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.
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.
ABPI regional industry group - NICE to knowPM Society
The document discusses NICE's expanding role into social care and quality standards. It introduces the NICE Field Team which supports implementation of NICE guidance in healthcare organizations. The team engages with various stakeholders and provides strategic advice, implementation support resources, and feedback to NICE. Upcoming areas of focus for NICE include social care guidance and quality standards, highly specialized technology assessments, value-based pricing models, and adopting innovations through the Health Technology Adoption Programme.
The Healthcare Innovation Hub (HIH) was established to drive collaboration between the healthcare system and commercial enterprises in Ireland. [HIH] has selected six companies to participate in projects aimed at developing new healthcare technologies and commercial opportunities. The projects involve partnerships between companies and hospitals/primary care centers. An interim director and local steering group have been appointed to oversee the projects. The current focus is on progressing the initial projects and establishing the physical hub and satellite locations.
The document provides guidance and templates for joint working between the NHS and pharmaceutical companies, outlining best practices for developing agreements, projects, and measurements that benefit both parties through open collaboration while prioritizing patient outcomes. Key points include defining joint working and distinguishing it from other types of partnerships, emphasizing transparency and preventing inducement to prescribe certain drugs.
The MaRS EXCITE (Excellence in Clinical Innovation and Technology Evaluation) program helps innovators collaborate with the health system to accelerate the pace of adoption of innovative health technologies in Ontario and global markets.
At the end of the program, innovators will have feedback and data on the effectiveness, competitiveness, and economic value of their medical devices or health technology. With this data, innovators are better equipped to approach payers in multiple markets for reimbursement.
Prioritized by senior executives from the health system, only technologies that have true breakthrough potential are allowed into the program.
For more information visit www.marsdd.com.
The document provides an overview of the global health innovation process from idea to implementation. It discusses 6 key challenge areas for innovators: identifying needs, understanding markets, developing products, sales/distribution, defining business models, and securing funding. The document also profiles various organizations that have developed global health solutions and discusses limitations of the research.
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.
ABPI regional industry group - NICE to knowPM Society
The document discusses NICE's expanding role into social care and quality standards. It introduces the NICE Field Team which supports implementation of NICE guidance in healthcare organizations. The team engages with various stakeholders and provides strategic advice, implementation support resources, and feedback to NICE. Upcoming areas of focus for NICE include social care guidance and quality standards, highly specialized technology assessments, value-based pricing models, and adopting innovations through the Health Technology Adoption Programme.
The Healthcare Innovation Hub (HIH) was established to drive collaboration between the healthcare system and commercial enterprises in Ireland. [HIH] has selected six companies to participate in projects aimed at developing new healthcare technologies and commercial opportunities. The projects involve partnerships between companies and hospitals/primary care centers. An interim director and local steering group have been appointed to oversee the projects. The current focus is on progressing the initial projects and establishing the physical hub and satellite locations.
The document provides guidance and templates for joint working between the NHS and pharmaceutical companies, outlining best practices for developing agreements, projects, and measurements that benefit both parties through open collaboration while prioritizing patient outcomes. Key points include defining joint working and distinguishing it from other types of partnerships, emphasizing transparency and preventing inducement to prescribe certain drugs.
The MaRS EXCITE (Excellence in Clinical Innovation and Technology Evaluation) program helps innovators collaborate with the health system to accelerate the pace of adoption of innovative health technologies in Ontario and global markets.
At the end of the program, innovators will have feedback and data on the effectiveness, competitiveness, and economic value of their medical devices or health technology. With this data, innovators are better equipped to approach payers in multiple markets for reimbursement.
Prioritized by senior executives from the health system, only technologies that have true breakthrough potential are allowed into the program.
For more information visit www.marsdd.com.
The document provides an overview of the global health innovation process from idea to implementation. It discusses 6 key challenge areas for innovators: identifying needs, understanding markets, developing products, sales/distribution, defining business models, and securing funding. The document also profiles various organizations that have developed global health solutions and discusses limitations of the research.
The document outlines the vision and priorities of the Wessex Academic Health Science Network (AHSN). The vision is to bring discovery and innovation into the Wessex health system to improve population health and support the health innovation sector. The key priority areas include improving care for older people, those with long-term conditions like respiratory disease, nutrition, alcohol misuse, medicines optimization, and ensuring patient-centered information. The AHSN will work on these priorities through operational programs in quality improvement, implementation science, clinical research network integration, and collaborations on education and training.
This document provides an overview of the ABPI Regional Industry Group South. It discusses the background and focus of the ABPI and regional industry groups. It outlines the key performance indicators and task and finish groups that have been established to improve relationships with the NHS, reduce variation in access to medicines, and facilitate joint working opportunities between industry and the NHS in the region. Challenges in establishing the group are acknowledged along with achievements in inviting NHS speakers, sharing other ABPI projects, and establishing a framework for evaluating joint working proposals from the NHS.
Joint working between the NHS and pharmaPM Society
This document discusses joint working between the NHS and pharmaceutical companies to improve patient outcomes. It provides an example case study of a joint project to analyze diabetes outcomes and costs based on different therapy cohorts. The project aims to retrospectively compare therapy outcomes using a new dataset spanning primary and secondary care. Findings would then be published in a reputable journal. Key benefits of the project include facilitating positive action for at-risk patients and allowing outcomes to be tracked through a unique dataset. The document contrasts good joint working, with clear benefits for all sides and stakeholder engagement, against bad joint working which could damage company brands or be a "white elephant" project.
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.
This document provides an overview of open innovation and the Induct platform for enabling innovation communities. It introduces Induct and 1141 Group, discusses open innovation methodology and networks, and highlights innovation achievements and cost savings realized by healthcare clients through their use of the Induct platform. Case studies are presented on innovation initiatives in Norway, Sweden, England, and Denmark that have connected healthcare organizations and stakeholders in web-based innovation ecosystems using Induct.
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.
The vision, priorities & approach for ucl partners AHSNPM Society
UCL Partners AHSN aims to improve health outcomes for 6 million people through collaboration across healthcare organizations, universities, and local authorities. It will achieve this through 5 integrated programs in areas like cancer, cardiovascular disease, and mental health. The programs will focus on initiatives to improve treatment, increase clinical research participation, and better manage conditions. UCL Partners will work across boundaries and with industry partners to spread innovations and solutions at scale. Success requires strong partnerships, local leadership, and a focus on operational delivery rather than single control.
Brisbane Health-y Data: Legislation, Ethics and GovernanceARDC
Presentation given by Melissa Hagan at the 'Sharing Health-y Data Workshop: Challenges and Solutions' event co-hosted by ANDS and HISA. Held on Wednesday 16th March 2016 at the Translational Research Institute, Brisbane, Australia.
In this presentation for Digital Health Institute Summit 2020 I will explain how we overcame barriers for patient engagement and achieved very high response rates using our ePRO ZEDOC Platform. I'll give real-world insights from a project we ran at the Rheumatology service at NUH in Singapore.
I wear two hats - this talk is with the first one!
Better Information, Better Care -- Directions for Health IT in New ZealandKoray Atalag
- New Zealand has a national eHealth strategy and plan to achieve high quality healthcare through electronic health information exchange by 2014.
- Key aspects of the plan include implementing electronic medical records in primary care practices and hospitals, developing national clinical registries and systems for medications, oncology and cardiology, and regional health information platforms to enable information sharing across providers.
- New Zealand has strong foundations to support eHealth including a national health identifier used for over 20 years, standardized clinical terminology, and policies promoting privacy and security of personal health information.
Harness digital platforms to accelerate R&D and drive proper adoptionSharpBrains
Pioneers in education, medicine and pharma discussed new data-rich approaches to help assess what works and what doesn’t, and for whom, accelerating R&D initiatives and proper adoption.
--Chair: Alvaro Fernandez, CEO & Editor-in-Chief of SharpBrains
--Richard Varn, Director of the Center for Advanced Technology and Neuroscience at Educational Testing Service (ETS)
--Dr. Brian Iacoviello, Director of Scientific Affairs at Click Therapeutics
--Dr. Gahan Pandina, Senior Director, Venture Leader at Janssen Research & Development
--Dr. Sarah Banks, Head of Neuropsychology at the Cleveland Clinic Lou Ruvo Center for Brain Health
Learn more at sharpbrains.com
As part two of the Human Factors Call Series, CPSI is pleased to invite you to attend When being present isn't enough – Improving patient safety through situational awareness!
The SightFirst program is a Lions Clubs International Foundation initiative aimed at eliminating avoidable blindness globally. Its mission is to build comprehensive eye care systems in underserved communities to provide sustainable, high-quality and low-cost eye care services. SightFirst has restored sight to over 7 million people through cataract surgeries and provided treatments reaching over 30 million people, among other accomplishments. The document discusses SightFirst research programs, appropriate technology considerations, and guidelines for submitting a successful SightFirst grant application.
Bill Maher, Group CEO, Saolta Health Care GroupInvestnet
This document summarizes the transition of hospitals in Ireland from individual hospital management to organized hospital groups, and the establishment of the West/North West Hospitals Group (WNWHG). It outlines the hospitals included in WNWHG, the development of its governance structures and committees, and initiatives to integrate the group and improve standards of care. It also announces that the CEO, Bill Maher, will be leaving WNWHG to lead the new Dublin North East Hospitals Group and help support the continued transition to the group model.
Best practices to fund, develop and commercialize evidence-based innovationSharpBrains
In this session we discussed key lessons learned for scientists and start-ups to successfully bring to market evidence-based innovative solutions. We will also present non-dilutive funding opportunities and commercialization resources offered through the US small business research programs. A scientist and inventor turned serial entrepreneur will wrap-up the day sharing insights from his previous venture–funded by the NIMH and sold to McKesson–and his current strategy and vision.
--Chair: Dr. Alison Fenney, Executive Director of the Neurotechnology Industry Organization
--Dr. Margaret Grabb, SBIR/STTR Program Director at the National Institute of Mental Health (NIMH)
--Dr. Rex Jakobovits, Founder of Vivalog Technologies and Experiad
Learn more at sharpbrains.com
The document describes the partnership between the NHS and the Virginia Mason Institute to improve patient care through lean process improvements. It discusses deploying lean techniques over 5 years to build capacity and sustainability within the trusts. This includes training staff in each trust to become certified lean leaders to train others. It outlines how the Leeds Teaching Hospitals trust has created a sustainable, self-perpetuating system of continuous improvement through this process. The trust leader also shares lessons learned from applying lean including increased awareness of waste and opportunities for improvement identified by engaging frontline staff and leaders.
Hannes Smarason: Progress & Prospects in GenomicsHannes Smárason
The annual American Society of Human Genetics Meeting (ASHG 2016) is an excellent time for the field of genomics to take stock of the past and clarify our perspectives for the future.
The document discusses a quality premium program that rewards clinical commissioning groups for improvements in quality and outcomes. It explains that the premium is based on performance on 4 national measures and 3 local measures selected by each CCG. The national measures relate to reducing mortality, emergency admissions, patient experience, and infections. For a sample CCG, emergency admissions are a major issue, with over 56,000 total admissions last year. Selecting local measures that help achieve the national measures, like reducing emergency admissions, could maximize the CCG's quality premium payment.
Patient Safety Collaboratives - Dr Liz Mear, Chief Executive, North West Coast AHSN
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
Benefits of engaging with the Specialised Services Commissioning Innovation FundPM Society
The Specialised Services Commissioning Innovation Fund (SSCIF) aims to rapidly evaluate innovative models of care, pathways, technologies and medicines to generate evidence on quality, cost and impact for NHS specialised services. The SSCIF will fund evaluation projects jointly with manufacturers to fill data gaps preventing national commissioning decisions. Successful projects could result in widespread adoption across the NHS and discounted national procurement agreements, presenting an unrivalled opportunity for partnership and adoption of transformative innovations.
Moving forward with the greater manchester formularyPM Society
The document discusses the development and implementation of a joint formulary across Greater Manchester to standardize prescribing and reduce unwarranted variation.
Some key points:
- The GM joint formulary aims to create consistency in prescribing across primary and secondary care within the region to improve patient care and reduce costs.
- Developing the formulary required significant consultation, leadership support, and governance structures to align 12 CCGs and providers.
- Implementation includes developing formulary chapters, monitoring use at practice level, and establishing a "do not prescribe" list to prevent postcode prescribing variation.
- Future plans include the formulary being maintained by the CSU, expanding monitoring capabilities, and developing partnerships with industry within ethical frameworks
This document provides an overview of the ABPI Regional Industry Group South. It discusses the background and focus of the ABPI and regional industry groups. It outlines the key performance indicators and task and finish groups that have been established to improve relationships with the NHS, reduce variation in access to medicines, and facilitate joint working opportunities between industry and the NHS in the region. Challenges in establishing the group are acknowledged along with achievements in inviting NHS speakers, sharing other ABPI projects, and establishing a framework for evaluating joint working proposals from the NHS.
Joint working between the NHS and pharmaPM Society
This document discusses joint working between the NHS and pharmaceutical companies to improve patient outcomes. It provides an example case study of a joint project to analyze diabetes outcomes and costs based on different therapy cohorts. The project aims to retrospectively compare therapy outcomes using a new dataset spanning primary and secondary care. Findings would then be published in a reputable journal. Key benefits of the project include facilitating positive action for at-risk patients and allowing outcomes to be tracked through a unique dataset. The document contrasts good joint working, with clear benefits for all sides and stakeholder engagement, against bad joint working which could damage company brands or be a "white elephant" project.
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.
This document provides an overview of open innovation and the Induct platform for enabling innovation communities. It introduces Induct and 1141 Group, discusses open innovation methodology and networks, and highlights innovation achievements and cost savings realized by healthcare clients through their use of the Induct platform. Case studies are presented on innovation initiatives in Norway, Sweden, England, and Denmark that have connected healthcare organizations and stakeholders in web-based innovation ecosystems using Induct.
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.
The vision, priorities & approach for ucl partners AHSNPM Society
UCL Partners AHSN aims to improve health outcomes for 6 million people through collaboration across healthcare organizations, universities, and local authorities. It will achieve this through 5 integrated programs in areas like cancer, cardiovascular disease, and mental health. The programs will focus on initiatives to improve treatment, increase clinical research participation, and better manage conditions. UCL Partners will work across boundaries and with industry partners to spread innovations and solutions at scale. Success requires strong partnerships, local leadership, and a focus on operational delivery rather than single control.
Brisbane Health-y Data: Legislation, Ethics and GovernanceARDC
Presentation given by Melissa Hagan at the 'Sharing Health-y Data Workshop: Challenges and Solutions' event co-hosted by ANDS and HISA. Held on Wednesday 16th March 2016 at the Translational Research Institute, Brisbane, Australia.
In this presentation for Digital Health Institute Summit 2020 I will explain how we overcame barriers for patient engagement and achieved very high response rates using our ePRO ZEDOC Platform. I'll give real-world insights from a project we ran at the Rheumatology service at NUH in Singapore.
I wear two hats - this talk is with the first one!
Better Information, Better Care -- Directions for Health IT in New ZealandKoray Atalag
- New Zealand has a national eHealth strategy and plan to achieve high quality healthcare through electronic health information exchange by 2014.
- Key aspects of the plan include implementing electronic medical records in primary care practices and hospitals, developing national clinical registries and systems for medications, oncology and cardiology, and regional health information platforms to enable information sharing across providers.
- New Zealand has strong foundations to support eHealth including a national health identifier used for over 20 years, standardized clinical terminology, and policies promoting privacy and security of personal health information.
Harness digital platforms to accelerate R&D and drive proper adoptionSharpBrains
Pioneers in education, medicine and pharma discussed new data-rich approaches to help assess what works and what doesn’t, and for whom, accelerating R&D initiatives and proper adoption.
--Chair: Alvaro Fernandez, CEO & Editor-in-Chief of SharpBrains
--Richard Varn, Director of the Center for Advanced Technology and Neuroscience at Educational Testing Service (ETS)
--Dr. Brian Iacoviello, Director of Scientific Affairs at Click Therapeutics
--Dr. Gahan Pandina, Senior Director, Venture Leader at Janssen Research & Development
--Dr. Sarah Banks, Head of Neuropsychology at the Cleveland Clinic Lou Ruvo Center for Brain Health
Learn more at sharpbrains.com
As part two of the Human Factors Call Series, CPSI is pleased to invite you to attend When being present isn't enough – Improving patient safety through situational awareness!
The SightFirst program is a Lions Clubs International Foundation initiative aimed at eliminating avoidable blindness globally. Its mission is to build comprehensive eye care systems in underserved communities to provide sustainable, high-quality and low-cost eye care services. SightFirst has restored sight to over 7 million people through cataract surgeries and provided treatments reaching over 30 million people, among other accomplishments. The document discusses SightFirst research programs, appropriate technology considerations, and guidelines for submitting a successful SightFirst grant application.
Bill Maher, Group CEO, Saolta Health Care GroupInvestnet
This document summarizes the transition of hospitals in Ireland from individual hospital management to organized hospital groups, and the establishment of the West/North West Hospitals Group (WNWHG). It outlines the hospitals included in WNWHG, the development of its governance structures and committees, and initiatives to integrate the group and improve standards of care. It also announces that the CEO, Bill Maher, will be leaving WNWHG to lead the new Dublin North East Hospitals Group and help support the continued transition to the group model.
Best practices to fund, develop and commercialize evidence-based innovationSharpBrains
In this session we discussed key lessons learned for scientists and start-ups to successfully bring to market evidence-based innovative solutions. We will also present non-dilutive funding opportunities and commercialization resources offered through the US small business research programs. A scientist and inventor turned serial entrepreneur will wrap-up the day sharing insights from his previous venture–funded by the NIMH and sold to McKesson–and his current strategy and vision.
--Chair: Dr. Alison Fenney, Executive Director of the Neurotechnology Industry Organization
--Dr. Margaret Grabb, SBIR/STTR Program Director at the National Institute of Mental Health (NIMH)
--Dr. Rex Jakobovits, Founder of Vivalog Technologies and Experiad
Learn more at sharpbrains.com
The document describes the partnership between the NHS and the Virginia Mason Institute to improve patient care through lean process improvements. It discusses deploying lean techniques over 5 years to build capacity and sustainability within the trusts. This includes training staff in each trust to become certified lean leaders to train others. It outlines how the Leeds Teaching Hospitals trust has created a sustainable, self-perpetuating system of continuous improvement through this process. The trust leader also shares lessons learned from applying lean including increased awareness of waste and opportunities for improvement identified by engaging frontline staff and leaders.
Hannes Smarason: Progress & Prospects in GenomicsHannes Smárason
The annual American Society of Human Genetics Meeting (ASHG 2016) is an excellent time for the field of genomics to take stock of the past and clarify our perspectives for the future.
The document discusses a quality premium program that rewards clinical commissioning groups for improvements in quality and outcomes. It explains that the premium is based on performance on 4 national measures and 3 local measures selected by each CCG. The national measures relate to reducing mortality, emergency admissions, patient experience, and infections. For a sample CCG, emergency admissions are a major issue, with over 56,000 total admissions last year. Selecting local measures that help achieve the national measures, like reducing emergency admissions, could maximize the CCG's quality premium payment.
Patient Safety Collaboratives - Dr Liz Mear, Chief Executive, North West Coast AHSN
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
Benefits of engaging with the Specialised Services Commissioning Innovation FundPM Society
The Specialised Services Commissioning Innovation Fund (SSCIF) aims to rapidly evaluate innovative models of care, pathways, technologies and medicines to generate evidence on quality, cost and impact for NHS specialised services. The SSCIF will fund evaluation projects jointly with manufacturers to fill data gaps preventing national commissioning decisions. Successful projects could result in widespread adoption across the NHS and discounted national procurement agreements, presenting an unrivalled opportunity for partnership and adoption of transformative innovations.
Moving forward with the greater manchester formularyPM Society
The document discusses the development and implementation of a joint formulary across Greater Manchester to standardize prescribing and reduce unwarranted variation.
Some key points:
- The GM joint formulary aims to create consistency in prescribing across primary and secondary care within the region to improve patient care and reduce costs.
- Developing the formulary required significant consultation, leadership support, and governance structures to align 12 CCGs and providers.
- Implementation includes developing formulary chapters, monitoring use at practice level, and establishing a "do not prescribe" list to prevent postcode prescribing variation.
- Future plans include the formulary being maintained by the CSU, expanding monitoring capabilities, and developing partnerships with industry within ethical frameworks
Moving forward with the greater manchester formularyPM Society
The Greater Manchester Joint Formulary aims to standardize prescribing across the region to reduce unwarranted variation and costs. It covers a population of 2.8 million across 12 clinical commissioning groups (CCGs). There was significant consultation with industry and NHS stakeholders during development. The formulary seeks to promote evidence-based and cost-effective prescribing while ensuring access to important new medicines. The joint formulary and medicines management support provided by the Greater Manchester Commissioning Support Unit (CSU) aim to optimize patient care and outcomes across primary and secondary care interfaces.
This session was conducted as a part of the 6th Resident Professional Development Course titled "Evidence-Based Medicine" in 9th SEPT 2015 at College of Medicine, King Saud University
potentialKEN POV: Healthcare, Pharma, and Integrated InteractiveKEN kisselman
A colleague asked me to put together a brief POV on Integrated Interactive Strategy and the Healthcare/Pharmaceutical Industry. I figured I would share it here as well in case anyone was curious where my head was at. Happy to chat through any of this in more detail too.
The document outlines a proposed national genome strategy for Finland with the vision of efficiently using genome data to improve human health by 2020. It proposes several strategic goals and actions, including ensuring ethical and responsible use of genome data through legislation, integrating genomic research into healthcare, training healthcare professionals, developing information systems, using genome data in healthcare and individual lives, and making Finland a leader in genomic research and business. It concludes that a national genome center is needed to coordinate efforts and implement the strategy through concrete actions and timelines.
Improving quality, safety and lives - the Patient Safety Collaborative Programme 2014-2019
Presentation from Chief Nursing Officer for England's Summit 2014
26 November 2014
Creating successful partnerships in yorkshire and humberPM Society
The document discusses creating successful partnerships in Yorkshire and Humber through the Yorkshire and Humber Academic Health Science Network (YH AHSN). It outlines the AHSN's large membership network and the challenges in the region including health variations and economic pressures. The AHSN's 2013/14 work programme focuses on improving population health, transforming health services, increasing wealth and research participation through partnerships between the NHS, universities, and industry. Key to its success will be emphasizing collaboration, adding value to existing organizations, and closing the gap between different sectors.
Creating successful partnerships in yorkshire and humberPM Society
The document discusses creating successful partnerships in Yorkshire and Humber through the Yorkshire and Humber Academic Health Science Network (YH AHSN). It outlines the AHSN's large membership network and the challenges in the region including health variations and economic pressures. The AHSN's 2013/14 work programme focuses on improving population health, transforming health services, increasing wealth and research participation through various partnership initiatives. Key to success is emphasizing collaboration, adding value to existing organizations, and closing gaps between industry, higher education and the NHS.
The document summarizes the activities of the Content Development Team at the Foundation from 2012-2013, including program updates, new programs developed, and collaborations. Some of the key projects discussed include adapting decision aids for use in Australia, collaborating with outside organizations on grants and standards, and new partnerships to create medication decision aids with the American College of Cardiology.
The past decade has seen a growing appreciation of the importance of private healthcare providers as the first, and often only, source of healthcare in many countries. This has led to a range of interventions aimed at engaging these providers to deliver standardized public health goods and services. One partnership modality, called clinical social franchising, applies commercial principles to achieve this goal.
In 2012, 74 clinical social franchising programs were operational in 40 countries. The programmes included networks of 66,000+ providers that delivered franchised clinical and health services for family planning; maternal, newborn and child health; and to diagnose and treat TB, malaria and/or HIV. Millions of people received services. The scale and overall health impact of these programs is documented in the Clinical Social Franchising Compendium, 2013 (http://bit.ly/10nVT25).
This approach to engaging private purveyors of health and clinical services is gaining traction worldwide. The evidence base for this approach is also increasing, with studies now addressing health impact, quality of care, new usership of formal medical services, cost-effectiveness and equity.
This webinar will explain how clinical social franchising works, how it is being adapted in different countries and the evidence for its relevance as a public health approach.
Reshaping Care for Frail Older People in Scotland (WS34)Iriss
Falkirk Council – Reshaping Care for Frail Older People in Scotland: an outcomes focused evaluation of Telehealthcare in Falkirk. Contributor: Falkirk Council
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.
Digital Healthcare Revolution conference. 25.02.2016mckenln
The document outlines Oldham CCG's innovation strategy. Key points include:
1) The healthcare landscape is changing with new regulations, performance measures, and a focus on transformation. This presents both challenges and opportunities for Oldham CCG to improve population health.
2) Oldham CCG aims to build a culture that encourages innovation from members to empower communities, use resources effectively, prevent unnecessary costs, and improve care.
3) Oldham CCG will adopt an innovation-based approach, investing in good ideas through a "Dragons' Den" process to test projects. Successful innovations will be implemented more broadly.
4) Three innovation streams are proposed for ideas from various sources. Projects will be
The document outlines key success criteria and best practices for clinical commissioning groups under the new NHS framework. It discusses the need to design sustainable patient pathways through collaborative relationships. Commissioning groups will need to make intelligent use of data combined with GP experience to define "waste free" pathways and ensure compliance with guidelines. A multi-dimensional approach is recommended that involves needs assessment, evidence-based practice, service redesign, and choosing optimal treatment locations through modeling and trend analysis. Operational excellence is seen as integral to effectively implementing the new GP commissioning framework.
Ashfield Healthcare provides full-service advisory boards to pharmaceutical companies. They apply a consultative "Kinetic" approach to advisory boards that involves challenging objectives, bringing the right advisors, expert facilitation using interactive tools, and producing actionable outputs. Their methodology aims to make advisory boards strategic cornerstones that shape the client's journey. They highlight case studies where their approach led to engaged discussions, consensus on tangible plans, and implementation of agreed actions.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
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U manchester july 2013
1. Robust decisions in uncertain times
Foresight: Exploring the Future, Shaping the Present
8/4/2013 www.samiconsulting.co.uk 1
Using Scenarios
Why use scenarios,
and how to make sure they are effective
Gill Ringland
CEO & Fellow, SAMI Consulting
July 2013
2. Robust decisions in uncertain times
SAMI
• Our offer
– To enhance the capability to anticipate
– To transform emergent thinking into strategy and
implementation
– Consulting, executive education and research to deliver
“robust decisions in uncertain times”
• “You can never plan the future by the past”
– Edmund Burke, 1729-1797
• Formed in 1989
– Until 1999 based at St Andrews University
– Now virtual, owned by Fellows and Principals
– Celebrated our 20th anniversary at the Royal Society
8/4/2013 2www.samiconsulting.co.uk
3. Robust decisions in uncertain times
Agenda
• Why use scenarios
– Scenarios & forecasts
– Early indicators
• Using scenarios: examples relating to Health
– Radical thinking in the National Health Service
– Scenarios lead to a rethink
– Scenarios for the future of diagnostics
– Health & Safety impacts of “Green” jobs
8/4/2013 www.samiconsulting.co.uk 3
4. Robust decisions in uncertain times
0
2
4
6
8
10
12
1951 1961 1971 1981 1991 2001 2006 2011 2016 2020 2030
Actual Forecast now
London population
1991
forecast
“A trend is a trend until it bends”
04/08/2013 4www.samiconsulting.co.uk
5. Robust decisions in uncertain times
Forecasts
Today Trends
Range
Of
Uncertainties
Timing ?
Forecasts are over-precise
04/08/2013 5www.samiconsulting.co.uk
6. Robust decisions in uncertain times
Scenarios
• Forecasts focus on “the right” answer and a partial
“right” is often viewed as wrong
• Scenarios are
– “an internally consistent view of what the future might be”,
– “not a forecast but one possible future outcome”
• Scenarios explore different possible futures
Forecasts Scenarios
Source: Professor Michael Porter, “Competitive Advantage:”, (Free Press, 1985)
04/08/2013 6www.samiconsulting.co.uk
7. Robust decisions in uncertain times
Line manager, Corporate Strategist Scenarios Future
Engineer manager thinker
Early indicators Portfolio Ideas & systems Alternate “843” trends
Decisions, management Planning worlds interconnected
Timelines Options
Decisions
Thinking styles
04/08/2013 7www.samiconsulting.co.uk
8. Robust decisions in uncertain times
Early indicators
• Early indicators are a powerful way of engaging the
organisation
• Are clear “events” which would be a sign that a scenario
is evolving
• Shell & gas fields
– Gorbachev promotion as early indicator of changes in Russia
– Decided not to buy gas fields as Russian ones would change
pricing
– Shell bought Russian gas after the price had collapsed
• Often ask a group to think up newspaper headlines that
would signal a scenario, as a way of “thinking in” to a
scenario.
8/4/2013 www.samiconsulting.co.uk 8
9. Robust decisions in uncertain times
Using scenarios
• Public policy
– Radical thinking in the National Health Service
– Challenging assumptions about the Green economy
• Inside organisations
– Scenarios lead to a rethink in planning
– Scenarios for the future of diagnostics create a vision
• Will cover for each case study
– Process
– Presentation and communication
– Outcomes
8/4/2013 www.samiconsulting.co.uk 9
10. Robust decisions in uncertain times
NHS – Hemingford scenarios
• New Head of Planning at Department of Health, National
Health Service (NHS), Richard Walsh (now a SAMI
Fellow)
• Focal question: what and who is the NHS for?
• 30 people consulted on clinical practice, public values,
context for health care, demography, disease trends
• 12 people in a 2 day workshop at Hemingford
• 4 scenarios developed, with implications for
– Primary care led NHS,
– Health and health care
– Public involvement
www.samiconsulting.co.uk 108/4/2013
11. Robust decisions in uncertain times
Drivers of change
Role of
NHS
Climate
change
TechnologyBudget
Changing
lifestyles
Increasing
population
Demographics
+?
+++-- -+++
+
++
+
Deficit reduction
National?
Centralised?
--
+/-? +/-?
Wellness
or
illness?
+++?
12. Robust decisions in uncertain times
Scenario matrix for NHS
Forecastable
“trends” Uncertain
Less important
Important
Demographics - ageing
Increasing population
Changing lifestyles
Technology advances
Disease orientation or well-
being oriented?
Health national vs
international?
Centralised or decentralised
management?
13. Robust decisions in uncertain times
Visualising the scenarios
Wellbeing as you like it
CentralisedDecentralised
Wellbeing Illness oriented
International
National
Health is wealth
Science makes the big push
Renewed welfare order
14. Robust decisions in uncertain times
The outcomes
•8/4/2013 www.samiconsulting.co.uk Page 14
• The scenario team designed and delivered briefing
events for senior management in the NHS to great
acclaim
• They went to a number of NHS sites and held lunch time
events with heated agreement
• They did not engage with the public
• They did not engage with the politicians
• When the next government came in, the new Minister
was not aware of the work & thought that the only task
was to spend more and make NHS more efficient at high
tech treatment of illness (Science makes the big push)
15. Robust decisions in uncertain times
Wanless Report
SAMI Consulting 2006
• Treasury report chaired by Derek Wanless
– “Securing Our Future Health: Taking a Long-Term View” (to
2022)
• Discussed the role of demographics, changing
patterns of disease and cures, technology
• 3 simple scenarios – used a numerical model for
demands, and for costs
– Solid progress: less change in preventative care
– Slow uptake: NHS performance improvements
– Fully engaged : changes in demand
• Showed that
– within any possible expenditure on the NHS
– changes in patterns of demand were needed to balance the
books between demand and supply
– Neither Solid Progress or Slow Uptake were viable
16. Robust decisions in uncertain times
The outcomes
•8/4/2013 www.samiconsulting.co.uk Page 16
• The report upset the “official future”
• Science makes the big push
• Started the understanding that technology is only part of
the answer
• Change in UK health policy focus towards changing
peoples’ behaviours
• Reduction in obesity
• Increase in anti-smoking campaigns
• Promotion of exercise
• GPs offer yearly check ups
• Also a move towards self help via pharmacists, etc
17. Robust decisions in uncertain times
• SAMI Fellow Michael Owen ran GSK’s first scenarios
project
• Interviews & desk research
• Workshops to develop scenarios for the global health care
industry, explore strategic options
• Led to new focus on global initiatives & new technologies
• Also projects in R&D, marketing, manufacturing & supply,
regions
• SAMI asked back to work with manufacturing and
supply, using scenarios to plan for flexible (“agile”)
manufacturing processes
• Scenarios later used to set vision for diagnostics
new business
18. Robust decisions in uncertain times
The diagnostics background
• Since the science and technology of
genetics was developing fast
– Should GSK develop their capability in
diagnostics and prognostics?
– If so, should this be by acquisition or
inhouse development?
• Decided to set up Predictive Medicine
Group
• Needed to set vision, mission, long
term goals
– Scenarios project coached by Clem Bezold
of Institute for Alternative Futures
8/4/2013 www.samiconsulting.co.uk 18
19. Robust decisions in uncertain times
Creating the scenarios
• Assumptions: we will be able to predict in the near future
– Who is likely to develop a particular disease
– How treatments will work with different individuals
– Likely outcome of treatments
• Scan for drivers of change, group into clusters which
were scored for probability and impact on Glaxo’s
business
• Create 4 scenarios
– Best guess Health care gains continue
– Hard times Recession slows health care gains
– Paradigm shift Integrated biosciences pay off
– Visionary paradigm shift Globalhealth.com
8/4/2013 www.samiconsulting.co.uk 19
20. Robust decisions in uncertain times
Using the scenarios
• Team identified the drivers which were important in all
four scenarios
• Drivers which were only found in one scenario were
used to develop early indicators
• The vision needed to be robust across all scenarios
– Improving lifelong healthcare through predictive knowledge
• The mission included integrating novel diagnostics and
prognostics with therapeutic interventions (GSK’s
traditional business)
8/4/2013 www.samiconsulting.co.uk 20
21. Robust decisions in uncertain times
Presentation
• Recognised difficulty of presenting
plausible futures to operational
managers
• Chose to use a mock television
interview around “The Fifth Colony”
• Four colonists had been in space and
developed a health care system for
their scenario over 10 years
• Why were they different?
• The Fifth Colony represented the ideal
future which captured the learning over
10 years from the colonists (scenarios)
»
8/4/2013 www.samiconsulting.co.uk 21
22. Robust decisions in uncertain times
The outcomes
• Predictive Medicine Group’s recommendations accepted
• Scenarios widely used by Glaxo
– Briefings across the company
– Scenario brochure describing the scenarios distributed across
the company
– Scenarios used by other groups to formulate strategy
• Released to the public at an industry conference
– Then presented in seminars etc as a contribution to public policy
in medicine
• Early indicators used by Business Development to seek
new opportunities
8/4/2013 www.samiconsulting.co.uk 22
23. Robust decisions in uncertain times
Health risks associated with
‘green’ technologies
• Project for European Agency for Safety and Health at Work (EU-
OSHA) http://www.samiconsulting.co.uk/4EUOSHAreport2013.pdf
– SAMI team led by Fellow John Reynolds worked with UK Health and
Safety Laboratory (HSL) and Technopolis
• Looked at new and emerging risks from new technologies in ‘green
jobs’ to 2020
• Selection of (16) key drivers of change and (8) key technologies
• Developed a set of base scenarios
• Developed timelines for each key technology
• Analysed new and emerging risk for safety and health at work
• Presented across Europe, sponsored by Health & Safety
organisations
www.samiconsulting.co.uk 23
24. Robust decisions in uncertain times
Main Drivers of Future Change
1. Economic Growth
• Growth In Europe
• Global Growth rates
2. Green Culture and Values
• Public Opinion
• Government Incentives and controls
• Energy Efficiency and Resource Use
• Waste Management and Recycling
3. Rate of Innovation in Green technology
24
25. Robust decisions in uncertain times
GreenValues
Economic Growth
Deep Green
Strongly green
culture and values
Bonus World
Strong Growth
Global and European
Win - Win
High innovation
in Green Technology
VeryStrong
Low Growth High Growth
Weak
Three Scenarios
26. Robust decisions in uncertain times
Win - Win
Defined by
– Strongly Green Values
– High economic growth
– High rate of Innovation in Green
Technologies
• Green growth is sustainable.
• Green activities are seen as a major contribution to
economic growth rather than simply as a cost
• Technology is delivering on its promise to make green
growth achievable
26
27. Robust decisions in uncertain times
“I guess
every smart
grid needs a
call centre
but it’s still
pretty
stressful”
“We scored
8 out of 10
in the last
green
audit… how
can we do
even better
next time?”
“every day we
continue to re-
design the
human-machine
interface...”
“welcome to
the L.Z.C.
Safety &
Health @
Work training
module. Today
we look at
everyday
hazards...”
Win-Win Human systems
28. Robust decisions in uncertain times
Win-Win Manufacturing
now that robots
or “co-bots” do
most of the
work.... What’s
there to worry
about ???
Boredom ... insecurity
... Keeping up with
innovation ... And,
what if they do not
keep out of our way...
+++ THIS
HUMAN HAS A
POOR
TRAINING
RECORD+++
KEEP HER
UNDER ACTIVE
SURVEILLANCE
+++
29. Robust decisions in uncertain times
Bonus World
Defined by
• High economic growth
• Low Green Values
• Medium rate of Innovation in Green
Technology (directed towards profits)
29
30. Robust decisions in uncertain times
Deep Green
Defined by
• Strongly Green Values
• Low economic growth
• Medium rate of Innovation in Green
Technologies
30
31. Robust decisions in uncertain times
Outcomes
• The scenarios provided a a neutral and safe
environment for important discussions between different
groups of stakeholders
– Many current assumptions were challenged (including targets
that are unlikely to be met)
– Some organisations realised that their plans were not robust
• The scenarios could be used for the analysis of a
broader range of technologies and policies
• The scenarios were a robust tool for the anticipation
and analysis of future challenges; and developing
more robust ‘future proofed’ strategies and policies
www.samiconsulting.co.uk 31
32. Robust decisions in uncertain times
Summary
• Why use scenarios
– Scenarios & forecasts
– Early indicators
• Using scenarios: examples relating to Health
– Radical thinking in the National Health Service
• But failure to communicate to decision makers
– Scenarios lead to a rethink
• Numerical models changed assumptions
– Scenarios for the future of diagnostics
• Communication to operational managers
– Health & Safety impacts of “Green” jobs
• Cartoons to highlight the different values embodied in the scenarios
8/4/2013 www.samiconsulting.co.uk 32
33. Robust decisions in uncertain times
Thank you!
www.samiconsulting.co.uk 33
If you would like to get our monthly enewsletter
eSAMI ---- please ask – esami@samiconsulting.co.uk.
For details of our training courses (with the
Horizon Scanning Centre of the Foresight
Unit) see www.samiconsulting.co.uk.
For details of our Blowing the Cobwebs off our Mind
events, please ask,
cobwebs@samiconsulting.co.uk.
The NHS case study is in “Scenario Planning”,
published by John Wiley. The GSK case study is in
“Scenarios in Business”, also published by John Wiley
The Report from the “Green Jobs” study is on the SAMI
web site www.samiconsulting.co.uk. .