Healthcare-April-2021

April 2021 | healthcareglobal.com

NHS England & NHS Improvement: Innovation in Partnership READ NOW

Varian Medical Systems: Together we are Bigger than Cancer FIND OUT

Cerner Qatar: Transforming the Future READ NOW

AT THE HEART OF

HEALTHCARE

Alaina Maciá CEO of MTM removes barriers and brings a whole-person approach to healthcare LEARN MORE

Women in Healthcare READ NOW

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The Healthcare Team EDITOR-IN-CHIEF

LEILA HAWKINS EDITORIAL DIRECTOR

SCOTT BIRCH CREATIVE TEAM

OSCAR HATHAWAY SOPHIA FORTE SOPHIE-ANN PINNELL HECTOR PENROSE SAM HUBBARD MIMI GUNN JUSTIN SMITH

PRODUCTION DIRECTORS

GEORGIA ALLEN DANIELA KIANICKOVÁ

VIDEO PRODUCTION MANAGER

MEDIA SALES DIRECTOR

DIGITAL VIDEO PRODUCERS

SALES AND MARKETING DIRECTOR

KIERAN WAITE

OWEN MARTIN PHILLINE VICENTE JENNIFER SMITH

SAM KEMP EVELYN HUANG MATTHEW EVANS TYLER LIVINGSTONE

PRODUCTION EDITOR

DIGITAL MARKETING EXECUTIVE

PRODUCTION MANAGERS

JANET BRICE

KAYLEIGH SHOOTER PROJECT DIRECTORS

THOMAS LIVERMORE

JAMES WHITE

JASON WESTGATE MANAGING DIRECTOR

LEWIS VAUGHAN

CHIEF OPERATIONS OFFICER

STACY NORMAN PRESIDENT & CEO

GLEN WHITE

EDITORS LETTER

The world needs innovation in technology As we move into the second quarter of 2021, the tunnel has certainly got brighter as vaccination programmes push ahead, with the possibility of returning to some form of normality soon.

“It's no surprise then that COVID-19 is still a dominant topic in healthcare”

HEALTHCARE GLOBAL MAGAZINE IS PUBLISHED BY

But this isn't the case for 130 countries round the world, who have yet to receive their first dose.

Meanwhile parts of Europe are experiencing a surge.

It's no surprise then that COVID-19 is still a dominant topic in healthcare. We're highlighting one of the more ingenious ways to kill the virus with our feature on UVC robots, which shows just how quickly and efficiently they can disinfect a hospital room.

We reflect on the year the term 'PPE' became a household name, looking at three companies that transformed their business to start producing the much-needed garments.

We've also got a feature on empowering the workforce with technology, and discuss how healthcare providers can protect themselves from cyber attacks, an issue that's spiked in the last year.

The common thread running through this issue is innovation, demonstrating once again how technology can solve some of our toughest problems. .

Happy spring.

LEILA HAWKINS

leila.hawkins@bizclikmedia.com

© 2021 | ALL RIGHTS RESERVED

healthcareglobal.com

3

CONTENTS

Our Regular Upfront Section: 6

Big Picture

8

The Brief

10 Global News 12 People Moves 14 Timeline:

5 Industry Predictions 16 Legend:

Dr Swati Subodh 18 Five Mins With:

Carolina Rossi Wosiack

40

Cybersecurity

Cyber Attacks in the COVID-19 Era

24 MTM

So Much More Than Just a Lift

48

Children’s Hospital of Orange County

Acceleration of Telemedicine for Paediatrics

74

Manchester University NHS Foundation Trust The Digital Transformation of Manchester's Hospital Trust

66

Robotics

Supporting the Frontline

86

Workforce Optimisation Empowering the Workforce

104

Global PPE

How Innovation Helped Deliver PPE Around the Globe

94

Varian Medical Systems Together We are Bigger Than Cancer

112

The Harris Center for Mental Health and IDD Delivering Patient Care Through Innovation

Make Telehealth Easier on Patients Jumio’s AI-powered identity verification is easy on patients, while enhancing security.

Improve the telehealth experience

Enhance safety through identity proofing

Comply with emerging patientprotection mandates

Get Details

jumio.com

138

NHS England and NHS Improvement

Innovation in the NHS Through Covid-19 and Beyond

126 Top 10

Women in Healthcare

150

ChenMed

When Our Patients Do Better, We Do Better

174

The Jewish General Hospital Transforming Patient Care with Innovation

162

184

Transforming the Future of Digital Health in Qatar

Delivering Value-based Care with Digital Innovation

Cerner Qatar

Memorial Health System

BIG PICTURE Signia Motion X Hearing Aids New Jersey, US

Signia launches Motion X hearing aids, the world’s first rechargeable hearing aid with up to 61 hours of wear-time per charge.

The device is controlled via a mobile app that offers tinnitus therapy, remote care support, and the Signia Face Mask Mode for better speech understanding through masks.

8

April 2021

THE BRIEF “HEALTHCARE HAS TO GET ITS SECURITY TEAMS OVER THE HUMP TO REALISE THEY CAN SOLVE THIS PROBLEM WITH TECHNOLOGY”

BY THE NUMBERS HOW MUCH DID HEALTHCARE DATA BREACHES COST IN 2020?

(Source: IBM Security)

Terry Ray

Senior Vice President, Imperva  READ MORE

“Once you understand what a robot can do in terms of infection prevention, it's very difficult not to get behind this technology” Howard Wilkinson

Area VP for Healthcare, Northern Europe, Ecolab 

$8.64m $6.52m $4.19m US

$3.90m

READ MORE

“Cost and productivity used to be top of the list, now the focus is a lot more around wellbeing, brand fairness and engagement” Robert Crossman

Director, Working Time Solutions  READ MORE

10

April 2021

Middle East

UK

Japan

$3.86

Global average

The threat of ransomware attacks and how to stop them Ransomware attacks in healthcare are on the rise, we take a look at how organisations can prevent them READ MORE

JEAN SHIN

WhatsApp for healthcare

Jean Shin, Director of Strategy and Content at tyntec, tells us 4 ways WhatsApp can facilitate communication with patients.

1. Booking appointments. WhatsApp enables providers to sidestep phone queues and busy signals. Patients can send an appointment request that a doctor or booking department can respond to in moments, and administrators can handle multiple appointment requests simultaneously.

2. Flexible scheduling and feedback.

Healthcare providers can send appointment details, deliver reminder notifications, and allow patients to change or cancel appointments easily. They can also share a list of to-dos before an appointment, and send short surveys afterwards encouraging patients to give feedback on their experience.

3. Deliver test results. Clinics can send notifications that lab results are ready for pick up or send the results to the patient directly, more convenient than mail or phone calls.

4. Security. WhatsApp features two-factor authentication and end-to-end encryption plus official business verification, so patients always know they are talking to their actual healthcare provider and not a scammer.

 FOLX HEALTH After launching in December, the world’s first major digital healthcare platform for queer and trans people has created a hotline and raised $25m to expand its services  INFLOW The UK startup has raised £500k to launch a digital healthcare programme “for people with ADHD, by people with ADHD.” Their mission is to make healthcare more accessible for neurodiverse people.

 FACEBOOK The tech giant was labelled a “schoolyard bully” for blocking news pages in Australia - including government healthcare and mental health pages - during the pandemic.

The row erupted over a new law that would force tech firms to pay for news content.  VACCINE DISTRIBUTION The UN called the distribution of vaccines “wildly uneven and unfair” saying that 10 countries have administered 75 per cent of all vaccinations while 130 countries have yet to receive a single dose.

W I N N E R S APR21

L O S E R S

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GLOBAL NEWS

1

UNITED STATES

Reuters hosts virtual Digital Health event Reuters is hosting an online event on 16-17 June about building a digital health sector that improves access to healthcare.

Speakers include director of the National Institute of Allergy and Infectious Diseases Dr Anthony Fauci, and CEO of Thrive Global and founder of Huffington Post, Arianna Huffington.

12

April 2021

2

UNITED KINGDOM

Scientists develop QCovid algorithm to predict risk Researchers led by the University of Oxford have developed QCovid, an improved algorithm that uses factors such as age, sex, ethnicity, existing medical conditions and socioeconomic backgrounds to better predict risk of death or hospitalisation from the virus.

3

5

GERMANY

Germany digitises patient records for first time Germany has launched its electronic patient health records, 16 years in the making. Patients will be able to access their health data, which will be downloadable to mobile devices. Pharmacies, physiotherapists, ambulatory elderly care and other providers will also be connected to the records in the next few years.

4

GLOBAL

WHO launches first SMART guidelines for healthcare systems Starting with antenatal care, the guidelines contain recommendations to help policy makers, technology teams and health workers work together and adapt to digital healthcare.

‘SMART’ stands for Standardsbased, Machine-readable, Adaptive, Requirements-based, and Testable. Guidelines for HIV, STIs, immunisation, family planning, child health and humanitarian emergencies will be released later this year.

JAPAN

Japan embarks on digital transformation of healthcare Japan's healthcare system is about to undergo a digital transformation as part of the government's Society 5.0 mission and post-COVID-19 recovery plan. Cisco has been announced as their technology partner to provide businesses with innovation in artificial intelligence, IoT, data analytics and edge computing. healthcareglobal.com

13

PEOPLE MOVES STACY SAAL FROM: AMAZON TO: BABYLON WAS: CHIEF OPERATING OFFICER, PRIME AIR NOW: CHIEF OPERATING OFFICER Saal joins global healthcare organisation Babylon from Amazon, where she led a number of complex and strategically important programmes resulting in the successful launch and expansion of Prime Now and Amazon Fresh, with her recent focus on Prime Air (drone delivery).

She was also involved with Amazon Care and Amazon’s response to COVID-19. Previously, Saal was Global Program Leader at Amazon Fresh, where she was charged with transitioning four regions from incubation to scale and service, successfully expanding Amazon’s online grocery business across the US and into the UK, Germany, and Japan.

Saal is joining Babylon in the midst of a time of change for its C-suite team, alongside PaulHenri Ferrand as Chief Business Officer and Steve Davis as Chief Technology Officer.

14

April 2021

BRAD LAWSON FROM: AVIA HEALTH INNOVATION TO: FERN HEALTH WAS: EXECUTIVE IN RESIDENCE NOW: CEO

SIR ANDREW WITTY FROM: WHO TO: UNITEDHEALTH GROUP INC. WAS: GLOBAL ENVOY FOR WHO’S COVID-19 RESPONSE NOW: CEO Witty becomes CEO of the largest health insurance firm in the US after taking unpaid leave of absence from the firm to support the WHO's COVID response. British-born Whitty also served as an advisor to the UK Government Vaccine Taskforce. Prior to this he was CEO of UnitedHealth Group’s Optum unit, and CEO of GlaxoSmithKline from 2008 to 2017. He was knighted in 2012 for services to the UK pharmaceutical industry, and named an Honorary Citizen of Singapore in 2018.

Brad Lawson joins the digital healthcare company bringing experience in employer health management, payer health systems, venture capital and growing digital health businesses. His previous roles include Executive In Residence at Avia Health Innovation and Abundant Venture Partners, Chief Growth Officer at The StayWell Company, and SVP of Employer Sales at WebMD Health Services. In his new role he will support Fern Health through planned employer implementations and lead strategic decisions around product and sales strategy.

TIMELINE

5

INDUSTRY PREDICTIONS

While the COVID-19 pandemic turned many predictions on their head in 2020, here are four market segments and one company that are set to grow in the years ahead.

16

#1

#2

Cannabis market grows to $5.72 billion

Predictive diagnostics moves to next-gen sequencing

The global cannabis pharmaceutical industry is expected to grow to $5.72 billion by 2027, a projected growth of 75.8 per cent.

Favourable legislation, policies across developed economies, and investments in R&D could be key factors, while blockchain technology could be used to maintain strain purity and capture accurate dosage data.

By 2031 the global market for predictive diagnostics is expected to be worth over $3 billion. Manufacturers are slowly moving towards nextgeneration sequencing (NGS) platforms by integrating advanced technologies in their tools. With cancer remaining a leading cause of death, the use of high-tech predictive diagnostic tools to identify the risk of cancer is likely to rise.

April 2021

#3

#4

#5

AR adoption will overtake VR

MatrixCare to lead in EHR for home health

Specialty care goes virtual

The falling cost of augmented reality (AR) hardware along with the fact that many users prefer remaining aware of their (augmented) surroundings rather than immersed in a virtual scenario, is leading experts to predict that AR in healthcare will be worth more than double the VR market by 2030 ($76b vs $28b).

MatrixCare is set to lead in the EHR market for home health after winning Best in KLAS for a second year, beating Epic to second place.

Users said they consistently had positive experiences of the service and planned to purchase it again, making it part of their long term plans.

The use of virtual solutions is set to increase in specialty care in 2021, with six in 10 HR professionals saying they either have current plans to implement a virtual care solution focused on speciality care or would consider such a plan.

healthcareglobal.com

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LEGEND

DR SWATI

SUBODH

TRANSFORMING INDIA’S HEALTHCARE

D

Scientist and entrepreneur

1M1B 18

April 2021

r Swati Subodh already had an impressive career as a scientist before she launched 1M1B (1 Million for 1 Billion) alongside her brother Manav Subodh in 2015.

The organisation's mission is to upskill and empower 1 million people in leadership positions with the aim of impacting the lives of 1 billion people worldwide. At its heart is facilitating access to new technologies - which they do by forming partnerships with big tech - for budding entrepreneurs to form their own microenterprises, for instance to tackle inequalities in access to healthcare.

Subodh, more accustomed to researching the genomic sequences of infectious pathogens than talking to patients, was working in a lab within the All India Institute of Medical Sciences (AIIMS) in New Delhi, when she saw patients and their families arrive at the overprescribed clinic, having travelled long distances and needing to stay in Delhi for weeks at a time just to have a short consultation with a doctor.

She was so moved by the numbers of people lacking access to basic healthcare facilities that she joined her brother in forming the organisation, bringing with her 20 years' of experience in public health and science.

Subodh grew up in Delhi, showing a strong interest in biology from a young age. Eventually she gained a PhD in biochemistry from AIIMS, completing a doctorate in virology, in particular researching rotavirus, which is a major cause of mortality among children under 5 who become ill with gastroenteritis.

Subodh's research greatly contributed to the development of a vaccine which is now on the market.

A few years later Subodh joined the CSIR Open Source Drug Discovery Unit, where she built her own team of researchers to seek faster and more accessible healthcare solutions. Other roles over the years have included Senior Scientific Officer at India Health Fund, and Vice Chair and member of the Ethics Committee at the National Institute of Tuberculosis and Respiratory Diseases, a position she still holds alongside her work at 1M1B. Here she is in charge of co-creating technologies, platforms and networks to deliver healthcare to underserved communities, and their next big focus is on delivering healthcare at home, and not just in rural parts of India - they are also currently working in Vietnam and the US. Subodh's research has led her to twice be a TEDx speaker, and she has also been invited to speak on two occasions at the United Nations Headquarters.

Watch full infosy video

FIVE MINUTES WITH...

CAROLINA ROSSI WOSIACK MANAGING DIRECTOR FOR EMEA AT DIGITAL CONSULTANCY FIRM CI&T Wosiack has helped transform leading pharma companies such as Roche, Sanofi and Johnson & Johnson to adapt to the digital world. Here she tells us about modernising clinical trials.

Q. WHY ARE CLINICAL TRIALS SO COMPLEX?

Q. HOW CAN THE PROCESS BE SIMPLIFIED?

inefficient and logistically demanding.

Recruiting volunteers and patients, and then retaining them has long been a problem. With the world expected to see more infectious disease outbreaks in the future, traditional trial models and practices are no longer sustainable. The pharmaceutical industry needs a new and innovative approach to clinical trials – one that will ensure patients have access to lifesaving treatments regardless of black swan events like the global pandemic.

decentralised trials, where the trial process is moved into the patients’ home, rather than a traditional trial centre. These are becoming increasingly possible thanks to technologies such as artificial intelligence, machine learning and cloud computing, and it’s also sparking a renewed drive for patient centricity across the health sector.

Decentralised clinical trials are far more patient-centric since they build convenience and flexibility into the process. There’s no need for travel, nor the pressure to attend medical facilities and the patient is empowered to act this has the potential to vastly improve compliance and recruitment rates, not to mention opening participation up to a more diverse pool of people.

» Traditional clinical trials are costly,

“ THE PHARMACEUTICAL INDUSTRY NEEDS A NEW AND INNOVATIVE APPROACH TO CLINICAL TRIALS” 20

April 2021

» Particularly gaining ground are

“ THIS SHOULD BE A SHORT LITTLE QUOTE”

“ VIDEO CALLING AND ELECTRONIC REMINDERS CAN ENSURE PARTICIPANTS TAKE MEDICATION AT THE RIGHT TIME, PROMPT THEM TO LOG DEVELOPMENTS, AND REMEMBER TO ATTEND REMOTE CHECK-INS” Q. WHAT ROLE DOES TECHNOLOGY PLAY?

» One area demonstrating great

potential is wearable devices, for instance with AI-embedded capabilities that allow a device to measure a patient’s heart rate remotely. These can be linked through secure networks that allow clinicians to pick up the data and analyse it in real time.

CI&T

MANAGING DIRECTOR EMEA

NEW

CI&T Expands into the EMEA Market, Opening of Offices in London and Lisbon to Service Clients in the Region

Video calling and electronic reminders can ensure participants take medication at the right time, prompt them to log developments, and remember to attend remote check-ins.

The success of the trials is dependent on capturing interoperable data and combining it with medical research. Technologies can help collect more data and deliver it straight from the source, speeding up and reducing the cost of clinical trials. healthcareglobal.com

21

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MTM INC.

SO MUCH MORE THAN JUST A LIFT

MTM INC.

By creating an ecosystem of collaborative partnerships fueled by innovation, MTM removes barriers and brings a whole-person approach to healthcare WRITTEN BY: LAURA V. GARCIA PRODUCED BY: JAMES BERRY

B

y focusing on doing the right things, MTM has created a beautiful thing; an ecosystem of collaborative partnerships, fuelled by innovation, all focused on the same goal— removing community barriers and bringing a whole-person approach to healthcare while doing right by our planet, and its people.

Having experienced immense growth over the last ten years, MTM now runs an estimated 20 million trips per year and is the number one private healthcare transportation provider in the USA, across 32 states. And with good reason.

By remaining unrelentingly focused on its core principles and objectives, MTM has unlocked a whole new level of value for its clients, reducing program costs while increasing satisfaction rates. As Rick Holbrook, CTO at MTM, says, what MTM has built is more like a community of likeminded business partners who are always looking at the bigger picture of improving health outcomes for members.

When you remain focused on the mission rather than a static idea on how you get there, ideas flourish, and innovation prospers. In the end, everyone wins.

Social Determinants of Health (SDOH) From The World Health Organization (WHO), “Social determinants of health are the conditions in which people are born, grow, healthcareglobal.com

25

Helping Companies Reimagine CX And Turn Vision Into Reality Learn more

The Intelligent Cloud Contact Center

1-800-553-8159 www.five9.com Social icon

Circle Only use blue and/or white.

For more details check out our Brand Guidelines.

Your Contact Center is Now the Front Door to Your Business Contact center innovation is now an essential part of a company’s digital transformation strategy. After all, which department has the greatest sphere of influence on the customer experience and brand perception? Over the past year, the contact center has become the new front door of your business.

You need to be ready to deliver the exceptional experiences your customers expect.

During 2020, contact centers that migrated to the cloud were able to adapt and maintain their customer service standards with minimal disruption. Managers learned new ways to manage a remote workforce with cloud-based quality and performance management tools, gamification, and real-time analytics that ensured customer service standards were met.

Smart companies leveraged their migration to the cloud to also expand their omnichannel strategy. They quickly added intelligent virtual agents (IVAs) to automate routine conversations handled by live agents, freeing them to provide value on complex issues and empowering customers to quickly get the answers they need. Others used the migration to streamline their operations, automate workflows, and improve productivity and the overall customer experience.

Five9 has enabled thousands of organizations to quickly move their contact center to the cloud and achieve digital-first transformation.

Watch Genefa Murphy discuss the partnership between Five9 and MTM

A few Five9 successes include: • A financial services organization saved over $1 million per year by migrating to the cloud and surpassing its first call resolution goals.

• A healthcare provider used the power of AI to schedule appointments and provide vaccine updates for 80% of incoming COVID calls.

• A retailer leveraged AI and workforce optimization to coach agents and transcribe conversations in real time for greater efficiency, accuracy, and compliance.

If last year served as a catalyst for digital transformation, this year is indicating momentum towards reimagining the customer experience.

Now that the contact center is the new front door of your business, taking advantage of the power of the cloud is paramount. By partnering with Five9, your door will be wide open to provide world-class customer experiences.

Learn More

MTM INC.

live, work and age. These circumstances are shaped by the distribution of money, power, and resources at global, national and local levels.”

The organization further states, “The social determinants of health are mostly responsible for health inequities – the unfair and avoidable differences in health status seen within and between countries.”

Availability of transportation, food insecurity, and inaccessibility of nutritious food choices are examples of SDOH, which MTM hopes to help combat.

“Our real mission as a company is to remove barriers to individuals to access community and resources. But what we really want to do is accommodate people so that getting their health care is easy and cost-effective. That's why we exist.” said President and CEO Alaina Maciá.

28

April 2021

“ As the population ages and wants to age in place, we want to transport them where they need to go, but we also want to bring services to them. So we're expanding our platform to allow for meals and grocery, as well as home care coordination and home modifications” ALAINA MACIÁ

PRESIDENT AND CEO, MTM INC.

MTM INC.

The Art of Grabbing a Lift “If the technology works, people are going to adopt. We believe that, and it’s part of our strategy.”- Rick Holbrook, CTO, MTM Inc.

TAMARA CARLTON TITLE: D IRECTOR OF SOCIAL DETERMINANTS OF HEALTH AND PRODUCT DEVELOPMENT INDUSTRY: HOSPITAL & HEALTH CARE LOCATION: ST LOUIS, MISSOURI, USA As MTM’s first Director of Social Determinants of Health and Product Development, Tamara leads the organization’s strategies for helping clients remove community health disparities among the populations they serve. Tamara joined MTM in 2016, leading the company’s Product Development team. She has more than twenty years of experience in marketing, operations, and product management for Fortune 500 companies in the healthcare, transportation, retail, and financial industries. Tamara holds a Bachelors of Science from Bradley University and an MBA from Saint Louis University.

EXECUTIVE BIO

MTM is re-imagining healthcare with a value-based business model focused on identifying and removing the SDOH that are the cause of health disparities through a holistic, whole-person approach that drives client value and promotes superior outcomes by focusing on the well-being of members. By expanding into providing services such as meals, groceries, and home modifications, MTM is hoping to further assist those who want to age in place so they can do so safely, happily, and healthily.

These services will also be extended to any individuals who require the resource, whether private pay or Medicare/Medicaid beneficiaries. “People want to live a healthy life, but if they don't have access to good quality food, fruits, and vegetables, if they have trip hazards in their home, these things put them at risk and impede their ability to do so. That’s why MTM looks at the whole member experience and what we can do to address social determinants of health.”

Maciá said.

Following their commitment to taking a whole-person approach to healthcare, MTM further plans to extend its service. Maciá says, “As the population ages and wants to age in place, we want to transport them where they need to go, but we also want to bring services to them. So we're expanding our platform to allow for meals and grocery, as well as home care coordination and home modifications. Because as people age in place, they need modifications to their homes like turning a tub into a shower, et cetera. And we believe our job is to help people age in place, happy and healthy.”

ServiceNow; making the world work better people ServiceNow; making the world of of work better forfor people

digital transformation journey.

“ServiceNow is the Underpinned a people-first culture, digital transformation journey.

“ServiceNow is the Underpinned by aby people-first culture, platform or platforms for digital workflows.

And ServiceNow is making world of work better platform or platforms for digital workflows. And we we ServiceNow is making the the world of work better deliver those workflows across the organisations for people digital workflows solutionsdeliver those workflows across the organisations in in for people withwith theirtheir digital workflows solutions

the silos systems within them, creating A great workflow is the underpinning of great the silos andand systems within them, thusthus creating a a A great workflow is the underpinning of great seamless enterprise system with action that enables experiences.

ServiceNow provides digital workflows seamless enterprise system with action that enables experiences.

ServiceNow provides digital workflows great employee customer experiences that make for a smarter way to workflow, bringing great employee andand customer experiences andand that make for a smarter way to workflow, bringing unlocks productivity.

The Now platform is scaleability, safeguarding business continuity, productivity. The Now platform is the the scaleability, safeguarding business continuity, andand unlocks foundation forof allthose of those workflows across empowering productivity. foundation for all workflows across an an empowering productivity. organisation.

And we really pride ourselves in being customers serving of the organisation. And we really pride ourselves in being WithWith overover 62006200 customers andand serving 80%80% of the one platform, one data model, with one architecture.

Fortune become defining enterprise one platform, one data model, with one architecture.

Fortune 500500 has has become the the defining enterprise not only dohave we have purpose-built workflows AndAnd not only do we purpose-built workflows for for software company of the 21st century. software company of the 21st century.

IT, employees, and customers, we’re also able IT, employees, and customers, we’re also able to to integrate communicate across of systems the systems ServiceNow, putting people-first integrate andand communicate across all ofallthe ServiceNow, putting people-first of record and infrastructure that may be in place, Cathey Regional Sales Director at ServiceNow of record and infrastructure that may be in place, Jeff Jeff Cathey Regional Sales Director at ServiceNow providing our customers with a single pane of glass explains ServiceNow’s people-first culture our customers with a single pane of glass explains howhow ServiceNow’s people-first culture has has providing to get their work done. helped them there.

“ServiceNow is making helped them get get there.

“ServiceNow is making the the to get their work done. of those customers is MTM. Having expertise world of work better for people.

Our cloud-based OneOne of those customers is MTM. Having expertise world of work better for people. Our cloud-based in the healthcare industry has helped ServiceNow platform and solutions deliver digital workflows that in the healthcare industry has helped ServiceNow platform and solutions deliver digital workflows that in working to leverage its platform create great experiences unlock productivity in working withwith MTMMTM to leverage its platform andand create great experiences andand unlock productivity succeed in its goal of breaking down community for employees in the enterprise.

ServiceNow prides succeed in its goal of breaking down community for employees in the enterprise. ServiceNow prides barriers by removing streamlining workflow, on being a people-centric organisation by removing silossilos andand streamlining workflow, itselfitself on being a people-centric organisation thatthat barriers and providing them with the connectivity that’s wins as a team.

We always try to stay hungry and and providing them with the connectivity that’s wins as a team. We always try to stay hungry and required for their people, processes and systems. humble.

Diversity, inclusion and belonging are required for their people, processes and systems. humble. Diversity, inclusion and belonging are essential to who we are, to how grow, ServiceNow to support organisations essential to who we are, to how we’llwe’ll grow, andand howhow ServiceNow waswas builtbuilt to support organisations just just continue to innovate. like MTM drive meaningful outcomes. we’llwe’ll continue to innovate. like MTM drive meaningful outcomes. success is dependent on our people “Our“Our success is dependent on our people andand on on servicenow.com those people having talent those people having the the rightright talent andand the the rightright servicenow.com mentality to be able to deliver the future of work to mentality to be able to deliver the future of work to our customers. our underpinnings around our customers.

AndAnd withwith our underpinnings around culture and people first, ServiceNow has grown culture and people first, ServiceNow has grown to to $4 billion in revenue 13,000 employees overover $4 billion in revenue withwith 13,000 plusplus employees and thousands of customers around the world, and thousands of customers around the world, including MTM, that renew with us at a rate including MTM, that renew with us at a rate of of about Soof allthat of that serves mission about 99%.99%.

So all serves our our mission wellwell and helps ServiceNow become the defining and helps ServiceNow become the defining enterprise software company of 21st the 21st century.” enterprise software company of the century.”

digital journey, service TheThe digital journey, howhow service nownow cancan helphelp

Cathey, regional sales director at ServiceNow Jeff Jeff Cathey, regional sales director at ServiceNow explains how ServiceNow helps enterprises on their explains how ServiceNow helps enterprises on their

MTM INC.

MTM Technology

20m

Scheduling trips

12m

members nationwide

NEMT broker one of the most established in North America

7.5m

calls every year

32

April 2021

For over twenty years, MTM has collaborated with carefully chosen partners to develop innovative solutions that promote independence, remove barriers, and help connect community resources with the people that need them. By leveraging the capabilities of today’s deep tech and partnering with just the right people, MTM has been able to build a user-friendly digital platform that streamlines workflows.

Digitization also avoids the errors and limitations of manual, paper-based processes. And all while increasing the quality of life of members.

MTM has mastered the art of grabbing a lift. MTM Link mimics all the best qualities of Uber and Lyft that make for a user-friendly experience while unburdening users from

MTM INC.

the hassle of paper-based claims processes and easing scheduling for their network of transportation providers. They even send appointment reminders and monitor app usage to help clients ensure maximum adoption rates and decrease no-shows.

The ‘Where’s My Ride’ feature connects drivers with users and drops a pin to identify a more exact location than an address can provide, highly beneficial at large, multi-building medical facilities. Personal profiles, auto-fill capabilities, appointment reminders, mileage tracking, and electronic gas mileage claim submission all ease the process of arranging for a ride. Credential checks, quality monitoring, and a user rating and complaint system keep members safe, happy, and arriving at their scheduled

appointments on time, helping to increase efficiencies.

For less tech-savvy customers or even those who simply prefer human interaction,

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MTM INC.

Dynamic Enterprise Solutions that Redefine How Work is Done Agile | Product | Technology Cprime, a global consulting firm, helps transforming businesses get in sync.

From ideation through continuous delivery of value to the market, we help visionary business leaders like you scale and exceed business goals.

BUILD YOUR SOLUTION cprime.com

34

April 2021

MTM INC.

MTM has fully staffed 24/7 call centers.

They have also designed a streamlined digital experience for their network of subcontracted transportation providers, so they can quickly and easily accept, deliver and claim trips.

Driving Client and Partner Success “The thing about technology is that you can't just throw technology at something and expect it to work. You could be automating a bad practice. So you have to reinvent yourself a little bit. You have to find the right technology and the right partners as well. We look for technologies that enable or open up our platform to be intuitive and easy to use,” said Holbrook.

RICK HOLBROOK CTO, MTM INC.

ALAINA MACIÁ TITLE: PRESIDENT AND CEO Named among the 2012 Most Influential Businesswomen by the St. Louis Business Journal. Alaina has taken the non-emergency transportation management business to a new level by focusing on strategic planning, proven management processes, and continued business and personal improvement.

MEET THE TEAM

“ We spend a lot of time looking for the right partners. We don’t use the ‘P’ word lightly when it comes to our technology partners.

We find ones that are flexible, that are open, that allow us to flex the system in whatever manner that makes sense so we can streamline workflows”

RICK HOLBROOK TITLE: CTO Driven entrepreneurial and innovative Chief Executive with nearly 35 years of leading healthcare industry organizations. Expertise in founding numerous inventions, emerging markets and software solutions.

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MTM INC.

Alaina Macia talks about how MTM is helping people

He goes on to explain, “We spend a lot of time looking for the right partners. We don’t use the ‘P’ word lightly when it comes to our technology partners. We find ones that are flexible, that are open, that allow us to flex the system in whatever manner that makes sense so we can streamline workflows and

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April 2021

make life easier for the people who need to leverage our system and so we can deliver on our promises in the best way possible.”

The platform was carefully designed with users at heart to ensure optimal extraction of benefits for all parties, from the end-user to service partners, and is at the forefront of MTMs success.

A digital claims process eliminates the likelihood of errors and speeds up the claims process, which improves cash flow, and safeguards against fraud, waste, and abuse.

Driver complaints are investigated and validated through GPS records. MTM is also able to monitor who downloads the app and uses the information to offer assistance and help increase adoption rates.

But the fun doesn’t stop there. As all members have a personal profile and the app downloaded onto a device, they can send out targeted marketing to help clients

MTM INC.

“ At heart, MTM is a company that cares about community impact, and we feel very strongly about diversity, equity, inclusion, and climate change.

And so we take a stand on these positions” ALAINA MACIÁ

PRESIDENT AND CEO, MTM INC.

Addressing Social Determinants of Health Access to Quality Healthcare Economic Stability Neighborhood & Physical Environment Education Food Quality & Stability Community & Social Contact

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Top 5 reasons customers are choosing AWS Guru Gurushankar, PhD, Worldwide leader of medical devices, shares five reasons customers are choosing Amazon Web Services (AWS) Guru Gurushankar, PhD, is the worldwide leader for medical devices within AWS’s healthcare and life science practice and holds over 25 years of healthcare and medical device experience. Dr Gurushankar took a moment to share the top reasons he believes customers are choosing AWS. Agility “AWS lets customers quickly access resources as they need them, deploying hundreds or even thousands of servers in just minutes. This means customers can very quickly develop and roll out new applications, and it means teams can experiment and innovate more quickly and frequently.

If an experiment fails, you can always de-provision those resources without risk.”

Cost savings “If you look at how people end up moving to the cloud, almost always the conversation starter is around cost.

AWS allows customers to trade capital expense for variable expense, and they only pay for IT as they consume it.

And the variable expense is much lower than what customers can do for themselves because of AWS’s economies of scale.”

Elasticity “Customers used to over-provision to ensure they had the capacity to handle their business operations at peak level of activity. Now they can provision the resources that they actually need, knowing that they can instantly scale up and scale down along with the needs of their business, which reduces the cost.”

Innovation “The fourth reason is the speed of innovation. Because customers can focus their IT resources on developing applications that differentiate their business and transform their customers’ experiences, instead of spending time on the undifferentiated heavy lifting of managing their infrastructure and data services.”

Globality “AWS allows customers to deploy globally in minutes. AWS has the concepts of a region, which is a physical location around the world where we have a cluster of data centres.

AWS customers leverage around 76 availability zones across 24 geographic regions worldwide. And we are continuously adding new regions. We have had more than two, three regions announced very recently, and we don’t plan to stop there.”

One such customer is MTM, a leading non-emergency medical transportation broker based in the United States. Dr Gurushankar shares how the culture and mindset at AWS helps drive successful objectives-based customer partnerships.

“AWS customers have come to appreciate that our culture is really different. We are unusually customer-focused versus competitive focused. In fact, 90% of all the things we build are driven by what customers like MTM tell us and how they matter to them. We’re also pioneers, and we hire builders. We’re always looking at how they can reinvent flawed customer experiences. And finally, we are unusually long-term oriented. We are trying to build relationships and businesses that will outlast all of us.”

MTM INC.

get a word out. Contract protocols such as two-day notice requirements are built in to ensure compliance. And for their logistical partners, drivers are able to see open orders and route and schedule pickups. MTM also has a dispatch team to ensure lastminute requests are fulfilled and help with any issues.

For their clients, MTM provides a near real-time customizable dashboard that can monitor KPIs and provide decisionmakers with real-time data to help drive improvements.

Through their unwavering dedication to delivering the highest quality of service and their ability to develop comprehensive

“ We look for technologies that enable or open up our platform to be intuitive and easy to use” RICK HOLBROOK

provider networks, they help clients accomplish their objectives while achieving their vision of communities without barriers.

And they do it all while remaining committed to working towards sustainability and fairness for all. “At heart, MTM is a company that cares about community impact, and we feel very strongly about diversity, equity, inclusion, and climate change. And so we take a stand on these positions. We talk about it frequently, both publicly and with our employee base. And we know that our employees are aligned with our mission and our vision. And these are societal commitments to make our community better,” says Maciá.

The proof is in the pudding. MTM boasts an incredibly long list of awards and accolades, but most notably in corporate culture and wellness, aligning with their core values.

As we said in the beginning, by focusing on doing the right things, MTM really has created a beautiful thing.

CTO, MTM INC.

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FEATURE HEADER CYBERSECURITY

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April 2021

CYBERSECURITY

CYBER ATTACKS IN THE

COVID-19 ERA Vaccination and Covid testing programmes are helping to leave the door open to cyber attacks.

We look at how the healthcare sector can prevent this.

WRITTEN BY: LEILA HAWKINS

H

ealthcare is an attractive area for cyber attackers.

Security teams in healthcare organisations are typically smaller and less well-funded than in other sectors, and vast quantities of patient data is generated and accessed. An increased reliance on applications and data during the pandemic explains why cyber attacks have increased by 45 per cent globally since November 2020.

“The largest motivation for cyber attackers is financial gain” says Alastair Williams, Director of Solutions Engineering for EMEA at Skybox Security. “Patient information is incredibly valuable on the dark web. Identity theft is another reason. The more information you have, the more chances you have of being successful with assuming an individual's identity to register for bank accounts, credit cards or Amazon accounts.”

Blackmail is another motivation. “There can be situations where people have information about their medical history or current medical condition they don't want in the public domain” Williams explains. “Maybe they're suffering from an illness that would jeopardise their opportunities, or a celebrity is seeking medical assistance privately.”

Another aspect that must be taken into consideration is espionage. “There may be individuals looking to get a competitive gain with the development of Covid vaccines or types of treatment” Williams says. healthcareglobal.com

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CYBERSECURITY

“ THE BARRIER TO MOST PEOPLE IS THAT THEY PERCEIVE DATA SECURITY AS BEING VERY COMPLEX” Terry Ray, Senior Vice President at Imperva, says there's a multibillion dollar incentive for countries to manufacture their own vaccine.

“People might think doctors and physicians are collaborating enough that everybody knows how everybody's doing, but there's still intellectual property at each one of their organisations, containing information on how they are getting mRNA results from their vaccines. If you're able to hack into one, and you have all of the intellectual property from these vendors, you can pick and choose and build it yourself, particularly in countries where there may be fewer trade laws and regulations.”

National vaccination programmes are presenting another opportunity for hackers.

“Whenever a new iPhone gets released it's a major target for phishers, getting people to click on a link to see all the new features of the iPhone” Ray explains. “Now think

TERRY RAY

SENIOR VICE PRESIDENT OF STRATEGY, IMPERVA

about COVID-19 vaccine testing sites, with information on where vaccines are available.

People will click on these links.

“My 77-year-old mother-in-law just got her vaccination. To do it she had to go to a website and sign up for a date and time. How is that website secured? What does it know about her? What’s sitting behind her information, that shows why she can get the vaccine instead of somebody else? We've seen a major uptick in people trying to get in and be able to gather that information in the last 90 days” Ray says.

There are also attacks designed simply to sow chaos. “There are some hackers that just like to cause problems,” Williams says. “The medical industry may be impacted by that. A healthcareglobal.com

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CYBERSECURITY

good example was the WannaCry ransomware attack back in 2017.” WannaCry was a worldwide attack that spread to more than 150 countries, and became the biggest cyber attack the UK’s National Health Service (NHS) had ever experienced. Malware encrypted data on computers belonging to 81 out of 236 NHS trusts across England; as a result thousands of appointments and operations were cancelled. A subsequent investigation found that this could have been prevented.

Ray says organisations should first address what he calls “low hanging fruit”. “The application side is the primary access point for everything that's going to happen anywhere in the organisation” he says. “It doesn’t matter what EMR or systems you're using, whether you've outsourced or brought things in-house, the majority of your users are going to access 44

April 2021

“ HEALTHCARE HAS TO GET ITS SECURITY TEAMS OVER THE HUMP TO REALISE THIS IS SOMETHING THEY CAN DO - THEY CAN SOLVE THIS PROBLEM WITH TECHNOLOGY” TERRY RAY

SENIOR VICE PRESIDENT OF STRATEGY, IMPERVA

CYBERSECURITY

Terry Ray TITLE: SENIOR VICE PRESIDENT OF STRATEGY FOR HEALTHCARE AND FINANCIAL SERVICES COMPANY: IMPERVA INDUSTRY: CYBER SECURITY SOFTWARE

patient data through an application, so you've got to make sure those are secure. You can't go low budget - you need a solution that can tell the difference between Terry in Texas and Ivan somewhere in Eastern Europe, and tell you that if they both log in with the same credential at the same time that's a problem.”

Williams says visibility is key, and for this a data-driven approach needs to be adopted.

“One way to do that is to take the configuration settings of how a device has been set up, like a network infrastructure component that's facilitating accessibility to the data that we're trying to protect, and bring that all together like a jigsaw puzzle.

“Then it’s about being able to ask questions based on what you see, like whether your ingress and egress points are configured securely. Once you've gone through the

Ray is the Senior Vice President of Strategy for Healthcare and Financial Services at Imperva, an award-winning cybersecurity company with locations in North America, Europe and Asia Pacific.

Of Ray’s 25 years working in cybersecurity, 18 have been at Imperva, having initially joined as a senior sales engineer in 2003.

“My focus for the last 18 years has all been about protecting applications and data” he says. “The conversations that I tend to have are typically around data compliance, regulatory compliance, general data security, data breaches and incident response.”

CYBERSECURITY

Alastair Williams TITLE: DIRECTOR OF SOLUTIONS ENGINEERING COMPANY: SKYBOX SECURITY INDUSTRY: COMPUTER & NETWORK SECURITY Skybox Security’s clients include a number of Fortune 1000 companies as well as healthcare organisations and utility providers. Williams is the Director of Solutions Engineering for the EMEA region. He joined in 2008 in the role of UK Technical Director, having spent seven years at software company Symantec.

On addressing cybersecurity issues in healthcare he says: “In my view the right approach is to start with data visibility, then drill down to prioritisation, then on to remediation, and then verification of what you've done. It's almost an infinite loop that goes round and round because the threat landscape is constantly changing.”

process of getting that visibility, you can then analyse these to make sure that they are configured in accordance with an industry best practice, regulatory recommendations or some sort of vendor recommendation around how that device should be securely configured.”

Ray hopes that healthcare organisations can get to the point where data security is a mainstream concern. “The barrier to most people is that they perceive data security as being very complex” he says. “Not a lot of security people know anything about protecting databases or file servers, they'll fully admit it. I would say it's about education, and it doesn't have to be complex but you 46

April 2021

CYBERSECURITY

“ MY 77-YEAR-OLD MOTHER-IN-LAW JUST GOT HER VACCINATION. TO DO IT SHE HAD TO GO TO A WEBSITE AND SIGN UP FOR A DATE AND TIME. HOW IS THAT WEBSITE SECURED? WHAT DOES IT KNOW ABOUT HER?” TERRY RAY

SENIOR VICE PRESIDENT OF STRATEGY, IMPERVA

can't do it manually. In the case of a large hospital system that may have hundreds to thousands of databases, and thousands of people accessing those databases, a small security team that's supposed to do something manually about all the people that have different rights and roles over the database, will never manage it.”

Instead, security systems should be modernised by implementing automated controls using machine learning and artificial intelligence. Ray adds: “Healthcare has to get its security teams over the hump to realise this is something they can do - they can solve this problem with technology.” healthcareglobal.com

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ACCELERATION OF TELEMEDICINE FOR PAEDIATRICS WRITTEN BY: JANET BRICE PRODUCED BY: MIKE SADR

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April 2021

CHILDREN’S HOSPITAL OF ORANGE COUNTY

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CHILDREN’S HOSPITAL OF ORANGE COUNTY

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April 2021

CHILDREN’S HOSPITAL OF ORANGE COUNTY

‘Wonderful world’ of telemedicine eases pressure on patients who access care through The CHOC Link at Children’s Hospital of Orange County

T

he pledge by clinicians at the Children’s Hospital of Orange County (CHOC) to ‘protect the magic of childhood’ could not be more apt when you discover one of their founder’s was Walt Disney.

Disney provided financial support to open the first dedicated children’s hospital in California 55 years ago. Today, it’s undergoing a digital transformation - harnessing the power of intuitive technology - which is creating a smooth experience for patients and clinicians.

Since 1964, CHOC has provided the highest quality medical care to children. Affiliated with the University of California, Irvine, the regional paediatric healthcare network includes a stateof-the-art 334-bed main hospital facility in the City of Orange and a hospital-within-a-hospital in Mission Viejo.

CHOC also offers many primary and specialty care clinics, more than 100 additional programs and services, a paediatric residency program, and four centres of excellence – The CHOC Heart, Neuroscience, Orthopaedic and Hyundai Cancer Institutes.

One side effect of the COVID-19 pandemic has been a drop in the number of patients attending hospital appointments. This downtick has accelerated the need for healthcare providers, such as CHOC, to have a Digital Front Door (DFD) and offer telemedicine to their young patients.

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CHILDREN’S HOSPITAL OF ORANGE COUNTY

John Henderson and Adam Gold | Choc, Partners and the Future of Healthcare and Technology

The CHOC Link More than two million children across four counties are now benefiting from telemedicine as their parents’ can now access their electronic medical records (EMR), make virtual appointments and check their billing and health plans on a system called the CHOC Link.

John Henderson, Vice President & Chief Information Officer highlighted how the use of telemedicine on the CHOC Link accelerated during the pandemic.

“Prior to COVID-19 our telemedicine presence was minimal - we were only doing about 100 visits a year - but this moved very, very quickly and by mid-March we had launched a full-scale program and we were doing almost 600 visits a day and wound up doing almost 70,000 telehealth visits,” he commented.

As CHOC has focused on getting our patients coming back to in person visits, our telemedicine visits are now averaging 350 52

April 2021

“ PRIOR TO COVID-19 OUR TELEMEDICINE PRESENCE WAS MINIMAL - WE WERE ONLY DOING ABOUT 200 VISITS A YEAR - BUT THIS MOVED VERY, VERY QUICKLY AND BY MID-MARCH WE HAD LAUNCHED A FULL-SCALE PROGRAM AND WE WERE DOING ALMOST 600 VISITS A DAY AND WOUND UP DOING ALMOST 70,000 TELEHEALTH VISITS” JOHN HENDERSON,

VICE PRESIDENT & CIO, CHOC

CHILDREN’S HOSPITAL OF ORANGE COUNTY

a day which is about 22 per cent of CHOC’s ambulatory volume. “Initially it was a bit of a challenge to educate everyone on how to use the platform as we were moving really fast to get up and running, yet we wanted to educate as many providers as possible.

We had to do a lot of education with our providers who hadn't really been doing telemedicine visits prior to the pandemic, “ said Henderson who pointed out patient satisfaction has stayed at the 90th percentile.

The CHOC Link is a parent’s secure connection to their child’s medical information. It is a place for parents to communicate with their child’s doctors and clinics using a free and easy-to-use tool.

“We know medical bills and records can be confusing for patients so we can assist with insurance, identifying prior authorisation requirements, deductibles and helping parents obtain and understand their child’s medical records,” commented Henderson.

TITLE: VICE PRESIDENT & CIO COMPANY: CHOC INDUSTRY: HEALTHCARE LOCATION: ORANGE COUNTY

EXECUTIVE BIO

The CHOC Link offers the following: • View and print a child’s health issues, allergies and medications • Send a message to doctors or health care teams • Request an appointment • View current appointments and request to reschedule or cancel them • See a child’s laboratory results • Review and print radiology reports after reviewing with a physician • View visit summaries and discharge documents • Review and print radiology reports after reviewing with your physician • Request prescription renewals • Learn more about your child’s medications through our connected health library • Pay a bill

JOHN HENDERSON

John Henderson is steering the digital transformation at the Children’s Hospital of Orange County (CHOC). As head of the Information Services Department, he has been at the forefront of telemedicine at California’s leading children’s hospital and saw its use accelerate during the COVID-19 pandemic.

The CHOC Link - which is part of Henderson’s digital transformation at the hospital - is an online tool used for patients to access their electronic medical records (EMR), make appointments – both virtual or face-to-face with clinicians at the 334-bed hospital.

“Four years ago, I made the leap to Southern California and CHOC we've been on a very fast journey ever since. We have been modernising our infrastructure and moving down a path of digital transformation to build the analytics program as well as portfolio management to build what I call a service and solutionsoriented organisation.”

CHILDREN’S HOSPITAL OF ORANGE COUNTY

Tech for Good VMware streamlines the journey for healthcare organizations to become digital businesses that deliver better experiences to their patients, while empowering clinicians to do their best work. Our software spans App Modernization, Cloud, Networking & Security and Digital Workspace. Achieve connected care and drive agility, safety and trust with a digital foundation for healthcare.

LEARN MORE

VMware and CHOC: enabling better outcomes

Watch VMware talk technology in Healthcare

Rodney Davis, Staff Solutions Architect at VMware, tells us about enabling healthcare organizations to be more efficient and deliver better patient outcomes

well, so we understand that providing good natured Rodney Davis has a background in delivering care is critical for their mission and their success. technology solutions inside hospitals and The partnership comes by way of making sure that healthcare organisations. After a stint at Texas our technology is supporting that mission, from top Children’s Hospital where he was responsible to bottom” Davis explains. for providing applications, devices and technology in many different forms to care providers and As an example he cites a current project to deliver organizations to clinicians’ hands, something patients, VMware he joinedstreamlines VMware asthe partjourney of theirfor healthcare a new technology into solution architecture team, focusing specifically become digital businesses that deliver betterthat experiences to their has previously never been successful. “From on healthcare.

VMware’s perspective, patients, while empowering clinicians to do their best work. Our we’re here to make sure that is successful. Ultimately that’s leading into care Their core service is delivering any application to software spans App Modernization, Cloud, Networking & Security being more accessible to the clinicians, and maybe any device on the cloud. “That means customers Achieve connected care drive agility, moreand consistent as well. Finally, those patients get are going and to beDigital able toWorkspace. get applications and services safety with a no digital foundation healthcare. go home with better services and the clinicians into the hands ofand theirtrust customers, matter where for to can do their jobs in a more efficient manner.” they are, or what they’re doing. That’s where VMware is leading the charge in the industry.”

VMware’s portfolio is continuously expanding, and Davis explains that in the last decade they’ve They have a partnership with Children’s Hospital transitioned from being a data centre company Orange County (CHOC), helping the organization LEARN MORE to an application company, before moving into with their strategy and vision as well as execution security and networking. “All this ties into the idea plans. “The mission that CHOC has is something that we make sure our customers are connected, that’s near and dear to most professionals - we all no matter where they are” he adds. have family and most of us will have children as

Tech for Good

CHILDREN’S HOSPITAL OF ORANGE COUNTY

“Our digital transformation has been focused on enhancing the patient and clinician experience,” commented Henderson. “It really began with the implementation of the EMR which is really the hub of the engine from which everything sprouts from.”

CHOC’s digital transformation aims to make the patient’s visit more efficient by eliminating the paperwork - which can be filled at home or wherever it's convenient for the patient by us taking a mobile first strategy and a key element of improving the patient experience.

“We are very focused on population health and managing our populations. So we feel our digital transformation is going to help us focus on if someone's not coming in for a visit due to COVID concerns or any of the other health maintenance they are missing, we're going to know who they are and we'll be able to do the outreach with our care managers so we can make sure we keep them safe and get the care necessary to keep them healthy.”

Henderson pointed out telemedicine is particularly useful in assisting specialty clinics such as diabetes and obesity but particularly psychology which also gives a physician a glimpse into a patient’s socio economic conditions which they didn’t always have access to before the pandemic.

“We don’t always get this kind of insight during an in-patient visit and they may not be really willing to share what's happening at home. A telemedicine visit is obviously visual and from a provider perspective, the clinician has a better insight which helps them provide even better care,” said Henderson.

CHOC is currently focused on growth and expansion. “Although we serve the Orange County region, we also are focused on serving the surrounding geography as it is 56

April 2021

“ WE LOVE INTERACTING WITH THE PATIENTS AND WORKING ON THESE PROJECTS THAT WE KNOW ARE GOING TO BENEFIT THEM” ADAM GOLD

CHIEF TECHNOLOGY OFFICER, CHOC

CHILDREN’S HOSPITAL OF ORANGE COUNTY

our vision to be the leading destination for children's health regardless of geography.

We don't want to have any borders with the patients that we serve - we want to serve all pediatric patients - wherever they live,” commented Henderson.

ADAM GOLD TITLE: CHIEF TECHNOLOGY OFFICER COMPANY: CHOC INDUSTRY: HEALTHCARE LOCATION: ORANGE COUNTY

NicoBoard app – helping parents stay engaged Parents of patients in the neonatal intensive care unit (NICU) at CHOC came up with the idea of a new app to help better understand, track and analyse data showing their baby’s progress while receiving care.

EXECUTIVE BIO

Adam Gold, Chief Technology Officer at CHOC is not only responsible for IT at the children’s hospital but has also put the fun into technology for the patients.

Gold, who started at CHOC in 2018, launched Tech Tuesday - a hands-on technology project with the young patients in CHOC’s resource centre - and is also involved with the Turtle Talks project donated by Walt Disney.

“We love interacting with the patients and working on these fun projects that we know are going to benefit the patients,” said Gold who previously worked at UC Irvine Health and was technical advisor at NeuroComp Systems.

From Cloud and Data Center, Security, Collaboration, Networking and AI to Digital Transformation, Managed and Professional Services or Financing, ePlus brings a vast perspective that helps organizations design, orchestrate and seamlessly implement versatile technology solutions. Whatever is waiting around the next corner and whatever is next on the path forward, ePlus is the right partner to give you the perspective to achieve more.

Learn more

ePlus and CHOC – driving better patient outcomes

Watch the ePlus and CHOC Partnership

Justin Mescher and Anthony Lakin tell us about working together to create better patient outcomes. ePlus is a global provider of technology solutions focused in the areas of cloud, data center, networking, security, and collaboration. Anthony Lakin, Chief Information Security Officer at Children’s Hospital of Orange County (CHOC), explains that partnering with ePlus and selecting them to address CHOC’s cybersecurity concerns was easy. “I’m very deliberate about my interaction with third party vendors because they need to understand the problem I’m trying to solve and bring value add to that. That’s what I found in ePlus; I feel as though they’re a deep bench that I can leverage. The services that specifically I partner with them on are vulnerability management as a service and our 24-7 security operations set.”

“Partnerships are the lifeblood of what we do,” says Justin Mescher, VP of Cloud and Data Solutions at ePlus. “I put them into two categories: customer partnerships and technology partnerships. On the technology side, our customers trust us to identify the right technologies to meet their needs. A lot of that involves knowing those technologies inside and out, what fits where, and identifying the best solution to meet the customer’s specific requirements.”

Most of ePlus’ customers are in the process of modernizing their applications and platforms to support their digital transformation initiatives. “Our goal is to be able to continue to align with our customers, to help them be the most efficient service provider back to the business as possible,” Mescher says. “There’s going to be continued investments in cloud, security, AI/ML, and analytics.

Those are the areas that are going to maximize that value to the business.”

Lakin says that CHOC’s vision and strategy heavily depend on building strong relationships like the one they have with ePlus. “We’ve also seen that with the pandemic, having a partner like ePlus allows us to be more agile and dynamic, and that’s going to be paramount to our success.”

“The team at CHOC really stands out to me,” Mescher says. “They are very purposeful about patient outcomes. One consistent theme I’ve seen across the board interacting with the technology teams at CHOC is that the patient is always number one, and technology supports that need. It’s so exciting to work with a team like that,” he adds.

CHILDREN’S HOSPITAL OF ORANGE COUNTY

“ WE DON'T WANT TO HAVE ANY BORDERS WITH THE PATIENTS THAT WE SERVE - WE WANT TO SERVE ALL PAEDIATRIC PATIENTS WHEREVER THEY LIVE” JOHN HENDERSON,

VICE PRESIDENT & CIO, CHOC

DID YOU KNOW...

LEGACY OF WALT DISNEY FOR CHOC

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Walt Disney’s legacy lives on for young in-patients at CHOC. From his early fundraising efforts before the hospital was built, to the resort’s $5 million gift toward construction of the new Bill Holmes Tower, CHOC and Disney have enjoyed a meaningful partnership.

Having a children’s hospital in the community was important to Walt Disney, who in 1960 sat on the hospital’s founding board. Early in CHOC’s history, Disneyland artist Bob Moore designed the CHOC mascot Choco Bear. Disney artists also helped create the child-friendly feel of the lobby of the new tower, which houses the interactive “Turtle Talk with Crush” show donated by Walt Disney Imagineering.

Adam Gold, Chief Technology Officer at CHOC enjoys stepping away from his desk and interacting with the patients. “It's a nice reminder as to why we're here. We love

April 2021

“This is just one example of parents working with the hospital,” said Henderson.

“Our families play an integral and active role in their child’s care plan. These tools build upon that commitment and help families stay engaged and ask important questions.”

The NicoBoard is a tablet-based app that translates a stream of numbers pulled from their baby’s EMR – data such as body temperature, weight gain and loss, feed volumes and more – into easily understood, simple sentences complemented by visual aids like graphs and charts. Coupled with curated education and research materials, this helps parents better analyse trends and track progress and enhance decision making.

interacting with the patients and working on tech projects that we know are going to benefit the patients,” said Gold.

“A few times a day we have our partners down the road at Disney interact with the kids in real time. So they get to talk to Nimo, Crush or their favourite Disney character.

The kids really enjoy that. We also do a program called Tech Tuesday where we go out and we do a tech hands-on technology project with the kids in our resource centre which is cool and that seems to have got some good traction as well.”

The Disney Team of Heroes app unlocks stories, games, and other entertainment offerings on mobile devices that can be enjoyed in the hospital. The app interacts with special Disney, Pixar, Marvel, and Star Wars murals to bring their characters to life.

Disneyland Resort is CHOC’s largest corporate donor over the past 25 years.

Last year’s annual CHOC Walk in the Park at the Disneyland Resort raised more than $2.1 million.

CHILDREN’S HOSPITAL OF ORANGE COUNTY

Virtual environment CHOC has a number of partners including ePlus (with Cisco) VMware which is vital for its virtual environment.

“I always say you need a solid, strong foundational infrastructure otherwise you can introduce shiny, new objects and it's like you're building on quicksand. Our foundation in modernising our infrastructure was critical so VMware is a key partner in our virtual environment and how we deliver solutions through our mobile phones,” said Henderson.

“Our in-patient units use virtual desktops for speed. We want our clinicians to be as efficient as possible. So they tap in with

their best authenticate to that system, but what’s important for the patients is that his device roams with them.” Henderson points out that when a provider or clinician gets interrupted and returns five minutes later to re-engage the device will remember all their details saving the clinician time.”

Adam Gold, Chief Technology Officer, commented on how the vendors ePlus (with Cisco), VMware Palo Alto were critical in getting the hospital’s infrastructure built.

“Cisco was a great partner when it came to the server and network technologies.

VMware is the company we use to stand up our new virtual desktop environment, as healthcareglobal.com

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CHILDREN’S HOSPITAL OF ORANGE COUNTY

“ OUR DIGITAL TRANSFORMATION HAS BEEN FOCUSED ON ENHANCING THE PATIENT AND CLINICIAN EXPERIENCE. IT REALLY BEGAN WITH THE IMPLEMENTATION OF THE EMR WHICH IS REALLY THE HUB OF THE ENGINE FROM WHICH EVERYTHING SPROUTS FROM” JOHN HENDERSON,

VICE PRESIDENT & CIO, CHOC

well as our new mobile device management environment. So leveraging the VMware horizon infrastructure, which is actually running within our Amazon web services and cloud infrastructure was critical especially for our remote workforce. “ePlus was the vendor we worked with on our VAR basically to coordinate all of those efforts. The expertise they brought to the table was really the underlying understanding of our environment. But also the understanding of our culture and what we're really trying to accomplish.

They took all of that information and really made sure that the resources working on our projects were in line with what we were trying to do.

Gold, who has been CTO at the hospital for nearly three years, said the future of IT would move towards a more virtual environment.

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“There will also be the continued expansion into the cloud as this is going to be key for us over the next few years, which really ties into big data, analytics and machine learning. There's a lot of focus right now in leveraging that data to help make the right clinical decisions on the right business decisions,” he said.

The Bill Holmes Tower ushered in a new era for the hospital in 2013. In January 2021 CHOC was certified as a Health Information Management Service (HMIS) level, state seven organisation. This was the third time it had achieved this designation and is one of the first paediatric hospitals in the US to have this status.

CHOC was recognised in January 2021

by The Leapfrog Group who named it as the top children’s hospital in South California.

“I think one of the things that makes CHOC

CHILDREN’S HOSPITAL OF ORANGE COUNTY

1964

Year founded

1.2m

Number of employees More than

2m

children across four counties access care at CHOC Conducted almost

70,000

telehealth visits in 2020 State-of-the art

334-bed hospital

unique is our fantastic quality and safety,” commented Henderson.

Augmented reality Predicting what advances in technology will shape the future of healthcare, Henderson points out that augmented reality will help to streamline information and content.

“I think it’s really going to help drive a lot of the change in healthcare. There's so much information, so much content and it's all over the place and this will make it simple for providers, clinicians and the back office workforce.”

Commenting on data analytics, Henderson said this is always going to be a strategic asset when it comes to predictions and will help to see how a hospital is performing in a real-time scenario. “Embedding those things at the point of clinical care delivery means

we’re doing a number of things with data science, such as prediction and looking at the history of re-admission or detection of potential events. I think those are the things that are going to become more prevalent.

“I think those types of technologies are what's going to really be critical for healthcare and beyond,” he said.

As CHOC accelerates its digital transformation one focus is going to be wellness from a paediatric point of view.

“We want to make sure what we're doing is providing the opportunity for not only physical wellness, but also mental health and wellness. That's the key focus for CHOC in the future. We're going to connect and continue to build upon those programs,” he said.

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ROBOTICS

ROBOTS:

SUPPORTING

THE FRONTLINE Robots have played multiple parts in the fight against COVID-19. Are they here to stay?

WRITTEN BY: LEILA HAWKINS

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April 2021

C

onsidering the many challenges the COVID-19 pandemic created – the need for social distancing, staff shortages, exceptional levels of hygiene – robots seem to provide an ideal solution.

The idea of using robots in healthcare isn't new - Japan has long been a pioneer in this field, particularly in care homes and hospitals, as the country’s aging population and shrinking workforce leads to increased demand.

In 2013 Panasonic launched HOSPI, an autonomous robot designed to support hospital staff. Complete with a rotating head (and smiling face), its sensors detect people’s presence while it delivers bulky medicines and patient notes. Some models include a video conferencing function to enable remote calls.

With robots operating in seven hospitals in Japan and one in Singapore, towards the start of the pandemic Panasonic repurposed them - fitted with nozzles, the robots manoeuvre themselves from room to room to spray a disinfectant mist.

ROBOTICS

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ROBOTICS

“ Once you understand what a robot can do in terms of infection prevention, it's very difficult not to get on the back of it” ECOLAB

GLOBAL SPECIALIST IN HYGIENE AND INFECTION PREVENTION

Hygiene and disinfection have been the major areas where robots have been deployed during the pandemic, whether that's within healthcare settings or in public places, such as the drones used to sterilise Dubai's streets. And it's not just disinfectant sprays that have proven effective; robots using UV light that kills bacteria and viruses have been introduced in hospitals, airports and train stations.

Danish company Blue Ocean Robotics have rolled out their self-driving UVD Robots to more than 60 countries worldwide, including to Italy, where one hospital doctor said that "before we received the UVD robot, six of the hospital’s doctors had been infected with COVID-19. Since we started using the robot two months ago to disinfect, we have not had a single case of corona among doctors, nurses or patients.”

This year 200 of the robots are being distributed across hospitals in Europe by Ecolab, as part of their Premium Operating Room Programme. Founded in Minnesota

UVC light, destroyer of germs Of the three types of ultraviolet light - A, B and C - UVC is the one that's capable of destroying the genetic material of viruses, stopping them from replicating.

Scientists first discovered that they could use UVC to kill microorganisms back in 1878, and since then artificial UVC light has become a common method of sterilisation in hospitals, airplanes and factories. As well as sterilising air, water and nonporous surfaces, it’s been used successfully for decades to stop the spread of bacteria that causes conditions such as tuberculosis.

Studies on UVC light and Covid-19 are still limited, however research has shown it is very effective against other coronaviruses.

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ROBOTICS

Ecolab, a history of hygiene Founded in 1923 under the name Economics Laboratory, the company's first successful product was a dishwashing detergent called Soilax.

During World War II efforts turned to keeping soldiers in the Allied Forces safe from dysentery by sterilising their mess kits with a germicidal product called MikroKlene.™ Throughout the decade that followed, the company expanded in the US and beyond, and a dairy division was established to enable producers to clean miles of pipes and valves with the push of a button.

By 1970 they held 2,200 patents worldwide, a number that almost doubled over the next decade. Among their most innovative products were a heavy-duty bathroom cleaner and a food safety management system; in 2011 Forbes named them one of the world’s most ingenious companies.

In the healthcare space their current products include a smart monitoring system to improve hospital hand hygiene compliance, along with their operating room programme.

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April 2021

in 1923, Ecolab is a global specialist in hygiene and infection prevention, addressing challenges including pest control and sanitising water over the years.

Ecolab's expertise - and existing initiative for operating rooms - meant they were well positioned to respond to the pandemic's demands. "Variance for cleaning times in operating theatres is a big challenge" explains Howard Wilkinson, area VP for Healthcare, northern Europe.

"We built a programme that can really bring a repeatability to cleaning and remove variance. Then we took the idea from cleaning to also disinfecting."

“UVC light is not new in hospitals but it is a very manual process. It’s simple physics that the light shines in a straight line, so the challenge is shadowing - you have to keep moving it. One of the biggest challenges in the health system is resources, so we want to reduce the need for someone to move

ROBOTICS

“ In the clinical trials we’ve done, cleaning a square space of 200 metres took 20 hours with manual repositioning.

The robot takes three minutes” ECOLAB

GLOBAL SPECIALIST IN HYGIENE AND INFECTION PREVENTION

that light around manually. In the clinical trials we’ve done, cleaning a square space of 200 metres took 20 hours with manual repositioning. The robot takes three minutes, because once you've mapped the room and opened the door for it, it does the same thing every time - you can close the door and leave it. That’s a massive time saving."

The robots are already in use at a hospital in the Welsh town of Wrexham, which earlier this year had the highest rate of COVID-19 in Wales, leading to the suspension of elective surgeries. This has been happening across the UK due to the high numbers of patients admitted with severe cases of the virus, and as a result waiting times for surgeries have skyrocketed.

It is a pattern that is repeated worldwide, with an estimated 28 million operations cancelled as a result of the pandemic, creating a backlog which researchers say will take nearly a year to clear.

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UVD Robot Time Lapse Product Demo

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April 2021

ROBOTICS

“In terms of the challenges we’re facing, such as elective surgeries returning and productivity of staff, the robots can meet those straight away” HOWARD WILKINSON

AREA VP FOR HEALTHCARE, ECOLAB

Wilkinson sees the robots as the solution.

“We've proven that we can reduce theatre turnaround time from 30 minutes to 10 minutes. In terms of the challenges we’re facing, such as elective surgeries returning and productivity of staff, the robots can meet those straight away. The results are compelling. And they don't just have to be in the OR space, they can be used in the foyer of a hospital, or in a patient room. In Wrexham we’re using them in oncology, where you want a very high standard of disinfection on a very frequent basis.”

In the future predictive analysis could add further benefits. “Perhaps one room isn't getting cleaned as well as another room. If the robot can detect that, it could focus on the room that isn’t as clean. It could also have video and sensors, and eventually link up with some of our other programmes."

But crucially, they are more than a fix for the current pandemic, as infections in hospitals are still a major concern worldwide.

"The size of the problem is huge, but technology and monitoring can help massively," Wilkinson adds. "Once you understand what a robot can do in terms of infection prevention, it's very difficult not to get on the back of it." healthcareglobal.com

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COMPANY NAME MFT

THE DIGITAL TRANSFORMATION OF MANCHESTER'S HOSPITAL TRUST

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April 2021 2021

MFT

Dr Veronica Devlin, Chief Transformation Officer at one of the largest hospital trusts in the UK, tells us about building their electronic patient record, adopting a digital culture, and being digitally inclusive.

WRITTEN BY: LEILA HAWKINS PRODUCED BY: JAMES BERRY

M

anchester University NHS Foundation Trust (MFT) was formed in 2017 following the merger of two of Manchester's hospitals, making it one of the largest hospital trusts in the UK with around 22,000 staff.

As its Chief Transformation Officer, Dr Veronica Devlin is overseeing the transformation element of a vast project that aims to integrate and simplify a mosaic of around 2,000 different systems, operating in 10 hospitals. The goal is to make the trust a data-driven organisation, and a key part of this is developing a new electronic patient record (EPR) system.

Working towards a go live date in summer 2022 while a global pandemic is ongoing has been a challenge, Dr Devlin explains, "but adversity does bring opportunity sometimes, and what we've all reflected on is how much more effective we could have been had we had a single electronic patient record before COVID came along. It has put a lot of unexpected demands on all our services and our need for data, for interoperability and the ability for staff to work flexibly across different areas. Having a standard approach for everything across the organisation would simplify this." healthcareglobal.com

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MFT

It will also benefit research initiatives, and encourage use of other technologies.

"Capturing information digitally instead of on paper opens up opportunities to use things like artificial intelligence to make predictions, on emergency department demand for example.

"We'll also be moving much more into technology to manage people's healthcare at home. We already do some of that with our cardiology team for example, remote monitoring patients with rhythm disturbances. But I think more and more of that will be happening in conjunction with our community partners" Dr Devlin adds.

The EPR will also incorporate a patient portal, where people can book appointments and communicate with their clinical team. "That in itself all of a sudden changes the relationship between the caregiver and the patient, making them much more of a team rather than the patient being the recipient of care.

Patients can become much more engaged and involved in their healthcare, which is what they want."

Another key development will be in medical imaging, as the Trust has recently signed a deal with Siemens Healthineers to upgrade their equipment. “Demand for our imaging services is increasing by 5%-10% every year, yet we’ve had to reduce our throughput to deal safely with COVID-19,” Catherine Walsh, Divisional Director of Imaging for MFT explains.

“This new relationship gives us the confidence that we’ll be able to continue to invest in the latest technology with the flexibility to adapt it to our needs, now and into the future. All associated factors such as maintenance and budgeting are taken care of. Ultimately, the partnership will enable us to focus on delivering the best 76

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“ Capturing information digitally instead of on paper opens up opportunities to use things like artificial intelligence to make predictions” DR VERONICA DEVLIN

CTO, MANCHESTER UNIVERSITY NHS FOUNDATION TRUST

MFT

DR VERONICA DEVLIN TITLE: CTO COMPANY: MANCHESTER UNIVERSITY NHS FOUNDATION TRUST (MFT) INDUSTRY: HEALTHCARE LOCATION: MANCHESTER, UK

2017

Year founded

22,000

Number of employees

EXECUTIVE BIO

patient experience while at the same time helping us to attract and retain leading talent, and develop staff to unlock their full potential.”

“This is so much more than a transaction. It’s a 15-year Value Partnership, a relationship enabling

Dr Veronica Devlin initially trained as a GP in Glasgow, working in emergency medicine for more than 20 years. In 2005 she became involved in the improvement of clinical services. Helping to set up the first ambulatory care unit in Scotland, she got involved in several national improvement programs.

A change of direction led to Dr Devlin becoming the National Clinical Lead for Emergency Care Pathways for NHS Scotland. Following this she moved to healthcare consulting with GE Healthcare as Medical Director for EMEA, involved in large scale transformation projects and technologyenabled change, and after five years Dr Devlin returned to the NHS in her current role at MFT.

siemens-healt

53-18-13339-01-76

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We work in partnership with NHS Trusts across the UK, supporting them to optimise operations, expand capabilities and advance innovation. From technology management and refresh, through to comprehensive reviews of approach and workflow, our innovative business models help you to increase enterprise-wide value to meet both your immediate and future goals.

Optimise: enhance processes, streamline operations, and improve patient experience Expand: add new capabilities and scale up existing ones to transform care delivery while maintaining quality and financial sustainability Advance: elevate the quality and precision of care delivery by advancing the level of innovation in your organisation Value Partnerships optimise care delivery to create more value for you.

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Siemens Healthineers and MFT: improving patient outcomes

Siemens Healthineers has signed a 15-year deal with Manchester University NHS Foundation Trust (MFT) - we found out how this will impact the region.

MFT, one of the largest hospital trusts in the UK, has signed a 15-year deal with Siemens Healthineers that will see them upgrading and maintaining all the trust's imaging equipment. Nancy West, Head of Enterprise Services at Siemens Healthineers in Great Britain and Ireland, explains that they’ll be supporting the Trust in delivering best in-class clinical outcomes and safety, in an environment that will help to enhance patients’ experience as well as improve staff satisfaction.

"At the core of the partnership is the provision of access to innovative technologies. Over the next 15 years, we'll support the imaging team with a technology-refresh programme, and we'll manage all of the imaging equipment which will help them solve that continual challenge of how to keep pace with innovations that transform care delivery” West says.

This will include around 350 installations, covering the selection of equipment, comprehensive training, and world class maintenance support through Siemens Healthineers' onsite team.

"Working together, we'll be embracing the opportunity to change and improve care delivery to help improve

the health and lives of many people across the area" West says. "The Value Partnership will see us really very deeply engaged with the team to improve patient pathways from referral right through to reporting, helping to improve diagnostic wait times, which is really important when we consider the impact that COVID has had on cancer and elective operation wait times" Catherine Walsh, Divisional Director of Imaging for MFT, adds: "In terms of innovation to pathways we absolutely want to work with Siemens Healthineers to provide for patients in response to the local health care plan, making sure that we've got equity of access for patients, and that we've got parity of services across all the sites."

"We are very excited to have this partnership in place.

We've been working on it for a number of years and to see it come to fruition is absolutely wonderful. All our staff are awaiting the go live date - it just consolidates all the effort we put into developing the contract over the last few years. We don't see it as a transaction, it's a relationship that can only go from strength to strength.” siemens-healthineers.co.uk/value-partnerships

MFT

Veronica Devlin discusses Manchester University Foundation Trust's digital strategy

“ The electronic patient record will allow patients to become much more engaged and involved in their healthcare, which is what they want” DR VERONICA DEVLIN

CTO, MANCHESTER UNIVERSITY NHS FOUNDATION TRUST

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us to provide the very best in care delivery for the people of Greater Manchester” she adds.

Internally, the trust has adopted RPA in the finance department, automating admin tasks so they can free up staff, which is helping them to address clerical staff shortages exacerbated by the COVID crisis. They've also been working closely with Siemens on interoperability between their electronic patient records and imaging systems, so information can be seamlessly brought across from people's records to be accessed by clinicians.

Dr Devlin says the pandemic has encouraged people to make quick decisions, and even take risks they

MFT

wouldn't have done before, to make resources available where needed.

"A huge amount of the operational teams' time is going into supporting the clinical staff, seeing how far and how fast we can go with change to support what they need to do. That's brought a massive amount of goodwill and we've seen it right across all of the NHS, with teams helping out other teams, even though people are tired."

One of the most obvious changes has been implementing virtual consultations, which happened very quickly despite the challenges. "We were able to set up some of the infrastructure and train clinicians on how to use the portal before we had all of the equipment, as some of it came behind

because there were delivery delays," Dr Devlin explains.

Despite this, clinicians adopted it with ease, and it was rolled out in a peer-to-peer way. Another benefit to implementing telehealth was that it forced MFT to confront issues with wifi connectivity in parts of its buildings.

"People put up with the fact that they don't have signal on their phone or can't get emails in a certain part of the building, but when you try to do a video consultation all of a sudden you see how problematic it can be. So it has flushed some of these issues out."

Now that it's been implemented, she believes telehealth is here to stay. "Younger healthcareglobal.com

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MFT

“We're thinking about how library or other public internet access can be made available, so that people can access care in a different way. We're thinking five to 10 years down the line, not just for the next 18 months to two years” DR VERONICA DEVLIN

CTO, MANCHESTER UNIVERSITY NHS FOUNDATION TRUST

patients seem to expect it now, and I think now that people have been consulting with their GP like this, we'll see this is how a large proportion of the country wants to carry on."

Her own partner is an example of how beneficial remote consultations can be.

Despite living in Scotland, he had complex heart surgery in London, and following that had to travel to London once a year for evaluations.

Now this can be undertaken virtually.

"This will be a big difference for us from the point of view of specialist intervention," she says. "It makes collaboration between his clinician in Scotland and the clinician in London much more feasible, and the communication seems to be much better."

However, large number of consultations will still need to be carried out by phone in the immediate future, as Greater Manchester has a huge amount of digital poverty.

Recent research showed that nine million people in the UK experience digital poverty, having little or no access to the internet; of this figure, 40 per cent are based in northern England.

"That's one of the reasons telephone consultations have remained high, because we have a big digitally excluded healthcareglobal.com

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MFT

“ We're thinking about how we ensure access for everyone, such as people with sensory impairments or for multiple first languages, and how we build all that into the technology we use so everybody has equal access” DR VERONICA DEVLIN

CTO, MANCHESTER UNIVERSITY NHS FOUNDATION TRUST

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population here. That will slowly change, but in the meantime there's a lot we can do by phone."

Digital poverty is one of the inequalities the pandemic has thrown into the spotlight, and while there is no easy fix, there is a big piece of work on digital inclusion currently happening within Greater Manchester.

"The digital strategy for North Manchester General Hospital, which is the largest hospital in the trust, is very much centered around recognising that the local population has a high level of deprivation on all fronts.

There's a completely different model of care planned for that facility and digital access is a critical part of it, because the plan is to build a new health and care campus there

MFT

which is very heavily dependent on digital and new technology in general."

"We're thinking about how library or other public internet access can be made available, so that people can access care in a different way. We're thinking five to 10 years down the line, not just for the next 18 months to two years" she adds.

"There's a huge amount of work to be done, but we carry out equality impact assessments as part of our COVID Recovery and Resilience Programme. We have multiple workstreams looking at outpatients including virtual clinics, elective care, urgent care and flow. It's thinking about how we ensure access for everyone, such as people with sensory impairments for example or with multiple first languages, and

how we build all of that into the technology and communications we use so that everybody has equal access to care."

Dr Devlin sees this as a very exciting time to work at MFT, with the opportunity to use technology to provide very high quality patient care. "Ultimately it's about making things better for patients, for the people of Manchester, but also for the staff because it has to be something that makes their working life better.

That's where our skills in Transformation come in, to try and help people adjust and motivate them when change gets hard - it's hard for everybody at some stage."

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WORKFORCE OPTIMISATION

EMPOWERING THE WORKFORCE Workforce demands changed dramatically in the last year. We talk to Robert Crossman, Director of Working Time Solutions, about staff empowerment.

WRITTEN BY: LEILA HAWKINS

W

hile office-based workers switched en masse to remote working in 2020, 80 per cent of the global workforce that does not usually sit behind a desk, did not. Employees in these essential industries, including healthcare, have typically experienced gaps in terms of having the technology to do their job well and boost productivity.

COVID-19 added further complications as organisations have had to change working arrangements to stay open, including reducing or increasing staff numbers and in many cases re-training while working through the restrictions and uncertainties of the pandemic.

Workforce management firm Quinyx carried out a survey of 450,000 schedules in the UK, and found that several sectors including healthcare, are consistently mismanaging staffing levels and creating schedules that are only 70 per cent effective.

Additionally, their research found that 86

April 2021

companies are either over-staffed by 30 per cent or under-staffed by 16 per cent.

“This continued state of flux makes the job of managing optimal workforce levels extremely problematic" Quinyx CEO and founder Erik Fjellborg said when the survey was announced. "The downside of not having the correct employee numbers in place can result in compliance violations, poor customer service and a loss in productivity – ultimately leading to reduced revenue."

The solution lies in automation, he said, which can improve demand forecasting, strategic planning and labour optimisation.

Robert Crossman, Director of Working Time Solutions, agrees that automation produces huge benefits. Working across the healthcare spectrum, they typically work with organisations that have shift workers and quite complex demand profiles, including frontline healthcare and support services, and pharma manufacturing.

WORKFORCE OPTIMISATION

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WORKFORCE OPTIMISATION

The National Health Service (NHS) is an example of this. "We worked on a major NHS contract for the pandemic response that was all around shift bidding, so pushing out shifts to remote workers so they could identify who can work at which times of the day. Automation of processes is absolutely key for things like shift swaps, booking holidays, recording and managing time off in lieu (TOIL). This enables employees to have visibility of this, but also manage it proactively" he says.

"There’s a real opportunity here in terms of retaining and recruiting people, because that's going to be a major challenge in healthcare as we emerge from the pandemic - people will feel exhausted and perhaps want to do something different" Crossman adds.

“ The more automation and self-management of working time you can give to people, the better - it's all about trust, empowerment and choice” ROBERT CROSSMAN

Working Time Solutions Established in 1994, Working Time Solutions originally focused on manufacturing before moving into other sectors including utilities, transport and healthcare. The company specialises in helping organisations plan, manage and monitor shift working through a mix of expert consultancy and technology.

"We started out as a consultancy provider, helping organisations design new rosters, new shift patterns, and new ways of working to implement against demand profiles," Director Robert Crossman explains. "Over the years, we've developed our own technology suite that does the planning but also the proactive day-to-day management as well."

A trusted firm for the UK's public sector, they have worked with several NHS ambulance services as well as Unilever, INEOS and Emirates Aluminium. Most recently they've secured a multi-year software-as-a-service (SaaS) contract with global medical technology company Siemens Healthineers.

DIRECTOR, WORKING TIME SOLUTIONS healthcareglobal.com

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WORKFORCE OPTIMISATION

58%

of healthcare workers have considered leaving their job because of a negative working environment.

66%

receive additional training and educational resources from their employers.

41%

of healthcare workers have a workplace mentor.

32%

don't "feel loved" by their employers.

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April 2021

This is echoed by the report McKinsey published in March 2020, which concluded that automation and artificial intelligence have the potential to revolutionise healthcare and address challenges like workforce shortages.

Crossman has seen people's needs - and organisational demands - shift over time.

"The technology and the platforms in which we provide solutions have changed, but the biggest change for us is around demand and work-life balance aspirations, which has really transformed things in terms of the corporate agenda.

WORKFORCE OPTIMISATION

“ Critical planning and supply and demand should become more proactive, rather than firefighting” ROBERT CROSSMAN

DIRECTOR, WORKING TIME SOLUTIONS

"Cost and productivity used to be top of the list, now the focus is a lot more around wellbeing, brand fairness and engagement.

We've worked with nine UK ambulance services, looking at roster reviews, giving them the tech and expertise to redesign their shift patterns, whereas previously they had challenges around engagement. We’re seeing a lot more transparency these days and I think tech’s certainly facilitating that."

A lot of traditional workforce management has been around driving payroll, time and attendance, focusing on enforcing rules on lateness for instance, rather healthcareglobal.com

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than empowering staff. Along with issues surrounding legislation and compliance, Crossman and his team identified a gap in the market in terms of forward planning. "You can get situations where people just aren't able to design or implement new working practices, and end up with lots of spreadsheets 92

April 2021

to support more traditional systems, lots of overtime, and agency working issues with quality and cost, with a real lack of focus on forward planning, and too much admin" he says.

However technology, and increased access to data and functionality can improve these

WORKFORCE OPTIMISATION

“Cost and productivity used to be top of the list, now the focus is a lot more around wellbeing, brand fairnes and engagement” ROBERT CROSSMAN

DIRECTOR, WORKING TIME SOLUTIONS

processes. "Clearly a lot of healthcare is very stretched, but we also see some opportunities, where resources aren't as well placed as they could be. In some areas there needs to be a big rethink of what we call supply and demand."

He says there are three main areas to focus on: co-designing new working

practices, planning ahead, and increased selfmanagement. "The workforce is key, and particularly in healthcare where it's a very personal kind of industry. Staff should be empowered in planning and management, ensuring there’s trust and choice.

"In terms of forward planning, critical planning and supply and demand should become more proactive, rather than firefighting. We’ve got technology now that enables you to see how your demand is evolving and how your supply aligns to that, so we can spot the risks before they become serious issues.

"Finally, increased self-management" he adds. "Automation for holiday swaps, TOIL, and the choice of the hours that you work.

In my experience, people’s needs change a lot, and things have moved from the 9-5 norm to people wanting something more flexible, while still providing the kind of cover and demand needed for patients."

"The more automation and selfmanagement of working time you can give to people, the better - it's all about trust, empowerment and choice." healthcareglobal.com

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VARIAN MEDICAL SYSTEMS

Together we are Bigger than Cancer Kenneth Daniel Tan, President of the Asia Pacific-Japan region at Varian Medical Systems, discusses innovative cancer care and Varian’s vision of a world without cancer WRITTEN BY: LEILA HAWKINS PRODUCED BY: KRISTOFER PALMER

94 April 2021

H

ealthcare has always been Kenneth Tan’s calling. Having studied biotechnology, he worked in the pharmaceutical and medical device sectors before moving into oncology, a field that is particularly important to him since losing his mother to cancer in 2002.

He describes her journey through cancer treatment as filled with uncertainties and fear both for her and for Kenneth and his family. As a result, when he had an opportunity to join Varian Medical Systems, their vision for creating a world without fear of cancer particularly resonated. “I immediately wanted to be part of this fight to beat cancer” he says. “It’s such a clear and simple vision”.

“In the future, I believe the approach we take with many types of cancer will be the same approach we take with any chronic illness nowadays – screen early, diagnose early, and treat early so patients can continue to live a high quality of life.

We believe that’s possible, and with that possibility the fear disappears because from

VARIAN MEDICAL SYSTEMS

VARIAN MEDICAL SYSTEMS

“ The approach we take with cancer is the same approach we take with any chronic illness like hypertension - diagnose early, screen early, and treat early so patients can continue to live a high quality life” KENNETH TAN

PRESIDENT – ASIA PACIFIC & JAPAN, VARIAN MEDICAL SYSTEMS

96 April 2021

the patient and family’s point of view, there will be treatment options available that improves survivability.”

Indeed, some experts predict that by 2050 cancer will be a manageable chronic disease just like diabetes and hypertension so that a cancer diagnosis will no longer hold the fear it does today. Additionally, treatment is becoming more sophisticated thanks to rapidly advancing technology.

“Cancer care is becoming more “intelligent” with the use of biomarkers, personalized drugs, precision radiotherapy and proton therapy, and targeted immunotherapy” Kenneth says.

An example of this is Adaptive Intelligence™, which combines artificial intelligence and adaptive radiotherapy.

Adaptive therapy creates a personalized treatment strategy guided by details about the patient’s internal anatomy and treatment response.

This AI-driven adaptive therapy solution can deliver an entire adapted treatment to the targeted tumour within a 15-minute timeslot, reducing the dosage of radiation to healthy tissue. AI-adapted plans have shown to be better than conventional scheduled plans.

VARIAN MEDICAL SYSTEMS

KENNETH TAN TITLE: PRESIDENT – ASIA PACIFIC & JAPAN COMPANY: VARIAN MEDICAL SYSTEMS INDUSTRY: MEDICAL DEVICE

EXECUTIVE BIO

LOCATION: SINGAPORE Science has been integral to Kenneth Tan’s life from a very young age. Biology and Chemistry captured his curiosity because of their relevance to daily life, and at the age of 19 he graduated with a Diploma in Biotechnology, served two and a half years of full-time National Service in the Singapore Police Force, and then went on to complete a degree in Business Administration.

He describes healthcare as his “calling”. “Few people are blessed to be in careers that allow them to apply their academic knowledge in what they do daily; I have not looked back since I started my first job as a Pharmaceutical Sales Representative selling cardiovascular drugs,” he says.

After this he moved into MedTech, joining Boston Scientific just when Drug-Eluting Stents were about to revolutionize cardiology. Following this, he joined Covidien, who was a leader in surgical instruments; their technology drove the widespread adoption of minimally-invasive laparoscopic surgery. Covidien was acquired by Medtronic in 2014, and Kenneth served as the Managing Director of their Thailand and Indochina business before joining Varian in January 2017.

“In my 20-year career, I have lived and worked in many countries and I have learnt that ethical, fair, kind and transparent leadership transcends boundaries; be it language or culture.” he says. “The power of diverse teams is undisputed; we unlock this power when everyone is made to feel included as an equal.”

At Varian, he encourages teams to go out and inspire all cancer care-providers to treat as many patients as possible with the best quality care possible. “I call this ‘Inspiring Customer Success’. We are only successful when our care-providers are successful at delivering the best possible care to the cancer patients they serve in their communities.”

“Everything we do at Varian is driven by our vision, mission and culture, which includes a strong belief in people coming together and taking care of each other to achieve the company’s objectives. We put the patient at the centre of everything we do, and we measure our success by the number of cancer patients’ lives touched annually.”

VARIAN MEDICAL SYSTEMS

“Our advanced radiotherapy technologies can make treatments more efficient and shorter, benefitting both clinicians and patients” Kenneth says. “Both our hardware and software ecosystems enable clinicians to plan treatment remotely – this has been particularly valuable over the past year due to COVID-19 where in-person consultations and treatment has been restricted.

“By the adoption of big data and artificial intelligence, we will be able to deliver better outcomes for cancer patients. We are using software and automated processes to help oncology professionals globally collaborate and develop more precise and personalized cancer treatments, making cancer care easier to manage and deliver.”

This is how Varian envisions Intelligent Cancer Care (ICC), which combines people, data, and technology to deliver bespoke patient care. “With ICC, we

ADVERT PAGE GOLD “ This future will be for leaders who do the impossible, attempt the miracle and at the same time learn it all” KENNETH TAN

PRESIDENT – ASIA PACIFIC & JAPAN, VARIAN MEDICAL SYSTEMS

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will have the ability to integrate all our software and patient insights in the cloud so that caregivers anywhere in the world can access the latest information and deliver more accurate treatments. Our technology platforms bring different teams together, from surgical, medical, radiation and interventional oncology, resulting in a team approach that offers the best care for each patient.”

Intelligent Cancer Care enables a truly multidisciplinary approach to treating cancer, which is one of the most complex diseases to manage. “All too often, the care

that a patient receives is determined by the first point of interaction with the health -system after being diagnosed with cancer,” Kenneth says. “Specialists working together can use the latest clinical evidence to determine the best course of treatment for the patient. We are already seeing how the accelerated adoption of software systems and solutions are is helping us move away from fragmented care and enableing treatment centres, research institutions and practices to work together to provide more integrated, multidisciplinary cancer care.” healthcareglobal.com

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“ We put the patient at the centre of everything we do, and we measure our success by the number of cancer patients’ lives touched annually” KENNETH TAN

PRESIDENT – ASIA PACIFIC & JAPAN, VARIAN MEDICAL SYSTEMS

Another key aspect of Intelligent Cancer Care is ensuring that patients are active participants in sharing information and making treatment decisions. By sharing their information, not only will they benefit themselves, but they will also contribute to better clinical outcomes for other cancer patients.” Kenneth says.

“In the future, we will see a proliferation of patient tools that allow them to become more active and engaged members of the care team. These digital tools will enable more remote-care, also known as ambulatory care, and less in-patient care.

A recent McKinsey article highlighted that ambulatory care is often perceived as more intimate than in- hospital care, giving patients a greater sense of personalized care and contact with their care team. Perhaps most persuasively, costs to both patients and payers can be significantly less in ambulatory care.”

Kenneth says the biggest advances in cancer treatment are around early diagnosis, for which technology is a crucial enabler.

“The potential impact of early diagnosis will have on treatment outcomes and survival will be transformative. Artificial intelligence and machine learning have both been 100 April 2021

VARIAN MEDICAL SYSTEMS

VARIAN MEDICAL SYSTEMS

1948

Year founded

$3.2bn+ Revenue in US dollars (2019)

10,000 Number of employees

“ Intelligent Cancer Care will democratize and personalized care, augment and amplify the clinical caregiver and empower the patient as a stakeholder in his or her care” KENNETH TAN

PRESIDENT – ASIA PACIFIC & JAPAN, VARIAN MEDICAL SYSTEMS

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VARIAN MEDICAL SYSTEMS

shown to improve the early detection of cancer by more accurately identifying at-risk patients, improving diagnostic test sensitivity and specificity, accelerating our ability to screen and risk-stratify patient populations, improving treatment planning and predicting treatment outcomes.

“Over the past decade we have also witnessed an explosion in big data, particularly in our ability to collect and analyze vast amounts of data points. Our success in turning that data into useful decision support tools for physicians and patients will determine the degree to which we can transform cancer care over the next 30 years.”

“At Varian, we aim to lead the way in integrated, multidisciplinary cancer care.

“Intelligent Cancer Care will democratize personalized care, augment and amplify the clinical caregiver and empower the patient as a stakeholder in his or her care.”

Kenneth concluded.

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SUPPLY CHAIN

HOW INNOVATION HELPED DELIVER PPE AROUND THE GLOBE Disruptions to global supplies of PPE caused many manufacturers to think outside the box.

We look at three examples of PPE innovation WRITTEN BY: LEILA HAWKINS

F

amily-owned Screenworks has been an established screenprinting and garment embroidery firm for decades, supplying up to 6.5m items per year to trade across Europe. As producers of T-shirts for music events, clothing for major sporting events and other forms of merchandise, their business took a massive hit when COVID-19 caused cancellations across the board.

By April Screenworks had to massively scale down operations, placing just under three quarters of its workforce on the British government’s furlough scheme. Facing this, Managing Director Duncan Gilmour decided they needed to refocus.

The company set about creating a new product that would support the ongoing fight against the pandemic. In June 2020, Screenworks launched the UK’s first-tomarket antiviral facemasks and snoods through their new brand Bumpaa™ in partnership with global chemicals company Polygiene.

The items are manufactured using a technical fabric that is treated with an antiviral treatment – ViralOff, a technology healthcareglobal.com

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How covid-19 is boosting innovation | The Economist

“ Covid-19 has turned so many businesses on their heads. Being flexible, agile and reactive seem to be the key attributes we all need to adopt” that can reduce viruses and bacteria by over 99 per cent in two hours. This process is the first commercial textile treatment in the world to pass the ISO method test on the COVID-19 virus, with the Screenworks mask also obtaining this certification.

The Bumpaa brand has since expanded to include an antiviral glove range, and the company is reporting its highest volume of sales since 2019. “We knew we had to think

on our feet, and to come up with something that would not only help to make up the lost sales, but which would also support the future growth of the business and be in line with our goals, working practices and ethics," Gilmour says.

"Our business model has always focused on the trade, but with the new Bumpaa brand we have seen a shift to include selling to end users, either directly, or through resellers. The opportunities are endless when it comes to markets and products.

I am so excited by the new phase that Screenworks is now entering. COVID-19 has turned so many businesses on their heads.

Being flexible, agile and reactive seem to be the key attributes we all need to adopt.”

The face mask alternative While face masks are the most effective way to prevent the transmission of COVID19, they can cause discomfort, especially in healthcareglobal.com

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3 more innovations in PPE 1 | 3D printing 3D printing has emerged as a solution to address issues with the supply chain, by printing face shields, goggles, ventilator parts as well as testing swabs. Check out our January issue for two leading examples in this field.

2 | Antimicrobial woven textiles Scientific experts Sciessent have created Agion®, an antimicrobial solution that can be applied to knit or woven medical textiles as a finish.

In lab tests Agion was 99.99 per cent effective at destroying SARS-CoV-2 in just five minutes, and maintained this efficacy even after 20 washes.

3 | Nanobody nasal spray Researchers from the University of California San Francisco are confident they've developed a nasal spray that can kill the virus, by stimulating nanobodies that disable the distinctive spikes SARSCoV-2 uses to infect cells. Further clinical tests of 'AeroNabs', as the researchers have named it, will reveal if spraying it twice daily can stop people becoming ill.

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hot environments and when worn for long periods of time.

A joint study from the Centers for Disease Control (CDC) and the National Institute for Occupational Safety and Health (NIOSH) found that neck gaiters could be just as effective as cloth or surgical masks in preventing the spread of aerosol particles that spread the virus.

Researchers used a cough aerosol simulator to propel small aerosol particles to various types of face covering. They found that an N95 respirator blocked 99 per cent of the cough aerosol, a medical grade procedure

SUPPLY CHAIN

“ Both the fit of a face mask and the materials they are made from are essential to effectively protect people from the virus”

mask blocked 59 per cent, and a 3-ply cotton cloth face mask blocked 51 per cent.

They then tried a polyester neck gaiter, and found that it blocked 47 per cent as a single layer and 60 per cent when folded into a double layer. A face shield, by contrast, only blocked 2 per cent of the cough aerosol.

US-based Magid has been manufacturing PPE for workers since 1946, establishing partnerships with leading brands including Ford, 3M and Cabot. Following this research they began producing a range of neck gaiters made with the cooling fabric technology,

with the aim of keeping workers cool while protecting them from the virus.

"Cooling neck gaiters worn as a face covering give you the best of both worlds as they help to prevent germ spread and can actually make workers more comfortable while keeping them safe" Director of Product Management Sarah Anderson said.

The antiviral technology Multinational engineering materials company Versarien PLC use proprietary technology to create products for a variety of industries, an example being using graphene (derived from healthcareglobal.com

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PPE for women Issues with the global supply chain of PPE have been widely reported, but something we've heard less about is the lack of adequate protective clothing for women.

In April 2020 the BBC reported that despite the fact that women make up 77 per cent of the country's healthcare workforce, items like gloves, masks, gowns and face shields are designed for men and are therefore too big for them. Some women said they have suffered abrasions and ulcers because of illfitting PPE. ` Dr Helen Fidler, deputy chair of the British Medical Association, echoed this when she

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said that “female doctors and other NHS staff are having issues with filtering face-piece (FFP) masks and other PPE not being available in smaller sizes as they tend to be designed to the size and shape of male bodies.”

To date most of the reports have come from the UK, but the problem is global. Dr Saralyn Mark, who founded iGIANT after hearing female colleagues say they were being put at risk of contracting Ebola because their PPE did not fit properly, has said that throughout the pandemic numerous women around the world have told her that their gowns, gloves, boots, and eye protection do not fit.

SUPPLY CHAIN

carbon) to produce inks, plastics and energy storage devices.

Using Versarien’s product Polygrene, a graphene polymer, they developed a face mask that is antibacterial and antiviral, thanks to technology that ensures a minimum air particle filtration rate of 95 per cent.

Crucially, the masks have been designed with fit in mind, as the fabric is lightweight

and anti-fogging, and it has an adjustable nose strip and ear straps. Neill Ricketts, CEO of Versarien, explains how important this is: “The effects of demand for PPE outstripping supply meant that ill-fitting face masks made from inadequate materials became the standard amongst consumers.

“Both the fit of a face mask and the materials they are made from are essential to effectively protect people from the virus and to prevent them from spreading it to others. According to testing standards Versarien masks have very high efficacy rates in fighting both viruses and bacteria.

“We are currently developing Generation 2 masks that have been tested against SARSCov-2 and have a 99.92% antiviral rate and 99% antibacterial inhibition rate.” healthcareglobal.com

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DELIVERING PATIENT CARE THROUGH INNOVATION DELIVERING PATIENT CARE THROUGH INNOVATION WRITTEN BY: LEILA HAWKINS

PRODUCED BY: JAMES BERRY

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Wayne Young, CEO of The Harris Center for Mental Health and Intellectual and Developmental Disability (IDD), tells us how they’re using the latest technology to deliver patient care on the streets of Houston.

T

Wayne Young

he biggest thing that drives us is our mission, which is to transform the lives of people with behavioral health and IDD needs" Young says. "Everything comes back to that – how we’re trying to meet the needs of our community, the individuals that are receiving our services, and in some cases, those individuals that need our services, but haven't found their way to us yet.”

Technology, and going through a digital change, seemed like a clear way to achieve this goal. “The concept of transformation exists throughout our organization, and digital happens to be a part of it. It seemed intuitive to us that if we're radically rethinking how we meet the needs of our community, that we lend a fair amount of consideration to technology and digital approaches to meet those needs.”

“As a fairly traditional public mental health system, it's been a bit of a journey, but we’ve made significant inroads. Our CORE program is one of these efforts.”

“CORE is the Clinician and Officer Remote Evaluation program we implemented in collaboration with the Harris County Sheriff’s Office. At its most basic element, the program uses a HIPAA-compliant technology platform to connect law enforcement officers with a crisis mental health clinician at the time of a 911 dispatch healthcareglobal.com

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Closing the technology gap in healthcare | Wayne Young | The Harris Center for Mental Health and IDD

to a call with a mental health component to it.Our crisis clinicians provide support, clinical assessment and recommendations on appropriate call resolution.”

To do this the Harris Center equipped law enforcement partners with tablets,and launched the program as a year-long pilot in 2018. “We've had some really tremendous outcomes” Young says. Law enforcement partners have noted decreased utilization of emergency rooms, improved decision making, reduced time on calls, and identification of alternative resources as just of a few of the benefits of the program.

“When officers are dispatched they may or may not have any idea that there’s a mental health component influencing what's happening with that 911 call. With a tablet they literally have to click one or two icons to connect to our crisis clinicians via a telehealth system.”

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involved, helping both them and law enforcement decide what the next step is, and whether it’s necessary to send further community based support such as a mobile crisis team, or if a hospital visit is required.

CORE has been tremendously successful – less than 1% of the individuals involved in response calls in the pilot ended up going to jail. “We were able to find alternative responses, and what initially looked like a 911 police call turned into an opportunity to provide the person with support and services.”

THE HARRIS CENTER FOR MENTAL HEALTH AND IDD

“The biggest thing that drives us is our mission, which is to transform the lives of people with behavioral health and IDD needs”

WAYNE YOUNG TITLE: CEO INDUSTRY: HOSPITAL & HEALTH CARE LOCATION: TEXAS Wayne Young is the Chief Executive Officer of The Harris Center for Mental Health and IDD, the state-designated Local Mental Health Authority and Local Intellectual and Developmental Disability Authority for Harris County, Texas. As the CEO of one of the largest behavioral health organizations in the nation, Wayne is passionate about the planning and delivery of large-scale behavioral health and intellectual and developmental disabilities services to a population who rely upon safety net systems of care.

Wayne previously served as the chair of the Texas Health and Human Services Commission Behavioral Health Advisory Council and was recently appointed to the Texas Judicial Commission on Mental Health. In 2019, Wayne was honored to have been named to Modern Healthcare’s list of Top 25 Innovators and to have received the Charley H. Shannon Advocate for Justice Award from NAMI Texas.

WAYNE YOUNG

The next phase is to expand the program so that around 200 tablets are made available to Harris County’s law enforcement officers and first responders. Young explains why this next phase is important: “Law enforcement want to do a good job and they understand the mental health implications, but they sign up to be police officers, not mental health counsellors. How we leverage our expertise, and make that expertise available to them, is critical.”

“Sometimes there's a safety component – there are times when law enforcement responds to mental health calls and there are outcomes that are less than desirable.

One quarter of police-involved shootings are linked to mental illness, half of which occur in the person’s own home. So it’s thinking about how we provide them with the tools to deal with these situations and have a safe outcome for both the officer and the individual that's the subject of the call.

Ultimately we want to get them care and support, as opposed to an arrest or being put in jail.”

The program’s elements are HIPAAcompliant, and they’ve leveraged the

EXECUTIVE BIO

CEO, THE HARRIS CENTER FOR MENTAL HEALTH AND INTELLECTUAL AND DEVELOPMENTAL DISABILITY

Verizon Frontline is honored to support the Harris County Center and the Harris County Sheriff Department in enabling their communities to allow law enforcement and mental health professionals improve the lives and experiences of people with mental illness.

Verizon: Transforming communication at the Harris Center Jason Taylor, Verizon, and Wayne Young, the Harris Center, discuss how their organizations’ collaboration has enabled a new approach to healthcare comms.

“Verizon might primarily be known for its network, but we prefer to say that we’re a technology company that brings solutions to customers,” states Jason Taylor, Executive Lead for the Public Sector.

Wayne Young, CEO of the Harris Center, reflects that, when deciding how best to implement remote evaluation capabilities for clinicians and police officers, the company was intent on only collaborating with well-established partners. “At its core, what we’re trying to do is utilize technology to make law enforcement more efficient and improve the lives of people with mental illness. To achieve this task, we needed a reliable partner whom we could trust.” The answer was Verizon.

“Verizon’s focus was to make sure that citizens or patients that needed to engage with the Harris Center could do so while retaining that personal touch,” Taylor explains. This proved to be a complex task requiring rigorous planning that went beyond simply supplying technology, “We looked at getting the right connectivity, making sure we provided the correct devices, and then securing everything to protect the flow of communication.”

The Harris Center’s innovative approach also makes it an ideological match for Verizon, positioning itself to always focus on the future, which in turn makes for a highly collaborative partnership. “We’re both focused on making a positive impact and as we move into the world of 5G, I believe that solutions and benefits will open up for communities that we haven’t even imagined yet.”

Young praises Verizon for always providing a solid, ‘behind-the-scenes’ service that’s seamless, scalable, reliable. “We needed a partner who could think flexibly and be agile with us as we solve problems in new and innovative ways,” he concludes. “Working with Verizon, I think the future is looking bright.”

Click to learn more

THE HARRIS CENTER FOR MENTAL HEALTH AND IDD

capabilities of Verizon and Lifesize to facilitate it. “When we first set out to start CORE it was a concept at best. We had questions about connectivity, about whether the tablets would work, whether we’d be able to see people at night or if we would be able to hear people next to busy roads.”

Young explains.

“We wanted to build on our learnings, so in those early phases we would literally reach out to Verizon and say, ‘we had a call in this area and the signal wasn't very strong, how do we boost that, and can you help?’

They were always responsive. The interface needed to be simple for an officer to use out on the road, and we needed to be able to do a crisis assessment in the middle of a shopping center for instance. It can’t be complicated.”

“Our partners were willing to come alongside us when the concept of a real time mental health crisis response in partnership with law enforcement was unproven and unconventional. They've been tremendous – collaborative, responsive, and scalable.”

Young explains the medium of telehealth is well suited to behavioral health care.

“It requires significantly less physical evaluations than other forms of healthcare.

Talk and interactions are critical and the assessment process relies more on communication than traditional physical assessments. Our usage of telehealth as a platform for service delivery has gone up exponentially since the pandemic began.

We operate a lot of community-facing emergency crisis services that still have to be in-person, but we pivoted a large number of people to work remotely very quickly.

“We’ve developed some best practices around how to do this well, because we want to keep a close eye on people who are not receiving home visits any more 120

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“It seemed intuitive to us that if we're radically rethinking how we meet the needs of our community, that we lend a fair amount of consideration to technology and digital approaches to meet those needs” WAYNE YOUNG

CEO, THE HARRIS CENTER FOR MENTAL HEALTH AND INTELLECTUAL AND DEVELOPMENTAL DISABILITY

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“Law enforcement partners have noted decreased utilization of emergency rooms, improved decision making, reduced time on calls, and identification of alternative resources as just of a few of the benefits of the program” WAYNE YOUNG

CEO, THE HARRIS CENTER FOR MENTAL HEALTH AND INTELLECTUAL AND DEVELOPMENTAL DISABILITY

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Meet Stephen: Harris County Mental Health Jail Diversion Program

due to the pandemic. For those we are currently serving, people have maintained a pretty healthy trajectory and we're not seeing dramatic increases in needs for crisis services than usual. However, we have seen a sharp (15%) rise in the mental health utilization across Houston due to the impact of the pandemic. We have relied upon telehealth to increase our capacity so that we could serve more people during this challenging time.”

Delivering consultations virtually is also enabling them to reach more people. “It's more accessible for some people, and makes outreach easier,” Young says. “But there are also some challenges, for instance not everyone has broadband access, and

many of the people we serve have pre-paid cell plans which makes it a challenge for them to use a significant amount of minutes on telehealth services. We’re having to think about how we work with strategic partners to improve access so we can continue delivering this type of care.”

They are also considering the long-term impact of the pandemic, in terms of social isolation and the lack of connectedness most people are experiencing. “To support our community during these difficult times, we operate a statewide COVID-19 support line for Texas Health and Human Services Commission. We get calls every day from people that maybe aren't in crisis, but need to talk to someone. We're healthcareglobal.com

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“It won't be long before most people want to receive care, particularly behavioral health care, delivered through their cell phone, and we need to respond to that demand” WAYNE YOUNG

CEO, THE HARRIS CENTER FOR MENTAL HEALTH AND INTELLECTUAL AND DEVELOPMENTAL DISABILITY

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seeing that impact across our communities – individuals who may not have previously had a mental health concern, but are being impacted by the environment we're in. I think we're all impacted by it to some degree, it just depends how connected we are to support in our communities and how effective that support is in helping us manage this really challenging time.”

In the next few years, one of their strategic priorities is to deliver "care anywhere". "It won't be long before most people want to receive care, particularly behavioral health care, delivered through their cell phone, and we need to respond to that demand.

There is a reason that behavioral healthcare has more no shows than other types of healthcare. People often disengage from treatment and one factor is about convenience and responsiveness. We've got to turn this on its head and be responsive. We've now proven we can be agile and we can get really creative about it – my vision is for us to provide care in a variety of different formats and locations to meet people's needs in the way they want us to. Technology and digital health will support that vision."

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WOMEN IN

HEALTHCARE We list 10 women in leadership roles in healthcare who are breaking down barriers and paving the way for greater equality in the sector.

WRITTEN BY: LEILA HAWKINS

W

omen make up around 75% of the global healthcare workforce, but when it comes to leadership positions there is still a gender gap that needs to be eliminated. While progress has been made in recent years, women are still under-represented in senior management – only 30% of C-suite teams and 13% of CEOs are women.

Here we’ve listed 10 women in leadership roles who are doing vital work in healthcare, breaking down barriers and paving the way for greater equality in the sector.

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10

Denise Basow President & CEO

Wolters Kluwer Denise Basow is the President and Chief Executive Officer of Clinical Effectiveness at Wolters Kluwer, a veteran health tech company founded more than 180 years ago in the Netherlands.

Dr Basow has over 30 years of clinical and business experience leading high-performing teams, and was appointed CEO in 2015, after an almost 20-year tenure at UpToDate, which Wolters Kluwer acquired in 2008. In her current role, she oversees the company's Clinical Effectiveness segment which includes information platform UpToDate, its clinical drug information solutions Lexicomp, and multimedia programme Emmi.

09

Afia Asamoah Head of Legal

Google Health Afia Asamoah is the head of legal at Google Health, managing the team that helps deliver the tech giant's healthcare strategy.

Before joining Google she advised clients on healthcare, regulations and compliance, specialising in biotechnology and medical devices.

Asamoah won four awards when she worked as Special Assistant in the Office of the Commissioner at the U.S. Food and Drug Administration, advising senior leaders and staff.

Throughout the pandemic she has aimed to inform both the public and professionals in their efforts to tackle the virus. Passionate about resolving healthcare inequities, she was recently nominated for an award as Most Influential Minority Executive in healthcare.

08

Emma Walmsley CEO

GlaxoSmithKline As the CEO of GlaxoSmithKline, Dame Emma Walmsley DBE presides over one of the largest pharma companies in the world.

Her appointment in 2017 made her the first woman to lead a pharmaceutical company; the following year she replaced 40% of the leadership team within R&D, a move that was deemed transformative for the company. In 2020 she was appointed Dame of the British Empire (DBE) for services to the pharmaceutical industry in the Queen's Birthday Honours.

07

Kumsal Bayazit CEO

Elsevier Bayazit is the CEO of Elsevier, the Dutch analytics company that specialises in science, aiming to find solutions to global health challenges.

The company is part of the RELX Group where Bayazit was previously Regional President for Europe; currently she is chair of the RELX Chief Technology Officer Forum, a team that manages online product development, digital content creation and big data technologies across all RELX businesses. As Co-Chair of Elsevier's Inclusion Diversity Advisory Board with Dr. Richard Horton, Editor-in-Chief of The Lancet, she has frequently spoken out against systemic healthcare inequalities and the need for more inclusivity. healthcareglobal.com

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06

Dr Christine Cassel Senior Advisor

Department of Medicine Dr Christine Cassel has held a variety of groundbreaking roles in healthcare. She is currently senior advisor on strategy and policy for the Department of Medicine at the University of California in San Francisco; before this she was Planning Dean of the Kaiser Permanente School of Medicine and served on the Board of the Kaiser Foundation Health Plan and Hospitals. She has also held the role of president and CEO of the National Quality Forum, a US-based non-profit membership organisation that promotes patient protections and healthcare quality through measurement and public reporting.

She served under two US Presidents as a member of the President’s Council of Advisors on Science and Technology, and was the first female president of the American College of Physicians.

05

Tara Donnelly

Chief Digital Officer

NHSX

Tara Donnelly is the Chief Digital Officer at NHSX, where she is helping to lead the digital transformation of the UK’s National Health Service (NHS).

She was crucial to setting up NHSX, and is a vocal advocate for innovation within the UK’s health service. Her role sees her liaising with digital health innovators, large tech firms and stakeholders to bring new technologies into the NHS. Donnelly initially joined as interim CDO from her role as chief executive of London’s Health Innovation Network.

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04

Barbara Dumery

Chief Product Officer

Quest Analytics

Barbara Dumery recently became chief product officer at Quest Analytics, a company that brings innovative healthcare technology solutions to market to address key healthcare challenges. Before this she was Senior Vice President of Product Management at Imprivata, a multinational IT security company specialising in the healthcare sector. The company experienced record growth and profits during this time, and she led product management for their OneSign and Confirm ID solutions.

03

Judy Faulkner Founder

Epic Systems In 1979 computer programmer Judy Faulkner founded Epic Systems in the basement of her home, software that would become the US healthcare industry’s standard for patients’ medical records. Today Epic is used across dental clinics, hospitals and rehabilitation centres including the renowned Mayo Clinic and John Hopkins, supporting the medical records of around 250 million patients.

In 2018 Faulkner was ranked number 3 on Forbes’ list of richest self-made women.

02

TOP TEN

Pamela Cipriano Dean

University of Virginia School of Nursing Pamela Cipriano served two terms as president of the American Nurses Association, with a remit to advocate for the almost 4 million nurses working in the US. She is currently the dean of the University of Virginia School of Nursing.

Cipriano has spent 40 years in nursing, and is known for being a strong supporter of the visibility of nurses, helping to increase nursing’s influence on healthcare policy and working to reduce stress and improve the wellbeing and resilience of nurses working on the frontline. She’s won a number of awards, including the American Academy of Nursing’s Healthcare Leader Award in 2018.

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“ Under her leadership, 3M has been a key player in producing and distributing PPE”

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Mojdeh Poul

Executive Vice President

3M’s Health Care Business Group Iranian-born Mojdeh Poul is the Executive Vice President of 3M’s Health Care Business Group, overseeing medical and oral health, drug delivery, health information systems and food safety. Poul originally trained as an engineer and worked at General Electric before leaving the industrial world for healthcare. She joined 3M in 2011 as the global marketing leader for the critical and chronic care solutions division of the Health Care Business Group. She then held several global leadership roles before being appointed to her current role in 2019. Under her leadership, 3M has been a key player in producing and distributing PPE and other medical supplies around the world during the COVID-19 pandemic.

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NHS ENGLAND AND NHS IMPROVEMENT

INNOVATION in the NHS Through Covid-19 and BEYOND WRITTEN BY: LEILA HAWKINS PRODUCED BY: JAMES BERRY

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NHS ENGLAND AND NHS IMPROVEMENT

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NHS ENGLAND AND NHS IMPROVEMENT

Daniel Hallen, Regional Head of Digital Technology, Digital Urgent & Emergency Care Lead (North West), tells us about innovation in the NHS

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aniel Hallen, Regional Head of Digital Technology, Digital Urgent & Emergency Care Lead (North West), has one of the most complex jobs in UK healthcare. As the NHS faces huge demand under unprecedented conditions, Hallen has overseen the development of a capsule digital-first strategy covering the North West of England, which the NHS is now rolling out nationally.

Working with an interconnected team linking neighbouring regions in the North West, the system provides a conduit for a major digital transformation programme, tailored to differing local needs.

Each area presents different challenges for the same systems – what’s appropriate in low-density rural Cumbria won't work in high demand city centre hospitals with specialist wards in Manchester or Liverpool.

Hallen says he's proud of the legacy the North West has in terms of digital advances.

Recently they launched the 111-First service, which aims to cut down A&E visits by improving patient access to referrals. The service encourages patients with an urgent medical need to contact NHS 111 either online or via telephone before attending A&E. It’s been highly successful - Hallen states that between 70 and 80 per cent of patients who contact 111 first are finding that speaking to a doctor or pharmacist is more appropriate than attending A&E.

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NHS ENGLAND AND NHS “Covid 19 will always beIMPROVEMENT the most defining memory of 2020, but it’s the impact of Covid 19 that will determine our future” Re-imagining how you work comes with its own risks and challenges and effective cyber security is critical to its success, safeguarding digital trust, driving innovation and empowering progress.

We help organisations turn cyber security into a competitive advantage, to fully realise business change, not just process automation.

Find out how we’re helping transform healthcare for the good of all.

Click here to join one of our Cylera Technology overviews.

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© Core to Cloud 2021

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The NHS is "a really wide family", Hallen says. "There's public and private working together in a really good, collective way.

Our medicines and our machines from suppliers, we source our technology from suppliers with expertise according to what we need. Core to Cloud is one of the suppliers that has worked really closely with us on cybersecurity, and on developing security approaches and capabilities across our hospitals and sites. Together we’ve developed a blueprint over the last two years that we've rolled out across the country."

The average hospital will have hundreds of different IT systems for different clinical specialties, and as well as ensuring they are secure, Hallen states it is important that these systems are able to talk to each other. "When you take into account the complexity of the many systems or devices that a clinician might use, ranging from laptops to MRI scanners and ECG monitors, you've got to make sure those devices are really stable and secure, but also easy to access - you can't lock them away in a room. We worked with both Core to Cloud and Imprivata colleagues to develop applications that help us both secure and detect our systems."

DANIEL HALLEN,

REGIONAL HEAD OF DIGITAL TECHNOLOGY, DIGITAL URGENT & EMERGENCY CARE LEAD (NORTH WEST)

TITLE: REGIONAL HEAD OF DIGITAL TECHNOLOGY, DIGITAL URGENT & EMERGENCY CARE LEAD

EXECUTIVE BIO

“ The NHS is a really wide family. There's public and private working together in a really good, collective way”

DANIEL HALLEN

Daniel Hallen has had a varied career to date, with roles in both the private and public sector, but always revolving around transformation.

He studied law originally, but had an interest in technology, data and people, and what the three can achieve together.

"For most of my career I've been looking at transformation, and how we can improve things. I'm very passionate about creating a healthcare system that really works for our patients and clinical staff" he says.

As a leader he says his approach aligns with his core values of compassion, honesty, consensus, and openness.

"Sometimes my position is to set the vision and lead, but other times my role is to harness that vision, let others be creative and help them make that happen."

Rather than use the phrase "managing people" he sees this as working together, with compassion and understanding.

He sees these two elements as especially important, "particularly over the last 12 months. I think we've grown closer as a community with a really big understanding of how things actually work." Consensus is also crucial.

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1948 Year founded

1.2m

Number of employees

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“ We've learned how to protect data in a better way, protect vulnerabilities and ensure it is kept safe and secure, but still accessible" DANIEL HALLEN,

REGIONAL HEAD OF DIGITAL TECHNOLOGY, DIGITAL URGENT & EMERGENCY CARE LEAD (NORTH WEST)

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The Importance of Digital Identity in Today’s Healthcare Environment Wes Wright, CTO at Imprivata, offers insight into the Imprivata Digital Identity Framework as a holistic approach to identity and access management, tailored to healthcare.

“41% of all security breaches in 2019 occurred in the healthcare industry, and due to the mass mobilisation of healthcare thanks to COVID, it’s only getting worse”, says Wright. “What can healthcare organisations do? Answer — make digital identity the new control plane through which all access to clinical and patient data systems is managed.”

Most healthcare organisations already use identity and access management tools, yet few integrate them into a holistic digital identity strategy. Navigating through this complex IT environment requires an easy to manage yet robust approach to Identity Access Management (IAM). To help healthcare providers assess how they approach this challenge, Imprivata has designed a Digital Identity Framework for healthcare encompassing

Watch the video now ⊲ governance and administration, identity management, authorisation, and authentication access. Using a maturity model, it helps organisations to manage digital identity and develop a strategic roadmap to address critical areas of security and efficiency gaps.

The success of digital identity management can be seen at Bolton NHS Foundation Trust. The team implemented Imprivata Identity Governance to improve the processes for managing access to systems and data for staff joiners, movers, and leavers. Now it takes line managers minutes instead of weeks to onboard a new employee.

Contact Andy Wilcox, Senior Product Marketing Manager, International at Imprivata: awilcox@imprivata.com to book a session to review the Digital Identity Framework and maturity model.

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NHS ENGLAND AND NHS IMPROVEMENT

One of the most critical components of the NHS' digital transformation is ensuring patient data is kept secure. "Cyber security will only take us so far" Hallen says. "Our ever growing reliance on digital systems means that we've got to understand who and what you want this information for. Being able to verify that a nurse, a paramedic, a doctor or a healthcare professional are the people that need to have access to that information is really important. A Digital Identity is one of the tools that is a really critical part of that, especially now that we're not in the same physical environment.

“Our national organisations have seen more than a few cybersecurity attacks over the years” he adds, “but with each one we've learned how to protect data in a better way, protect vulnerabilities and ensure it is kept safe and secure, but still accessible."

“ We must make sure our healthcare system is accessible to all, not just to those that have the access to this technology” DANIEL HALLEN,

REGIONAL HEAD OF DIGITAL TECHNOLOGY, DIGITAL URGENT & EMERGENCY CARE LEAD (NORTH WEST)

When asked about the pandemic, Hallen says "it has changed many things about life, technology and the broader world. I pay tribute to every single NHS employee, in clinical, digital care, cleaning, catering, healthcareglobal.com

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Delivering patient-based systems | Daniel Hallen | NHS England & Improvement

every single person who has worked utterly tirelessly for the last 12 months. We're not at the end of that journey yet, but what is clear is how closely and well people work together.

"If anything, our strategic aims and intentions have expanded to include COVID-19 specific responses to handle the circumstances. But it's really shone a light on the capability of what digital can do in healthcare, and can continue to do in a space where pandemic distancing rules have changed again."

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last 12 months, demonstrating the benefits of this technology. “I have a device in my chest that previously would have involved three or four trips every year to the hospital for check-ups” Hallen says. “The results were downloaded from the system, I’d sit and chat with clinicians and there’s the time spent getting there and back.

Now this is remotely downloaded every night from a device by the side of my bed that's about the size of the box that you might get a smartphone in. It analyses data automatically and alerts the clinicians if there are unusual issues.

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“This saves travel, saves fuel emissions and saves time. In terms of ecological sustainability it comes down to the shared social contract that we all have.”

While the acceleration of digital tools has enabled them to "see exactly what we can do with it to revolutionise healthcare” he adds a note of caution, “We must make sure our healthcare system is accessible to all, not just to those that have the access to this technology. We don't want to start to increasing health inequalities by assuming everything can be digital. Digital must be accessible for all, not just to those with economic means.

"I think the pandemic has, from a strategic point of view, made us kinder to each other. We're all working long hours to deliver the care that we need to our colleagues, friends and patients, and that really does have an impact on the individual. We interact in different ways and we have a different insight into people's lives, and that has changed us as an organisation - but our digital strategy continues to be very ambitious."

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CHENMED

When Our Patients Do Better, We Do Better WRITTEN BY: MIKE SADR

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PRODUCED BY: DAN BRIGHTMORE

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CHENMED

How nimble data and analytics solutions help doctors transform care for at-risk seniors, improving health and patient experience even during the coronavirus pandemic

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e're looking to be proactive with technology and actually take care of patients before they get sick, not after; and improve their lives.

That's the ultimate goal at ChenMed.” ChenMed’s IT team, led by CTO Serge Perras, is aiming to transform preventive healthcare. It’s a mission based on relationships and putting the focus on the needs of patients not processes.

Patient-Focused “Our mission is to develop a company culture centered around the patient and making sure everything we do - from the clinical process to the technology deployed – improves health outcomes for our patients,” maintains Perras. He notes that, especially during the testing times of a

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global pandemic, reinforcing the bond and connectivity between patient and physician is of paramount importance.

The practice of medicine is very different at ChenMed, explains Perras. “First, our primary care doctors serve a maximum patient panel of 450, not the 3,000+ patients that so typical for family doctors working in fee-for-service practices. With patient panels just one-fifth the industry average our doctors are able to nurture amazing doctor/ patient relationships. They get to earn trust with every call and every appointment.”

Perras adds: “Patient trust is vital to any at-risk medical practice. Without it, patients are going to go frequent emergency rooms and urgent care facilities where doctors do not know them as well and where cost of care is dramatically higher.”

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“ We're looking to be proactive with technology and actually take care of patients before they get sick, not after; and improve their lives. That's the ultimate goal at ChenMed”

SERGE PERRAS TITLE: CTO COMPANY: CHENMED INDUSTRY: HEALTH LOCATION: FLORIDA, USA In 25 plus years in the consulting business, Mr. Perras has experienced numerous business verticals and models. He has built extensive expertise while developing a solid engineering sense.

Over time, he became keenly aware that applying this knowledge for the greater good created better results than only chasing corporate financial rewards. He focuses on business goals that benefit the organization, its constituents, and its clients, all while optimizing human capital.

As a continuous learner, Mr. Perras seeks to produce win-win scenarios everywhere he exercises influence. His leadership emphasizes mentoring and coaching to ensure everyone is aligned to the same goal.

SERGE PERRAS CTO, CHENMED

EXECUTIVE BIO

Digital Transformation There are a number of facets to indirect and direct interaction with patients at ChenMed. Analytics is allowing Perras and his team to better understand the patterns of data provided by the U.S. Centers for Medicare and Medicaid Services (CMS) associated with key health conditions.

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Serge Perras from Chenmed talks about technology for Healthcare

“By using analytics we can optimize the patient experience by providing the right care at the right time in the right amount” SERGE PERRAS CTO, CHENMED

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“By using analytics our doctors can optimize the patient experience by providing the right care at the right time in the right amount,” notes Perras. “We’re able to use algorithms to enhance medication compliance; to better manage the frequency of both telemedicine and in-person appointments; and to better predict no show appointments so we can increase patientrelevant touch points to improve diverse quality measures.”

Reacting to the challenges facing medicine in a COVID-19 world, ChenMed has broadened its video telehealth capabilities to give patients easy connects with their physician without having to leave the comfort and safety of their homes. “Yes, there’s a limit to how much a doctor can accomplish during a virtual encounter, concedes Perras. “But telehealth is considerably better than no encounter at all.

The underlying thread is to continue optimizing all touch points with our patients.”

We keep finding smart ways to use technology to reduce friction across systems. We keep making it easier for primary care providers to better meet patient needs, while investing substantially less time doing administrative work.

Infrastructure in the Cloud ChenMed formulated a multi-year plan to migrate from a monolithic, tightly coupled, on-premise solution to microservice-based cloud implementation giving it the flexibility to scale its infrastructure.

Now 100 percent Cloud-based, its last data center was closed in January 2020.

“We have the agility to pivot quickly,” adds Perras. “Our CareSuite Platform, the next generation of our EMR, was rolled out to physicians across the organization. We’ve got the capability to do the input monitoring and maintenance to make sure those healthcareglobal.com

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systems are up and running and available.

Reliability is key.”

Perras recalls that just four years ago, paper processes, and all of their manual inefficiencies, were still in place. Since then his team has improved the experience of physicians, front desk staff, medical assistants and care providers. Better healthcare worker experience quickly translates into better care for patients. The goal is to support mobile capabilities to provide access to changing patient data in real time.

“While supporting physicians with the ability to cross reference previous treatments on the database, we’re aiming to develop our self-service capabilities too,” says Perras. “Patients will be able to visualize their own care path and see that history from medications to interventions.”

Driving from transformation to robotic process automation Let Trexin help you “get to done”

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CHENMED

“ We’re demonstrating that in-house IT teams, and the technology they serve, can be a competitive advantage while massively improving outcomes for our patients” SERGE PERRAS CTO, CHENMED

DID YOU KNOW...

A CULTURE OF POSITIVE CHANGE Perras believes the biggest culture shift for IT, especially within healthcare organizations, has been the move from being an order-taking department to a business partner. “We’re moving away from task-driven behaviours,” he says. “We’re demonstrating that in-house IT teams, and the technology they serve, can be a competitive advantage while massively improving outcomes for our patients. Alongside clinical interventions, the influence of technology is growing with the improvement of AI and NLP and the application of algorithms to help us determine approaches to care and the clinical pathways available.”

Perras and his team are providing guidance on data driven initiatives they feel are going to be beneficial. “We’re focused on quantitative ways to analyze data,” he adds. “Everything has to tie back into our core model and those three

pillars – the detection and management of high-risk disease and the reduction of hospital sick days. Autonomy is really important. It's no longer a question of ownership or accountability it’s about collaborating to drive better outcomes and make better decisions.”

The open culture Perras describes nurtures collaboration. “We’ve got a much bigger brain trust now that we’re not just leadership focused,” he notes.

“Our teams come up with great ideas that actually transform care. It’s those grassroots ideas that will future proof the organisation and help us further develop a collective understanding.

It’s also important for us to reach out to others in the industry, working with insights from the Gartners of this world and the organizations that have been there and done it. We rely on our networks as a sounding board to assess the latest trends and make sure we’re aligned.”

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450

Cap placed on patient/ physician panels

33%

Fewer ER visits and hospitalizations

10x

Time in-person for doctors & patients

100%

Board-eligible or certified doctors

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“During encounters with patients we’re seeing data as a way of adding diagnosis to provide better decision support for our physicians” SERGE PERRAS

CTO, CHENMED

Trends “The big trend is growth,” affirms Perras. “If you look at primary care as a whole, and then focus on the strong health outcomes being achieved by ChenMed and other value-based care providers, it is clear why Medicare Advantage insurance receives strong support from public policy makers.

Competition motivates us to find better ways to modernize and transform care. Historically, there was a belief in a 10-year lag between current technology and the technology that most health care organizations were utilizing. That gap has closed significantly, partly because of the influence of the value-based care model.

A limit on resources means that when we’re optimizing it’s with a focus on what’s actually going to make us more efficient and profitable, so analytics and technology are vital.”

Data science has come a long way and is now capable of delivering the right information at the right time because, as Perras rightly states: “Reports and information are useless if they're not actionable.” For ChenMed it’s the big driver for decision support, analysis around existing data and the management of unstructured data in the healthcare space to help improve patient outcomes. healthcareglobal.com

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Healthy Partnerships The culture of positive change at ChenMed extends to the way technology partnerships have become collaborations in pursuit of providing the best healthcare outcomes.

Trexin Consulting provides the strategic staffing services that allow ChenMed to scale and deal with spikes in capacity.

“With the rate of change we’re experiencing it’s difficult to cover every competency in-house,” concedes Perras.

“You’ve got to have a trusted partner that can service those needs and provide guidance. We’ve worked with Trexin for four years now and the quality of people they bring to the organization has been second to none. We can trust them to deliver and their flexibility and support has allowed us to take on new initiatives with confidence. They have consultants out 160

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there across the industry which feeds back great insights for ChenMed, helping us to plot our path.”

Perras notes Trexin is involved with ChenMed’s RPA initiative – an automation exercise netting hundreds of thousands of dollars of savings by automating manual processes. “They pivot quickly and keep up with our agility,” he says. “It's a real success story, because going forward, not only are we reducing costs, but we're actually allowing ourselves to scale more effectively because we're massively reducing manual processes.”

RingCentral provides ChenMed’s video conferencing services. A long-established relationship has seen the healthcare provider working with the California-based company during its product planning and beta platform development to gain valuable insights.

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“They’re more than just a vendor to us,” explains Perras. “We get visibility on how their technology is developing and how it can help us. It’s technology like this, particularly over the past year, that has proved to be crucial. It’s been the cornerstone for our remote approach during the pandemic and something we can rely on.

They’ve helped several of our business units transition smoothly from 100% in the office to virtually 100% remote.”

Another key partner for Perras and his team is SHI International; helping ChenMed consolidate vendor handling for simplicity.

“SHI has provided us with a one-stop shop to manage vendor relationships” he confirms.

“It lends itself well to one of our guiding principles in IT; it's always easier to maintain and manage simple systems than to have to worry about complexity.”

The Future for Healthcare Gleaning better insights from data in real time requires a lot of processing time and power, but remains key to ChenMed’s aspirations for supporting physicians while achieving the best possible outcomes for patients.

“During encounters with patients, we see data as a way to enhance physician decision-making real time. “So, we’re making a big effort to restructure, better store, and better segment data across our enterprise. We’re focused on dealing with the technological implementations required to speed real time and highly relevant data sharing of best practices to consider as our amazing doctors personalize care for each patient.”

The future for Perras and his team is about streamlining and reducing friction to better achieve ChenMed’s goals. “We want to go faster but we don't want to do so by brute force or by increasing the effort. We want to go faster by reducing the resistance across the board in our development lifecycle and how fast we can get tangible and transformative products through our pipeline. We want that pipeline to be even more effective through greater automation of testing, code verification and quality controls to meet our main goal of daytime deployments on demand.”

ChenMed is going through evolution rather than revolution to ramp the maturity of its development process to realise major benefits for both patients and practitioners.

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TRANSFORMING

THE FUTURE OF DIGITAL HEALTH IN QATAR WRITTEN BY LEILA HAWKINS PRODUCED BY: BEN MALTBY

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We look at how Cerner is streamlining Qatar’s healthcare with data analytics and artificial intelligence.

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hen Covid-19 arrived in Qatar, the state’s Primary Health Care Corporation (PHCC) was well-prepared to protect the people most at risk from the virus and keep transmission rates low. Thanks to their electronic health record (EHR) system, they could quickly identify patients with underlying health conditions that would make them more vulnerable to the disease and limit their access to health centers where they could be put at risk.

Their EHR is provided by Cerner, who mark their 30th anniversary operating in the Middle East this year. Established in seven countries across the Middle East, they cover approximately 30 million unique patients, and have been voted “Best in KLAS” for Acute Care EMR (Middle East/Africa) for the last three years.

"We had a huge advantage by having data already recorded in our databases thanks to Cerner," explains Alexandra Tarazi, Executive Director of Health Information and Communication Technology at PHCC. Virtual consultations, a medication delivery service via WhatsApp, and drivethrough testing facilities were set up “at the speed of light" she says. "What usually takes months was delivered within weeks, and that's thanks to our partners, who sat down with us to design the services and find optimal solutions."

Adrian Dey, General Manager for Cerner Qatar, explains that much of their early work had been establishing a common centralized EHR across the public health system in healthcareglobal.com

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ALEXANDRA TARAZI TITLE: EXECUTIVE DIRECTOR OF HEALTH INFORMATION AND COMMUNICATION TECHNOLOGY AT PHCC Tarazi has accumulated 30 years of health ICT experience having worked in Australia, USA, Asia and the Middle East. Since 2013, she holds the post of Executive Director - Health Information & Communication at Primary Health Care Corporation (PHCC) in Doha, Qatar.

ADRIAN DEY TITLE: GENERAL MANAGER FOR CERNER QATAR Dey joined Cerner in 2017 as the General Manager for Qatar, where he's responsible for Cerner's overall operations in the country. In his current role at Cerner, he's focused on building deeper levels of engagement and partnership with Cerner's clients and stakeholders.

VERONICA FREEMAN

MEET THE TEAM

TITLE: HEALTH CARE EXECUTIVE AT CERNER Freeman has more than 25 years' experience of working in healthcare, including as a Registered Nurse and as navy medical personnel.

Her role at Cerner sees her establishing and maintaining nursing and clinical executive relationships, and she has assisted with the implementation of Qatar's first ambulatory solution.

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Qatar. "Since 2011 along with HMC and PHCC we've rolled out a single EHR across 80 percent of healthcare within Qatar," he says. "We've helped integrate care across 13 hospitals and 27 primary healthcare institutions. As we continue our journey together, our attention has shifted, to drive how our systems are used by the clinical community in a more optimal manner to create the best outcomes for the individual as well as those institutions."

"There's a common understanding now that individuals no longer receive

CERNER AND PRIMARY HEALTH CARE CORPORATION

their health services and care from one institution within the community in which they live,” Dey says. “I think we will start to see a prevalence of consumerism, where individuals as consumers of health and care are going to be more informed to make better personal decisions based on performance, convenience and access. To facilitate that, you've really got to open things up, and Cerner is at the forefront of pushing for open standards and sharing data across all platforms, giving access to

that data to clinician, patients, researcher and developers.”

This is illustrated in part by the rise in health apps for both the provider and for the consumer, as people take greater control over their health and care. In turn, this is creating a wealth of additional data to make more informed decisions. “We are seeing additional data points - whether that's through wearables or devices at home, or social determinants of health – that are now forming a valuable factor

“ Virtual consultations, a medication delivery service via WhatsApp, and drive-through testing facilities were set up “at the speed of light” ALEXANDRA TARAZI, PHCC

CERNER AND PRIMARY HEALTH CARE CORPORATION

WE MAKE YOUR EHR BETTER TransformativeMed is on a mission to help hospitals, doctors, nurses and patients by supporting specialty-specific user interfaces and enhancing clinical collaboration and communication. With its suite of embedded apps, TransformativeMed makes your Cerner EHR better.

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“ The need for e-services is enormous. We are undergoing a total digital transformation of the way we deliver administrative and certain clinical services to the public” provider for early intervention which ALEXANDRA TARAZI, PHCC

within someone’s personal health record,” Dey says.

Big data analytics, machine learning, and artificial intelligence will be key to help clinicians classify all this new information.

Veronica Freeman, Health Care Executive at Cerner explains: “If we begin with the patient accessing clinical data through the patient portal to facilitate syncing with their Apple Watch and also being able to enter glucose results, the provider is able to see that information in the medical record. This brings real time data to the

ultimately leads to better outcomes.”

The data mentioned previously can be the catalyst for conversations with the patient about smoking cessation, exercising, or other forms of preventative care before the patient arrives at the health center. “This data is also available for other providers across the continuum, of care which can be analyzed it with AI or machine learning, to look at Qatar’s patient populations. For instance, do I have a cohort of patients that might be in downtown Doha with high glucose, or with more smokers, as opposed to in a different area?” This is one benefit of having a countrywide EHR and data in a single repository.

Preventative care and managing illness at home are among the key priorities PHCC healthcareglobal.com

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has identified to improve the health of the Qatari population with technology. These are aligned with Qatar's National Health Strategy.

"A large area is chronic disease management from home,” Tarazi says. “We believe we can do much better using technology, mobile apps and different types of wearables to achieve better outcomes”.

"There is also a large area that sort of went to sleep during the pandemic, which is wellness; we intend to launch digital fitness services to support our wellness activities as soon as the pandemic is under control. There is a lot of work to do in smoking cessation. Young mothers can be better served better by making digital services available over mobile devices in terms of consultations and support for pregnancies and baby wellness."

During the pandemic PHCC launched a number of online services, which have had high levels of engagement from users. "Before the pandemic we had about 50,000 patients using our patient portal," Tarazi says. "This has grown to almost half a million people now. Launching e-services to the public helped us enormously to conduct dayto-day activities from home. We launched our new website - eight months ahead of time - enabling online registration, so people don't need to come to the health centers to register themselves or a new family member. They can request an appointment or change family physician and health centers remotely by submitting the right documents.”

In some respects, Covid-19 merely sped up plans they already had in place; virtual consultations were originally set to be introduced later on in 2020, and the medication delivery service was set to be rolled out through a mobile app. healthcareglobal.com

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Implementation of Cerner Clinical Information System at Primary Health Care Corporation in Qatar

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“ We believe we can do much better using technology, mobile apps and different types of wearables to achieve better outcomes” ALEXANDRA TARAZI, PHCC

Now that Qatar’s Covid-19 vaccination programme is in progress, there are vaccination clinics at each of PHCC’s centers, along with a mass vaccination clinic at the Qatar Exhibition and Convention Centre.

Patients are able to visit the online portal, fill out a questionnaire, book an appointment and later access their results. “For patients to log in, look at their results and print out their certificates is an enormous improvement, and obviously for health information management this is a huge advantage,” Tarazi adds.

"The need for e-services is enormous now. We are undergoing a total digital transformation of the way we deliver administrative and certain clinical services to the public. Areas like physiotherapy and dermatology, and even dentistry opened their services to virtual consultations, and there's been great acceptance. Patient engagement is key, and partners like Cerner help us to make the technology more patient-friendly and capable of connecting to our main data sources in clinical information systems."

Another major project is the upcoming FIFA World Cup which will be held in Qatar next year, and PHCC is providing services at stadiums and throughout the country. "PHCC currently manages 27 health centers, we intend to open three more in the catchment areas of those facilities and launch a number of electronic services to support the World Cup in the coming months,” Tarazi says.

"Major planning operations will be deployed across the country to support FIFA, and we're working very closely with secondary care providers Hamad Corporation to design the services. We're really looking forward to this fantastic piece of work."

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TRANSFORMING PATIENT CARE WITH INNOVATION WRITTEN BY: LEILA HAWKINS PRODUCED BY: THOMAS LIVERMORE

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We speak to Dr. Lawrence Rosenberg, Dr Justin Cross and Danina Kapetanovic about how digitalisation is enhancing the management of patient care at Jewish General Hospital.

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ontreal’s Jewish General Hospital has been operating since 1934, founded originally with a mission to meet the healthcare needs of the city’s growing Jewish community. Located in one of Montreal’s most diverse neighbourhoods, today it is one of Quebec’s busiest and largest acute care hospitals.

A McGill University teaching hospital, Newsweek magazine ranked it in their top five hospitals in Canada two years’ running, and number one in Quebec. Cardiology and Oncology and Emergency Medicine are particular specialties, along with research through their Lady Davis Research Institute.

Now the hospital is embarked on a digital mission to ensure they can continue meeting the healthcare needs of an aging population, by moving their care out of the four hospital walls and into the community.

A big component of their digital strategy is innovation. Danina Kapetanovic joined in April 2020, with a mandate to strengthen the organisation’s culture of innovation and spearhead the new Connected Health Innovation Hub. Called ‘Orot’, which means ‘illumination’ in Hebrew, the hub will enable them to form partnerships with industry and implement new technologies.

“Innovation is the means to an end, and this end is our vision of “care everywhere” Kapetanovic explains. In Quebec and Canada

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Dr. Lawrence Rosenberg, Dr Justin Cross and Danina Kapetanovic

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we have an increasingly aging population, and although they live longer they aren’t necessarily healthier. We’re looking at ways in which we can make our healthcare system sustainable in order to meet the growing needs of the demographic change.”

“We turn to innovation because we believe that with the technology that exists out there in the age of information, with the advent of machine learning, artificial intelligence, cybersecurity, big data science and analytics, we can strengthen our system and add value, but it requires us to look at the way we provide care and then figure out meaningful ways to integrate technology into that model of care.”

Entrepreneurship is key, and the hub will be vital to fostering new partnerships. “The idea is to bring entrepreneurs inside our system and help provide them with ideas, access to

DR LAWRENCE ROSENBERG TITLE: PRESIDENT AND CEO INDUSTRY: HEALTHCARE LOCATION: CANADA

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DR LAWRENCE ROSENBERG PRESIDENT AND CEO, JEWISH GENERAL HOSPITAL

transplantation fellowship at the University of Michigan, and received an MEng from University of Waterloo, with concentrations in Innovation and Entrepreneurship. He was Director of the Multi-Organ Transplant Program at Montreal General Hospital, inaugurating McGill University’s Pancreas Transplant Program and leading the team that performed the first successful liver transplant at McGill.

Dr. Rosenberg has served as a consultant to the Juvenile Diabetes Research Foundation (JDRF), the Canadian Diabetes Association (CDA), the Canadian Institutes for Health Research (CIHR) and the NIH. His scientific contributions to the field of islet regeneration are widely acknowledged. He has extensive experience as a clinician-scientist, educator, and consultant in value-based health systems and management of change.

EXECUTIVE BIO

Lawrence Rosenberg is Professor of Surgery and Medicine at McGill University, and President and CEO of the Integrated Health and Social Services University Network of West-Central Montreal. The Network, situated on 34 sites, includes the Jewish General Hospital, which is a tertiary/quaternary university teaching hospital. Dr. Rosenberg received his MD, CM degree from McGill University, where he completed specialty training in General Surgery. He holds an MSc and PhD in Experimental Surgery, completed post-doctoral studies and a surgical

“ The pandemic was a wake up call, which points out very concretely the directions in which we need to be going to better serve the population in our territory”

users, and with an understanding of how the system works as a business so that they can in turn provide solutions that will transform healthcare” Kapetanovic says.

Their digital strategy has in some ways been confirmed by the Covid-19 pandemic.

Telehealth was part of their plans before the outbreak, but as President and CEO Dr Lawrence Rosenberg explains, they found themselves setting this up much more rapidly than they ever thought possible. “We were able to maintain at least 70% of our ambulatory activities that way, including about 80%of the activities from our cancer center” he says.

“That’s the way of the future – the hospital at home, virtual care, and tele-triage as far as the emergency room goes, are all fundamental pieces of the strategy.”

The strategy also involves a very heavy emphasis on data science, and collecting and analysing data in real time, as well as the creation of a new electronic healthcare record. “We call it the connected healthcare

record, which will enable us to put in place an electronic healthcare record for all the individuals in our territory, reflecting the continuum of care” Rosenberg says.

“Other parts of the program include the creation of a command center, which will allow us to integrate the various elements across our health network that are under development at the moment. This all needs to be tied together and protected by a robust cybersecurity foundation.”

“It’s really a next generation strategy to ensure the viability and the vitality of the healthcareglobal.com

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JEWISH GENERAL HOSPITAL

hospital and our network into the future. I think the pandemic was a wake-up call, which points out very concretely the directions in which we need to be going to better serve the population in our territory. What’s interesting is what we’re learning from this pandemic and how to react to it. We conceived of our digital health plan almost two years pre-pandemic, so in some respects, our response to the pandemic and our agility is validation of the approach we had already decided to move towards.”

An exciting development for 2021 will be opening of a new innovation lab, intended to be a physical space where they can host presentations from staff and industry representatives as well as hackathons. “The idea is to create a space

“ The focus is on how we’re bringing our organisation along and transforming how our teams work and how our care is organised”

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DR JUSTIN CROSS

CHIEF DIGITAL HEALTH OFFICER, JEWISH GENERAL HOSPITAL

DR JUSTIN CROSS TITLE: CHIEF DIGITAL HEALTH OFFICER INDUSTRY: HEALTHCARE LOCATION: CANADA United States Department of Health and Human Services, in Washington, DC. As the Medical Director for Systems Safety, Dr. Cross worked closely with stakeholders across the healthcare sector to improve health IT in the US.

healthcareglobal.com

EXECUTIVE BIO

Dr. Justin Cross is the Chief Digital Health Officer for the Integrated Health and Social Services University Network for West-Central Montreal. In this role, he oversees the organization’s digital health transformation strategy. Dr. Cross holds dual board certifications in Clinical Informatics and Family Medicine. Prior to his current role, Dr. Cross worked with the Office of the National Coordinator for Health Information Technology in the

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JEWISH GENERAL HOSPITAL

“ The spirit of ingenuity and innovation is something I’ve found absolutely awe-inspiring in my short time with this institution” DANINA KAPETANOVIC

STRATEGIC ADVISOR, JEWISH GENERAL HOSPITAL

DANINA KAPETANOVIC TITLE: STRATEGIC ADVISOR INDUSTRY: HEALTHCARE LOCATION: CANADA

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EXECUTIVE BIO

Danina Kapetanovic is the Strategic Advisor to the CEO for the Integrated Health and Social Services University Network for West-Central Montreal and the head of their Connected Health Innovation Hub – OROT. Prior to joining the CIUSSS, she served as Executive Director of Hacking Health, a global, grassroots network of innovators committed to creating digital health solutions to benefit

citizens, support healthcare systems, and promote economic activity. This network organized 160 hackathons in 63 cities around the world, leading to more than 1,500 innovative projects. Ms. Kapetanovic also held various leadership positions across the United Nations system, spearheading innovation and public-private partnerships in order bring about transformative change around the world.

JEWISH GENERAL HOSPITAL

to track industry and get it to take residence with us, so we can actively pursue collaboration and work together as closely as possible” Kapetanovic says.

Both Kapetanovic and Rosenberg agree that people play an essential role in making this digital journey successful. “Healthcare institutions aren’t necessarily structured to innovate, they’re structured to provide care” Kapetanovic says. “Innovation requires people to go above and beyond the call of duty, and the spirit of ingenuity, entrepreneurship and innovation is something I’ve found absolutely awe-inspiring in my short time with this institution.”

JGH has recently launched a website that includes calls to action to join their community of innovation practice – an initiative that will help them showcase examples of innovation and best practice – but also highlights the success of staff. “People thrive when they feel appreciated” Kapetanovic says. “The website very specifically zooms in on innovation and really puts staff at the center of it all.”

“Health IT projects are successful when the technology meets the needs of

the organization and when the end users are involved in the implementation of the technology” Dr Justin Cross says. “When you’re moving your organization into a new digital ecosystem and a new care delivery paradigm, you can’t just focus on the technology. You also need to plan for and help your organization transition from a culture perspective, from previously siloed ways of doing things to more integrated ways of doing things.

“The focus is on how we’re now bringing our organisation along and transforming how our teams work and how our care is organised, how we want to interact with our patients and how we deliver care to them” he adds.

Despite the challenges the pandemic has thrown up, Kapetanovic says they are very clear about their future direction and what drives their strategy. “Democratise care with the use of technology, empower the patient, center the care on them, and push it as much as possible out of the institutional walls, and closer to the patient.”

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MEMORIAL HEALTH SYSTEM

DELIVERING VALUE-BASED CARE WITH DIGITAL INNOVATION

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MEMORIAL HEALTH SYSTEM

Richard Queen, Director of Data Solutions at Memorial Health in Ohio, tells us how they are using technology to drive valuebased care

R

WRITTEN BY: LEILA HAWKINS PRODUCED BY: JAMES BERRY

ichard Queen describes himself as a “tech geek”, who’s spent the majority of his career in healthcare, focused on finding ways to close care gaps, reduce costs and overall, improve patient outcomes.

He joined Memorial Health System, a healthcare provider in Marietta, Ohio, because he was drawn by their innovation. “Their administrative team has an entrepreneurial mindset, more so than any hospital system I’ve ever seen before,” he says.

As an example, he cites the fact that the hospital hosts a healthcare software company MedOne Systems within its four walls. “We call it the ‘innovation center’. They’re currently writing a custom electronic medical record application called BOLT, which bolts on to our underlying electronic medical record (EMR).

We’re rolling this out to all of our ambulatory and inpatient clinics to make provider time more productive. How many hospitals can you say have a tech company within their premises?” he asks.

As Director of Data Solutions, Queen is helping to improve workflow efficiency through a quadruple aim: the provider experience, the patient experience, population health, and reducing cost. “The last two are about value-based care,”he says. “That is the focus of everything we design, even from a technological standpoint, including better managing chronic diseases, ensuring patients receive preventative care, and designing solutions to be more cost effective.” healthcareglobal.com

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Care Bridge

“ We’ve had phenomenal feedback from the physicians, with some saying they can see two more patients a day because they walk into the room knowing what needs to be done” RICHARD QUEEN

DIRECTOR OF DATA SOLUTIONS, MEMORIAL HEALTH SYSTEM

Queen has created CareBridge, a piece of software that draws from multiple data sources including the EMR, BOLT, different immunization vendors, the FDA, the US Census Bureau, and CMS Centers for Medicare and Medicaid Services. “CareBridge draws from 186

April 2021

these external data sources and combines this with our clinical data to enhance what we can do,” he says.

Part of its aim is to provide evidence-based preventative care, something that only eight to 15% of Americans receive in full measure.

“For example, people with diabetes need a hemoglobin A1C lab test at least once a year.

It’s very common for a third to a half of diabetic patients to have not had one in the last 12 months,” Queen says. “Typically, in any hospital, it’s the insurance companies as the payers who calculate all this data and report back to you on what the patients need. The typical workflow is waiting six to nine months after the point of care to tell you what didn’t happen, and then you have to manually try to either get these patients back in, or prove that you did. We’ve turned this data into real-time clinical indicators” he explains.

CareBridge can provide this information directly to the payer or the clinician, and as a result in just six months Memorial has

MEMORIAL HEALTH SYSTEM

improved point-of-care gap closure from 8.5 to 30%. “We’ve had phenomenal feedback from the physicians, with some saying they can see two more patients a day because they walk into the room knowing what needs to be done.”

The intention is to use CareBridge to manage a range of chronic diseases and standards of care such as mammograms for women and bone density scans for people with osteoporosis. Using algorithms, the software stratifies data by risk factor, so physicians can identify the right type of care for each patient at the right time.

Using a cloud-based platform, it’s been designed so it’s easy to use. “Staff can engage with it in a very vis-ual format, which gives them access to information that was previously difficult, if not impossible, to see from an electronic medical record.

Everyone from an administrator to a physician to a secretary with no technical skill whatsoever can very easily get into the system, run advanced clinical queries, and export the data immediately. We’ve really empowered staff across the organization to be able to get advanced clinical information.”

To implement CareBridge, Queen and his team worked with software as a service (SaaS) company Phreesia, a key partner in carrying out

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The number of clinics which are operated

3,300 The number of employees

TITLE: DIRECTOR OF DATA SOLUTIONS INDUSTRY: HEALTHCARE LOCATION: OHIO, UNITED STATES

EXECUTIVE BIO

1921

Is the year that Memorial Health was first founded

RICHARD QUEEN

Richard has more than 12 years’ experience in hospital and provider group management, including diverse titles such as Chief Financial Officer, Director of Business Intelligence, and VP of Data Science. Combining his educational background in finance, his vast experience across healthcare, and his more than 20 years in technology and automation, he brings a unique perspective in his vision on the future of healthcare. Utilizing the principles of Lean Six Sigma and continuous process improvement, Richard has repeatedly demonstrated the ability to drive revenue growth, improve throughput, gain efficiencies, and implement process redesign. Richard is passionate about identifying bottlenecks in today’s healthcare system and then putting technology to use in finding solutions.

Contactless registration to meet your health system's evolving needs Learn how Phreesia is powering safe, convenient, and contactless patient registration at health systems across the country, including Memorial Health System

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MEMORIAL HEALTH SYSTEM

By implementing supplemental data feeds directly to our payers, we immediately saw diabetic A1C compliance rise by 369%.

Because of better data, we were able to get credit for the great work we were already doing operationally.

Memorial Health’s digital strategy. “They have some great educational modules, check-in tools, and electronic registration tools for patients. They’re working with us on identifying care gap needs and building an interface directly to Phreesia so that, during that electronic registration process for the patient, Phreesia can show them things our records indicate they need.”

Alongside Carebrige, there has been other behind the scenes work such as implementing RPA for repetitive tasks to free up staff and automating scripts for appointment-making.

“We’re using open-source Python programming language to write many different algorithms for high-risk patients.

Every night we have scripts running to show each patient that has cancelled or not shown up to an appointment in the last

“ Value-based care is the focus of everything we design, even from a technological standpoint” RICHARD QUEEN

DIRECTOR OF DATA SOLUTIONS, MEMORIAL HEALTH SYSTEM

10 days and not rescheduled. That generates reports by provider and inputs them directly into a Microsoft Teams channel, so that when staff come in the next day, they have this prepared in front of them, with patient identification and contact information.

“We’ve got this big SQL Server database that we’re making actionable using Microsoft Power healthcareglobal.com

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“ We’ve really empowered staff across the organization to be able to get advanced clinical information” RICHARD QUEEN

DIRECTOR OF DATA SOLUTIONS, MEMORIAL HEALTH SYSTEM

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MEMORIAL HEALTH SYSTEM

BI,” adds Queen. “This has given us the ability to share all this advanced data logic in a way that is very unintimidating and very visual to frontline staff. It’s been transformative for our workflow”.

Queen adds that none of these achieve­ ments would have happened without a great team to support them. “Memorial have really set a vision across the entire organization that value-based care and population health are top initiatives. That sets the expectation across all teams that we are going to have a unified vision, and work towards a common goal of offering first-class patient care at a reduced cost,” he says.

It’s also remarkable that they decided to accelerate their digital project during a hugely challenging time - the first few months of the pandemic. “What was supposed to be an 18 months to two-year rollout we ended up doing in six months. Memorial chose to use this time of Covid to carry out this rollout throughout the entire organization, knowing that we would have challenges to overcome, but adding tremendous value to the organization and avoiding staff furloughs in a time of lower volumes. Obviously, we’re still dealing with Covid, as everybody is, but we’ve set ourselves up so much better than we expected to be from a digital transformation and technology standpoint. We can now be more efficient at dealing with whatever is thrown at us next.”

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