Join us to explore “Interoperability in action: information + integration = innovation?” and engage in lively debate on how rethinking interoperability standards and continuing education can bridge divides, change cultures, and open markets!
Perspectives from health management, industry, government, health education, and standardization exemplify challenges and opportunities for liberation of data that can drive desired social and technological innovation.
This is a call for action to explore how the partnership of HL7, EFMI and HIMSS can catalyze the equation “information + integration = innovation” to bridge divides, change culture and open markets.
2016 IBM Interconnect - medical devices transformationElizabeth Koumpan
Emerging technologies such as Internet of Things, 3D Printing are driving the creation of new business models and forcing the Industry for transformation. The product centric model where the Industry main objective was to develop the device, is moving to software and services model, with the focus on Big Data & Analytics, Integration and Cloud.
The maturation of technologies such as social, mobile, analytics, cloud, 3D printing, bio- and nanotechnology are rapidly shifting the competitive landscape. These emerging technologies create an environment that is connected and open, simple and intelligent, fast and scalable. Organizations must embrace disruptive technologies to drive innovation
Keynote given at the Nigerian National eHealth Summit, Dec 2015, on the conference theme of 'The Business of eHealth'. Dr Claudia Pagliari directs the Global eHealth masters programme at the University of Edinburgh, UK. www.health@ed.ac.uk
Creating Interoperable Medical Devices that fit into Hospital Enterprise IT E...Shahid Shah
Creating connected medical devices is challenging but doing so in an interoperable manner that can easily and flexibly fit into modern hospital IT environments is even more difficult. This presentation provides sage advice on how to design connected life-critical medical devices so that they work well within modern hospital environments.
Patient centricity and digital solutionsAhmed Graouch
Beyond product offerings, it also positions Medtech companies to help hospitals and health systems transition to the future of health through services.
The term “digital twin” refers to the digital version of a physical device or process. By bridging the physical and the virtual worlds, data is transmitted seamlessly allowing the virtual entity to exist simultaneously with the physical device or process. Digital twins are emerging as virtual test beds for
possible solutions before they implement physical devices. These computer-based models are fed individual and population data and mimic the electrical and physical properties of an object.
Medical device companies are using this technology to simulate how their devices are being used in the
clinical setting.
In our view of the future of health, radically interoperable data is likely to play a huge role in transforming health care. Data from medical technologies such as wearables, remote monitors, and
sensors will be standardized, stored, updated, and aggregated with other sources of information such as social media platforms, retailers, and electronic health records.
The combined data will create a complete personal profile that physicians and health systems can use to help ensure that
I deliver health services in an appropriate fashion.
AI and VR in Health: What's Now, What's NextEnspektos, LLC
Data Source: www.digihealthinformer.com
Fard Johnmar's presentation from the future::present digital health breakfast. Research focuses on the evolution of the health artificial intelligence and virtual reality markets. Key areas of focus include what diseases these technologies are being used to manage, which organizations are driving their uptake, key investment activity and more.
2016 IBM Interconnect - medical devices transformationElizabeth Koumpan
Emerging technologies such as Internet of Things, 3D Printing are driving the creation of new business models and forcing the Industry for transformation. The product centric model where the Industry main objective was to develop the device, is moving to software and services model, with the focus on Big Data & Analytics, Integration and Cloud.
The maturation of technologies such as social, mobile, analytics, cloud, 3D printing, bio- and nanotechnology are rapidly shifting the competitive landscape. These emerging technologies create an environment that is connected and open, simple and intelligent, fast and scalable. Organizations must embrace disruptive technologies to drive innovation
Keynote given at the Nigerian National eHealth Summit, Dec 2015, on the conference theme of 'The Business of eHealth'. Dr Claudia Pagliari directs the Global eHealth masters programme at the University of Edinburgh, UK. www.health@ed.ac.uk
Creating Interoperable Medical Devices that fit into Hospital Enterprise IT E...Shahid Shah
Creating connected medical devices is challenging but doing so in an interoperable manner that can easily and flexibly fit into modern hospital IT environments is even more difficult. This presentation provides sage advice on how to design connected life-critical medical devices so that they work well within modern hospital environments.
Patient centricity and digital solutionsAhmed Graouch
Beyond product offerings, it also positions Medtech companies to help hospitals and health systems transition to the future of health through services.
The term “digital twin” refers to the digital version of a physical device or process. By bridging the physical and the virtual worlds, data is transmitted seamlessly allowing the virtual entity to exist simultaneously with the physical device or process. Digital twins are emerging as virtual test beds for
possible solutions before they implement physical devices. These computer-based models are fed individual and population data and mimic the electrical and physical properties of an object.
Medical device companies are using this technology to simulate how their devices are being used in the
clinical setting.
In our view of the future of health, radically interoperable data is likely to play a huge role in transforming health care. Data from medical technologies such as wearables, remote monitors, and
sensors will be standardized, stored, updated, and aggregated with other sources of information such as social media platforms, retailers, and electronic health records.
The combined data will create a complete personal profile that physicians and health systems can use to help ensure that
I deliver health services in an appropriate fashion.
AI and VR in Health: What's Now, What's NextEnspektos, LLC
Data Source: www.digihealthinformer.com
Fard Johnmar's presentation from the future::present digital health breakfast. Research focuses on the evolution of the health artificial intelligence and virtual reality markets. Key areas of focus include what diseases these technologies are being used to manage, which organizations are driving their uptake, key investment activity and more.
eStandards: eHealth Standards & Profiles in Action for Europe and beyondchronaki
eStandards: eHealth Standards & Profiles in Action for Europe and beyond is a new EC Support action under Horizon 2020, Personalizing Healthcare Program 34, which aims to nurture large scale eHealth deployment in Europe and Beyond with standards that are easy to use, accessible, and affordable in the fast pacing wold we live in.
eHealth Practice in Europe: where do we stand?chronaki
eHealth as the use of Information and communication technologies in the practice of health care comprises Electronic health records, Healthcare information exchange cross-jurisdictions, Personal health records, Telehealth, telemedicine and remote monitoring.
There are several efforts to reflect and measure the practice of eHealth including efforts by the OECD and WHO, but in general there is little reported sharing of health data particularly with patients. Specific barriers frequently mentioned are supporting policies and coherent widely implemented standards.
The presentation discusses relevant efforts and programs supported by the European Commission such as the eHealth DSI, eStandards, ASSESS CT, and openMedicine aiming at large scale eHealth adoption It calls for engagement of European Society, its national societies, and its members.
- HealthTech innovation is disrupting healthcare and its established players
- Technology is driving a new paradigm to create better health care
- Developing markets can leapfrog their healthcare infrastructure limitations
- New opportunities are opening to shape the new paradigm
Powering the Future of Healthcare in Asia Pacific | Full ReportGalen Growth
How technology will change healthcare delivery
1) The creative destruction of healthcare
2) Data driven healthcare
3) Funding
4) Disruption in Healthcare
5) Opportunity to leapfrog to accelerate change
The FDA Digital Health Center of Excellence and the Advancement of Digital He...Greenlight Guru
The FDA Digital Health Center of Excellence is part of the planned evolution of the digital health program with the intent to drive synergy for digital health efforts, align strategy with implementation, prepare the FDA for the digital health future, and protect patients and maintain the FDA standards of safety and effectiveness.
Ultimately, the program works to strategically advance science and evidence for digital health technologies that meets the needs of
stakeholders.
This free in-depth webinar, presented by Matthew DiamondChief Medical Officer, Digital Health Center of Excellence, will cover the digital health landscape and areas of application, goals and outcomes, planned services and launch plan, and the current areas of focus - including AI/ML-Based SaMD.
This presentation originally aired during the 2021 State of Medical Device Virtual Summit.
Health device makers, to date, have primarily targeted consumers who are either fitness focused or chronically ill. But between these two extremes sits a large, fragmented and often overlooked population who seek better information to effectively manage their health. Our research suggests that successful solution providers will approach this market opportunity as an ecosystem of partners – with an integrated solution that extends beyond the device itself. By plugging the information gap for these consumers, solution providers can help fuel healthcare innovation.
"Health Information Exchange in Oregon – Where We Are & Where We Are Going"
Moderator: Eric McLaughlin, Project Manager, Cognosante
Abigail Sears, Chief Executive Officer, OCHIN
Sharon Wentz, RN, Business Development Coordinator, CareAccord
Laurie Miller, RHIT, CCS-P, HISP Administrator, Gorge Health Connect
Paula Weldon, Project Manager, Jefferson Health Information Exchange
: HL7 Survival Guide - Chapter 7 – Gap AnalysisCaristix
This guide is for healthcare integration analysts and their managers. In this chapter, learn how to set up a crucial HL7 document: the gap analysis. Once you have the needed profiles for your source and destination systems, you need to capture a list of all the gaps existing between the two systems.
eStandards: eHealth Standards & Profiles in Action for Europe and beyondchronaki
eStandards: eHealth Standards & Profiles in Action for Europe and beyond is a new EC Support action under Horizon 2020, Personalizing Healthcare Program 34, which aims to nurture large scale eHealth deployment in Europe and Beyond with standards that are easy to use, accessible, and affordable in the fast pacing wold we live in.
eHealth Practice in Europe: where do we stand?chronaki
eHealth as the use of Information and communication technologies in the practice of health care comprises Electronic health records, Healthcare information exchange cross-jurisdictions, Personal health records, Telehealth, telemedicine and remote monitoring.
There are several efforts to reflect and measure the practice of eHealth including efforts by the OECD and WHO, but in general there is little reported sharing of health data particularly with patients. Specific barriers frequently mentioned are supporting policies and coherent widely implemented standards.
The presentation discusses relevant efforts and programs supported by the European Commission such as the eHealth DSI, eStandards, ASSESS CT, and openMedicine aiming at large scale eHealth adoption It calls for engagement of European Society, its national societies, and its members.
- HealthTech innovation is disrupting healthcare and its established players
- Technology is driving a new paradigm to create better health care
- Developing markets can leapfrog their healthcare infrastructure limitations
- New opportunities are opening to shape the new paradigm
Powering the Future of Healthcare in Asia Pacific | Full ReportGalen Growth
How technology will change healthcare delivery
1) The creative destruction of healthcare
2) Data driven healthcare
3) Funding
4) Disruption in Healthcare
5) Opportunity to leapfrog to accelerate change
The FDA Digital Health Center of Excellence and the Advancement of Digital He...Greenlight Guru
The FDA Digital Health Center of Excellence is part of the planned evolution of the digital health program with the intent to drive synergy for digital health efforts, align strategy with implementation, prepare the FDA for the digital health future, and protect patients and maintain the FDA standards of safety and effectiveness.
Ultimately, the program works to strategically advance science and evidence for digital health technologies that meets the needs of
stakeholders.
This free in-depth webinar, presented by Matthew DiamondChief Medical Officer, Digital Health Center of Excellence, will cover the digital health landscape and areas of application, goals and outcomes, planned services and launch plan, and the current areas of focus - including AI/ML-Based SaMD.
This presentation originally aired during the 2021 State of Medical Device Virtual Summit.
Health device makers, to date, have primarily targeted consumers who are either fitness focused or chronically ill. But between these two extremes sits a large, fragmented and often overlooked population who seek better information to effectively manage their health. Our research suggests that successful solution providers will approach this market opportunity as an ecosystem of partners – with an integrated solution that extends beyond the device itself. By plugging the information gap for these consumers, solution providers can help fuel healthcare innovation.
"Health Information Exchange in Oregon – Where We Are & Where We Are Going"
Moderator: Eric McLaughlin, Project Manager, Cognosante
Abigail Sears, Chief Executive Officer, OCHIN
Sharon Wentz, RN, Business Development Coordinator, CareAccord
Laurie Miller, RHIT, CCS-P, HISP Administrator, Gorge Health Connect
Paula Weldon, Project Manager, Jefferson Health Information Exchange
: HL7 Survival Guide - Chapter 7 – Gap AnalysisCaristix
This guide is for healthcare integration analysts and their managers. In this chapter, learn how to set up a crucial HL7 document: the gap analysis. Once you have the needed profiles for your source and destination systems, you need to capture a list of all the gaps existing between the two systems.
Case Study "Enabling Data Interoperability through the Healthcare Continuum”
Charles Jaffe, MD
CEO
Health Level 7 (HL7)
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
HL7 Interface Lifecycle Management at Interconnected Health 2012Caristix
http://caristix.com
HL7 Integration: From Trial and Error to Predictable Project Outcomes
By nature, an HL7interfacing project consists of many unknown unknowns. And far too many teams rely on trial and error and drawn-out iterative processes to get projects completed. Unfortunately, those in charge often lack the transparency into accurate information about project status. With complex projects, the result all too often is an inability to predictably hit a target go-live date, impacting planning and the ability of leadership to extract the maximum value from project resources.
This presentation introduces a new concept, Interface Lifecycle Management, which covers 7 key stages that every healthcare organization goes through when implementing interfaces. These steps are: scoping, configuration, validation, go-live, monitoring, maintenance and support, and finally, an upgrade decision when sending systems change. Using examples drawn from providers and HIT vendors, the presenter will cover best practices and automation strategies that leadership can implement during each step regardless of interface engine or integration technology in use.
Public Health Information Model StandardsJason Siegel
Remote Lecture given to Johns Hopkins School of Medicine, Division of Health Sciences Informatics. Part of Course 600.708 Health Information Systems Standards and Interoperability in 2007.
Explains about how to Enhance knowledge transfer among all of stakeholders including healthcare providers. For more information visit: http://www.transformhealth-it.org/
Binary Spectrum provides data standard for an healthcare organization through the HL7 seventh layer (application layer) of the communication systems, interoperability to exchange health data.
HL7
Health level 7
What is HL7?
What does it stand for
HL7 Mission
HL7 contains message standards
HL7 in HealthcareManagement System
Standards
Limitations of HL7
CMS BlueButton On FHIR for Researchers - Presentation to NIH and PCORI Resear...Mark Scrimshire
This is a presentation given to researchers from PCORI and NIH (Precision Medicine Initiative) about the potential benefits to researchers that comes from letting CMS Medicare Beneficiaries share their Claims information with a research study using the Proposed CMS BlueButton data formats built on the HL7 Fast Health Interoperability Resources Specification.
In this tutorial participants will learn the history of the RIM, the method by which the RIM is maintained, and key characteristics of the RIM that make it the premier information model in healthcare.
Topics Covered:
1. Introduction to HL7: who, what, and why
2. Introduction to HL7 v3: what and why
3. History of the HL7 Reference Information Model
4. HL7 RIM Subjects, Core Classes, and Structural Attributes
5. State Machines of RIM Core Classes
6. HL7 v3 Datatypes
7. HL7 v3 Vocabulary
This tutorial will assist in preparation for the HL7 v3 Certification exam.
mHealth Israel_Mony Weschler_Montefiore_How Data Exchange Is Essential In Sup...Levi Shapiro
Presentation for mHealth Israel by Mony Weschler, Senior Director Applications Strategy and Innovation, Albert Einstein College of Medicine, Montefiore Medical Center. Theme: How Data Exchange Is Essential In Support of New Technologies & Healthcare Innovation. This presentation has three objectives:
1) Discuss IT governance components that positioned Montefiore to achieve extensive community outreach efforts
2) Review strategies for incorporating innovation and new technologies into existing processes.
3) Identify the data exchange challenges
module-8-ppt-session-1 for ehealth (1).pptxssuser2714fe
Explain key eHealth and mHealth concepts
Define commonly used eHealth and mHealth terms
Illustrate eHealth and mHealth applications
Describe limitations and considerations for eHealth and mHealth
Key Takeaways from the first IDC Pan European Healthcare Summit . Post event ...Silvia Piai
This slide deck summarizes the key takeaways from the first Pan European Healthcare Executive Event. Focused on the three themes of the Summit ( Personalization,Integration and Industrialization), the Summit has explored the different dimensions in which ICT is an enabler of a new business model for sustainable healthcare in Europe
Med Device Vendors Have Big Opportunities in Health IT Software, Services, an...Shahid Shah
If you’re in the medical device manufacturing or hardware sales business your revenue growth (CAGR) is under pressure like never before. You’re being asked to do more with less but you’re probably going to find that hard to accomplish because of one or more of the following challenges:
* Longer product development timelines caused by more FDA and other government regulations
* Increased demand by customers to have your devices deliver user experiences that are more like “consumer” devices such as cell phones and tablets
* Lower margins as a reaction to commodity competition (your sensor hardware business will be commoditized faster and faster over time)
* More complex and longer sales cycles because devices are now being approved for sale not by facilities and clinical executives alone but increasingly by CIOs and IT teams
* Increased cost of risk management and compliance caused by connectivity requirements
Any one of these challenges is difficult to meet but these days you’re probably being asked to meet more than one simultaneously. The solutions are not simple but the good news is that medical device manufacturers have many revenue generation opportunities today that can fund the new strategic imperatives you’ll need to put into place to meet the challenges listed above.
This briefing, presented by Netspective CEO Shahid Shah, describes some of the opportunities and how device vendors can take advantage of them.
Process Automation in Telemedicine - The Italian PerspectiveDenis Gagné
Presented by Baxter, with the participation of Telemedicine Observatory by ALTEMS (Università Cattolica del Sacro Cuore, Rome).
Stefano Collatina, Country Head Baxter Italy
Prof. Fabrizio Ferrara, Universita Cattolica del Sacro Cuore
Simone Naso, Digital Health Specialist, Baxter Italy
Health care delivery in Italy represents a number of challenges, including the regulatory requirements and the regional differences. Telemedicine has the potential to provide more cost-effective care, especially for vulnerable populations such as the elderly. In this webinar the unique needs of Italy will be discussed and how they can be addressed by standards-based process automation.
The healthcare industry has quietly shed the laggards tag and has quickly emerged as frontrunners in digitization. Hospitals are driving technology advancements by creating a digital framework for seamless integration of all aspects of patient care and administration. There are 5 major themes that are seen as critical in the hospital IT ecosystem – Smart Care, Patient Information Management, Remote Care, Medical Devices, and Intelligent Enterprise Systems.
Large enterprises such as Microsoft and Accenture are collaborating with healthcare providers to address a variety of use cases such as chronic disease management, virtual care solutions, risk scoring, patient tracking and monitoring, precision medicine, and patient on/off-boarding. Accenture and Microsoft helped Spain’s Basque Country Health Centre build a remote elderly patient monitoring system. Athenahealth’s cloud-based network system helps Minnie Hamilton Health System identify bottlenecks and streamline the revenue cycle.
Download the report as we provide an overview of the hospital IT landscape, understand digital transformation trends across these 5 major themes and the opportunities available for vendors and service providers.
Moving from idea to impact the emergence of m health 2.0Luca Sergio
Supported by the proliferation of smartphones and tablets, consumers and medical providers are snapping up medical technology via mobile apps and mobile sensors at an unprecedented rate. In the process, these early adopters are drawing tremendous attention to the mHealth space. This explosion of products and interest has brought the space to an inflection point: the emergence of mHealth 2.0. At this next stage, mHealth aims not just to provide information but to create meaningful behavior change in both patients and their medical providers. While the underlying idea is simple and the technology astonishing, it has been a challenge to deliver. I will argue that, going forward, the focus of players in the mHealth space must be on closing specific patient behavioral loops, building bridges between non-interoperable data systems, and permitting doctors to provide better care through deeper clinical insights—and all of this must happen without drowning doctors in a deluge of raw data. So how do we get there? The future lies in the aggregation of data from multiple sensors, analyzed and re-expressed as actionable insights for behavioral change. The winners will be those who can produce the most useful sensors (embedded in the most attractive and easy-to-use form factors) and marry them to cloud systems and intelligent algorithms that enable effortless analysis and sharing of insights that inspire action.
By: Karsten Russell-Wood, Philips Hospital to Home
At Sherbrooke International Life Sciences Summit - 2nd edition | September 28/29/30 2015
www.sils-sherbrooke.com
Similar to Information+Integration ? Innovation an HL7/EFMI/HIMSS @eHealthweek2015 in Riga (20)
Connected health data meets the people: Diversity, Standards, and Trustchronaki
Using health data in a connected world requires new competencies, a personal digital health compass calibrated to individual personalities and needs. Patients and clinicians able to collect and manage data, data-operational informatics professionals able to analyze data, and cutting-edge researchers, innovators, and educators able to apply knowledge, will take learning health systems to the next level.
In this EFMI-HL7 event using innovative technology and surprises to engage the audience, we will discuss strategies for empowering and activating people to engage, share and use their health data. We will point to diversity, trust and open standards like HL7 FHIR to open up access and capacities to manage data safely for patients, care-givers, and the health system.
The Maturing Telemedicine Infrastructure in Denmark: Building the Human Capital, Morten Bruun-Rasmussen, CEO MEDIQ
Health Professional Education in Biomedical & Health Informatics: the EFMI AC2 approach, Professor John Mantas, University of Athens, Greece, EFMI Past President
Digital health literacy: a necessity for Activating Citizens, Professor Anne Moen, University of Oslo, Norway, VP for IMIA, European Federation for Medical Informatics
“Internet of People”: Elements of Trust and Risk, Eva Turk, DNVGL.
Workforce meets volumes of electronic information: Why and how HL7 FHIR creates value for stakeholders in learning health systems. Doug Fridsma, President and CEO, American Medical Informatics Association, US
In search of a Digital Health CompassPatient Empowerment chronaki
Presentation of the digital health compass in the Portuguese eHealth Summer Week with Anne Moen (U of Oslo), Catherine Chronaki (HL7), Rita Mendes (SPMS). Great moderation by Constantino Sakellarides, ENSP.
In search of a digital health compass: My data, my decision, our powerchronaki
Knowledge is power. Despite extensive investments in digital health technology, navigating the health system online is challenging for most citizens. Also for eHealth, the “Inverse Care Law” proposed by Hart in 1971, seems to apply. Availability of good medical or social care services and tools online, varies inversely with the need of the population. The low adoption of eHealth services, and persistent disparities in health triggers a call for multidisciplinary action.
Barriers and challenges are not to be underestimated. Culture, education, skills, costs, perceptions of power and role, are essential for multidisciplinary action. This comes together in digital health literacy, which ought to become an integral part to navigate any health system. Patients living with an implanted device or coping with persistent, chronic disease such as diabetes, as well as citizens engaged in self-care, caring for an elderly relative, a neighbor, or their child with illness or deteriorating health, need a digital health compass.
The panel will engage the audience to elaborate on a vision for this personal, digital health compass and drive advancement in health informatics and digital health standards. The transformative power of health data fueled by targeted digital health literacy interventions can be leveraged by open, massive, and individualized delivery. This way, digital health literate, confident patients and citizens join health professionals, researchers and policy makers to address age-related health and wellness changes to shape the emerging precision medicine and population health initiatives.
From a panel in the eHealthweek 2016. http://www.ehealthweek.org/ehome/128630/hl7-efmi-sessions/
Towards an international Patient Summary Standardchronaki
Starting from Trillium Bridge, this presentation delivered in the Dutch eHealthWeek 2016, in the EU/US MoU session reflects on the past, present and future activities towards an international patient summary.
First eStandards conference Panel of the European SDO Platformchronaki
Introduction to panel where Standards Developing Organization and National Competence Centers discuss the scope of the European SDO platform reflecting on earlier presentations.
First eStandards conference Industry Panelchronaki
Introduction and questions to the Industry Panel at the first eStandards conference: next steps towards standardization in large scale eHealth deployment
eHealth Consumers in the Age of Hyper-Personalizationchronaki
Where the Internet of Things meets healthcare we see a plethora of tools, gadgets, and apps that promise to improve life, health, and independence. As patients, family members ofr friends, we are subsumed under the term "eHealth consumers”. For us it is increasingly hard to navigate in the unfolding digital reality dominated by new gadgets, and fragmented information, data, and knowledge we don’t control. More personalized and targeted products, services, and content could alleviate this. In this slide deck we are specifically focusing on challenges and opportunities for personalization in view of varying eHealth literacy, lifestyle and health goals.
First eStandards conference Healthcare Executives Panel: Vanja Pajicchronaki
This is the introduction to a panel in the first eStandards conference aiming to bring together with Hospital CIOs, actors in the healthcare system: representative of payers, health professionals to get a sense of the issues with interoperability in largescale eHealth deployment. This is the perspective of the payer dealing with cross-border issues
First eStandards conference Healthcare Executives Panel: Bernd Bernardchronaki
This is the introduction to a panel in the first eStandards conference aiming to bring together with Hospital CIOs, actors in the healthcare system: representative of payers, health professionals to get a sense of the issues with interoperability in largescale eHealth deployment. This is the perspective of the CIO of a large hospital.
First eStandards conference Healthcare Executives Panel: Domingos Pereirachronaki
This is the introduction to a panel in the first eStandards conference aiming to bring together with Hospital CIOs, actors in the healthcare system: representative of payers, health professionals to get a sense of the issues with interoperability in largescale eHealth deployment. Here Domingos Silva Pereira provides the perspective of the CIO in a large Portuguese hospital.
First eStandards conference Healthcare Executives Panel Dipak Kalrachronaki
This is the introduction to a panel in the first eStandards conference aiming to bring together with Hospital CIOs, actors in the healthcare system: representative of payers, healthprofessionals to get a sense of the issues with interoperability in largescale eHealth deployment. Here Prof. Dipak Kalra provides the perspective of a health professional
First eStandards conference Healthcare Executives Panel Introductionchronaki
This is the introduction to a panel in the first eStandards conference aiming to bring together with Hospital CIOs, actors in the healthcare system: representative of payers, healthprofessionals to get a sense of the issues with interoperability in largescale eHealth deployment.
1st eStandards conference: next steps for standardization in large scale eHea...chronaki
This is a presentation on the role of tools for eHealth standards that would accelerate standards development and adoption for large scale eHealth deployment that is affordable and sustainable. More at www.estandards-project.eu
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
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Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
2. Agenda 12:30 – 2:15 pm
Introduction – Motivation
Anne Moen, President EFMI, Catherine Chronaki, Secretary General, HL7 Foundation
Welcome
Charles Jaffe, Chief Executive Officer HL7 International
Healthcare Analytics: Hospital-led Innovation in Action
John Hoyt, Executive Vice President HIMSS
Industry-led innovation I: Beyond implantable devices
Matic Meglic, Strategy Director Medtronic Hospital Solutions
Industry-led Innovation II: IBM Watson, Analytics, and mHealth
John Crawford and Matej Adam, Healthcare Industry Leaders, IBM
eHealth Standards and the Innovator’s Dilemma
Catherine Chronaki, Secretary General HL7 Foundation
Government-led Innovation: Innovation Centers in Portugal
Henrique Martins, President SPMS
Continuous Professional Health Education and Innovation
Anne Moen, President EFMI
Discussion
3. Catherine Chronaki, Secretary General, HL7 Foundation
Anne Moen, President European Federation for Medical Informatics
INTRODUCTION – MOTIVATION
4. • Are Health Informatics and HIE in flux when
meeting situated, context dependent clinical
practice(s) in different cultures ?
• Call to revisit standards’ use in action and
elaborate way forward in terms of practical
value and opportunities for innovation
• Complexity and fragmentation
– multiple stakeholders and perspectives
8. Stage 7 Organizations Must Excel in Many
Things … HIE Is One of Them
• The Stage 7 validation visit begins with a client
presentation covering these five subject areas:
– Architecture & Use Statistics
– System Governance
– Analytics Program
– Health Information Exchange
– Disaster Recovery & Business Continuity
9. For HIE We Want to See
• What exchange are you doing now?
• What do you have in your plans?
• What are you doing through a public channel?
• What are you doing privately?
• We expect to see leadership and value derived from HIE
– Show us the leadership
– Explain the value
10. Some Good Examples from Stage 7 Validations
• Marina Salud, Denia Spain
– A regional EMPI = Electronic Master Patient Index
from multiple sources
– Regional medication data base allowing for
interaction checking on all medication orders
– Government supported regional surgery waiting
list integration reducing waiting time
– Syndromic surveillance for Ebola, Legionella, etc.
– Regional repository of all diagnostic imaging
11. UKE in Eppendorf, Germany
• Acting as the central hub for 15 Hospitals with
TeleRadiology, TeleCardiology, TeleStroke, TelePathology
and TeleTumor-Boards
– Enables 24x7 radiology for smaller local hospitals
– Generated €400.000 to UKE last year
• Currently building connections with local physicians for
exchange of discharge letters
– Currently re-designing the telemedicine connection process
• Challenges in Germany: privacy laws and application of
standards
12. Some Good Examples from Stage 7 Validations
• Carolinas Health System, in U.S.A
– A Personal Health Record that is like “an ATM”
• Accepts data from multiple providers and multiple vendors
• North East Georgia Health System Clinic Stage 7
– A Personal Health Record that is like “an ATM”
• Accepts data from multiple providers and multiple vendors
– AND it is their downtime back up system if their data center
is unavailable
13. • Florida Adventist Health System
– 44 hospitals from Northern U.S. to South Florida share
demographic information to support one EMPI
– Each hospital may have GPs and Specialists who use their
own information system and contribute demographic
data for the entire system
Some Good Examples from Stage 7 Validations
15. Addressing the
inequities in
healthcare access
globally
Globalization
Introducing and
delivering
meaningful
therapies and
procedures
Therapy Innovation
Helping lead
the creation
of value-based
healthcare
solutions
Economic Value
Medtronic’s three key strategic priorities
17. Medical devices:
on the brink of major change
• Mature consolidated industry
but the world is not flat anymore.
• Heavy regulation is under increased
pressure (patient hacking)
• Consumer devices entering the space
• Vertical (and cross-industry) integration
• Data mgmt platforms (ecosystem) fight for dominance
• Data aggregation, data mgmt and BI becoming
commodities; value = contextual knowledge
(power shift - remember gmail?)
18. Information + integration is instrumental
• I+I for device tech innovation (bidirectional )
http://www.youtube.com/watch?v=uBh2LxTW0s0#t=3m10s
• I+I for Medical Device Value Chain evolution
Produce
Med
Device
Traditiona
l Sell via
Sales Rep
Provide
services
Provide
value co-
creation
Integrated care, Optimise, Value based
Outcomes & Savings, Risk sharing
19. INDUSTRY-LED INNOVATION II:
IBM WATSON, ANALYTICS, AND MHEALTH
Matej Adam and John Crawford, Healthcare Industry Leaders, IBM
20. Mobility : The world of IoT
“…purchasing 10-20
different services from 10-
20 different vendors using
10-20 different apps with
10-20 different user
interfaces. If that’s the
way IoT goes, it will be a
long tough slog to
Nirvana.” Bob Harden,
Principal, The Harden Group
The IoT is expected to
connect 30-50B
devices by 2020 in
millions of different
ecosystems
21. Influx of information pushed and retrieved
from mobile devices
• Demographics
• Patient status
• Diagnosis
• Workflows
• Orders
• Care plans
Consumer vs
Provider Focus
22. • IHE, CDA, CCD, Continua?
• Shared Electronic Health Records?
• FDA mobile apps regulation?
“if a mobile app is intended for use in performing a medical
function (i.e., for diagnosis of disease) it is a medical device,
regardless of the platform on which it is run."
Consumer vs
Provider Focus
Influx of information pushed and retrieved
from mobile devices
23.
24. Need for standardization will grow with
• Maturity
• Standardized apps vs bespoke developments
• Security demands
• Going beyond platform boundaries and lock-in
• National / regional government mHealth agendas
• Patient empowerment and self care
• Wearables
25. Unlocking the Power
of Health Information.
Standards for exchange and representation
of health records
26. New sources of data available to healthcare systems
Acute/Secondary Care
Tertiary Care
National eHealth Infrastructure (Unique Identifier, Summary Care Record, Disease Registries, Image Archives etc)
•Patient Administration
•Clinical Departments (Radiology,
Pathology, Theatre etc)
Community Care
Primary Care
•GP Systems
•Order Entry
•Prescriptions etc•Public Health
•Case
Management
Home
Office
Mobile
•Information
•Communities
•Health Monitoring
•Disease Management
•Connected Devices
EPR
EPR
EPR PHR
27. Based on: Competing on Analytics, Davenport and Harris, 2007
Degree of Complexity
StrategicValue
Standard Reporting
Ad hoc reporting
Query/drill down
Alerts
Simulation
Forecasting
Predictive modeling
Optimization
What exactly is the problem?
What will happen next if …?
What if these trends continue?
What could happen…. ?
What actions are needed?
How many, how often, where?
What happened?
Stochastic Optimization
How can we achieve the best outcome?
How can we achieve the best outcome
including the effects of variability?
Operational Analytics
Support ongoing business
operations
Meet compliance
requirements
Advanced Analytics
Prescriptive and Predictive
Support new business
models and opportunities
Critical Business QuestionAnalytic Technique
Finding transformational insights depends on developing new, more advanced
analytical competencies
Increasing value – advanced analytics
28. The evolution of analytics for health management
• Exchange of data to support continuity of care
– epSOS, Trillium Bridge
• Representation of a more complete health history
• Population Health Management – risk stratification
– Claims / reimbursements as model input
– Clinical data across multiple providers
– Patient reported data
• Interpreting unstructured data
– NLP - Watson Content Analytics
– Curating personal data - IBM Watson Health Cloud
30. eHealth Standards
and the Innovator’s Dilemma
• Disruptive vs incremental innovation:
– Making healthcare simpler, accessible, affordable
– Improving performance
• Innovator’s dilemma for eHealth standards
– As analytics, health apps, and mobile health set out to
disrupt the health care Information landscape, where do
eHealth standards stand?
– Does the innovator’s dilemma apply to eHealth standards?
– Where is HL7 heading?
31. The innovator’s dilemma
• Innovator’s dilemma [Christensen1997]
– the logical, competent decisions of management that are critical to the success of
their companies are also the reasons why they lose their positions of leadership.
– Healthcare systems needs to transform unsustainably expensive services to ones
that are of high quality, low cost and conveniently accessible.
• Lesson from other industries on disruptive innovation:
– needs to develop autonomously
– roots addressing simple problems of the least demanding customers.
Because:
– rarely initiated by leading companies in an industry
– cannot meet the needs of industry leaders or their customers
– profits unattractive from the dominant business model perspective
[Christensen, Clayton M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation
and Change) (Kindle Locations 8-9). Harvard Business Review Press. ]
[Christensen, Clayton M.; Grossman M.D., Jerome H.; Hwang M.D., Jason (2008). The Innovator's Prescription: A Disruptive Solution for
Health Care
32. Elements of disruptive innovation
Every disruption is comprised of three
components:
• a technology that transforms the
fundamental technical problem in an
industry from a complicated one into a
simple one
• a business model that can take that
simplified solution to the market at low
cost
• a supporting cast of suppliers and
distributors whose business models are
consistent with one another, which we call
a value network.
[Christensen, Cl.; Grossman J.; Hwang J. (2008-12-25). The Innovator's
Prescription: A Disruptive Solution for Health Care (p. 420).]
Christensen, Clayton M.; Grossman M.D., Jerome H.; Hwang M.D., Jason (2008-12-25). The Innovator's Prescription: A Disruptive
Solution for Health Care . McGraw-Hill Education. Kindle Edition.
33. Model of disruptive innovation
Christensen, Clayton M.; Grossman M.D., Jerome H.; Hwang M.D., Jason (2008-12-25). The Innovator's Prescription: A Disruptive
Solution for Health Care . McGraw-Hill Education. Kindle Edition.
34. Focus and disruption in the
business models of medical practice
Christensen, Clayton M.; Grossman M.D., Jerome H.; Hwang M.D., Jason (2008-12-25). The Innovator's Prescription: A Disruptive
Solution for Health Care . McGraw-Hill Education. Kindle Edition.
Business models:
1) Solution shops
fee-for-service basis.
2) Value-adding
process
businesses
fee-for-outcome
basis.
3) Facilitated
networks
fee-for-membership
basis (keep people
well)
35. HL7 Leads eHealth Standards development since 1987
• Mission: build the best most widely used Health Information Technology
standards
• History: Since 1987 HL7 grows steadily - demand outstrips capacity, HL7 v2.x,
HL7 v3, HL7 CDA, HL7 FHIR, 40+ WGs, 50+ standards products in use; currently
35 Affiliates and members in 55+ countries
• 1997: first national affiliate on board/ IHIC conference
• 2000: HL7 CDA r1 release
• 2005: HL7 CDA r2 release
• 2007: HL7 founding member for the SDO Joint Initiative Council
• 2009: HL7 International, USA on the International Council
• 2010: HL7 Foundation in Europe established, ePSOS uses HL7 CDA
• 2012: 25 years youth celebration with FHIR, HL7 Asia
• 2013: HL7 makes standards available under free license
• 2014: FHIR appeal in e-/m-Health, CDA growth, PHC-34
1987 1997 2000 2005 2007 2009 2010 2012 2013 2014
35eStandards
kick-off, May 6-
37. Vision of eStandards
eHealth Standards and Profiles in Action for Europe and Beyond
• Think of a global eHealth ecosystem where:
– people (digital natives and immigrants)
enjoy timely safe and informed health, anywhere around the globe
– interoperability assets fuel creativity, entrepreneurship, and
innovation
• where eStandards
– nurture large-scale eHealth deployments to strengthen Europe’s
voice and impact locally on its citizens and globally on the world
– enable co-creation in interoperability where trusted dialogs on
health, costs, and plans meet great expectations.
May 6-7, 2015 eStandards kickoff, NICTIZ, Den Hague 37
39. Government led Innovation …on information
and integration (Interoperability in action)
• SPMS Framework agreement for
telemedicine/telemonitoring (with continua
alliance standards/IHE Standards) for suppliers
• SPMS Innovation Clinic
• SPMS Innovation with IBM (analytics; external
business development – third party agent outside
Portugal)
40. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 41
Promoting Innovation, Research and Development in SPMS and in the NHS
Create Innovation Clinic at SPMS
(University; R&D&I Units; Enterprises –
Samsung, IBM, …)
Evaluation of Policies and
Innovation Management
Methodologies (structure, conditions,
resources, processes and results)
Engagement of internal team
2
0
1
5
Partnerships achievement for
Research, Development and
Innovation
Template
Definition
Ensure Financial
Sustainability
Alignment with the ICT-Health
innovation model
41. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 42
A Vision for the Future: INNOVATION CLINIC - Building on Success and Beyond
Promoting Innovation, Research and Development in SPMS and in the NHS
Capturing
Leading
Inspiring
Nurturing
Integrating
Counseling
C
L
I
N
I
C
42. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 43
A Vision for the Future: INNOVATION CLINIC - Building on Success and Beyond
Promoting Innovation, Research and Development in SPMS and in the NHS
Capturing
Leading
Inspiring
Nurturing
Integrating
Counseling
Scanning Innovation – Radar structures,
processes and Innovation results in hospitals
NHS = what is innovator? What is the
innovation potential/profile of NHS units?
Health innovation Prize /ICT Health Innovation
Award/ Innovative e-Health Solutions in
Portugal – “Premio de Inovação SI/TIC Saúde”
43. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 44
A Vision for the Future: INNOVATION CLINIC - Building on Success and Beyond
Promoting Innovation, Research and Development in SPMS and in the NHS
Capturing
Leading
Inspiring
Nurturing
Integrating
Counseling
Partnership Agreement SPMS-SAMSUNG - example of
the innovative alliances = mHealth/mobile technologies:
health and wellbeing apps
Projects:
1) Samsung S-Health App (Patient Monitoring Devices)
integration with Healthcare National information systems
- Portuguese Health Data Platform;
2) Health in All Apps: Patient monitoring
devices/Mobile telemedicine/telecare devices/Air Quality
Sensing Technologies
44. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 47
A Vision for the Future: INNOVATION CLINIC - Building on Success and Beyond
Promoting Innovation, Research and Development in SPMS and in the NHS
Capturing
Leading
Inspiring
Nurturing
Integrating
Counseling
TED_SPMS_MED_SNS is an bi-annual conference
focusing on health technology and medicine in NHS
Portuguese (July/December) - brilliant talks, stunning
artistic performances and transformative innovators.
Aniversary of the Portuguese Health Data Platform
(6 July 2015) - Program explores the technology,
creativity and innovation that contribute to a
healthier future.
Tasks:
Organizing conferences, exhibitions, workshops,
seminars, training programs, technical meetings for
the TED_SPMS_MED_SNS;
Plan ahead - Aniversary of the Portuguese Health
Data Platform (organize thoughts, to give thanks and
to dream)
45. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 48
A Vision for the Future: INNOVATION CLINIC - Building on Success and Beyond
Promoting Innovation, Research and Development in SPMS and in the NHS
Capturing
Leading
InspiringNurturing
Integrating
Counseling
Development and nurturing of innovative
ideas and initiatives – Support in the
preparation of applications to PORTUGAL
2020/HORIZONT2020
Tasks:
Work Plan PORTUGAL 2020- focus support and
funding on priority projects;
participate and have fair access to research
and funding opportunities;
Plan ahead - have access to better financing
opportunities and conditions, for key financial and
other supports
46. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 49
A Vision for the Future: INNOVATION CLINIC - Building on Success and Beyond
Promoting Innovation, Research and Development in SPMS and in the NHS
Capturing
Leading
Inspiring
Nurturing
Integrating
Counseling
Stakeholders: national and local governments,
boards, companies, academia, organizations of
technical support and from the organized civil
society;
Follow sustainability initiatives in the ICT
Healthcare Sector - Knowledge and Innovation
Communities (KICs);
OPEN DAY SPMS (creating a diverse range of
solutions to increase choice, improve clinical
practice and enhance patient engagement,
including EHR, ePrescribing, departmental systems
such as electronic observations and integrated
cross community portal solutions;
Tasks:
Work Plan - broadening our vision and our
knowledge, widening our horizons, becoming
involved, risking ourselves, committing ourselves
responsibly;
common content and involve regular
contacts between partners;
participate and have fair access to
opportunities - Knowledge and Innovation
Communities (KICs);;
Plan ahead – OPEN DAY SPMS: Academy, Industry
and Government
47. SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. http://spms.min-saude.pt/ 50
A Vision for the Future: INNOVATION CLINIC - Building on Success and Beyond
Promoting Innovation, Research and Development in SPMS and in the NHS
Capturing
Leading
Inspiring
Nurturing
Integrating
Counseling
Innovation Health Board SPMS
Health Innovation Advisory Council NHS
Portuguese (20 Medical Advisory Board/CNO -Chief
nursing Ofiicer/CIO-Chief Information Officer;
Researchers Team,…)
ICT Health Innovation Labs - future information
and communication society – National, Regional,
Local - Building Organisational Capacity for Public
Sector Innovation’
Tasks:
National/Regional Advisory Councils - Innovation
Health Board SPMS
Create Scientific advisory bodies: Academy,
Industry and Government
Draft work plan
48. estimates based on
linear regression
• statistical process for estimating the relationships among variables. It includes many
techniques for modeling and analysing several variables, when the focus is on the
relationship between a dependent variable and one or more independent variables.
time series forecasts
• A time series is a sequence of data points, typically consisting of successive
measurements made over a time interval. Time series analysis comprises methods for
analyzing time series data in order to extract meaningful statistics and other
characteristics of the data. Time series forecasting is the use of a model to predict
future values based on previously observed values.
Lee-Carter Method
• Lee–Carter model is a numerical algorithm used in mortality forecasting and life
expectancy forecasting. The input to the model is a matrix of age specific mortality
rates ordered monotonically by time, usually with ages in columns and years in rows.
The output is another forecasted matrix of mortality rates.
SPMS - Serviços Partilhados do Ministério da Saúde, E.P.E. www.spms.pt20/05/2015 53
Methods used in the forecast
51. Perspectives
Continuous Professional Education
Practice innovation
– Learning about opportunities in conceived innovation
– Creating understanding across stakeholders
– Translate the opportunities - for health care
– Critical appraisal – achieve clinical goals for health
– Embrace or reject conceived innovation
• Skilled work force for the challenges ahead
52. Translation – practice innovation
• Type of innovation opportunity (ies)
– Attributes and perception of e.g. medical device – procedure -
comprehensive information system
– Change as new infrastructures or altered clinical processes
• What does the innovation mean
– Understandability – advantageous or detrimental to activities
– Trialability – experiences relating to the conceived innovation
– Personally - for me, my patients, and the work I care about
– Locally - for us, in my unit (of some type and size)
53. Innovation – adoption
• Type of decision(s)
– Individual – collective – authority – contingent
• Unit of decision(s)
– Individual – activities I am responsible / accountable for
• does the new scale in the mundane realities of every practice
– Organization(s) – networks
54. Skilled work force …. we need
• Team-based, trans-professional competence
• Brach out support for different activities and actors
– Wellness and maintenance of health
– Acute care – specialized, targeted treatment
– Chronic disease conditions’ management
• Differentiate requirements for support
– Information at the point of action
– Knowledge accumulation – distill evidence and experience
55. Call for Interoperability in action
• Consensus to adopt & embrace innovation(s)
– Centralization (low)
– Complexity – networks’ interconnectedness (high)
– Uncommitted resources (high)
– Formalization – standards (low)
• Conceive innovation(s)
– Information exchange
– Mobile devices and services
– Analytics, Big – Small – Long data,
58. Questions for discussion
Data – Information to nurture innovation ?
– Do we have enough data and information ?
– Are they right for actions and types of practices?
– Cost effective analytics driven resources ?
• Co-creation, standards and innovation
– Convergence of cultures OR creation of new cultures ?
– What are necessary bridging operations to “control” the
emerging gap of specialized and general practices ?
– New forms and strategies to curate information for
accumulation and aggregation for knowledge ?