Digital health technologies can transform emergency departments in three key ways: 1) By assessing and refining ED processes through data to improve efficiency and outcomes. 2) By improving clinical decision-making by enabling health professionals to share patient data and information. 3) By enhancing the experience of patients and families through tools that navigate them through the ED process. Standards are needed to unlock the power of health data and facilitate decision support across the healthcare system.
EiTESAL eHealth Conference 14&15 May 2017 EITESANGO
The document outlines a reform plan for Kasr Al Ainy, a medical school and hospital complex in Cairo, Egypt. The plan involves (1) redesigning the Manial campus to create specialized hospitals, improve infrastructure, management, and environmental sustainability; (2) enhancing Abou El Reesh Pediatric Hospital; (3) establishing a new infectious diseases hospital; (4) developing an international campus in 6 October City; and (5) transforming training programs and research efforts. The goal is to improve patient care, education, and make the hospitals more efficient, well-governed, and financially sustainable.
EiTESAL eHealth Conference 14&15 May 2017 EITESANGO
This document provides information about Millensys, an IT company that provides unified e-health solutions. It discusses Millensys' products and services, which include modules like PACS, RIS, EHR and mobile apps. It also provides examples of projects Millensys has completed, automating radiology departments and implementing telemedicine solutions in countries like Egypt, Greece and South Africa. The document aims to demonstrate how Millensys' e-health solutions can benefit physicians, patients, managers, operators and payers.
The document discusses several potential applications of remote presence technology in healthcare settings. It describes how remote presence can be used to increase specialist coverage in intensive care units, provide supplemental physician rounds on medical and surgical floors, enable timely specialty consultations in the emergency department, and allow hospitals to provide outreach to smaller, remote facilities. Implementing these remote presence applications could help improve patient safety, clinical outcomes, healthcare access and efficiency, and physician and staff satisfaction.
The document discusses several potential applications of remote presence technology in healthcare settings. It describes how remote presence can be used to increase specialist coverage in intensive care units, provide supplemental physician rounds on medical and surgical floors, enable timely specialty consultations in the emergency department, and allow hospitals to provide outreach to smaller, remote facilities. Implementing these remote presence applications could help improve patient safety, clinical outcomes, healthcare access and efficiency, and physician and staff satisfaction.
CHC15 - EHR adoption in a european environment and public management hospital...Carlos Sousa
SOURCE:
Invited speaker for CERNER HEALTH CONFERENCE, Educational Session, held during Oct 11-14 in Kansas City (MO) - US.
ABSTRACT:
After 13 years under private management, Hospital Prof. Fernando da Fonseca (HFF) committed to invest a solid EHR strategic approach aligned with best practices, due to management shift as public management hospital within the NHS network. HFF focused on creating a Clinical Commission for information that could support and lead the change on workflow and mindset of the hospital culture. This team combines the knowledge and experience of multidisciplinary roles, designing a EHR model that fully responds to the needs. Thus ensuring a successful phased implementation which started in the emergency department and was then deployed throughout the rest of the hospital. After three years of project, the hospital has achieved a high level (superior to 85%) of EHR adoption and has proven outcomes in the delivery of quality of care and Social ROI (e.g. direct data interoperability with medical emergency before hospital admission, algorithm implementation to improve organ donor and collection, integration with private clinics for outsourcing auxiliary services, including Lab and radiology prescriptions and results/reports). HFF continues to strongly work on this project and are dedicated to implementing their roadmap with the short term aim of achieving HIMSS Stage 6.
Multi-Disciplinary Renal Clinic Presentation to Exec LeadershipTJ O'Neil
This document proposes a patient-aligned kidney care model that utilizes a multidisciplinary team approach to manage chronic kidney disease (CKD). It argues that the current model of standalone nephrology clinics is outdated. A multidisciplinary team that includes nephrologists, nurses, dieticians, pharmacists, and social workers could more effectively manage CKD patients, slow disease progression, reduce costs, and improve outcomes. Implementing this model could save the VA money by decreasing hospital admissions, increasing transplant rates, and lowering overall costs of treatment like dialysis.
Sunway Medical Centre Installs CARESTREAM Vue PACS to Streamline Imaging Proc...Carestream
Sunway Medical Centre in Malaysia replaced its legacy solution with a CARESTREAM Vue PACS to gain new innovative features and functionality. The radiology department is using Vue PACS to help provide better patient care,
enhance clinical accuracy, and improve productivity.
EiTESAL eHealth Conference 14&15 May 2017 EITESANGO
The document outlines a reform plan for Kasr Al Ainy, a medical school and hospital complex in Cairo, Egypt. The plan involves (1) redesigning the Manial campus to create specialized hospitals, improve infrastructure, management, and environmental sustainability; (2) enhancing Abou El Reesh Pediatric Hospital; (3) establishing a new infectious diseases hospital; (4) developing an international campus in 6 October City; and (5) transforming training programs and research efforts. The goal is to improve patient care, education, and make the hospitals more efficient, well-governed, and financially sustainable.
EiTESAL eHealth Conference 14&15 May 2017 EITESANGO
This document provides information about Millensys, an IT company that provides unified e-health solutions. It discusses Millensys' products and services, which include modules like PACS, RIS, EHR and mobile apps. It also provides examples of projects Millensys has completed, automating radiology departments and implementing telemedicine solutions in countries like Egypt, Greece and South Africa. The document aims to demonstrate how Millensys' e-health solutions can benefit physicians, patients, managers, operators and payers.
The document discusses several potential applications of remote presence technology in healthcare settings. It describes how remote presence can be used to increase specialist coverage in intensive care units, provide supplemental physician rounds on medical and surgical floors, enable timely specialty consultations in the emergency department, and allow hospitals to provide outreach to smaller, remote facilities. Implementing these remote presence applications could help improve patient safety, clinical outcomes, healthcare access and efficiency, and physician and staff satisfaction.
The document discusses several potential applications of remote presence technology in healthcare settings. It describes how remote presence can be used to increase specialist coverage in intensive care units, provide supplemental physician rounds on medical and surgical floors, enable timely specialty consultations in the emergency department, and allow hospitals to provide outreach to smaller, remote facilities. Implementing these remote presence applications could help improve patient safety, clinical outcomes, healthcare access and efficiency, and physician and staff satisfaction.
CHC15 - EHR adoption in a european environment and public management hospital...Carlos Sousa
SOURCE:
Invited speaker for CERNER HEALTH CONFERENCE, Educational Session, held during Oct 11-14 in Kansas City (MO) - US.
ABSTRACT:
After 13 years under private management, Hospital Prof. Fernando da Fonseca (HFF) committed to invest a solid EHR strategic approach aligned with best practices, due to management shift as public management hospital within the NHS network. HFF focused on creating a Clinical Commission for information that could support and lead the change on workflow and mindset of the hospital culture. This team combines the knowledge and experience of multidisciplinary roles, designing a EHR model that fully responds to the needs. Thus ensuring a successful phased implementation which started in the emergency department and was then deployed throughout the rest of the hospital. After three years of project, the hospital has achieved a high level (superior to 85%) of EHR adoption and has proven outcomes in the delivery of quality of care and Social ROI (e.g. direct data interoperability with medical emergency before hospital admission, algorithm implementation to improve organ donor and collection, integration with private clinics for outsourcing auxiliary services, including Lab and radiology prescriptions and results/reports). HFF continues to strongly work on this project and are dedicated to implementing their roadmap with the short term aim of achieving HIMSS Stage 6.
Multi-Disciplinary Renal Clinic Presentation to Exec LeadershipTJ O'Neil
This document proposes a patient-aligned kidney care model that utilizes a multidisciplinary team approach to manage chronic kidney disease (CKD). It argues that the current model of standalone nephrology clinics is outdated. A multidisciplinary team that includes nephrologists, nurses, dieticians, pharmacists, and social workers could more effectively manage CKD patients, slow disease progression, reduce costs, and improve outcomes. Implementing this model could save the VA money by decreasing hospital admissions, increasing transplant rates, and lowering overall costs of treatment like dialysis.
Sunway Medical Centre Installs CARESTREAM Vue PACS to Streamline Imaging Proc...Carestream
Sunway Medical Centre in Malaysia replaced its legacy solution with a CARESTREAM Vue PACS to gain new innovative features and functionality. The radiology department is using Vue PACS to help provide better patient care,
enhance clinical accuracy, and improve productivity.
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 provides information about an observational study conducted on the discharge process at Global Hospital in Mumbai, India. The study examined factors that can delay discharge, mapped the current discharge workflow, and collected data on discharge times. The goal was to identify opportunities to streamline the process and reduce delays to improve patient satisfaction. Data was gathered over a 10 day period by tracking the time taken at each discharge step.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
Stacy Kozak, Manager with the Alberta Health Services (AHS) Surgery Strategic Clinical Network (SSCN) will provide insight on the province-wide approach that has taken compliance with the AHS Safe Surgery Checklist from 50 to better than 90 per cent in two years. WATCH: http://goo.gl/AGde67
This document provides a vision for the future of hospitals in 10 points:
1. Hospitals will be smaller and more specialized, with fewer overall beds and more focus on severe acute illnesses.
2. Hospitals will have a more user-friendly, hotel-like design with improved patient amenities and autonomy.
3. Staff numbers will be reduced through increased automation, telemedicine, and remote monitoring, but patient care levels will be maintained.
4. Telemedicine, robots, and other technologies will play a larger role in tasks like delivery, transport, and rehabilitation to increase efficiency.
5. Patients will be mobilized earlier and continuously monitored both in the hospital and after discharge through remote technologies.
International Innovation RAFT_188_Research_Media_01margochanning
The Restoration of Appearance and Function Trust (RAFT) is a UK-based charity that conducts medical research to improve quality of life for patients dealing with diseases, injuries, or birth defects. Over its 27 years:
1) RAFT research has led to over 100 innovations used in hospitals worldwide to restore appearance and function for patients, helping them regain independence and dignity.
2) RAFT aims to train plastic surgeons in research to establish a new generation with strong research skills. 15% of UK plastic surgeons have a background with RAFT.
3) As a charity, RAFT has no public funding and must raise all funds itself, but continues to produce successful research recognized internationally despite financial
Universal Hospitals is a large private healthcare provider in India that operates hospitals, clinics, diagnostic centers, and pharmacies. It was founded in 1990 by physicians seeking to provide world-class treatment at affordable prices. Today it has a network of 43 hospitals with over 12,000 beds across India. Universal Hospitals is committed to delivering high-quality care through evidence-based practices and investing in advanced medical technology, while also focusing on strategic cost control to make its services affordable. It has received several accreditations for meeting international healthcare quality standards.
Have you ever wanted to learn more about human factors in health care and it’s impact on patient safety? Well now is the time. Join us on Oct. 4th at noon ET as Dr. Kathy Momtahan and Dr. Gianni D’Egidio explore the work of the Canadian Human Factors in Healthcare Network and recent human factors evaluations of hospital external defibrillators.
The document is a presentation from Quest Diagnostics given at the UBS 2007 Global Life Sciences Conference. It summarizes that Quest Diagnostics is a leader in diagnostic testing and information technology solutions, touching over 150 million patient lives in 2006. It provides an overview of the company's network, services, growth opportunities around cancer diagnostics, personalized medicine, and near-patient testing, and approach to driving profitable growth.
The document provides tips for leading quality and safety improvements, noting that leaders need to prioritize high-cost problems, lead improvement processes using systematic methods, and monitor outcomes to evaluate savings and spread successful changes. It emphasizes using data to motivate improvements and setting measurable targets to track progress and savings from reductions in waste and avoidable harm.
North Thames Children's Cancer Network Coordinating GroupUCLPartners
Presentation by Darren Hargrave, Co-Chair of the North Thames Children's Cancer Network Coordinating Group at the London Cancer Children, Teenager and Young Adults Study Day, held on 25 July 2013.
1) CBCC was founded in 1984 in California as a small cancer clinic and has since expanded to become one of the largest cancer care providers in North America and India, operating multiple centers with over 30 oncologists and providing care and clinical trials to thousands of patients annually.
2) The document provides details on CBCC's centers and operations in the US and India, including locations, services, numbers of patients and clinical trials conducted across various cancer types.
3) CBCC has extensive experience conducting oncology clinical trials, with a focus on trials for breast, lung, ovarian and other cancers, and has participated in trials for many now-approved drugs through their affiliation with UCLA.
HCR10 Improving Patient Flow in Emergency DepartmentsLoan Kiss
This document provides an agenda for a two-day conference on improving patient flow in emergency departments. The conference will feature presentations from medical professionals on strategies to accelerate patient flow, improve access to emergency care, and adopt patient-centered models of care. Topics will include applying national standards to emergency departments, redesigning emergency departments to improve access, using data to drive performance, and examining innovative models of care. The goal is for attendees to learn methods for enhancing efficiency and patient outcomes in emergency departments.
To achieve the re-accreditation, South Nassau demonstrated its compliance with standards established by the NAPBC to provide the best possible care to patients with diseases of the breast.
This document provides a research summary for developing an innovative patient furniture system. It includes insights from interviews and observations of patients and hospital staff. A workshop mapped connections between user needs, activities, and hospital environment factors. Key goals are to improve furniture design for privacy, accessibility, and empowerment of users with disabilities or limited movement. The research aims to inform the development of prototypes that could enhance the patient experience.
Improving capacity and quality can help future ready your programGenpact Ltd
The last four decades have seen survival rates for most major cancers markedly improve even as incidence rates have climbed. Such progress is widely attributed to an increased focus on early detection and intervention, particularly with cancers deemed highly “curable” if detected early. Also, many more end-stage cancers today are being rendered manageable for years or even decades, where previous generations of patients with similar diagnoses were given significantly shorter prognoses. With this success comes a host of new needs, mainly in the form of capacity and quality. Timely, affordable, quality care is the great challenge ahead. If this challenge is to be adequately met, community cancer centers need to play a greater role than ever.
The document provides an overview of innovation efforts at Oslo University Hospital led by Director of Innovation Kari J. Kværner.
The first section introduces Kværner and her background. The second section outlines some of the hospital's key innovation initiatives, including establishing an Innovation Clinic to coordinate efforts.
The third section discusses the hospital's approach to building an innovation culture, including establishing innovation advisors, an advisory board, and online and physical meeting spaces. It also outlines tools used to manage the innovation portfolio, license technologies, and turn ideas into businesses.
The document highlights some successful innovations in areas like cardiac disease markers, colon cancer detection, and epigenetic research tools that have generated licensing income for
This document outlines a quality improvement project to improve efficiency and patient satisfaction at the emergency room of North Side Hospital. The project aims to decrease length of stay to under 100 minutes, increase patient satisfaction scores to over 75th percentile, and reduce left without being seen rates to under 1%. The document identifies key stakeholders, analyzes current processes and data, and lists interventions to be implemented between July and November 2004 such as new equipment, improved relationships, and enhanced ancillary services. It shows the project achieved significant reductions in length of stay, admissions, and left without being seen rates after initiation.
Medipex innovation awards 2015 press releaseScott Miller
The document summarizes the winners of the eleventh annual Medipex NHS Innovation Awards and Showcase. Seven teams were awarded across five categories for their innovative projects that improve patient care and make NHS services more efficient. The winners included mobile apps to improve doctor training feedback and patient communication, and initiatives to deliver intravenous treatments and orthotics at home. The awards recognize pioneering ideas developed collaboratively between NHS staff, universities, charities, and businesses.
H2O World - Machine Learning to Save Lives - Taposh Dutta RoySri Ambati
The document discusses how Kaiser Permanente is using machine learning to develop an early warning system (EWS) to predict unplanned transfers from medical/surgical wards to the intensive care unit (ICU). The EWS, called Advanced Alert Monitoring (AAM), analyzes patient data like vitals, labs, demographics and comorbidities to identify patients at risk of deterioration in the next 12 hours. When AAM exceeds a threshold, clinicians receive a pop-up alert to intervene early and potentially prevent ICU transfers. Kaiser is continuously improving AAM by refining the model and validating predictions to help save lives through integrated, technology-enabled care delivery.
This document summarizes the partnership between the National Institute for Health Research (NIHR) and industry to support clinical research and innovation in the UK. Key points:
- NIHR invests over £1 billion annually in research infrastructure including clinical trials facilities to support industry partnerships and clinical research.
- In 2015/16 this infrastructure supported over 11,000 studies, recruited over 320,000 patients, and resulted in over 1,300 collaborations and 576 partnerships with industry worth £149.7 million.
- Examples are provided of NIHR funding programs that support translational research and adoption of novel technologies, helping to bridge the "valley of death" between research and commercialization.
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 provides information about an observational study conducted on the discharge process at Global Hospital in Mumbai, India. The study examined factors that can delay discharge, mapped the current discharge workflow, and collected data on discharge times. The goal was to identify opportunities to streamline the process and reduce delays to improve patient satisfaction. Data was gathered over a 10 day period by tracking the time taken at each discharge step.
We are all engaged in a hospital-wide a system of
patient flow or patient care. We are each part of the
whole. The emergency department is connected
to the ICU. The ICU is connected to the OR. The
discharge and discharge processes are connected
to our admission capabilities and capacity. It’s
like the “Dry Bones” song you learned as a child,
“The foot bone’s connected to the leg bone, the
leg bone’s connected to the knee bone, the knee
bone’s connected to the thigh bone” and so forth.
Overall flow, or “the system,” can only be improved
by applying several key strategic concepts to these
disparate but equal parts.
Stacy Kozak, Manager with the Alberta Health Services (AHS) Surgery Strategic Clinical Network (SSCN) will provide insight on the province-wide approach that has taken compliance with the AHS Safe Surgery Checklist from 50 to better than 90 per cent in two years. WATCH: http://goo.gl/AGde67
This document provides a vision for the future of hospitals in 10 points:
1. Hospitals will be smaller and more specialized, with fewer overall beds and more focus on severe acute illnesses.
2. Hospitals will have a more user-friendly, hotel-like design with improved patient amenities and autonomy.
3. Staff numbers will be reduced through increased automation, telemedicine, and remote monitoring, but patient care levels will be maintained.
4. Telemedicine, robots, and other technologies will play a larger role in tasks like delivery, transport, and rehabilitation to increase efficiency.
5. Patients will be mobilized earlier and continuously monitored both in the hospital and after discharge through remote technologies.
International Innovation RAFT_188_Research_Media_01margochanning
The Restoration of Appearance and Function Trust (RAFT) is a UK-based charity that conducts medical research to improve quality of life for patients dealing with diseases, injuries, or birth defects. Over its 27 years:
1) RAFT research has led to over 100 innovations used in hospitals worldwide to restore appearance and function for patients, helping them regain independence and dignity.
2) RAFT aims to train plastic surgeons in research to establish a new generation with strong research skills. 15% of UK plastic surgeons have a background with RAFT.
3) As a charity, RAFT has no public funding and must raise all funds itself, but continues to produce successful research recognized internationally despite financial
Universal Hospitals is a large private healthcare provider in India that operates hospitals, clinics, diagnostic centers, and pharmacies. It was founded in 1990 by physicians seeking to provide world-class treatment at affordable prices. Today it has a network of 43 hospitals with over 12,000 beds across India. Universal Hospitals is committed to delivering high-quality care through evidence-based practices and investing in advanced medical technology, while also focusing on strategic cost control to make its services affordable. It has received several accreditations for meeting international healthcare quality standards.
Have you ever wanted to learn more about human factors in health care and it’s impact on patient safety? Well now is the time. Join us on Oct. 4th at noon ET as Dr. Kathy Momtahan and Dr. Gianni D’Egidio explore the work of the Canadian Human Factors in Healthcare Network and recent human factors evaluations of hospital external defibrillators.
The document is a presentation from Quest Diagnostics given at the UBS 2007 Global Life Sciences Conference. It summarizes that Quest Diagnostics is a leader in diagnostic testing and information technology solutions, touching over 150 million patient lives in 2006. It provides an overview of the company's network, services, growth opportunities around cancer diagnostics, personalized medicine, and near-patient testing, and approach to driving profitable growth.
The document provides tips for leading quality and safety improvements, noting that leaders need to prioritize high-cost problems, lead improvement processes using systematic methods, and monitor outcomes to evaluate savings and spread successful changes. It emphasizes using data to motivate improvements and setting measurable targets to track progress and savings from reductions in waste and avoidable harm.
North Thames Children's Cancer Network Coordinating GroupUCLPartners
Presentation by Darren Hargrave, Co-Chair of the North Thames Children's Cancer Network Coordinating Group at the London Cancer Children, Teenager and Young Adults Study Day, held on 25 July 2013.
1) CBCC was founded in 1984 in California as a small cancer clinic and has since expanded to become one of the largest cancer care providers in North America and India, operating multiple centers with over 30 oncologists and providing care and clinical trials to thousands of patients annually.
2) The document provides details on CBCC's centers and operations in the US and India, including locations, services, numbers of patients and clinical trials conducted across various cancer types.
3) CBCC has extensive experience conducting oncology clinical trials, with a focus on trials for breast, lung, ovarian and other cancers, and has participated in trials for many now-approved drugs through their affiliation with UCLA.
HCR10 Improving Patient Flow in Emergency DepartmentsLoan Kiss
This document provides an agenda for a two-day conference on improving patient flow in emergency departments. The conference will feature presentations from medical professionals on strategies to accelerate patient flow, improve access to emergency care, and adopt patient-centered models of care. Topics will include applying national standards to emergency departments, redesigning emergency departments to improve access, using data to drive performance, and examining innovative models of care. The goal is for attendees to learn methods for enhancing efficiency and patient outcomes in emergency departments.
To achieve the re-accreditation, South Nassau demonstrated its compliance with standards established by the NAPBC to provide the best possible care to patients with diseases of the breast.
This document provides a research summary for developing an innovative patient furniture system. It includes insights from interviews and observations of patients and hospital staff. A workshop mapped connections between user needs, activities, and hospital environment factors. Key goals are to improve furniture design for privacy, accessibility, and empowerment of users with disabilities or limited movement. The research aims to inform the development of prototypes that could enhance the patient experience.
Improving capacity and quality can help future ready your programGenpact Ltd
The last four decades have seen survival rates for most major cancers markedly improve even as incidence rates have climbed. Such progress is widely attributed to an increased focus on early detection and intervention, particularly with cancers deemed highly “curable” if detected early. Also, many more end-stage cancers today are being rendered manageable for years or even decades, where previous generations of patients with similar diagnoses were given significantly shorter prognoses. With this success comes a host of new needs, mainly in the form of capacity and quality. Timely, affordable, quality care is the great challenge ahead. If this challenge is to be adequately met, community cancer centers need to play a greater role than ever.
The document provides an overview of innovation efforts at Oslo University Hospital led by Director of Innovation Kari J. Kværner.
The first section introduces Kværner and her background. The second section outlines some of the hospital's key innovation initiatives, including establishing an Innovation Clinic to coordinate efforts.
The third section discusses the hospital's approach to building an innovation culture, including establishing innovation advisors, an advisory board, and online and physical meeting spaces. It also outlines tools used to manage the innovation portfolio, license technologies, and turn ideas into businesses.
The document highlights some successful innovations in areas like cardiac disease markers, colon cancer detection, and epigenetic research tools that have generated licensing income for
This document outlines a quality improvement project to improve efficiency and patient satisfaction at the emergency room of North Side Hospital. The project aims to decrease length of stay to under 100 minutes, increase patient satisfaction scores to over 75th percentile, and reduce left without being seen rates to under 1%. The document identifies key stakeholders, analyzes current processes and data, and lists interventions to be implemented between July and November 2004 such as new equipment, improved relationships, and enhanced ancillary services. It shows the project achieved significant reductions in length of stay, admissions, and left without being seen rates after initiation.
Medipex innovation awards 2015 press releaseScott Miller
The document summarizes the winners of the eleventh annual Medipex NHS Innovation Awards and Showcase. Seven teams were awarded across five categories for their innovative projects that improve patient care and make NHS services more efficient. The winners included mobile apps to improve doctor training feedback and patient communication, and initiatives to deliver intravenous treatments and orthotics at home. The awards recognize pioneering ideas developed collaboratively between NHS staff, universities, charities, and businesses.
H2O World - Machine Learning to Save Lives - Taposh Dutta RoySri Ambati
The document discusses how Kaiser Permanente is using machine learning to develop an early warning system (EWS) to predict unplanned transfers from medical/surgical wards to the intensive care unit (ICU). The EWS, called Advanced Alert Monitoring (AAM), analyzes patient data like vitals, labs, demographics and comorbidities to identify patients at risk of deterioration in the next 12 hours. When AAM exceeds a threshold, clinicians receive a pop-up alert to intervene early and potentially prevent ICU transfers. Kaiser is continuously improving AAM by refining the model and validating predictions to help save lives through integrated, technology-enabled care delivery.
This document summarizes the partnership between the National Institute for Health Research (NIHR) and industry to support clinical research and innovation in the UK. Key points:
- NIHR invests over £1 billion annually in research infrastructure including clinical trials facilities to support industry partnerships and clinical research.
- In 2015/16 this infrastructure supported over 11,000 studies, recruited over 320,000 patients, and resulted in over 1,300 collaborations and 576 partnerships with industry worth £149.7 million.
- Examples are provided of NIHR funding programs that support translational research and adoption of novel technologies, helping to bridge the "valley of death" between research and commercialization.
Dr Denis Wat of Liverpool Heart & Chest Hospital and Kevin Auton of Aseptika present their feasibility study on self care with COPD patients at ECO9 event on 13th September 2016
- The document discusses building a digital health ecosystem in Africa using mobile technology to transform healthcare delivery. It describes how patient monitoring solutions using digital devices can generate savings for hospitals by reducing readmissions for chronic diseases.
- The medopad platform is presented as an integrated digital health solution that can enable real-time patient monitoring, care coordination between patients and providers, and clinical research across different diseases like cardiology, oncology and diabetes.
- Examples of pilot programs using medopad in cancer and cardiology care demonstrate improved outcomes and cost savings. The platform aims to connect the global healthcare community to enhance care in developing countries.
Emerging Technologies and Advancements in Critical Care Medicine.pptxDiginerve
Critical care is a medical domain where the timely admission of patients and access to advanced technologies takes centre stage. It is a domain where patients with life-threatening health conditions such as stroke, kidney failure, multiple organ failure, respiratory failure, sepsis, severe bleeding, second-and third-degree burns, and accidental injuries are treated.
Read more : https://diginerve.medium.com/emerging-technologies-and-advancements-in-critical-care-medicine-5113cc2c7f4d
Check out the very latest on innovations projects from Australia and around the world....and then there are our bespoke soft skills workshops designed to support managers in VUCA workplaces
Doctors currently practice "trial-and-error medicine" due to limited ability to predict which patients will respond to specific treatments. The Stratified Medicine Scotland Innovation Centre aims to develop personalized medicine through genetic sequencing and analysis of patient data. It will provide facilities for clinical trials, genomic analysis, and sequencing using Life Technologies' Ion Torrent technology. The goal is to transform chronic disease management globally by accelerating biomedical research and improving healthcare.
Aldo Rolfo, National Clinical Development Manager, Genesis Cancer Care, Austr...GenesisCareUK
A program that seeks to redefine best practice across the drivers of the GenesisCare business (Quality, Access and Efficiency) in order to deliver on their vision of “Innovating Healthcare. Transforming Lives.”
1) Telenursing in the Intensive Care Unit (ICU) involves using telecommunication technologies to remotely monitor critically ill patients and support bedside healthcare teams.
2) The number of patients requiring critical care is increasing due to an aging population and advanced treatments, yet resources are decreasing. Tele-ICU aims to address these challenges by providing remote monitoring and expertise from ICU specialists.
3) Studies have found tele-ICU can reduce ICU and hospital length of stays and mortality while increasing compliance with best practices. Tele-ICU nurses monitor patients, collaborate with bedside staff, and ensure best practices are followed to increase patient safety.
General Practice Nursing:‘Make a real difference as a Digital Nurse Champion’RachelHatfield7
General Practice Nursing: Make a real difference as a Digital Nurse Champion
The document discusses the role of digital nurse champions in enabling practice nurses and other clinicians to adopt technology enabled care services for the delivery of care to patients with long-term conditions and adverse lifestyle habits. It highlights unlocking the potential of technology enabled care services and new models of care. The document is chaired by Dr Ruth Chambers, who is the clinical lead for technology enabled care services and digital workstreams in Staffordshire.
Bernie Harrison - Australian Council Healthcare StandardsInforma Australia
The document discusses using targets to improve healthcare performance and patient safety. It notes that while modern medicine is advanced, healthcare systems still fail to meet their full potential due to issues like clinical practice variation and preventable medical errors. Targets have been implemented, like the 4-hour rule for emergency department wait times, but focusing only on targets can incentivize the wrong behaviors. True reliability and safety require a culture that learns from failures and embraces continuous improvement. High-reliability organizations exemplify principles like preoccupation with failure and deference to expertise. The goal should be zero preventable harm through reliable processes of care.
Elena Sini discusses how Humanitas Research Hospital in Italy is using big data and analytics to improve healthcare quality and operations. The hospital collects data from various sources and uses algorithms and predictive models to monitor clinical performance, prevent sepsis, and improve emergency room efficiency. Future plans include leveraging additional big data sources like physician notes and genomics to further enhance analytics.
This document discusses how predictive analytics and intelligent service platforms can transform healthcare delivery at scale by leveraging data and technology while keeping people at the center. It highlights Accenture's digital health technology vision which focuses on five trends: intelligent automation, liquid workforce, platform economy, digital trust, and predictable disruption. The trends emphasize the importance of people - both patients and healthcare workers. The document also provides a case study of analytics-driven case management in Valencia, Spain that has led to reductions in unplanned hospital admissions and stays through risk stratification, coordinated care, and a holistic patient approach.
Professor Michael Thick, Chief Medical Officer and Chief Clinical Information...Investnet
This document discusses quality, safety, and productivity in healthcare. It notes that 66% of hospitals provide inadequate care and adverse safety incidents occur at a rate of 1 in 10, unchanged for 30 years. Four groups of patients are identified with different attitudes towards health. Quality is multidimensional, involving treatment outcomes, safety, and patient experience. Technology has potential to transform care if it enables interoperability and embraces disruptive innovations. Clinical leadership and engagement are needed to effectively lead change in the healthcare system.
Michael Thick, Chief Medical Officer and Chief Clinical Information Officer, ...Investnet
This document discusses quality, safety, and productivity in healthcare. It notes that 66% of hospitals provide inadequate care and adverse safety incidents occur at a rate of 1 in 10, unchanged for 30 years. Four groups of patients are identified with different attitudes towards health. Quality is multidimensional, involving treatment outcomes, safety, and patient experience. Technology has potential to transform care if it enables interoperability and embraces disruptive innovations. Clinical leadership and engagement are needed to effectively lead change in the healthcare system.
This document provides an overview of commissioning for value in healthcare. It discusses highlighting unwarranted variation in quality, outcomes, activity and spend using tools like the NHS Atlas of Variation. It emphasizes empowering patients through shared decision making using decision aids. It also covers engaging clinicians and commissioners to shift from "rationing" to "rational commissioning" and using information and insights to drive action and sharing of best practices. The goal is to increase value by focusing on health outcomes relative to total costs.
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Interoperability Assets for Patient Summary Components: a Gap AnalysisAnnaSeebergHansen
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Chronaki eusem-transformative power-v2
1. The transformative Power of digital
health in the Emergency Department
Catherine Chronaki
Secretary General
HL7 Foundation, Brussels, Belgium
euoffice@HL7.org
Funded under
H2020-643889
2. 2
HL7 Foundation:
HL7 the best and most widely-used
eHealth standards since 1986
HL7 v2, Clinical Document Architecture, HL7 FHIR
20 National Affiliates in Europe (~38 wordwide)
European HL7 foundation established in 2010
European Funded Research Projects
eHGI, Antilope, Semantic Healthnet,
Trillium Bridge, Expand, Trillium-II
PHC34: ASSESS CT, OpenMedicine, eStandards
Annual HL7 in Europe Newsletter
Website: www.HL7.eu
eHealth policy & Research
eHealth stakeholders group; mHealth Guidelines;
ENISA expert group
EFMI council (2012-): EFMI Board (2016-)
HIMSS Europe
SDO Joint Initiative Council
HL7 Vision: A world in which everyone can securely access and use the right health data when and where they need it.
3. 3
Emergency Department:
A harsh and complex collaborative decision environment
Characteristics Diagnostic Error in ED
High decision density
Decision fatigue
Throughput pressure
Wide range of illnesses
Diagnostic Uncertainty
Narrow time windows
Interruptions and distractions
Shift work/sleep disruption
Shift changes: cognitive
decline 30%
Radiology 5%
Missed injuries 12%
Cardiovascular 19%
Respiratory 30%
Overall ~16%
Glasgow, Scotland, 9.9,2018
3
The transformative power of digital health in the emergency department
Source: Dr. Pat Croskerry, Emergency London; https://www.youtube.com/watch?v=GFE6D5460oE
It’s not about what we know,
it’s about how we think!
5. 5
ED congestion: a safety risk and a cause of
adverse outcomes
91% of EDs in USA overcrowded, 40% ambulance diversion daily in 2004
ED delays increase mortality and hospital length of stay
1997 to 2004 median wait for ED physician from 22’ to 30’, AMI from 8’ to 14’.
patients “boarded” in ED experienced longer LOS
In 13,460 visits to Canadian hospital (Apr 2006-7) 11.6% of admitted patients with boarding
delays >12h had 12.4% higher LOS, 2183 addtl days, +11% costs $2M, BMC Emerg Care
16(2010):1-6
In 995,379 ED visits to 187 hospitals. Patients on days with high ED crowding: 5% greater
odds inpatient death (95%CI 2% to 8%), 0.8% longer LOS(95% CI 0.5% to 1%), 1%
increased admission costs (95% CI 0.7% to 2%), 6200 hospital days (95% CI 2,800 to
8,900), and $17 million (95% CI $11 to $23M) in costs. [Ann Emerg Med 2013;61:605-611]
patients leave without receiving the care they need
Of patients that left, 46% required medical attention, 29% requiring care in 24 to 48 hours.
11% were hospitalized within one week, while only 9% of those who waited to be seen
required hospitalization
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
12. 12
Case of Univ of Colorado Medical Center ED
Patients leave the ED without being treated.
Competing hospitals get these patients. Are they better?
Ambulance diversion >8 of every 24 hours
Patient- and staff-satisfaction scores close to zero.
Broken Relationships with referring physicians, EMS.
Near-weekly Dept of Public Health visits for patient
complaints and code violations.
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
13. 13
Case of Univ of Colorado Medical Center ED
Transforming the image of the Emergency department
From the overcrowded front door for
medical emergencies, accidents and trauma
safety-net for people that lack access to care
to a Diagnostic center
the critical intersection of inpatient and outpatient services
HOW?
highly integrated leadership team to set up new
standards for emergency care driven by patient needs!
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
How We Transformed Emergency Care at Our Hospital
by Richard Zane, MD, HBR Dec 17, 2015
14. 14
Double space plans – fewer treatment areas or
Build leadership team with three core functions:
quality, operations, and process improvement (PI): 8-10 people committees
PI committee plan to follow a series of patients
document their movements
prepare a detailed task analysis of staff members
compare performed tasks with each provider’s scope of work.
Doctors and nurses often spend time on low skill level tasks.
Operations committee developed, tested, implemented solution
Teaming up nursing and health professionals.
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
Case of Univ of Colorado Medical Center ED
Transforming the image of the ED (con’t)
15. 15
Six Guiding Principles
Put patients at the center –drop focus on triage
Senior physician starts the care process without delay
Use data and information relentlessly
Accountability to measure anything that affects patients.
electronic medical record, stopwatches and direct observation.
Dashboards that included department- and provider-specific
measures of process, resource utilization, and quality
Indicators compared with department goals & national standards
and providers who don’t measure up follow remediation plan
Speak with one voice
Debate and discuss but once a decision is made, it is implemented
and publicly owned, while missteps and failures ack’d & fixed.
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
16. 16
Six Guiding Principles (con’t)
Value everyone’s perspective
Value opinion of people at the front line of patient care — who practice
medicine, run ventilators, stock equipment, transport patients, deliver
food, change linens
Make them feel invested in the department’s core mission.
Deliver high-quality care universally
identify high-risk conditions (heart attack, stroke, major trauma, sepsis) or
conditions associated with practice variability (chest, abdominal, back
pain)
care pathways to guide care and use of resources, prompt interventions,
inform decisions
Set the standards
dedicated not only to patient care but also to innovation and education
40 academic medical centers worldwide spent time with us to learn our
processes, our leaders speakers on 30 occasions, model for orgs as
ACEP, Press Ganey, UHSC. Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
17. 17
Results
total treatment time down by more than 40%;
use of high-cost imaging (CT scan and MRI) has dropped by 15%,
avoidable hospital admissions have decreased by 20%,
patients with major heart attack get to cath lab in <90’, 100% of the time.
total cost of care per patient is down 18%.
volume has increased by 53%, on track to be the highest-volume ED in
Colorado.
patient-satisfaction scores are in the top box 77% of the time (plan to go to
90%).
patients now wait avg 8’ to see an attending physician.
Virtually no patients leaft ED unseen, never, again ambulance diversion.
Round 2 of a top-to-bottom process evaluation — CARE 2.0
(Compassionate care, Access, Reliability, and Efficiency) — as we stick to
our guiding principles in setting a new standard for emergency care.
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
18. 18
Case of Kaiser Permanente:
Create a no-wait experience for patients
Apply lean method to reduce waste and simplify processes
Sacramento: 122000 patients, 49Beds, L2 Trauma center, 39% outside KP,
Medicaid mostly
Baseline Departmental Metrics
Patients that left without being seen (LWBS): 1% (7-12%)
Average time door to doctor (55min) but can go up to 12 to 14h
Length of Stay (LOS) 4.5 hours for discharged, 8h for admitted
Physicians 12h shifts, 8 patients/ 30 left unseen, order tests
Ambulance diversions: EMTALA at least stabilize patients with emergency condition
20 questions triage taking 7-8 minutes to complete
Could serve only <20 arrivals per hour..
Creating a culture of innovation and continuous flow
Value stream maps: now and future view
Long term goal: 12 patients per bed daily
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
18
19. 19
Case of Kaiser Permanente:
Create a no-wait experience for patients (con’t)
Established observation unit in the process flow to treat patients aggressively and
discharge within 24h:
8 rooms, 24/7
Staffed and managed by nurses, patients seen by doctor every 4h
e.g. GI Bleed, colonoscopy, transfusion
Organize ED in three areas:
Low acuity area, LOS <60 min
Medium acuity area for young people (frontline) – vertical, LOS <120min
High acuity area
Team assignment system:
One physician, 2 nurses ownership of patients
Brief triage and color coding – accountability
Open data philosophy:
Time, patient satisfaction, quality
Visual workplace principles and mistake-proofing tools:
Transparent, supportive, self directing
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
19
20. 20Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
20
Case of Kaiser Permanente:
Create a no-wait experience for patients (con’t)
22. 22
Glasgow,
Scotland,The transformative power of digital health in the emergency department
22
5
Per
Post
Pre
Case of Univ Hospital of Geneva:
Improving patient & family ED experience (con’t)
24. 24
Emergency data sets
Glasgow,
Scotland,The transformative power of digital health in the emergency department
http://aktin.art-decor.org
source: Kai Heitmann
https://tinyurl.com/y7assld4
25. 25
Patient summary as
Health data navigator
Think of the Patient summary as a window to a person’s health or
dashboard to support the stakeholders in the ED:
Medications, allergies, vaccinations, problems and procedures,
labs, diagnostic imaging, recent or planned encounters, implantable devices
advance directives
“Bring the Power of Platforms to Health Care” using data to drive:
administrative automation, networked knowledge, and resource orchestration [Bush &
Fox, HBR November 2016]
eStandards need to
help build trust
unlock the power of health data
facilitate decision support
navigate the health system
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department
26. International Patient summary (IPS) standards
Think Patient summary as
vaccinations
medications
encounters
Identification
allergies
Implantable
devices
Health
team
Security
preferences
Security
preferences
problems
28. Communication of Children Symptoms in Emergency: Classification of the Terminology J ROCHAT, J
SIEBERT A GALETTO, C LOVIS and F EHRLER, Informatics for Health: Connected Citizen-Led Wellness
and Population Health
What information goes to the child’s patient summary?
28
29. 29
Conclusions
Digital health through data and information can
can transform the Emergency Department (ED):
assess and refines ED processes for better hospital
and health system investments
improve decision making of Health professionals by
sharing data and information
change the ED experience of Patients & families
acting as navigator
Don’t be shy!
Measure and share indicators.
Glasgow, Scotland, 9.9,2018The transformative power of digital health in the emergency department