The MaRS EXCITE (Excellence in Clinical Innovation and Technology Evaluation) program helps innovators collaborate with the health system to accelerate the pace of adoption of innovative health technologies in Ontario and global markets.
At the end of the program, innovators will have feedback and data on the effectiveness, competitiveness, and economic value of their medical devices or health technology. With this data, innovators are better equipped to approach payers in multiple markets for reimbursement.
Prioritized by senior executives from the health system, only technologies that have true breakthrough potential are allowed into the program.
For more information visit www.marsdd.com.
The document discusses the disconnect that often exists between evidence and decision-making regarding new health technologies. It uses the example of the adoption of Photo-selective Vaporisation of the Prostate (PVP) in Canada to illustrate how evidence alone is often not enough to drive adoption and diffusion of new technologies. Several initiatives are highlighted that aim to better align health technology assessment with commercialization processes to help bridge the evidence/decision-making divide, including pre-market HTA and innovation procurement programs. The need for integrating HTA earlier in the development process and improving collaboration between health systems and industry is emphasized.
Medical Device Asia Conference, 28-31 Oct 2014, SingaporeLei Ching Y.
MED DEVICE ASIA is the only high level platform in Asia to showcase innovative ideas, trends in partnerships with public sector and clinicians and to network with experts and industry leaders to find out about regulatory updates, investment opportunities, product development and market access.
This document discusses developing national capacity for research and ethics to improve health decision making. It notes calls since 2005 to use research evidence in policies, but limited progress due to mismatches between evidence and policy needs. Health research investment is comparatively low in the Eastern Mediterranean Region. National research priority setting and stewardship capacities are limited. While most countries have ethics committees, important decisions are not always ethically based. Examples of WHO regional initiatives aim to strengthen implementation research, guidelines, and ethics. Main questions center on the most effective modalities to improve evidence-informed decision making within ministries of health and partnerships with academic institutions. Barriers to evidence-based policies need to be overcome and countries can learn from each other's experiences.
The document discusses innovation procurement in healthcare and recommends actions to advance it in Canada. It summarizes the UK's success in embracing innovation procurement, which has transformed their health system. Barriers in Canada include rigid procurement processes and a lack of skills/interest in innovations. The document recommends a national health innovation plan in Canada to encourage risk-taking, shift procurement's focus to value, and invest in developing needed skills. Regional implementation and changing culture/attitudes are also suggested.
The document summarizes presentations from startups at a Healthtech Innovation Queensland event. It introduces QHeart Medical, which is developing a device called BioQ CA to treat heart failure by reducing aortic stiffness. GravityFit was presented as developing an exercise system based on 30 years of research into the sensory effect of gravity. The document also summarizes Audeara, which is creating an autonomous ear screening device to address the problem of high rates of ear disease, particularly in remote communities.
Presentation of CRAASH Barcelona, the new project of Biocat (Moebio Barcelona). The initiative is a 12-week program that helps European research teams launch successful device, diagnostic and e-/digital health innovations to improve health and patient care.
The document discusses the disconnect that often exists between evidence and decision-making regarding new health technologies. It uses the example of the adoption of Photo-selective Vaporisation of the Prostate (PVP) in Canada to illustrate how evidence alone is often not enough to drive adoption and diffusion of new technologies. Several initiatives are highlighted that aim to better align health technology assessment with commercialization processes to help bridge the evidence/decision-making divide, including pre-market HTA and innovation procurement programs. The need for integrating HTA earlier in the development process and improving collaboration between health systems and industry is emphasized.
Medical Device Asia Conference, 28-31 Oct 2014, SingaporeLei Ching Y.
MED DEVICE ASIA is the only high level platform in Asia to showcase innovative ideas, trends in partnerships with public sector and clinicians and to network with experts and industry leaders to find out about regulatory updates, investment opportunities, product development and market access.
This document discusses developing national capacity for research and ethics to improve health decision making. It notes calls since 2005 to use research evidence in policies, but limited progress due to mismatches between evidence and policy needs. Health research investment is comparatively low in the Eastern Mediterranean Region. National research priority setting and stewardship capacities are limited. While most countries have ethics committees, important decisions are not always ethically based. Examples of WHO regional initiatives aim to strengthen implementation research, guidelines, and ethics. Main questions center on the most effective modalities to improve evidence-informed decision making within ministries of health and partnerships with academic institutions. Barriers to evidence-based policies need to be overcome and countries can learn from each other's experiences.
The document discusses innovation procurement in healthcare and recommends actions to advance it in Canada. It summarizes the UK's success in embracing innovation procurement, which has transformed their health system. Barriers in Canada include rigid procurement processes and a lack of skills/interest in innovations. The document recommends a national health innovation plan in Canada to encourage risk-taking, shift procurement's focus to value, and invest in developing needed skills. Regional implementation and changing culture/attitudes are also suggested.
The document summarizes presentations from startups at a Healthtech Innovation Queensland event. It introduces QHeart Medical, which is developing a device called BioQ CA to treat heart failure by reducing aortic stiffness. GravityFit was presented as developing an exercise system based on 30 years of research into the sensory effect of gravity. The document also summarizes Audeara, which is creating an autonomous ear screening device to address the problem of high rates of ear disease, particularly in remote communities.
Presentation of CRAASH Barcelona, the new project of Biocat (Moebio Barcelona). The initiative is a 12-week program that helps European research teams launch successful device, diagnostic and e-/digital health innovations to improve health and patient care.
The document outlines the vision and priorities of the Wessex Academic Health Science Network (AHSN). The vision is to bring discovery and innovation into the Wessex health system to improve population health and support the health innovation sector. The key priority areas include improving care for older people, those with long-term conditions like respiratory disease, nutrition, alcohol misuse, medicines optimization, and ensuring patient-centered information. The AHSN will work on these priorities through operational programs in quality improvement, implementation science, clinical research network integration, and collaborations on education and training.
This document discusses issues related to prevention and return on investment (ROI) in healthcare. It addresses why prevention has not been more widely implemented in the NHS despite the economic case. Barriers include lack of incentives, complex evidence, and culture change. Cost-effectiveness does not equal cost savings. Prevention may release cash in long term rather than short term. ROI tools can oversimplify and make unrealistic assumptions. Obesity prevention is used as an example, highlighting challenges around individual versus population interventions and timeframes for cost savings.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
This document discusses quality improvement approaches to patient safety in medicines optimization. It provides an overview of quality improvement science and outlines several key principles, including using small tests of change and repeated PDSA cycles to drive continuous learning and improvement over time. The document also discusses using a collaborative approach to improvement that engages both staff and patients in the process.
This document discusses the use of scenarios for robust decision making in uncertain times. It provides examples of how scenarios have been used effectively in healthcare planning and diagnostics. Scenarios allow exploration of different possible futures rather than single forecasts. When used for healthcare in the UK, scenarios led to changes in policy focus but some key decision makers were not engaged. Scenarios developed for a diagnostics company helped establish a vision that was robust across multiple futures. Scenarios were also used to identify health and safety risks of emerging green technologies. By challenging assumptions and exploring alternatives, scenarios can enhance strategic planning.
Elective Care Conference: keynote speech from Adam Sewell-JonesNHS Improvement
Outlining NHS Improvement's national priorities and how we'll support providers.The slides accompanied NHS Improvement's Executive Director of Improvement's keynote speech.
Nhs innovation accelerator understanding how and why the nhs adopts innovationHugh Risebrow
Thanks Nael Clarke for highlighting Wessex AHSN report on adoption of innovation in the NHS. Innovation is difficult in any organisation, but why is it so much harder in the NHS than in say Apple, Amazon or most private businesses: My views:
1. Organisational success. In private b2c companies, success results from attracting and retaining customers through delivering innovative services which meet their needs better than competition. In the NHS, success is much more about achieving arbitrary political targets, and patients have limited choice.
2. Organisational incentives. Many innovative companies set divisional objectives around the proportion of income from new products.
3. Individual and team incentives. In successful b2c businesses, financial and career recognition/ promotion rewards are often linked to innovation. There is recognition that innovation may need a few reiterations to succeed. In the NHS, few get fired for preserving the status quo, but many lose out of they innovate and it fails first time round, and there are no individual or team incentives.
Many in the NHS seek to innovate in order to deliver better care at a lower cost. They are often faced with organisational resistance or at least inertia, and excessive bureaucracy.
Lesson 101 in management s that you get the behaviours that you incentivise. (How) should the NHS change the incentives? Is there scope for more NHS owned 'spin-outs' which allow private sector type financial incentives for staff, and greater freedom from NHS bureaucracy and governance?
The document summarizes a presentation given by Rosmin Esmail on the Canadian Top Ten Watch List of New and Emerging Health Technologies. It describes the goals and process of the Canadian Network for Environmental Scanning in Health (CNESH) in identifying important new and emerging health technologies in Canada. Key points include that CNESH was established in 2011, identifies new technologies through a collaborative process, and publishes an annual Top 10 Watch List to inform health decision making. The presentation reviews lessons learned from past years and discusses plans to improve and increase the impact of the Top 10 List.
Elective care conference: rules recap & effective management of diagnostic wa...NHS Improvement
The document summarizes rules around diagnostic waiting times in the UK NHS and provides strategies for effectively managing those waiting times. It discusses patients' rights to access NHS services within maximum waiting times. It then reviews key parts of the patient pathway including referrals, diagnostics, and follow-up appointments. The document highlights the importance of the 6-week diagnostic target. It includes a quiz on the material. Finally, it outlines approaches for effectively managing diagnostic waits such as understanding capacity and demand, workforce issues, utilizing resources efficiently, having a sustainable plan, reducing variability, using data to track performance, and addressing organizational culture.
"Quality Standards to Quality Assured Indicators: The End-to-End Process", presentation delivered by John Varlow (Director of Information Services - HSCIC) and Nick Baillie (Associate Director, Indicators, Health and Social Care Quality Team, NICE), at the Healthcare Efficiency Through Technology Expo 2013.
The Value Of Distribution Philips Medical Systems Ckknightime
The document discusses the value of distribution versus direct procurement from manufacturers in hospitals. It provides statistics showing that distribution reduces costs through lower inventory expenses, freight costs, staff costs, and other supply chain expenses compared to direct procurement. Distribution allows hospitals to consolidate orders and improve efficiencies. The document advocates that hospitals send more orders through distributors to enjoy cost advantages like lower overall supply chain costs.
Elective care conference: the Endoscopy Improvement ProgrammeNHS Improvement
The document discusses issues with endoscopy capacity and performance at 3 sites. It notes high demand, a large diagnostic backlog, and failing targets for urgent cancer referrals. Various operational issues are contributing to problems. The general manager and others are working to improve performance using quality improvement methods, including analyzing capacity and demand data with a business intelligence specialist. Their efforts include identifying constraints, increasing flexibility, and gaining additional temporary capacity. Ongoing monitoring of key metrics will be important to guide further improvements.
This document provides an agenda and information for the Partnerships in Clinical Trials conference taking place November 17-19, 2015 in Hamburg, Germany. The conference will focus on key topics in clinical trials including risk-based monitoring, patient centricity, innovation, and partnerships. It outlines the schedule, speakers, and session topics over the three days. Some highlights include workshops on outsourcing strategies, leadership, and risk-based monitoring on November 17th, and keynotes on the evolving partnership landscape, TransCelerate progress, and a patient perspective on November 18-19th. The agenda provides details on over 120 speakers and 8 streams of concurrent sessions on issues important to the clinical trials industry.
Elective Care Conference: the elective care approach at Royal Free London NHS...NHS Improvement
The Royal Free London NHS Foundation Trust faced challenges with elective care standards due to legacy issues from two merged trusts, including a backlog of 1.8 million pathways requiring validation and no capacity planning model. To address this, they established a governance structure headed by the CEO and COO, carried out clinical harm reviews, and developed a systematic recovery plan involving centralized validation, real-time monitoring, outsourcing, and training. Their successes included validating pathways, developing e-learning, and establishing an outsourcing team, allowing them to meet elective care standards again.
QI initiative: Acute Kidney Injury (AKI) Care in Acute OncologyCarl Walker
Dr Al-Sayed et al (The Christie NHS Foundation Trust) share their successful QI project to improve patient care in AKI as part of NQICAN Patient First 2016 presentation.
This document provides an overview of regulatory harmonization efforts in ASEAN and opportunities for further development. It discusses the establishment of the Centre of Regulatory Excellence (CoRE) to strengthen regulatory leadership, promote innovation, and develop regulatory networks in Asia. CoRE aims to enhance regulatory capabilities and systems through education programs, collaboration, and serving as a neutral platform to ensure timely access to safe, effective medical products for patients in the region. The document identifies opportunities to further improve regulatory processes, infrastructure, and convergence of requirements across ASEAN.
BANSS is a German company that has been developing slaughtering and meat processing technologies for over 140 years. The document discusses BANSS' focus on minimizing animal stress and their expertise in designing humane slaughtering systems. It provides an overview of the equipment and processes involved in cattle and camel slaughtering, from the stable systems through carcass splitting. BANSS aims to consider animal welfare, hygiene, safety, and religious requirements in all of their customized slaughtering solutions.
The document outlines the vision and priorities of the Wessex Academic Health Science Network (AHSN). The vision is to bring discovery and innovation into the Wessex health system to improve population health and support the health innovation sector. The key priority areas include improving care for older people, those with long-term conditions like respiratory disease, nutrition, alcohol misuse, medicines optimization, and ensuring patient-centered information. The AHSN will work on these priorities through operational programs in quality improvement, implementation science, clinical research network integration, and collaborations on education and training.
This document discusses issues related to prevention and return on investment (ROI) in healthcare. It addresses why prevention has not been more widely implemented in the NHS despite the economic case. Barriers include lack of incentives, complex evidence, and culture change. Cost-effectiveness does not equal cost savings. Prevention may release cash in long term rather than short term. ROI tools can oversimplify and make unrealistic assumptions. Obesity prevention is used as an example, highlighting challenges around individual versus population interventions and timeframes for cost savings.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
This document discusses quality improvement approaches to patient safety in medicines optimization. It provides an overview of quality improvement science and outlines several key principles, including using small tests of change and repeated PDSA cycles to drive continuous learning and improvement over time. The document also discusses using a collaborative approach to improvement that engages both staff and patients in the process.
This document discusses the use of scenarios for robust decision making in uncertain times. It provides examples of how scenarios have been used effectively in healthcare planning and diagnostics. Scenarios allow exploration of different possible futures rather than single forecasts. When used for healthcare in the UK, scenarios led to changes in policy focus but some key decision makers were not engaged. Scenarios developed for a diagnostics company helped establish a vision that was robust across multiple futures. Scenarios were also used to identify health and safety risks of emerging green technologies. By challenging assumptions and exploring alternatives, scenarios can enhance strategic planning.
Elective Care Conference: keynote speech from Adam Sewell-JonesNHS Improvement
Outlining NHS Improvement's national priorities and how we'll support providers.The slides accompanied NHS Improvement's Executive Director of Improvement's keynote speech.
Nhs innovation accelerator understanding how and why the nhs adopts innovationHugh Risebrow
Thanks Nael Clarke for highlighting Wessex AHSN report on adoption of innovation in the NHS. Innovation is difficult in any organisation, but why is it so much harder in the NHS than in say Apple, Amazon or most private businesses: My views:
1. Organisational success. In private b2c companies, success results from attracting and retaining customers through delivering innovative services which meet their needs better than competition. In the NHS, success is much more about achieving arbitrary political targets, and patients have limited choice.
2. Organisational incentives. Many innovative companies set divisional objectives around the proportion of income from new products.
3. Individual and team incentives. In successful b2c businesses, financial and career recognition/ promotion rewards are often linked to innovation. There is recognition that innovation may need a few reiterations to succeed. In the NHS, few get fired for preserving the status quo, but many lose out of they innovate and it fails first time round, and there are no individual or team incentives.
Many in the NHS seek to innovate in order to deliver better care at a lower cost. They are often faced with organisational resistance or at least inertia, and excessive bureaucracy.
Lesson 101 in management s that you get the behaviours that you incentivise. (How) should the NHS change the incentives? Is there scope for more NHS owned 'spin-outs' which allow private sector type financial incentives for staff, and greater freedom from NHS bureaucracy and governance?
The document summarizes a presentation given by Rosmin Esmail on the Canadian Top Ten Watch List of New and Emerging Health Technologies. It describes the goals and process of the Canadian Network for Environmental Scanning in Health (CNESH) in identifying important new and emerging health technologies in Canada. Key points include that CNESH was established in 2011, identifies new technologies through a collaborative process, and publishes an annual Top 10 Watch List to inform health decision making. The presentation reviews lessons learned from past years and discusses plans to improve and increase the impact of the Top 10 List.
Elective care conference: rules recap & effective management of diagnostic wa...NHS Improvement
The document summarizes rules around diagnostic waiting times in the UK NHS and provides strategies for effectively managing those waiting times. It discusses patients' rights to access NHS services within maximum waiting times. It then reviews key parts of the patient pathway including referrals, diagnostics, and follow-up appointments. The document highlights the importance of the 6-week diagnostic target. It includes a quiz on the material. Finally, it outlines approaches for effectively managing diagnostic waits such as understanding capacity and demand, workforce issues, utilizing resources efficiently, having a sustainable plan, reducing variability, using data to track performance, and addressing organizational culture.
"Quality Standards to Quality Assured Indicators: The End-to-End Process", presentation delivered by John Varlow (Director of Information Services - HSCIC) and Nick Baillie (Associate Director, Indicators, Health and Social Care Quality Team, NICE), at the Healthcare Efficiency Through Technology Expo 2013.
The Value Of Distribution Philips Medical Systems Ckknightime
The document discusses the value of distribution versus direct procurement from manufacturers in hospitals. It provides statistics showing that distribution reduces costs through lower inventory expenses, freight costs, staff costs, and other supply chain expenses compared to direct procurement. Distribution allows hospitals to consolidate orders and improve efficiencies. The document advocates that hospitals send more orders through distributors to enjoy cost advantages like lower overall supply chain costs.
Elective care conference: the Endoscopy Improvement ProgrammeNHS Improvement
The document discusses issues with endoscopy capacity and performance at 3 sites. It notes high demand, a large diagnostic backlog, and failing targets for urgent cancer referrals. Various operational issues are contributing to problems. The general manager and others are working to improve performance using quality improvement methods, including analyzing capacity and demand data with a business intelligence specialist. Their efforts include identifying constraints, increasing flexibility, and gaining additional temporary capacity. Ongoing monitoring of key metrics will be important to guide further improvements.
This document provides an agenda and information for the Partnerships in Clinical Trials conference taking place November 17-19, 2015 in Hamburg, Germany. The conference will focus on key topics in clinical trials including risk-based monitoring, patient centricity, innovation, and partnerships. It outlines the schedule, speakers, and session topics over the three days. Some highlights include workshops on outsourcing strategies, leadership, and risk-based monitoring on November 17th, and keynotes on the evolving partnership landscape, TransCelerate progress, and a patient perspective on November 18-19th. The agenda provides details on over 120 speakers and 8 streams of concurrent sessions on issues important to the clinical trials industry.
Elective Care Conference: the elective care approach at Royal Free London NHS...NHS Improvement
The Royal Free London NHS Foundation Trust faced challenges with elective care standards due to legacy issues from two merged trusts, including a backlog of 1.8 million pathways requiring validation and no capacity planning model. To address this, they established a governance structure headed by the CEO and COO, carried out clinical harm reviews, and developed a systematic recovery plan involving centralized validation, real-time monitoring, outsourcing, and training. Their successes included validating pathways, developing e-learning, and establishing an outsourcing team, allowing them to meet elective care standards again.
QI initiative: Acute Kidney Injury (AKI) Care in Acute OncologyCarl Walker
Dr Al-Sayed et al (The Christie NHS Foundation Trust) share their successful QI project to improve patient care in AKI as part of NQICAN Patient First 2016 presentation.
This document provides an overview of regulatory harmonization efforts in ASEAN and opportunities for further development. It discusses the establishment of the Centre of Regulatory Excellence (CoRE) to strengthen regulatory leadership, promote innovation, and develop regulatory networks in Asia. CoRE aims to enhance regulatory capabilities and systems through education programs, collaboration, and serving as a neutral platform to ensure timely access to safe, effective medical products for patients in the region. The document identifies opportunities to further improve regulatory processes, infrastructure, and convergence of requirements across ASEAN.
BANSS is a German company that has been developing slaughtering and meat processing technologies for over 140 years. The document discusses BANSS' focus on minimizing animal stress and their expertise in designing humane slaughtering systems. It provides an overview of the equipment and processes involved in cattle and camel slaughtering, from the stable systems through carcass splitting. BANSS aims to consider animal welfare, hygiene, safety, and religious requirements in all of their customized slaughtering solutions.
Nuclear energy in india: a bane or boonRahul Bariyar
India currently generates 3% of its electricity from nuclear power and plans to increase this to 10% by 2020 and 25% by 2050. It aims to increase nuclear power output to 64,000 MW by 2032. Currently, India has 20 nuclear reactors operating and 5 more under construction. However, nuclear power poses significant risks such as dangerous accidents, radioactive waste disposal problems, and proliferation risks. There are also questions around whether India has sufficient regulatory infrastructure and technical capabilities to safely manage a large-scale expansion of its nuclear power program. Overall, nuclear energy remains a controversial issue for India's energy future.
IBM MessageSight is a messaging software that enables large-scale connectivity between millions of devices and sensors for machine-to-machine and mobile applications. It provides reliable bidirectional messaging with near-real-time event processing to support intelligent decisions. MessageSight can connect over one million devices concurrently with low latency and high transaction rates.
El documento habla sobre la importancia de la privacidad y la seguridad en línea. Explica que los usuarios deben tomar medidas para proteger su información personal en Internet, como usar contraseñas seguras y actualizadas, y estar atentos al phishing. También enfatiza que las empresas deben implementar medidas de seguridad sólidas para proteger los datos de los clientes.
Secure Your Messages with IBM MQ Advanced Message SecurityMorag Hughson
In some scenarios, securing access to your messaging infrastructure is not enough. You must also secure access to message content. This session will cover how to provide end-to-end message protection where message contents are secure from the point they are sent to the point they are received, including while at rest in queues. Topics covered include: an overview of message level security, when it is appropriate to deploy this level of protection, how the message protection is applied,how it can be administered, and the new features available in the latest version of IBM MQ.
The document provides an agenda for a performance optimization workshop for XPages applications to be held from March 11-13, 2013 at the Maritim Hotel in Gelsenkirchen, Germany. Topics to be covered include performance issues related to Java vs JavaScript, view navigation vs getting documents, string concatenation vs StringBuilder, partial updates/execution, scoped variables, and tools for profiling XPages applications. The presenter is listed as Ulrich Krause, an experienced Notes/Domino developer and IBM Champion.
Denmark is a Scandinavian country located in Northern Europe. Some key facts about Denmark include:
- The capital and largest city is Copenhagen.
- Denmark has a population of approximately 5.6 million people and has a predominantly Christian population that mostly speaks Danish.
- Denmark has a highly developed economy and ranks highly in measures of quality of life, education, health care, civil liberties, and human development.
Karen Livingstone - ECO 17: Transforming care through digital healthInnovation Agency
The document discusses the Innovation Exchange and SBRI Healthcare programs which aim to accelerate the development and adoption of innovative healthcare solutions in England. It provides background on Karen Livingstone, the director of the programs. It then outlines key forces shaping global healthcare and describes the 15 Academic Health Science Networks that work locally and nationally to drive innovation adoption across England. The rest of the document details how the Innovation Exchange identifies healthcare needs and supports companies through funding competitions, needs assessments, and providing support to help ready solutions for adoption across the NHS. It provides examples of companies it has supported in areas like patient engagement, chronic condition management, and early disease detection.
Magnatas, LLC provides strategic guidance and consultation to life sciences companies, venture firms, and service companies. It uses a convergent approach that combines scientific and commercial data to help clients succeed. Magnatas has scientific expertise in areas like immunology and commercial experience in business strategy, operations, and new model development. Its goal is to help clients maximize efficiency and make timely, informed decisions throughout the complex process of developing an asset or service.
EU Medical Device Regulation: Preparing for Disruptive (yet Incomplete) Regu...YourEncoreInc
This document discusses preparing for the upcoming EU Medical Device Regulation (MDR), which aims to improve patient safety but remains incomplete. It outlines an agenda including introductions, a discussion of MDR's likely impact on clinical evidence, transparency, and traceability, and common CEO questions. The discussion covers basic compliance questions companies should consider, mapping a compliance plan over the transition period, and notes that companies should start preparing now rather than waiting for full clarity.
The document provides an overview of innovation and intellectual property (IP) processes at Alberta Health Services (AHS). It discusses definitions of innovation in healthcare and the importance of innovation and IP for health systems. It outlines AHS' IP policy and the processes for evaluating, managing, and commercializing innovations and IP from conception through stages of development. This includes establishing an Innovation Portal for identifying and advancing innovations, and conducting health technology assessments. A case study on a LINAC-MR radiation therapy project demonstrates applying these processes and developing a commercialization plan for an AHS-owned innovation. The document aims to provide guidance to innovators on partnering with AHS to advance healthcare innovations.
Dr Samantha Roberts: Increasing adoption of innovation Innovation Agency
The NHS England Innovation and Life Sciences Division aims to increase adoption of innovation in healthcare. It oversees numerous programs from initial research through national implementation. The division is working to better align these programs, support behaviors that increase adoption, improve the supply of high quality innovations, and understand demand. It hopes to focus on how to spread innovations adaptively rather than through rigid, top-down approaches.
A CEO's Keys to Continuous Quality ImprovementHealth Catalyst
The document discusses keys to continuous quality improvement at Thibodaux Regional Medical Center. It describes how the CEO Greg Stock engaged physicians by establishing a steering team led by physicians to drive care transformation. Analytics from their data warehouse and applications helped identify opportunities for improvement and support data-driven decisions. Driving organizational competence involved training staff on quality improvement methods and holding people accountable for ongoing monitoring of projects to ensure gains were maintained. Their sepsis improvement project alone saved 16 lives per year. The Joint Commission praised their methodology as a best practice for physician engagement and using data to drive improvement.
#MWC15Health Las Kalfhaus Roche connect engage and take decisions digital hea...3GDR
Lars Kalfhaus discusses digital health solutions for improved diabetes management. He outlines Emminens Healthcare Services and Roche Diabetes Care and their vision to use data analysis and technology to empower patients and optimize clinical decision making and healthcare workflows. Some challenges to implementation include the need for business model innovation, organizational and cultural changes in care delivery, addressing data protection and regulatory issues, and gaining political willingness for collaboration between stakeholders.
TransCelerate Overview - Quality Management System Initiave TransCelerate
TransCelerate BioPharma is a non-profit organization whose mission is to collaborate across the biopharmaceutical industry to identify and implement solutions to improve the delivery of new medicines. The Quality Management System initiative aims to advance quality management across the industry by developing a conceptual framework for clinical quality management systems. The initiative has published several papers outlining its frameworks and tools. Its upcoming milestones include releasing additional tools and publishing additional framework papers on risk management and processes.
The document outlines a go-to-market strategy framework for a university to drive new revenue generation through three initiatives: 1) Improve the "go-to-market" strategy for new initiatives and partnerships; 2) Align strategic priorities with fundraising priorities; and 3) Sustainably operationalize and grow an innovation institute. The framework includes identifying potential opportunities, discovering target markets and customers, evaluating fit and priority, and developing go-to-market plans for approved initiatives with goals, timelines, responsibilities and reporting metrics.
hitt services gives a multiple range of advising, projects and support that covers the main needs of knowledge of all actors in healthcare market.We design easier and more profitable ways for:
• To generate primary research in health services
• To support start-ups on their business strategy &development
• To build and consolidate strategic decisions in market access for health products & services
A look at benefits realisation during every phase of transformation activities to operationalise portable digital health records
Day Two, Pop-up University 2, 09.00
The document presents a framework for formulary development in middle-income countries and uses Mexico as a case study. It finds that Mexico could improve its process by having the General Health Council take a more proactive role in selecting treatments for assessment based on health priorities. It also recommends that equity, quality of life adjustments, and impacts on care pathways be more systematically considered in assessments. The case study methodology included interviews with industry, CENETEC, and academic representatives as well as a literature review.
Dr Brenda Dooley, Managing Director, AXIS Healthcare Consulting Ltd.IMSTA
Economic evaluation aims to inform decision making about new medical technologies but its impact on uptake is unclear. The UK's Medical Technologies Evaluation Programme (MTEP) evaluates devices but uptake is not mandatory and guidance may be outdated by long timelines. Efforts like the Health Technologies Adoption Program help uptake but lack metrics. For economic evaluation to increase uptake in Ireland, appropriate timelines and fit-for-purpose methodologies are needed, and a link between guidance and mandatory uptake should be established.
The document summarizes the Digital Health Technology Catalyst, a new £35 million funding program in the UK to support the development of digital health technologies. It provides details on the program's first round of funding in 2017, including:
- £8 million available to fund feasibility studies ranging from £50,000-£75,000 or industrial research/experimental development projects ranging from £500,000-£1 million
- Projects must focus on developing digital solutions to improve healthcare outcomes, transform delivery, or make the system more efficient
- Funding is available for SMEs and collaborative projects, which must include an SME lead and start by February 1st, 2018
The 3rd Annual Investigator Initiated and Sponsored Research conference will take place January 21-22, 2015 in Philadelphia, PA. The conference will provide insights from industry leaders on building standards for determining fair market value, transparency, and reporting practices for investigator initiated studies, investigator sponsored trials, and cooperative group research. Participants can choose from in-depth workshops, breakout sessions, and think tanks on optimizing global research, conducting fair market value analysis, leveraging master protocols, and developing tactics for negotiating investigator initiated study agreements. The goal is to create a platform for developing standards in these important areas of clinical research.
The document discusses options for formulary development in middle-income countries. It presents a framework that considers both macro-level decision making factors related to health system design and micro-level factors related to individual health technologies. A case study of Mexico is used to illustrate the framework. The case study finds that Mexico could improve its process by more systematically considering factors like health priorities, equity, quality of life, and regional differences. It also notes inconsistencies between different institutions and a lack of coordination in assessment processes.
Placing the Evolution of HTA In Emerging Markets in Context of Health System ...Office of Health Economics
These slides were presented by Professor Adrian Towse at the 9th World Congress of the International Health Economics Association in July 2013. The presentation examined how the development of health care systems affect the evolution of the use of health technology assessment. Three countries provide case studies: Brazil, China and Taiwan.
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Adhd Medication Shortage Uk - trinexpharmacy.comreignlana06
The UK is currently facing a Adhd Medication Shortage Uk, which has left many patients and their families grappling with uncertainty and frustration. ADHD, or Attention Deficit Hyperactivity Disorder, is a chronic condition that requires consistent medication to manage effectively. This shortage has highlighted the critical role these medications play in the daily lives of those affected by ADHD. Contact : +1 (747) 209 – 3649 E-mail : sales@trinexpharmacy.com
2. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
MaRS works with partners to catalyze,
accelerate, scale and diffuse innovation.
We help entrepreneurs start and grow
successful global companies.
Together, we help Canada prosper.
MaRS: Because Our Future Matters
Build the new economy. Improve society.
Health Energy Work & Learning Tech
3. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
MaRS Programs & Services span the innovation
continuum
Talent
Individuals, Inventions,
Ideas
Ventures
High Impact
Companies &
Initiatives
Systems
Health Systems
and Markets
MaRS’ Network: Investors Industry Health orgs Policymakers Advisors Prof. Services
5. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
Ontario’s Evidence Revolution Commitment
to Evidence in Healthcare
January
2015
Ontario Excellent Care for All Act (2010)
The people of Ontario and their Government:
• Will ensure that healthcare providers are supported to plan for and improve the
quality of care they deliver based on the best available scientific evidence.
(HQO formed to promulgate quality-based evidence)
Drummond Report (2012)
• (Healthcare) Policies should be based on evidence that provides guidance on
what services, procedures, devices and drugs are effective, efficient and eligible
for public funding
Ontario Government Budget (2012)
• Evidence will drive decisions on funding new and existing procedures. The
government is committed to funding only those services that are supported by
medical evidence.
• The government will accelerate the evidence-based approach to care by
building on the mandate of Health Quality Ontario (HQO)
6. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
Dealing with Uncertainty – Field Evaluation
January
2015
• Post-market assessment of technology performance in the real world
through primary data gathering
• Improves decision making prior to long-term commitment through
appropriate adoption
• Designed to inform policy and funded by government
• Alternative is passive diffusion and intuitive decision making
• Completed 19 and 19 ongoing. Ten CEDs significantly impacted policy
decision making and published in peer reviewed journals
7. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
What’s Wrong with the Status Quo?
January
2015
• Evidence based analysis (EBA) is used to police the adoption of health
technologies -when it is too late to address relevance or make changes
• High rejection rates (OHTAC at 48%) reflects poor quality research in the
pre-market space
• Patents for non-drug technologies allow market dominance for only ± 18
months – need to evaluate and get to market quickly. Compounds the
problem
• Increasing focus on post market comparative effectiveness will continue to
grow
• We are stifling innovation by increasing risk to investors and innovators
• Why use evidence to criticize rather than to drive innovation?
8. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
• Poor pre-market quality clinical trial produces
uncertainty
• Accuracy versus clinical utility for diagnostic tests
• No prospective economic analysis
• Research failed to address health system
perspectives
• Me-too technologies
• Lack of generalizability
• Inadequate trial design e.g. randomization,
concealment, ITT – leading to low quality evidence
• Policy including non-affordability,
competing pressures
• Evidence used to police adoption in Isolation from
innovators
Barriers to Adoption
9. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
Can We Better Streamline the Path to
Market?
PRE-MARKET POST-MARKET
Device
Development
Device
Manufacturing
and Testing
Device
Licensing
Pre-clinical
• Design
• Prototyping
• Effectiveness
and safety
testing in
models
Clinical
• Effectiveness
and safety
testing in
patients or
using patient
samples
Government
licensing
• Application to
Health
Canada for
Licenses
approving
sale/use
Patients have
access to device
Adoption/listing
• Health
technology
appraisal for
reimbursement
and adoption
decision-
making
10. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
: Pull model for innovation
EXCITE is a world first partnership between government, the healthcare system,
academia, clinicians and industry, launched in late 2011.
At the end of the program, technology innovators receive a high quality EXCITE core
evidentiary bundle, they can use for both regulatory (Health Canada) licensing and
an application to the payer [Ontario Health Technology Advisory Committee
(OHTAC)] for recommendation to the Ontario Ministry of Health and Long Term
Care and other reimbursement and purchasing reviewers.
As a result, relevant disruptive effective health technologies can get to market
faster for improved health outcomes – in Ontario and globally through a single
harmonized study that was designed collaboratively with the payer and regulator.
For more information, see: http://excite.marsdd.com
Excellence in Clinical Innovation and Technology Evaluation
11. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
The Value of EXCITE
Industry
Efficient HTA & decision-making
Early engagement – prepare
infrastructure for adoption
Alignment with regulator &
broader innovation agenda
Could decrease costs
Relevant issues addressed early
Mitigates re-submissions
Alignment with health system and
broader innovation agenda
Access to new disruptive
technologies – policy impacts,
publications
New methodological challenges
Maintain independence
Single, harmonized process for
regulatory and reimbursement
More efficient, economical and
mitigates investment risk
Earlier feedback on technology
Negotiate conditions of
adoption pre-launch
Academic CROs
Payer/HTA Bodies
EXCITE
Regulator
12. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
Concept
RegulationTIME
U
Pre-Market Post-Market
Cost Effectiveness (CE)
Systematic review
Effectiveness
Obsolescence
Diffusion
Yes
Unconditional No
• Efficacy
Safety
• Value (CE)
Affordability
• Ethical &
societal
• Post-market
conditions
E f f e c t i v e n e s s
Cost Effectiveness
Systematic review
• Efficacy Safety
• Value (CE)
Affordability
• Ethical & societal
• Post-market
conditions
Reimbursement
13. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
The EXCITE Collaboration Model
• Dr. Les Levin, CSO
• Dr. Zayna Khayat, Director
• Adel Aziziyeh, Project Manager
• Lily Lo, Coordinator
• Advice on science, methodology
• Allocation of projects
• Heads of 6 methodology centres
• Dr. Les Levin, CSO
• Advise prioritization of technologies
• Advice on clinical study design
• Support in conditions of adoption
• Comprised of implementation sub-
committee of OHTAC
Management
Board
• Advice, oversight, direction
• Approve technologies, protocol, budget
• Senior reps: health, economic development,
HTA, AHSCs, industry
• Review protocols for safety
• Chair Tony Easty
• Excellence in complex clinical trial design and execution in collaboration with 24 Research Hospitals
• Contracted in by EXCITE
• Design study with industry; Execute and publish the study
• Early advice on design of the evidence
package and study
Methodology Centres
* In process
14. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
TORONTO
OTTAWA
METHODS
CENTRE
TORONTO
HAMILTON
TORONTO
• MCs are academic units that
have demonstrated
experience and excellence
in clinical trials methodology,
health technology
assessment and in
conducting complex, multi-
centre trials with proven
capacity for data collection,
synthesis and reporting
• 6 MCs are engaged by
EXCITE
• They are responsible for
overseeing the design and
execution of EXCITE
studies, sometimes in
collaboration with one or
more other institutions that
have the appropriate
capabilities/experience to
complete evaluations
successfully.
* In process
15. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
EXCITE analysis packages
Assess usability/human factors
Develop education system for training
end users
Investigate patient preferences
Analyze factors influencing of uptake
Develop a registry for tracking post-
adoption effectiveness + long-term
safety
Knowledge transfer
Field evaluation
Systematic Review
Economic Analysis
Core Evidentiary Bundle Optional Additional Analyses
16. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
Good
Fit?
Robust Study
Design?
Strong
Evidence
?
Evaluation /
Conditions of
Adoption
Application Consultation
EXCITE Involvement
Med Tech
Innovators
- Multinational
- Small and
Medium
enterprises
Regulatory
Licensing
Reimbursement
Patient and
Clinician Use
16
The EXCITE Process
Board
decision
Exploratory
Meeting
Proposal
Approval Contract
Execution
First Patient
Enrollment
Apply
17. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
EXCITE Selection Criteria
• Applicants must submit an executive summary and all
relevant reports, articles and materials related to the
technology
• Health technologies are prioritized for participation in
EXCITE based on the following criteria:
o Relevance to the needs of the health system
o Disruptive potential (i.e., the promise of substantially better
clinical outcomes, including safety, and/or substantially lower
system costs than existing approaches)
o Opportunities to identify obsolescence for existing alternative
technologies
o Estimated magnitude of effect for the target population
o The stage of readiness of the technology and how effectively it
can be evaluated
o Potential benefit to Ontario, Canada (if relevant)
19. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
The Contract Framework and Money Flow
Process
January
2015
MaRS EXCITE
Methodological
Centre
Technology
Innovator
A B
C
D-X
Participating Sites
A: Participation Agreement: MaRS
EXCITE and MC
B: Participation Agreement: MaRS
and Company
C: Research Agreement: MC and
Company
D-X: Subcontracts: MC and participating
or sub-contracted sites.
Secretariat
20. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
Conditions of Adoption
Projected
Adoption Rates
Infrastructure
Readiness
Reimbursement
Considerations
Economic
Projections
Knowledge
Translation
Procurement
Projected volumes ,
incidence rates and target
population?
consequences of optimal or
minimal adoption?
End-user training
requirements?
Human resource
requirements?
Facilities requirements?
OHIP Fee code
adjustments?
MOHLTC + OMA
Downstream costs avoided?
Impact on health system
costs in optimal and min
adoption?
Cost Effective analysis?
KT toolkits specific to each
technology?
Informing healthcare
professionals?
Consider non-price
factors?
Collaboration between
industry and hospitals?
EXCITE team helps define and negotiate
21. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
Examples of Participating Companies
January
2015
Pg 10
Apnea Dx, Rna Diagnostics, and MyndTec are currently being evaluated in the field in Ontario.
Results will be available for a reimbursement decision in 2016
Home sleep apnea
diagnosis device
Rna Disruption Assay (RDA) for early
prediction of complete response to
chemotherapy in breast cancer
Electrical stimulation device to enable
voluntary arm and hand movements in
patients recovering from stroke
Symplicity Renal Denervation device
for hypertension
22. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
EXCITE cited as an Innovation Broker
Amongst its recommendations the
Ontario Health Innovation Council
proposed a four-year $20 million Health
Technology Innovation Evaluation Fund to
support pre-market evaluations and early
adoption of home –grown innovative
health technologies.
The fund will be managed by a the Office
of the Chief Innovation Strategist and will
collaborate with Innovation Brokers like
EXCITE that will be a single point of access
to health system decision makers, test
sites, and funding for development and
commercialization of innovative health
technologies.
To read the full report visit www.ohic..ca
November
2014
23. DEVELOPINGTALENT•GROWINGVENTURES•OPENINGMARKETS
Our Future Matters
January
2015
Zayna Khayat
Program Director
zkhayat@marsdd.com
Lily Lo
Associate
llo@marsdd.com
Adel Aziziyeh
Project Manager
aaziziyeh@marsdd.com
Les Levin
Chief Scientific Officer
llevin@marsdd.com
For more information visit www.excite.marsdd.com
Twitter: #marsexcite
Or contact us at:
Editor's Notes
MaRS EXCITE ( Excellence in Clinical Innovation and Technology Evaluation ) is one of many services and programs that MaRS offers to entrepreneurs and ventures in the health industry.
For more information on the MaRS Health portfolio please visit www.marsdd.com
Since 2010, the Ontario Government has focused on making decisions on health care funding based on strong high quality evidence.
To support evidence based decision making regarding the adoption of new health technologies, the Ontario government and many other jurisdictions worldwide rely on data from field evaluations. These field evaluations are conducted after the technologies have been licensed by Health Canada and are fully funded by the government.
It has been observed that many health technologies lack the sufficient data needed to warrant a government funded field evaluation and therefore do not get recommended or introduced into the healthcare system.
Additionally, innovators often fail to prove the clinical utility or value of the device to the end user ( physicians, hospitals, patients) and do not demonstrate adequate cost savings to the health system to justify the cost of the technology.