning health system.
MEDEC represents approximately 150 medical technology companies in Canada, from Canadian-owned to multinationals. Its vision is to serve as an essential partner in providing better health and more sustainable healthcare through medical technology. Its mission is to advocate for a responsive, safe and sustainable healthcare system enabled by medical technology. The presentation outlines the process medical technologies go through from idea to adoption in the healthcare system, including research and development, regulatory approval, health technology assessment, hospital and government decisions, and procurement. It provides positive feedback on CNESH's top 10 list process and suggestions such as examining different audiences and timelines.
Overview of Lodestone Logic services including business intelligence, strategic planning, and project execution. This presentation also includes a summary of Lodestone Logic's media channels and web presence.
This document discusses developing national capacity for research and ethics to improve health decision making. It notes calls since 2005 to use research evidence in policies, but limited progress due to mismatches between evidence and policy needs. Health research investment is comparatively low in the Eastern Mediterranean Region. National research priority setting and stewardship capacities are limited. While most countries have ethics committees, important decisions are not always ethically based. Examples of WHO regional initiatives aim to strengthen implementation research, guidelines, and ethics. Main questions center on the most effective modalities to improve evidence-informed decision making within ministries of health and partnerships with academic institutions. Barriers to evidence-based policies need to be overcome and countries can learn from each other's experiences.
Move Your Research Out of the Ivory Tower and Impact Health: Translating Earl...CTSI at UCSF
This presentation highlights how the UCSF Clinical and Translational Science Institute (CTSI) enhances and facilitates early-stage research efforts at UCSF and UCSF/industry partnerships - to develop new treatments, diagnostics and prevention.
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Cadth symp breakfast 4 Update to Guidelines for the Economic Evaluation of He...CADTH Symposium
This document provides details about an update to the 3rd edition of CADTH's Guidelines for the Economic Evaluation of Health Technologies in Canada. It discusses that the methodology for economic evaluations is constantly evolving so it is important to provide up-to-date guidance. Key points include that CADTH and a working group are leading the update, topics from the 3rd edition will be reviewed and some identified for updates, new topics will be added, and stakeholders will provide feedback on gaps and challenges. Milestones include discussion sessions in 2015/2016 and posting a revised 4th edition for feedback in Spring 2016.
This document summarizes a workshop on developing clinical care guidelines for growth hormone treatment in Prader-Willi syndrome. The workshop brought together over 40 experts, including endocrinologists, geneticists, clinicians with an interest in growth hormone research, patient advocates, and methodologists. It utilized a multi-criteria decision analysis framework to develop the guidelines, taking into account scientific evidence, disease impact, safety, and other criteria. The goal was to produce consensus guidelines that integrated evidence, values, and ethics to guide policy and clinical practice around this complex treatment decision.
The document summarizes a literature review examining decision-making methodologies used in health technology appraisal processes. It describes common decision criteria identified in the literature, including efficacy, safety, disease burden, quality of evidence, ethics and cost-effectiveness. Decision-making methods reviewed integrate these criteria through approaches like assigning weights, ranking criteria or using decision rules. The literature search included publications from organizations in several countries.
This document describes a study that used a discrete choice experiment with duration (DCEtto) to value health states described by the EQ-5D-5L instrument in Canada. It notes limitations of the traditional time trade-off (TTO) method, such as many respondents not understanding or engaging with the task. The study found the DCEtto method led to fewer exclusions, increasing representativeness. Health state values from the DCEtto were generally lower than the TTO but allowed valuing all respondents. The document discusses differences in the distributions and average levels of values from the two methods and impact of exclusions. It acknowledges limitations to interpreting DCEtto values that require further investigation.
Cadth 2015 e4 lourenco adaptive design april 2015 finalCADTH Symposium
Health Canada regulates clinical trials and drug approvals. Adaptive clinical trial designs are increasing and can modify aspects of ongoing trials using accumulating data. Health Canada's main concerns are appropriate scientific questions, error control, and avoiding bias. Examples seen include adaptive randomization, sample size changes, and seamless phase 2/3 designs. Case studies demonstrate increased complexity, new statistical methods, and more simulation use. Health Canada recommends early consultation and education on adaptive designs.
Cadth 2015 e4 fields slides for adaptive panel finalCADTH Symposium
This document discusses pCODR's experience with adaptive clinical trial designs and how they impact drug funding assessments. It provides examples of two clinical trials for chronic lymphocytic leukemia (CLL) and non-small cell lung cancer (NSCLC) that used adaptive designs. The CLL trial had early stopping rules and treatment switching based on interim analyses. The NSCLC trial allowed patients who progressed on chemotherapy to switch to the experimental drug crizotinib, introducing uncertainty into estimating the treatment's effectiveness and cost-effectiveness. pCODR will likely see more complex adaptive designs as cancer treatments increasingly target biomarker-defined subgroups and employ personalized medicine approaches, requiring continuous evolution of its assessment expertise.
This document discusses adaptive clinical trial designs used by Merck for oncology studies. It provides examples of different types of adaptive designs including:
1) Dose-finding designs like modified toxicity profile interval designs that allow for dose escalation and de-escalation in a table-driven manner.
2) Single-arm response rate studies that can provide early access for patients and allow early interim analyses to discontinue biomarker-negative patient populations if no responses are found.
3) Comparative studies with dual primary endpoints of overall survival and progression-free survival that can adapt based on biomarker-selected patient populations at interim analyses.
4) Bayesian adaptive studies like I-SPY 2 that
Cadth 2015 e4 thorlund innovative trial designs in medical decision makingCADTH Symposium
Adaptive clinical trial designs are increasingly used in commercial trials due to demands for faster evidence and more efficient trials. However, health technology assessment decision-making typically requires large parallel randomized controlled trials, creating a mismatch. Without long-term placebo/control data or trials that resemble approved treatment algorithms, innovative trial designs risk not providing sufficient evidence for reimbursement decisions. To address this, more education is needed on innovative designs for health technology assessors, and trials should apply these designs to further validate their ability to provide robust evidence for reimbursement.
This document summarizes a panel discussion on integrating evidence, values and ethics into healthcare decision-making using multicriteria decision analysis (MCDA). It discusses how MCDA can help address ethical dilemmas by explicitly considering multiple criteria, including efficacy, safety, costs, and other social values. It outlines the key steps in MCDA, including defining objectives and criteria, assigning weights to criteria, synthesizing evidence on the criteria, scoring performance on criteria, and aggregating scores to determine the overall value of interventions. The document emphasizes that MCDA supports making decisions in a way that is participatory, transparent, systematic and reflective of different stakeholder perspectives to arrive at decisions that optimize health in its widest sense.
Cadth 2015 e4 adaptive design april 2015 final lourencoCADTH Symposium
Health Canada regulates clinical trials and drug approvals. Adaptive clinical trial designs are increasing and can modify aspects of ongoing trials using accumulating data. Health Canada's main concerns are appropriate scientific questions, error control, and avoiding bias. Examples seen include adaptive randomization, sample size changes, and seamless phase 2/3 designs. Case studies demonstrate increased complexity, new statistical methods, and more simulation use. Health Canada recommends early consultation and education on adaptive designs.
Cadth symposium 2015 d3 pr os va. generic measures cadth 14th april 2015CADTH Symposium
This document discusses the use of generic and condition-specific patient-reported outcome measures (PROs) in value-based healthcare reimbursement decisions. It compares the EQ-5D-3L generic PRO to the PuQol_UI condition-specific PRO for pressure ulcers. The condition-specific measure was more sensitive to pressure ulcer severity levels compared to the generic measure. Using different PROs can lead to different assessments of treatment value and impact reimbursement decisions. The document concludes that using PROs in reimbursement requires care, as it can impede equitable decision-making and comparing "apples to oranges" treatments.
This document discusses methods for incorporating single-arm study data into network meta-analyses (NMAs). Currently, NMAs primarily use data from randomized controlled trials. The document presents two methods for including single-arm evidence: 1) Using single-arm results to create informative priors in Bayesian NMA models, and 2) Creating "virtual comparisons" based on patient characteristics to include single-arm studies directly in the NMA. It provides examples applying these methods in analyses of treatments for cryptococcal meningitis and hepatitis C. The results showed inclusion of single-arm evidence can improve model fit and precision of treatment effect estimates in NMAs.
The document discusses guidelines from different committees on oral anticoagulants for atrial fibrillation stroke prevention that show some discordance despite being based on the same three landmark trials. It suggests that values influence guideline committees and prescribing specialists differently, and that patient values through shared decision making should also be considered to tailor therapy to individual patients.
Cadth 2015 e5 noac ad symposium_panel_14apr2015CADTH Symposium
This document summarizes a symposium on promoting evidence-based use of anticoagulants across Canada. It discusses the prevalence of atrial fibrillation, options for anticoagulation including warfarin and newer oral anticoagulants, and initiatives for collaboration between provinces to educate health professionals and patients on appropriate anticoagulant therapy. Speakers from various provinces outlined academic detailing programs and a CADTH systematic review comparing benefits and harms of anticoagulants.
Cadth 2015 b1 slides allan grill-pcodr-cadth_symposium2015presentationfinalCADTH Symposium
The document discusses discordance between recommendations from the pan-Canadian Oncology Drug Review (pERC) and provincial funding decisions for cancer drugs in Canada. It presents results from a survey of provincial drug funding decision-makers that identified several potential reasons for discordance, including differences in priorities, clinical evidence, and budget constraints between the levels. Challenges to alignment included issues with clinical trial evidence as well as pressure to expand access, while suggested solutions centered on strengthening consensus around treatment pathways and priorities nationally.
The document provides an overview of CADTH Excel-based health technology assessment tools that have been developed or are in development. It summarizes NetMetaXL, an Excel-based tool for conducting network meta-analyses of dichotomous outcomes. The presentation includes a live demo of NetMetaXL and previews of three other CADTH Excel-based HTA tools.
This document discusses different forms of public engagement that could be appropriate for drug policy decisions. It notes that deliberative public engagement events can incorporate diverse perspectives but may not be fully representative. It advocates for participatory governance with advisory bodies that regularly refresh their engagement to better reflect the public. Experiments with different engagement methods should be assessed to help balance input with decision efficiency.
This document presents a framework for strengthening public and patient engagement in Health Quality Ontario's evidence review process. Key elements of the framework include articulating goals and principles, establishing a common language, describing a menu of engagement approaches matched to process stages, and identifying measures. The framework was developed through a review of literature and practices, expert consultation, and stakeholder dialogue. It recommends increasing transparency, incorporating diverse perspectives throughout stages, and evaluating engagement impacts. The framework provides guidance to enhance public and patient contributions to health technology decision-making in Ontario.
This document discusses challenges associated with going beyond health-related quality of life measures in cost-utility analysis. It notes that while economic evaluations often use quality-adjusted life years (QALYs) based on health-related quality of life instruments like EQ-5D, interventions can provide benefits beyond health alone. There are theoretical, normative, conceptual and methodological challenges to incorporating these broader outcomes. Measuring instruments have been developed to capture non-health domains, but valuing these outcomes poses challenges. Considering non-health outcomes increases complexity, but may provide a more comprehensive assessment.
This document discusses the relationship between health technology assessment (HTA) and healthcare procurement in supporting appropriate use of health technologies. While HTA and procurement share roles in patient outcomes, quality and cost, they differ in their processes and criteria. HTA focuses on evidence-based clinical and cost-effectiveness while procurement adjudicates fair competitive bidding processes. The document analyzes how HTA and procurement are articulated in four Canadian provinces, finding early efforts to connect them formally but disjuncture in their evaluative frameworks. It concludes that both fields could learn from each other to better support comprehensive technology management and value-based decision making.
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by...Donc Test
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Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
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Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
ABDOMINAL TRAUMA in pediatrics part one.drhasanrajab
Abdominal trauma in pediatrics refers to injuries or damage to the abdominal organs in children. It can occur due to various causes such as falls, motor vehicle accidents, sports-related injuries, and physical abuse. Children are more vulnerable to abdominal trauma due to their unique anatomical and physiological characteristics. Signs and symptoms include abdominal pain, tenderness, distension, vomiting, and signs of shock. Diagnosis involves physical examination, imaging studies, and laboratory tests. Management depends on the severity and may involve conservative treatment or surgical intervention. Prevention is crucial in reducing the incidence of abdominal trauma in children.
2. Panelists
• Dr. Don Juzwishin – Director Health Technology
Assessment and Innovation, Alberta Health
Services
• Dr. Zayna Khayat - Director, MaRS EXCITE
• Dr. Janet Martin – Director, Medical Evidence,
Decision Integrity and Clinical Impact (MEDICI) -
LHSC, Associate Professor, Schulich School of
Medicine and Dentistry, Western University
• Mr. John Soloninka – President/CEO, HTX, The
Health Technology Exchange
3. Agenda
• The problem
– The PVP journey
• Aligning HTA and commercialization mandates
• Minimizing the evidence/decision-making
divide
– Pre-market HTA
– Hospital HTA
– Innovation procurement via ‘bridge-financing’
• Q/A
5. • Technology: Photo-selective Vaporisation of the
Prostate (PVP); a minimally invasive surgical
ablation tool used to manage Benign Prostate
Hyperplasia (BPH)
• Technology Indication: BPH is a non-cancerous
enlargement of the prostate. It is the most
common age-related disorder affecting men,
affecting over > 80% of men over the age of 80.
• Medical Management:
Lifestyle mods/
Pharmaceuticals Surgery
Province-specific Adoption Processes
An Illustrative Canadian Example
6. 2003 20142004 20102006
Independent HTA
done by Alberta
HC approval
HQO firmly
supports PVP
2007
PVP field evaluation by OHTAC in
anticipation for increased diffusion
in ON
A Look at Prostate Photovaporization Adoption
in Canada
2 Units adopted (ONT) 3rd unit adopted (Alb.)
2011
First unit
installed in QC
20112010 2011
CUA supports PVP
2007
Alb. HTA Result:
SAFE
hospitalization stay
and catheterization,
Similar f-up care as TURP
$3.01 million in avoided
costs over 5 years
Result:
Similar health benefits to TURP
costs to the HC System vs.
TURP
Avoidance of $14 million and
28,000 in-patient days
7. SO what really happened?...
Overall market penetration (2011)
• Canada - Laser accounts for approx. 7.6% of total BPH surgeries
• US - TURP represents < 40% of the BPH procedures -
If evidence is not enough, then what is??
Manitoba
New Brunswick
BC
ON/ QC/ Alb
20%
6-9%
15%
13%
Distribution of Laser procedures in Canada
8. The evidence/decision-making
disconnect; If evidence is not
enough – what is?
Don Juzwishin PhD FCCHL
Director Health Technology
Assessment & Innovation
Alberta Health Services
10. CERTAINTYOFEVIDENCE
EFFECTIVENESS
Evidence certain
Effective
Uncertain evidence
Not effective
Evidence certain
Not effective
Uncertain evidence
Effective
Promising
technology
Ineffective
technology
Technology to
be adopted
2. Reassessment
4. Innovation
3. Access with Evidence
Development
5. Education &
Dissemination
Certainty of Evidence and Effectiveness
11. HTA and the Health Technology Commercialization
process
Health Technology Assessment
• Deliberate and evidenced-based
• Rigorous evaluation of evidence
to ensure effectiveness and cost-
effectiveness
• Risk averse process to ensure
opportunity costs are surpassed
Technology Commercialization
• Rapid and market driven
• Decision-making dependent of
extending market share and
generating shareholder value
• Risk tolerant process to ensure
profits are generated
Traditionally HTA and Technology commercialization processes have
had competing objectives
12. Resource scarcity
Health care systems are characterized by a
limited supply of resources. Therefore,
provision of care is constrained by available
budgets.
Two central challenges in health technology adoption
13. HTA and the Health Technology Commercialization
process
Public Institutions
Societal Perspective
Opportunity Cost
Expected Gain > Benefit Foregone
ICER
Private companies
Shareholder Perspective
Return on Investment
Projected revenue > Projected Expenses
DCF
Buy Side Sell Side
CommercializationHTA
Innovation
Due to misalignment of
objectives successful
technology adoption
occurs haphazardly when
offering matches need
Can this degree of
alignment be improved?
14. HTA and the Health Technology Commercialization
process
Private companies
Shareholder Perspective
Return on Investment
Projected revenue > Projected Expenses
DCF
Sell Side
Commercialization
Buy Side
Public Institutions
Societal Perspective
Opportunity Cost
Expected Gain > Benefit Foregone
ICER
HTA
15. HTA and the Health Technology Commercialization
process
Integration of HTA into the Technology
Commercialization process can improve alignment
between health systems and companies, facilitating
permeation of new products into health systems
Product Development
Uncertainty
Product Adoption
time lag
Mechanism
16. Don Juzwishin PhD FCCHL
Director Health Technology
Assessment & Innovation
Alberta Health Services
17. April
2015
MaRS Excellence in Clinical Innovation and Technology Evaluation program
CADTH Symposium
April 14, 2015
Zayna Khayat I zkhayat@marsdd.com I @ZaynaKhayat
18. The Case for a new way for HTA …. EXCITE
• Innovation defines us as a civilization. It is also an
easy victim of neglect
• Innovation/industry - part of the health system, not
apart from it
• New evidence to “police” adoption following
regulation - too much, too late, expensive,
inefficient, stifles innovation
• Harmonized pre-market process that addresses
regulatory, coverage and other concerns more
efficient. Regulation and coverage processes are
discrete and occur sequentially
• Time for change: “Insanity is doing the same thing
over and over again and expecting different
results.” Albert Einstein
• EXCITE – emerging from proof of concept
18
19. January
2015
Concept
RegulationTIME
U
Pre-Market Post-Market
Cost Effectiveness (CE)
Systematic review
Effectiveness
Obsolescence
Diffusion
Yes
Unconditional No
• Efficacy
Safety
• Value (CE)
Affordability
• Ethical &
societal
• Post-market
conditions
E f f e c t i v e n e s s
Cost Effectiveness
Systematic review
• Efficacy Safety
• Value (CE)
Affordability
• Ethical & societal
• Post-market
conditions
Reimbursement
20. April
2015
The EXCITE Collaboration Model
• Dr. Les Levin, CSO
• Dr. Zayna Khayat, Director
• Adel Aziziyeh, Project Manager
• Lily Lo, Coordinator
• Advice on science, methodology
• Allocation of projects
• Heads of 5 methodology centres
• Dr. Les Levin, CSO
• Advise prioritization of technologies
• Advice on clinical study design
• Support in conditions of adoption
• Comprised of implementation sub-
committee of OHTAC
Management
Board
• Advice, oversight, direction
• Approve technologies, protocol, budget
• Senior reps: health, economic development,
HTA, AHSCs, industry
• Review protocols for safety
• Chair Tony Easty
• Excellence in complex clinical trial design and execution in collaboration with 24 Research Hospitals
• Contracted in by EXCITE
• Design study with industry;
• Execute and publish the study
• Early advice on design of the evidence
package and study
Methodology Centres
21. • Since April 2012, 49 companies applied in 7 Calls for Innovation
• Technologies selected:
- 9 currently active (1 multinational, 2 US, 1 BC, 5 Ont)
- 6 under review (to be approved at April 23 board)
• Publicly discloseable projects are:
- Home sleep apnea test
- Renal denervation for hypertension (discontinued)
- Rna disruption for early prediction of clinical response to chemo
in breast cancer
- Electrical stimulation for voluntary upper limb movements in
stroke
Current state of the EXCITE
program
November 2014
22. What’s next? 1. Conditions of
Adoption
To read the full report visit www.ohic..ca
April
2015
Projected
Adoption Rates
Infrastructure
Readiness
Reimbursement
Considerations
Economic
Projections
Knowledge
Translation
Procurement
EXCITE + Office of Health Innovation
to work collaboratively to prepare
the system
23. What’s next? 2. International
collabortion
April 2015
EXCITE International Planning
Summit (March 27 2015)
• UK – NICE, NHS, regulators,
AHSN
• US – FDA, BCBS, Kaiser, Mayo,
MDIC …
• Canada – Health Canada,
Industry Canada, DFATD,
Federal Innov. Panel
• Ontario – MoHLTC, CAHO
• Industry – small and
multinational (Can, US, UK, NZ)
26. Evidence is Often Not Enough!
Innovation Adoption and
Diffusion…
The Missing Link in the Chain.
John Soloninka, PEng MBA
President and CEO, HTX
jsoloninka@htx.ca
27. Changing Perceptions and Building
Capacity for Innovation Procurement
• Procurement Challenges
• Coalescing Adoption Initiatives
• “REACH”- Innovation Procurement
28. CBoC – Innovation Procurement Survey
• erere
Innovation is Important!
We don’t tell the
Market what we need.
We minimize cost…
…But we Don’t Procure it.
29. MEDEC Industry Data Survey
Ability to sell at home in Canada/Ontario is a Challenge
HTX/MEDEC Survey – Fall 2013
Baylis Medical’s Innovative, Atrial
Fibrillation
Access Catheter, Developed in Ontario.
Market Share:
• 30% Japan
• 20% Germany
• 1% Canada!
Ontario needs to more rapidly adopt its own
home-grown, world-class technology!
Ontario: One of the Most Challenging Markets to Enter!
Sub-optimizing ROI on R&D Investment
Any market seemed
easier than Ontario!
30. Medtech is a Small Fraction of Health
Spend…But Can Have Major Impacts.
(Canadian Health Policy Institute Report - Courtesy of MEDEC)
CDA per capita
spend on Medical
Devices ranks 22nd in
OECD top 25
$170 per capita
3% of total
per capita
spend
32. REACH: A New Innovation Procurement Program.
Resources for Evaluation, Adoption and Capitalizing on
Healthcare Technology
Technology/Product
Development/
Validation
Maturing/
Evidence
Generation
Scale: Diffusion/
Export - Local,
Global
Intake
(Pipeline)
Ontario
Sales
$ MNEs
SMEs
Academic
Spinoffs
US
EU
ROC
China
Ont
US
EU
Rest of
Canada
China
Ontario
HTX REACH
Traditional Innovation
Support
Pre-Market
Development Post-Market Evaluation
and Adoption
Foreign Market Access
33. REACH Highlights
• Seeking innovation procurement projects solving
high-priority health system problems
• Methods
– Facilitated Partnering Workshops
– 2 Calls for Innovation
– Subsidies
• $300K-$1M per project, requiring 50% or greater matching.
• Pilots or Innovation Procurements
• Unique/Innovative Ontario and non-Ontario solutions.
– Innovative Technology Registry
– Health System Problem Registry
36. - Q/A -
• Shahira Bhimani - Manager, Strategic Initiatives, HTX –
The Health Technology Exchange
• Dr. Don Juzwishin – Director Health Technology
Assessment and Innovation, Alberta Health Services
• Dr. Zayna Khayat - Director, MaRS EXCITE
• Dr. Janet Martin – Director, Medical Evidence, Decision
Integrity and Clinical Impact (MEDICI) - LHSC, Associate
Professor, Schulich School of Medicine and Dentistry,
Western University
• John Soloninka – President/CEO, HTX, The Health
Technology Exchange
Editor's Notes
Cash constrained health care systems around the world cannot keep up with the pace of innovation and making tough choices around adoption, procurement, disinvestment are becoming increasingly difficult
The chasm between clinician and hospital administrator priorities is widening
Clinicians
cutting-edge technologies
maximized clinical outcomes and patient benefits
Health care systems/hospital administrators
The threshold for both willingness to pay and willingness to accept risk is rising!
Increasing emphasis on economic metrics
Value for $
LOS
Readmission rates
Comparative effectiveness of new technology vs. current standard care
Unique Canadian HC system challenges – capped global budget – no product specific reimbursement scheme
? Managing high cap-ex equipment
? Manage cross-silo costs that get incurred at an institutional level yet positively impact community care centres
? Proving out a business case for reimbursement – innovator challenges
PVP is a minimally invasive procedure used to treat benign prostatic hyperplasia (BPH).
Technology Type: Surgical ablation tool, with single use laser fibers
Setting of Care: PVP is designed to be used as a rapid alternative to Transurethral Resection of the Prostate (TURP), with fewer complications, thus oriented better to the out-patient setting
Among the novel laser therapies, HoLEP and GreenLight vaporization (PVP) are the only procedures that have demonstrated equivalent outcomes compared to TURP in randomized clinical trials. Furthermore, due to the minimal invasive nature of surgery and associated shorter hospital stay, fewer side effects and fewer complications, these novel laser modalities provide a more attractive treatment option for the medical management of BPH.
OHTAC Study - Goal:
Evaluate clinical and cost effectiveness of PVP vs. TURP
Alb Study - Goal:
assess safety, efficacy and effectiveness of PVP as compared to TURP
assess potential social, fiscal and economic factors involved in providing PVP as a funded service in Alberta.
CUA guideline summary:
TURP remains the gold standard for care
PVP referenced as “a suitable treatment option for most men considering surgical alternatives, particularly for those on anticoagulation”.
Image 1
Between 2007 and 2012, approximately 20000 TURP procedures were conducted in Canada.
In contrast minimally invasive laser-based approaches grew from 767 interventions in 2007 to only 1559 in 2011.
Image 2
Laser treatment accounted for up to 20% of BPH procedures in Manitoba, 15% in New Brunswick and 12.7% in British Columbia.
In Ontario, Quebec and Alberta, the majority of the Canadian market, laser technology only represented 6% to 9% of total BPH procedures performed in 2011.
Laser treatment accounted for up to 20% of BPH procedures in Manitoba, 15% in New Brunswick and 12.7% in British Columbia.
In Ontario, Quebec and Alberta, the majority of the Canadian market, laser technology only represented 6% to 9% of total BPH procedures performed in 2011.
IF EVIDENCE IS NOT ENOUGH, THEN WHAT IS??
Pre-Market Partnership formed April 2012 between government, OHTAC, the health system, regulators, academia, clinicians and industry in selection by the health system and protocol design by all
Studies funded by industry
Streamlines path to adoption of disruptive technologies through a single harmonized process that meets regulatory and reimbursement requirements
Process includes evaluation, systematic review, economic analysis and “conditions of adoption” analysis
Housed at MaRS, a neutral innovation space (MaRS) which provides flow-through of funds, secretariat, coordinating and quality support
Executed by 4 academic Methodology Centres working with 24 Research Hospitals
MCs are academic units that have demonstrated experience and excellence in clinical trials methodology, health technology assessment and in conducting complex, multi-centre trials with proven capacity for data collection, synthesis and reporting
6 MCs are engaged by EXCITE
They are responsible for overseeing the design and execution of EXCITE studies, sometimes in collaboration with one or more other institutions that have the appropriate capabilities/experience to complete evaluations successfully.