Healthcare - December 2021

December 2021 | healthcareglobal.com

Antidote Health: Making US care more accessible IoT Data: Managing better outcomes via tech Abigail Hirsch: Co-founder of digital platform Lin Health

Influential healthcare leaders 2021

Novant Health

ADVANCING DIGITAL

TRANSFORMATION

DURING COVID Onyeka Nchege, CIO at Novant Health, on the importance of the digital ecosystem

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FOREWORD

Creating positive change that lasts As we close 2021 following a second year of COVID19 and record climate disasters, it's time to shift our focus towards practical, lasting solutions that will benefit our health, our economies and our planet.

“Humanity is capable of incredible things when we put our minds to it”

HEALTHCARE GLOBAL MAGAZINE IS PUBLISHED BY

Humanity is capable of incredible things when we put our minds to it. On the following pages you'll read about Antidote, a startup run by feminists on a mission to ensure all Americans get affordable healthcare. We hear from Intelerad, whose CEO tells us how they are tackling shortages in the workforce by "making sure that future radiologists feel like they can both make a quality living and are able to do what they love."

We also look at the 10 people that have had the most positive influence on healthcare in 2021, and highlight the work of IndyGeneUS AI, the genomics company created to address racism in healthcare by developing the world’s largest repository of African clinical data.

The common thread throughout this issue is the desire to make lives better - this begins with people's health.

HELEN ADAMS

helen.adams@bizclikmedia.com

© 2021 | ALL RIGHTS RESERVED

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5

CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Timeline:

The digital transformation

of healthcare in India 16 Legend:

Yusuf Henriques 20 Five Mins With:

Abigail Hirsch

40

Hospitals

Antidote Affordable Healthcare For All

26

Novant Health

Advancing Digital Transformation During Covid

48 MSD

Building a Digital Superhighway

64

72

The importance of Interoperability in Hospitals

Becoming Canada's First Integrated Health Organisation

Digital Health

86

Technology

How to Manage Healthcare‘s IoT's Data Explosion

Green Shield Canada

94

Sussex Community NHS Foundation Trust Community Care: Digital Transformation and Healthcare’s Future

108 Top 10

Influential Healthcare Leaders 2021

120

AmWINS Group

Insurance by Design: Amwins Innovation Moves Industry Forward

134

North West Ambulance Service

Inside the Digital Transformation of an Ambulance Service

COMING SOON FOLLOW N OW

E DU C ATE • M OTIVATE • E LE VAT E

About March8

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We recognise, celebrate and champion the achievements and contributions made by women in both business and society.

Our community offers practical and compelling career, financial and lifestyle resources to help women take their careers to the next level and achieve a work-life balance.

A BizClik Media Group Brand

FO LLOW N OW healthcareglobal.com

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BIG PICTURE

10

December 2021

Moxie

Rochester, US

This is Moxie, a robot created by Embodied, Inc to help children practice essential social skills while isolating due to the pandemic. The robotics company recently partnered with the University of Rochester Medical Center and Golisano Children’s Hospital to develop clinical applications for Moxie in paediatric care, using machine learning to support social, emotional and cognitive development in children through play-based learning. healthcareglobal.com

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THE BRIEF “We want to make people's lives better in a way that they're not worried about losing their job if they get sick”

BY THE NUMBERS Healthcare sector’s carbon emissions

Carin-Belle Feder

Co-founder and CTO, Antidote Health  READ MORE

“You can have simpler, fewer systems and broader platforms without sacrificing the quality that you get for the individual modalities” Mike Lipps

President and CEO, Intelerad  READ MORE

“Last year humanity produced 2.5 quintillion bytes of data per day – no human is ever going to be able to process that” Nicole Fagen

Director of Product Management & Strategy for AIOps and Automation, Broadcom  READ MORE

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December 2021

(Source: WHO and Mayo Clinic)

4.4% 15%

of global GHG emissions are from the healthcare sector

48%

of healthcare of US hospitals waste is expressed considered “a lack of hazardous and knowledge” non-recyclable about recycling

How LevelTen is helping John Hopkins reduce emissions

How LevelTen is helping the prestigious Johns Hopkins Health System Corporation move to renewable energy Find out more 

READ MORE

A wearable ECG vest has been launched Design Partners has launched a new wearable ECG vest aimed at people with abnormal heartbeatsy Find out more 

READ MORE

How can diversity improve in clinical trials?

Tarquin Scadding-Hunt, CEO of mdgroup, on the 5 steps needed to improve diversity in clinical trials.

Work with grassroots organisations Big pharmaceutical companies and their partners must engage with small, local organisations that often have the trust of the communities they serve and innovative ways to reach them.

Embrace digital health opportunities Communities in rural locations with typically low incomes are less likely to enrol in clinical trials because they do not have the time or the means to travel to a research site. Home visits and gathering data through wearable devices reduces these burdens.

Representation throughout the research process We must continue to look at how we recruit researchers and healthcare professionals to ensure we are finding the best candidates from diverse populations.

Collect data on ethnicity We need to make sure all clinical trials are collecting data on ethnicity, without it we cannot see progress or whether a treatment works for everyone.

Use a wider range of sites for clinical trials Large academic institutions will always have a place but we also need to find smaller sites.

 3D SYSTEMS 3D Systems and United Therapeutics have partnered to create two new 3D-printed human organs, bringing them closer to achieving their goal of being able to produce an unlimited supply of human organs to meet the needs of millions of patients requiring transplants worldwide.  DIGITAL HEALTH COOPERATIVE RESEARCH CENTRE The Australian government is funding the Digital Health Cooperative Research Centre, which has launched a project that aims to improve clinical decision support tools in hospitals across the country.

 US HOSPITALS 47% of hospitals in the US have been issued fines by Medicare for having high readmission rates. The average fine is a 0.64% reduction in payment for each Medicare patient.  TEST AND TRACE England’s Test and Trace system has been branded a failure by a cross-party committee of ministers, claiming it “has not achieved its main objective to help break chains of Covid-19 transmission.” The system is run by private company Serco and has cost £37bn to date.

W I N N E R S DEC21

L O S E R S

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TIMELINE THE DIGITAL TRANSFORMATION

OF HEALTHCARE IN INDIA India’s healthcare system has been undergoing a digital transformation, culminating in the rollout of digital health IDs which the government hopes will be adopted by most of the population. We take a look at the country’s journey to digitalise healthcare

2015

2017

2020

Digital India campaign

Digital health IDs

The Indian government launches the Digital India campaign, with the aim of transforming the country’s economy.

This includes ensuring all public services such as healthcare are available to citizens electronically. Upgrades to wifi availability and introducing 5G are part of the plans to enable this.

The idea of a digital health ID is proposed, part of a digital healthcare system that integrates information for citizens and stakeholders across private and public healthcare providers. It is expected that hospitals, online pharmacies, telemedicine firms, laboratories and insurance companies will take part in the new system.

COVID-19 & the acceleration of digital healthcare

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December 2021

COVID-19 results in a 500% increase in the use of virtual consultations between March and May 2020 alone. However the pandemic also highlights a digital divide: to book vaccines people must access the web portal CoWin, and upload their identity documents via a smartphone or computer with a strong internet connection available to citizens in metropolitan areas, but less so across India’s vast rural regions.

2020

2021

Digital Health IDs launch

National Digital Health Mission officially launches

A pilot version of India’s National Digital Health Mission begins across six territories, including the rollout of digital health IDs. The IDs are generated using a person's mobile number and address. Medical data is stored onto the ID, which can be accessed via a mobile app. Both users and healthcare professionals are able to view the records.

India’s National Digital Health Mission officially launches in September. As well as the wider rollout of IDs, other initiatives include a digital registry of doctors called Digi-doctor and electronic health records. Additionally a proposed Unified Health Interface aims to be an open, and interoperable platform connecting different digital health solutions. healthcareglobal.com

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TRAILBLAZER

Yusuf HENRIQUES Founder and CEO IndyGeneUS AI

I

ndyGeneUS AI is a genomics company that is creating the world’s largest blockchain-encrypted repository of indigenous and diasporic African clinical data, aimed at disease prevention and detection, and drug discovery.

Yusuf Henriques decided to form the company after seeing the health disparities between white and Black populations during the COVID-19 pandemic. With a background in science, public health and technology, he was approached by the Massachusetts Institute of Technology to create a "hackathon" to address racism in healthcare. At the event IndyGeneUS AI was born, which he currently runs alongside Chief Operating Officer Wilmot Allen and Chief Scientific Officer Bradford Wilson.

The company has established a subsidiary in Kenya, where it is sequencing 18,000 samples from Black people with HIV, with the aim of supplying useful data to pharma companies developing vaccines for HIV. There are also plans to build facilities in other African countries to tackle the lack of sequencing and drug development capacity on the continent.

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December 2021

TRAILBLAZER

18

December 2021

Over 20% of the global population have African ancestry Less than 3% of their genetic data is used in drug discovery

Before founding IndyGeneUs AI, Henriques established Polaris Genomics (formerly TruGenomix Health Inc.), a precision genomics behavioural health company focused on improving risk prediction and diagnosis of Post-Traumatic Stress Disorder (PTSD), particularly among veterans. A US Army veteran himself, during Henriques' leadership a genomic assay was developed that is now being validated at the Department of Veteran Affairs hospitals across the US to address the high rate of suicides among veterans and active soldiers.

Henriques spent two decades in the US Army and civil government services, having first enlisted at the age of 17.

He served as a Combat Medic for six years, in Afghanistan, Korea, Bosnia and Germany.

After being honourably discharged due to service-connected injury, he earned a Bachelor of Science in Biochemistry from Howard University, graduating magna cum laude. He went on to hold a number of consultant positions including lead regulatory scientist for the Strategic Innovation Group at Booz Allen Hamilton, and currently mentors 21 startup companies through the nonprofit Black Tech Matters.

At IndyGeneUS, he leads strategic direction and partnerships as well as investor relations. The company recently formed a $500 million partnership with HelaPlex to expand the genomic repository of IndyGeneUS and prevent the exploitation of the genetic data that is naturally owned by people of African descent. healthcareglobal.com

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FIVE MINUTES WITH...

A B I G A I L

HIRSCH

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December 2021

CO-FOUNDER OF LIN HEALTH ABIGAIL HIRSCH TELLS US HOW THE DIGITAL HEALTH PAIN MANAGEMENT PLATFORM IS HELPING PEOPLE ADDRESS CHRONIC PAIN Q. WHAT MADE YOU DECIDE TO LAUNCH LIN HEALTH?

» Chronic pain takes a toll on a

person mentally, emotionally, and physically. The system intended to treat chronic pain is complicated, care delivery is not continuous and there isn’t a one size fits all approach.

The digital health landscape presents the opportunity to create a new care system and our focus on pain is driven by our personal real-life experience.

Q. WHAT ARE THE BENEFITS OF DIGITAL HEALTHCARE PLATFORMS FOR CHRONIC PAIN?

» They can be used anywhere and at

any time, unlike conventional treatment plans where you have to navigate wait lists and often travel long distances to see a provider skilled at working with your particular type of pain. While it can be more challenging to establish a sense

“ Digital platforms allow patients to access care when they need it, on their own schedule” of deep care with patients in a virtual format, digital platforms allow patients to access care when they need it, on their own schedule.

We designed Lin to incorporate a wide variety of treatment options and users have access to expert knowledge within every aspect of pain management. Lin is also more affordable than seeing a pain management specialist and provides patients with a much faster option than if they were to join a months-long waitlist to be accepted into a top pain clinic. healthcareglobal.com

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FIVE MINUTES WITH...

“ Many pharmaceutical options may help mute pain, yet few options get to the root cause of persistent pain” Q. DO YOU THINK DIGITAL HEALTHCARE PLATFORMS WILL BECOME MORE WIDELY ADOPTED FOR MANAGING CHRONIC CONDITIONS IN THE FUTURE?

» Yes, and we’re already seeing

tremendous traction. Everything is mobile nowadays, so having a platform that individuals can use any time meshes more with their busy lifestyles. Individuals also don’t want unnecessary surgeries with high risk and high failure rates.

Many pharmaceutical options may help mute pain, yet few options get to the root cause of persistent pain.

People want effective solutions that will relieve pain for the long-term and are accessible at any time. Telehealth and digital health platforms can address these issues.

A potential obstacle would be the fact that many people are not ready to let go of the face-to-face visits they are accustomed to. Luckily, millions of people were able to try virtual care for the first time during the pandemic, and we feel that experience will only benefit us. healthcareglobal.com

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ADVANCING DIGITAL

TRANSFORMATION

DURING COVID WRITTEN BY: LEILA HAWKINS

26

December 2021

PRODUCED BY: MIKE SADR

NOVANT HEALTH

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NOVANT HEALTH

Onyeka Nchege, CIO at Novant Health, tells us about the importance of the digital ecosystem to be able to innovate and reach more people with their care

O

nyeka Nchege joined Novant Health, a not-forprofit integrated system operating in North Carolina, South Carolina, and Georgia, as Chief Information Officer in the middle of the COVID-19 pandemic. Aside from the typical challenges many health systems were experiencing, Nchege explains that it changed the ability of going to markets and engaging with stakeholders. "I always want to be able to shake hands or do elbow bumps because that's how you build trust.

Now I'm having to do that through Zoom, so I have to be very intentional and attentive to show that not only have I done this before but to make sure people understand that I understand what they're talking about."

The pandemic also caused Novant Health to accelerate its digital strategy. "Like most organisations, we saw a tremendous shift in our adoption of telehealth by consumers and providers, so they learned new tools in real time to empower care delivery. In just a matter of weeks, digital health adoption advanced years into the future," he says.

Nchege adds that to sustain the pace of new advances in technology, healthcare organisations must continue to innovate.

"Let's not wait until there's another catalyst that forces us to do something and start to think innovatively. At Novant Health, we were already deploying telehealth in our environment, so we moved it up the timeline to get it done."

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December 2021

Reinvent the patient intake experience with eSignature

Completing patient forms using eSignature improves experiences for patients and providers, while maintaining compliance, security, and privacy.

88% of healthcare respondents surveyed say e-signature is crucial for their organization.

Read the eBook

NOVANT HEALTH

“ BY CREATING A STABLE PLATFORM

BY PARTNERING WITH TOP PERFORMING PARTNERS, WE'RE ABLE TO TAKE RISKS WITH LESS PROVEN PARTNERS AND TRULY INNOVATE” ONYEKA NCHEGE

SENIOR VICE PRESIDENT AND CIO, NOVANT HEALTH

Novant Health was formed July 1, 1997 by the merger of Carolina Medicorp of Winston-Salem, North Carolina and Presbyterian Health Services of Charlotte, North Carolina. The organisation’s mission is "to improve the health of communities, one person at a time.” This is also the main driver of the digital strategy. "We are laserfocused on developing and enhancing the capabilities that are needed to thrive in this changing healthcare ecosystem," Nchege says. "We have to constantly be thinking about what we can do to ensure that we are making a difference."

Nchege explains they focus on four outcomes: “Increasing access to care, ensuring there is access everywhere and anywhere, continuing to push the continuum of care and enhancing its quality, ensuring we have world class recruitment and retention, and constantly pushing the envelope." healthcareglobal.com

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NOVANT HEALTH

Advancing digital transformation during Covid

The latter point refers to Novant Health's ecosystem of partners. These include startups, corporate partners, researchers, technology vendors, and incubators. "With each one of these there are students. We need to make sure that we continue to push the up-and-coming students today who will become healthcare professionals in the future," he says. "You have to educate people on what we mean by digital transformation," Nchege adds. "To ensure it's successful, and is adopted, you must establish a new perspective that drives meaningful change, and it begins with education.”

"Next you start to establish success criteria and make sure you have the right people in the right seats because not everyone is necessarily geared towards future technologies. Then you need to ensure you have the right technology partners to carry out a digital transformation successfully. The last part is execution."

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December 2021

Throughout the pandemic, Novant Health has been developing digital healthcare solutions to reach more people in underserved areas. These include video visits for patients to connect with their providers, interactive devices that patients themselves can use to report information back to their healthcare professionals, and non-sequential e-visits.

Through tele ICU, the critical care staff can also monitor the sickest of patients at one of Novant Health's large multi-specialty facilities using critical monitoring devices.

Another innovation has been deploying drones to deliver personal protective equipment (PPE) to team members at Novant Health facilities. "When the pandemic first started, we realised very quickly that people may not be able to get to us for the care they needed. We've been able to effectively manage PPE delivery, even with short supply by utilising drone technology to deliver critical supplies to staff."

NOVANT HEALTH

ONYEKA NCHEGE TITLE: SENIOR VICE PRESIDENT AND CIO INDUSTRY: HEALTHCARE

EXECUTIVE BIO

LOCATION: WINSTON-SALEM, NORTH CAROLINA Onyeka Nchege is senior vice president and chief information officer (CIO) for Novant Health. He has a wealth of experience in implementing technology strategy and driving digital business transformation within various global organisations. Most recently, Onyeka served as the CIO for Toyota Industries Commercial Finance, where he led a transformative journey, guiding the organisation through strategic partnerships and the establishment of an innovative and more collaborative culture.

Onyeka is deeply committed to exploring the ever-expanding role that technology plays in healthcare evolution.

“WE HAVE TO CONSTANTLY BE THINKING ABOUT WHAT WE CAN DO TO ENSURE THAT WE ARE MAKING A DIFFERENCE” ONYEKA NCHEGE

SENIOR VICE PRESIDENT AND CIO, NOVANT HEALTH

Novant Health also deploys Nuance, a deep-learning-based voice recognition tool used in 77% of U.S. hospitals. The company was acquired by Microsoft in April 2021 and has several products aimed at clinicians.

"At its heart, Nuance is a voice recognition company," Nchege says. "We used them initially as a voice to text transcription service to assist with documentation.

That relationship grew to include mobile documentation services with Dragon Medical and radiology documentation.

They are an organisation that has been a tremendous partner to us in helping us move forward and provide the capabilities that we need within our environment."

“ MAKING SURE THAT EVERYONE WHO NEEDS IT GETS NOT JUST ACCESS TO CARE, BUT REMARKABLE CARE. THAT'S THE NOVANT HEALTH WAY” ONYEKA NCHEGE

SENIOR VICE PRESIDENT AND CIO, NOVANT HEALTH

As an organisation, Novant Health needed a fast, reliable application that provided users a secure way to sign documents and agreements. DocuSign was suggested by team members who had witnessed the transformation DocuSign made for other organisations. The relationship with DocuSign has proven to be advantageous in that their partnership helped Novant Health identify overlooked areas where efficiencies could be implemented. healthcareglobal.com

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December 2021

NOVANT HEALTH

DocuSign is an easy-to-use digital transaction platform which allows users to send, sign, and manage legally binding documents securely in the cloud. There are many benefits to this partnership.

The DocuSign team quickly responds to team member questions, and they have helped us become more innovative with processes that will address the current needs of Novant Health. The utilisation of DocuSign has also been beneficial for our growing number of team members working from home. To add, this application offers a great alternative for patients to sign documents without going into an office, which potentially lessens the exposure of COVID and other viruses.

Novant Health is continuing to evaluate the application’s use in various areas across the organisation. The partnership between Novant Health and DocuSign has been remarkable.

Another very important tool is Hyland, a content management system that stores and manages scanned documents loaded in the electronic medical health records system. "Hyland is the industry leader in document and content management, so it was a no-brainer that we would absolutely go with them. This is crucial to us because it allows us to pull up the relevant documents with ease to deliver timely patient care at all times," Nchege says.

"By having a strong partner ecosystem, we're able to deliver a consistent experience for all our users," Nchege adds. "By creating a stable platform and partnering with top performing partners, we're able to take risks with less proven partners and truly innovate. Having experts like Nuance and Hyland allows us to be able to give a chance to startups that others may not necessarily give a chance to. healthcareglobal.com

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December 2021

NOVANT HEALTH

“ LET'S NOT WAIT UNTIL THERE'S ANOTHER CATALYST THAT FORCES US TO DO SOMETHING AND START TO THINK INNOVATIVELY” ONYEKA NCHEGE

SENIOR VICE PRESIDENT AND CIO, NOVANT HEALTH

"I also believe that by building a strong partner ecosystem, we can establish ourselves as a differentiator in our field. We have access to cutting edge technology that comes out of the substantial investment our partners pour into R&D that we wouldn’t otherwise be able to do with some of our other startup partners. I see that as a win-win."

For the next few years, Novant Health wants to continue investing in its ecosystem.

"We are all about patients and providing remarkable service," Nchege says. "Increased access to care when and where needed, making sure that we as an organisation continue to push the needle when it comes to enhanced quality of care across the continuum, and making sure that everyone who needs it gets not just access to care but remarkable care. That's the Novant Health way."

healthcareglobal.com

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HOSPITALS

AFFORDABLE HEALTHCARE FOR ALL 40

December 2021

HOSPITALS

Telehealth startup Antidote Health wants to create a more accessible healthcare landscape in the US; here's how they plan to do it.

WRITTEN BY: LEILA HAWKINS

A

ntidote Health is a telehealth provider that launched in January 2021, with the aim of making healthcare more affordable to US citizens.

For Carin-Belle Feder, Antidote's Co-founder and Chief Technology Officer, equitable healthcare is their ultimate goal.

"The first thing that everyone knows about the US healthcare system is that it's very expensive, and is not accessible to most people without their employers' insurance" she says. "Obviously that means that if you're not employed by a big company, or you're freelance like Uber drivers and yoga teachers, you can't really afford health insurance."

Feder is originally from Israel, and she explains that the healthcare system there is radically different. "Living in Israel, I lived in an ecosystem where it was obvious that I deserve healthcare, and to receive treatment for conditions that are painful or life-threatening.

"The founders of Antidote arrived upon a mission to provide healthcare to people who can't afford it. The way we see it is that the US medical system is not incentivised for the patient. Most of the entities in this ecosystem are incentivised just to make more money from the patient, whether it's through insurance, or the actual medical treatment" she says. healthcareglobal.com

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the digital identity company

Enabling digital transformation at the point of care Digital transformation in healthcare is being driven by the need to improve quality, reduce costs and enhance the patient and clinician experience. While rapid access to electronic systems is a key enabler, it must be balanced with security, information governance, clinical risk, and workflow management.

Fast, secure access to patient information At Imprivata, we have worked extensively with NHS Trusts to simplify processes to protect sensitive data and remove barriers to technology. Imprivata OneSign® Single Sign On (SSO) has revolutionised access to patient data at the point of care. It provides fast, secure No Click Access® that can save clinicians up to 45 minutes per shift – time that can be spent focused on the patient rather than technology.

Enthusiastic user adoption Our experience has shown that removing the frustration of slow logins increases clinical user-adoption significantly. In addition, Imprivata OneSign reduces the type of workarounds that can circumvent security (for example, use of shared logins) and compromise good governance.

Virtual SmartCard empowers remote working Our next development, Imprivata Virtual SmartCard streamlines access to the NHS Spine by replacing physical cards. The virtual smartcards can be created and deployed at scale, supporting remote working.

Digital ID is the bedrock of digital transformation As the healthcare sector moves increasingly towards digital maturity, many more systems, medical devices (for example, devices to record Observations and alert EWS), and shared mobile devices will be linked. Identity and access management solutions bring the disparate systems together, providing fast, simple access for busy clinicians.

Contact Andy Wilcox, Senior Portfolio Marketing & Enablement Manager at Imprivata: awilcox@imprivata.com to book a meeting to explore how we can help your organisation overcome the challenges to digital transformation.

LEARN MORE

HOSPITALS

why a virtual doctor visit makes sense telemedicine

“ WE WANT TO PROVIDE CARE FOR EVERYONE, WHICH IS EASY TO USE, WHICH IS AFFORDABLE, AND IS REALLY HIGH QUALITY” CARIN-BELLE FEDER CTO, ANTIDOTE HEALTH

Antidote operates as a health maintenance organisation (HMO), offering various membership plans for patients to access its network of clinicians. The monthly subscriptions start from $35; alternatively one-off payments per virtual visit are priced at $49.

It's the predominant healthcare model in Israel, and one that enables providers to keep costs down. "It means it's the same entity providing insurance and medical care," Feder explains. "It aligns our interests with

the patients. Our incentive is to take care of the people that come to us, and make sure that they receive all the care they need, including preventive care, because it will reduce costs for us in the future.

"We want to provide care for everyone, which is easy to use, which is affordable, and is really high quality" she adds.

Antidote's platform has an AI-driven chatbot that runs 24/7, asking patients questions about their symptoms to find out about their health before scheduling a virtual appointment with a doctor.

Through the platform patients can also get referrals and prescriptions. healthcareglobal.com

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HOSPITALS

“ WE CAN MAKE EVERYONE AWARE WHEN A HEALTH ISSUE AFFECTING WOMEN ARISES, INCLUDING MALE DOCTORS, SO THEY CAN GIVE IT THEIR ATTENTION” DR RACHEL MCDOWELL,

EMERGENCY MEDICINE SPECIALIST, ANTIDOTE HEALTH

"We use AI before the doctors come in," Feder explains. "We find it very important because sometimes people don't bring up questions or relevant issues when they see a doctor. Sometimes they feel uncomfortable.

We can also identify when someone has a condition that seems unrelated, but is relevant."

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December 2021

Antidote is also particularly womenfriendly. Feder explains that most of the company's employees are women, whether it's in the engineering team, data research, the product team or finance team. "I'm a huge feminist. I really believe in equal representation" she says. "This is how we approach the world generally but also I hope it will make a huge difference to the way we look at women's health issues."

In recent months there has been an outcry in the media over gaps in women's healthcare and how women's health conditions are frequently not being taken seriously. The COVID-19 pandemic has highlighted this historical issue, with one example being the failure to recognise severe disruption to menstrual cycles as a side effect of the vaccine.

"After the vaccine rollout began, I had multiple patients reach out to me with complaints of menstrual irregularity after they were vaccinated" says Dr Rachel

HOSPITALS

CARINE-BELLE FEDER TITLE: CTO Feder began her career as a cyber analyst in the Israeli military, managing technological research and training teams of more than 30 people.

She moved on to becoming a software developer for Clear Blockchain Technologies in Tel Aviv, before co-founding Antidote Health in June 2020. The startup officially launched six months later. "We believe healthcare is a basic human right and should be accessible to all" she says.

TITLE: EMERGENCY MEDICINE SPECIALIST

MEET THE TEAM

McDowell, an Emergency Medicine Specialist and Antidote clinician. "I think that just saying, "this is something we're seeing after the vaccine, it goes away over months, and it's not just happening to you can be reassuring.” Asking a question to someone, who is immediately available and with the correct knowledge, is hugely important for women."

Technology can also play a role here.

"With our technology, we can reach out across different platforms to all the doctors in real time, to alert them when an issue comes up, and to be aware of it," McDowell explains. "This means we can make everyone aware when a health issue affecting women arises, including male doctors, so they can give it their attention.

Just having that message across the company, that these things are important, makes a difference."

Antidote also intends to use technology to research and identify health issues. "As

DR RACHEL MCDOWELL

McDowell is an Emergency Medicine Specialist. She studied emergency medicine at the University of Arkansas and has worked at hospitals including Frederick Memorial Hospital and Advocate Good Shepherd Hospital in Maryland.

Of joining Antidote she says: "It's been so rewarding. It's really fulfilling that people call and say they didn't know how they were going to get care otherwise. Being able to help them find care makes a huge difference and I think a lot of physicians have come to the platform because of that.

"It's not just a job, it's really helping people that need it."

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HOSPITALS

“ WE WANT TO GIVE OUR DOCTORS THE BEST TOOLS, SO THEY CAN DO THEIR JOB TO THE BEST OF THEIR ABILITIES” CARIN-BELLE FEDER CTO, ANTIDOTE HEALTH

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HOSPITALS

an AI company, we want to use technology to identify common issues and irregularities in the way people are behaving, and what their needs are. Our technology is built in a way that when we see a person's condition, we can dive deeper into the most common issues, and bring those issues to the attention of doctors faster," Feder says.

The AI bot is also beneficial to doctors, because it saves them having to repeat the same questions over and over. "We never want to take the risk that a doctor will have a moment of tiredness and miss something important," Feder says. "We want to give our doctors the best tools, so they can do their job to the best of their abilities."

Another aspect of Antidote's AI is using it to issue notifications. "We can use our system to alert patients of an issue, asking them how they feel, and advising them if they need to take better care of something," Feder says.

"We're looking forward to putting more and more of our technology into what the doctors use daily, in order to make sure that they have the best tools for their work."

The company is also developing technology that will enable them to move into preventive care and provide care for chronic conditions. "This will use our AI to make sure that people's conditions are being monitored. We want to make people's lives better in a way that they're not worried about losing their job if they get sick. These issues are part of the daily life of millions of Americans which seems like an insane situation to us - we want to reach as many of them as possible." healthcareglobal.com

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MSD

BUILDING A DIGITAL SUPERHIGHWAY

WRITTEN BY: LEILA HAWKINS & CLARISSE DIAS DA MOTA PRODUCED BY: TOM LIVERMORE

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MSD

We speak to pharmaceutical leader MSD (Merck in the US and Canada) about digitising the supply chain and their global blockchain innovation programme

M

SD's origins go all the way back to the 17th century, when Friedrich Jacob Merck purchased a drug store in Germany, which later evolved into a drug manufacturer. Today it is not only one of the world's largest pharmaceutical companies but is also one of the world's biggest companies in any sector, ranked 69 on the 2021 Fortune 500 list.

Five years ago, MSD began a digital transformation programme, with the aim of accelerating growth and modernising operating models across the business, including the supply chain.

Paolo Migliari, Executive Director Supply Excellence and Head of Connected Channels Global Blockchain Programme explains that the patient is at the core of the digital project. "Everything we do in terms of digital transformation should be patient-centric.

Whatever we build in our digital portfolio must have the patient at the centre."

MSD has a "plant to patient" programme with four key priorities: leveraging data to enable automation and move towards more advanced analytics; streamlining decisionmaking and ways of collaborating; focusing on growth drivers; and innovating with Blockchain technology to create additional value.

A key goal is to get products to the patients as fast as possible, as well as reducing overall cost and friction. "We are building solutions

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to make the supply chain more secure and of higher quality, by helping other institutions help with patient adherence" Migliari adds. "The aim is to create an ecosystem that will allow usto make this possible."

Within MSD's digital transformation is a digital logistics programme. Fredric Brut, Head of Supply Chain for EMEA and APAC, explains: "Supply chain transparency and real-time visibility of inventory positioning and movement, driven by increased value of freight, time and temperature sensitivity of the product portfolio, and potential for freight diversion, offered an opportunity to engage in more real-time alert track and trace technology.”

In 2015 MSD began to review its technology, and invited TransVoyant on board as a partner to provide IoT capabilities.

TransVoyant provides a consolidated data platform that helps MSD track products through IoT (Internet of Things) monitoring services, that offer real-time visibility and responsiveness in terms of shipment position, temperature, light and other critical aspects of shipping.

"TransVoyant is a key partner for us," Brut says.

"We leverage their digital technology in a cloudbased platform, to drive data integration, return shipment visibility, lane risk assessment and predictive analysis. It's a really great application and service for us to track our products through. and with some 3rd party warehouses”.

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See. Understand.

Improve.

TransVoyant provides real-time transparency and live situational awareness enabling actionable intelligence for end-to-end global supply chains.

� �

P

redicting Supply Chain Behaviour Using Big Data, ML/AI, and Blockchain

Jim Butera, Vice President of Customer Growth, explains how TransVoyant provides real-time actionable intelligence to supply chain professionals TransVoyant’s world-class Continuous Decision Intelligence (CDI) platform tracks over one trillion events per day to provide supply chain professionals with live transparency, real-time situational awareness and predictive insight. The company’s customers are forward-leaning companies with complex global supply chains that need to ensure their high-value/ high-consequence goods are delivered on time and in proper condition. Top tier pharmaceutical, automotive, consumer goods and industrial supply companies are lining up to work with them.

Since 2012, the company has analysed big data streams with its proprietary ML/AI models to help predict arrival times, anticipate delays due to global events, measure lead times, optimise capacity, labour, and inventory. This enables customers to proactively find opportunities to cut costs, improve customer service and anticipate disruptions.

Data-Driven Insight To provide the type of out-of-the-box intelligence in which TransVoyant specialises, you need:

•

Enterprise Data. Orders from ERP, inventory from warehouse management, and shipments from transportation systems.

•

Trading Partners Data. Intelligence that is collected from outside of the four walls of the enterprise but that remains relevant to the company’s industry.

•

Risk Events. Natural disasters, epidemics, and geopolitical upheaval: anything that surrounds and could impact a company’s supply chain.

TransVoyant immediately brings two out of three sources to the table: trading partners and risk event data. Fused with its customers’ enterprise data using a private blockchain, applies ML/AI, automation, and customers get actionable supply chain intelligence.

Self-Service Software As TransVoyant continues to evolve and mature, its clients increasingly use its platform to achieve unique, company-specific supply chain insights—all without TransVoyant’s help. “It’s a new paradigm given my 20+ years in the enterprise software space”, Jim says. It has never been easier or more cost-effective for customers to digitally transform their supply chains”.

learn more

MSD

A good example of how real-time information is key in achieving a secure supply chain is how it supported MSD during the Suez Canal blockage in March 2021.

"With just one click we could check where our products were. At the time we had 12 shipments going from Europe to Asia Pacific, and fortunately, they had already passed the canal, but we were able to immediately identify and ensure this."

The use of IoT has provided MSD with several clear benefits to date. "In less than 18 months and to prevent loss of product in transportation we have tracked 7,000 shipments, reduced shipment expenses and inventory discards, optimised the sales when supply is constrained, increase our company reputation from missed customer commitments and made insurance premium cost reductions," Brut explains. The total sales value of benefits is above average, he adds.

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“ WE ARE LOOKING AT HOW WE CAN UTILIZE BLOCKCHAIN TECHNOLOGY TO BUILD AN EXTERNAL DIGITAL SUPERHIGHWAY THAT WILL GATHER AND PROVIDE INFORMATION. FOR MSD BLOCKCHAIN IS A GAME-CHANGER” FREDERIC BRUT

HEAD OF SUPPLY CHAIN EMEA & APAC, MSD

Building a digital superhighway

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To date, all manufacturing sites, including critical CMO Partners, have been enrolled and are utilising the complete digital portfolio, or are engaged with the IoT device use, as the global implementation is finalised.

Next step will be to use digital logistics data as an input source and with a supply chain control tower, reduce resource intensity and mitigate logistics disruption. We want to also facilitate the integration to other data sources and ecosystems to improve collaboration within the logistics networks.

The COVID-19 pandemic highlighted the importance of supply chain visibility. “At the start of the pandemic, due to restrictions imposed in many countries, across the world, we saw massive supply disruption that rippled through the entire chain, causing shortages of different products in many locations. From this experience, many organisations and governments see the importance of supply chain resilience.

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Through digitalisation, and a trusted network ecosystem, organisations can make use of connected devices and leverage the application of digital twins in their supply chain operations. This will allow a bird’s eye view of the end-to-end supply chain, enabling real-time alerts of potential risk events, quicker decision making, and greater flexibility to react to sudden shocks globally, ensuring patients and customers of MSD can continue to rely and trust on a stable supply.

In a post-pandemic world, the behaviour of consumers (and patients) has changed as well, the shift in frequency/channel of purchase will require a corresponding change in supply chains. So digitalising our supply chain will allow for the organisation to better cater to this paradigm shift – for example supply-replenishment, connectivity with e-commerce platforms (direct to consumer model for prescription medicine),” Brut says.

MSD

FREDERIC BRUT TITLE: HEAD OF SUPPLY CHAIN EMEA & APAC INDUSTRY: PHARMACEUTICALS

EXECUTIVE BIO

LOCATION: SWITZERLAND Brut joined MSD in 2013, initially as the Head of Global Logistics & Operations for the EMEA region. He has moved into several senior roles while here before becoming Head of Supply Chain for EMEA and APAC in May 2020.

Before MSD, he spent five years as Head of Operations and Supply Chain for Walgreens Boots Alliance, one of the largest pharmacy retail companies in the world.

Brut is Non Executive Board Member at Sitel Group (BPO, Digital transformation) Brut describes himself as an inclusive leader, inquisitive, self-assured, and dedicated to empowering people.

“ SUPPLY CHAIN TRANSPARENCY AND REAL-TIME VISIBILITY OF THE INVENTORY IS KEY” FREDERIC BRUT

HEAD OF SUPPLY CHAIN EMEA & APAC, MSD

Daniel Laverick, VP, Head of Digital and Data Solutions at Zuellig Pharma, tells us about innovations in blockchain technology and working with MSD.

Laverick focuses on developing customerfacing innovations to enable secure ordering and ensuring the pharmaceutical supply chains are visible.

Zuellig Pharma was founded nearly 100 years ago, and has grown to become one of the largest healthcare service provider groups in Asia, valued at US$13 billion.

Key products include the online ordering portal eZRx, and eZVax, a solution that provides governments, local health authorities and the private sector with end-to-end vaccine management.

The latter is primarily used for the COVID-19 vaccine currently, but Laverick says the plan is for this to be used for any vaccine in the future.

Another important service is the eZTracker solution, which uses blockchain-

based technology to drive transparency and visibility in the supply chain for product authentication. eZTracker’s partnership with MSD began in 2020 when eZTracker was deployed in Hong Kong to enhance the traceability of Gardasil®9, MSD’s HPV vaccine.

Laverick explains how eZTracker works: “As the vaccines move through various handover points in the supply chain, the products’ data points are loaded into eZTracker’s secure blockchain ledger, and this ensures it can’t be tampered with.

Users such as healthcare professionals and patients are able to verify the authenticity of the vaccines by scanning a unique data matrix code on the product pack.”

Collaboration between the two companies has grown since then. “We work closely with MSD’s Connected Channel globally, as well as the regional teams, on expanding the use and outreach of eZTracker” Laverick says. “It really is to support the initiative that MSD has, to go from plant to patient and track and trace its product and material movements.”

Zuellig Pharma recently completed a project to explore how blockchain technology can be leveraged further to provide more visibility around inventory and streamline ordering processes. Next, Zuellig Pharma is looking at ways MSD can have a self-operated node to be in control of the data the blockchain contains.

“We have a very strong partnership with MSD” he adds. “We look forward to continuing to build on this, and seeing how we can support digitally enabled end-to-end supply chains, and the vision to track from plant to patient.”

Learn more

MSD

PAOLO MIGLIARI TITLE: EXECUTIVE DIRECTOR SUPPLY EXCELLENCE INDUSTRY: PHARMACEUTICALS LOCATION: ITALY

EXECUTIVE BIO

Paolo joined MSD in 2019 to set up and lead the Connected Channels blockchain programme and to drive MSD’s engagement in the blockchain sector and PharmaLedger consortium.

Paolo has over 20 years’ experience in pharmaceutical data analytics. He combines the use of technology with a deep knowledge of the pharmaceutical market and its dynamics acquired through consulting activities for several large pharmaceutical companies and many years in business development in companies such as Aegate, CegedimDendrite, IMS Health and Codd & Date.

“ EVERYTHING WE DO IN TERMS OF DIGITAL TRANSFORMATION SHOULD BE PATIENT-CENTRIC” PAOLO MIGLIARI

EXECUTIVE DIRECTO SUPPLY EXCELLENCE, MSD

MSD

Another key element of MSD's digital journey is the use of blockchain technology.

"Imagine a future where we digitally connect to our external partners," Brut says. "We are looking at how we can utilise blockchain technology to build an external digital superhighway that will gather and provide information, even make decisions based on algorithms built into the blockchain. For MSD, blockchain is a game-changer."

Blockchain is a team effort, Migliari says, and for this purpose, MSD is part of a research and innovation consortium called PharmaLedger where the company has heavily invested to build the collaboration and network with 11 pharmaceutical companies and 17 other entities, including patient representative organisations, research, and academic organisations. It is a three year expedited co-creation effort

between the industry and healthcare stakeholders. The project is sponsored by the pharma industry – EFPIA and the EU Commission with a total EUR 22 million funding.

Industry collaboration is the key success factor in the journey to unleash the power and potential of blockchain technology.

MSD has been championing this challenge with the creation of a Global Blockchain Consensus Board. The forum, which has so far brought together 14 of the biggest pharmaceutical companies in the world to facilitate progress in blockchain adoption, has no cost, is open to all industry members to join and operates under a legal framework and anti-trust compliance.

"In terms of the ecosystem we have to engage in mindful supply chain partnerships," says Brut. "For instance, MSD is also partnering with wholesalers, distribution partners and clinics in Asia Pacific and Canada to seek rapid customer integration, demonstrate the benefits achieved, and meet the transformation agendas of governments while leveraging the digital twin and blockchain capabilities.”

If we talk about applications on top of blockchain-enabled networks, our goal is expand our business case portfolio and the deployment of solutions under major capability areas, such as product traceability and anti-counterfeiting; eLeaflet; inventory visibility; and auto-order management, Testing on Importation among other possibilities at the supply chain domain.

In clinical trials we explore eRecruitment, eConsent , IoT use in trials and more through the consortium.

Geography is equally important, as it can dictate the partnerships, choice of network, with the most useful applications (i.e. anticounterfeiting in emerging markets and eLeaflet for paperless markets). healthcareglobal.com

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1891

YEAR FOUNDED

Biopharmaceutical INDUSTRY

74,000

NUMBER OF EMPLOYEES

$48bn REVENUE

This can be achieved with technology.

The objective is to have a foundational stack with a modular architecture, to join existing networks vs creating our own, depending on geography and aligned strategies.

Zuellig Pharma supports the physical distribution, warehousing and order fulfilment of MSD products in the Asia Pacific region, through blockchain-based solutions. An example of this is the mobile application used in Hong Kong for MSD’s Gardasil®9, HPV vaccine. It was created to enable healthcare providers and patients 62

December 2021

to verify the provenance on a unit level and report suspicious packs and with that help increase safety in a region challenged by counterfeit medicines.

In APAC, MSD and Zuellig Pharma are co-developing and testing a trusted network to which MSD expect will attract more of its Pharma peers. The partnership with distributors and wholesalers adds enormous value to the traceability of pharmaceutical products, without the partnership of Zuellig Pharma or other distributors the final benefit to the customer and patient would be reduced.

MSD

“WE CALL IT CONNECTED CHANNELS BECAUSE WE NEED TO BE SURE THAT THE ECOSYSTEM WE ARE BUILDING, STARTING FROM THE MANUFACTURER AND ENDING WITH THE PATIENT, IS CONNECTED” PAOLO MIGLIARI

EXECUTIVE DIRECTO SUPPLY EXCELLENCE, MSD

Having a robust, external partner network is part of MSD's Connected Channels programme. "The reason we call it Connected Channels is because we need to be sure that the ecosystem we are building, starting from the manufacturer and ending with the patient, with partners, stakeholders, pharmacies and doctors in the middle, are all able to be connected with each other" Migliari explains.

Connecting these different actors must require little effort - it could be via an app on a smartphone, or a system used to manage a clinics. "It's so patients and healthcare practitioners can really take advantage of what we are building as an added service and can be part of that value creation as well."

Migliari says they are ensuring data will be correctly managed and secure and will also enable patients to take ownership of the data. The architecture must have “privacy by design” as its core concept and data must be self-sovereign for the people using it.

“It's really an environment where all the partners and stakeholders own their own data and understand how this data is used."

Migliari emphasises that it's important for pharmaceutical companies to collaborate with each other. "Pharmaceutical companies absolutely must compete, but we also need to really take advantage of collaboration,

within legal parameters, especially in the case of logistics. All pharmaceutical companies should collaborate to be sure that the genuine product will arrive as fast as possible to the patient."

Collaboration will also help to reduce counterfeit products, another key aim of the aforementioned PharmaLedger. "Once we have all the pharmaceutical companies and supply chain partners on board it will really change our approach and make the environment easier to use and also more secure," Migliari says.

He hopes the concept will become widely adopted. "The idea is great, and this digital ecosystem will be of advantage to everybody as the purpose is to be patientcentric. I believe that is an objective of all pharmaceutical companies."

MSD’s digital innovation journey is the walk of the talk. It started with a good look into its own operations and infrastructure and in finding the right partners to digitalise logistics. Now it continues to evolve towards an outward focus and the creation of a common utility network which the industry can adopt, and customers and patients can benefit from.

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DIGITAL HEALTH

The importance of

interoperability in hospitals Mike Lipps, CEO of Intelerad, tells us how between systems improves hospital operations WRITTEN BY: LEILA HAWKINS

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I

ntelerad Medical Systems provides medical imaging solutions to healthcare providers around the world, within hospitals, to radiology groups and cardiovascular care settings.

A key challenge for these facilities is interoperability. Here Mike Lipps, Chief Executive Officer and President of Intelerad, explains how their enterprise solutions can resolve this.

Lipps sees three main challenges currently affecting healthcare organisations. As a result of the pandemic a major issue is loss of revenue, with US healthcare providers losing $323 billion in 2020.

In addition hospitals and health systems in the US are shifting to a value-based care model, where they are paid depending on the quality of the care that they provide, and the speed with which they provide it. Lipps says this is forcing them to think differently about how they operate and how they use technology to support the people who ultimately keep the hospital running.

In specialist areas such as radiology there is a shortage of practitioners, and

DIGITAL HEALTH

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Embracing the Digital Economy in Health.

Find out what Australia’s digitisation opportunity means for Health.

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DIGITAL HEALTH

Mike Lipps TITLE: CEO COMPANY: INTELERAD INDUSTRY: MEDICAL DEVICE LOCATION: UNITED STATES

“ The goal of any hospital and health system has to be to reduce complexity as much as they possibly can” MIKE LIPPS CEO, INTELERAD

this is where Intelerad steps in. "Hospitals and health systems have to think about this radiology shortage, whether they are in North America or Europe or anywhere else in the world. How can they make radiologists more productive and make their experiences better, so that ultimately they can build a broader network of practitioners" he says.

"That's one of the areas where we can help."

Intelerad offers a range of tools including diagnostic viewers for radiologists and cardiologists to read images, the archives

Lipps has over 20 years of software industry experience at companies such as Intuit and LexisNexis.

He joined Intelerad in 2020, where he is focused on expanding the company's market penetration and coverage in the United States.

Previously, as CEO of global enterprise software provider Insightsoftware, he led the company through 14 acquisitions and over 400% growth in two years.

"I'm a lifelong software operating executive - I've been doing this my entire career in a number of different industries that serve professional services" Lipps says. "I spent nine years at LexisNexis, building software for lawyers. All of that led to this role at Intelerad. I've had a lifelong desire to be in the field of healthcare IT. "When you look at the way technology is having an impact on the ability to deliver quality patient care around the globe, for someone who has never been a medical professional, it's exciting to be in a company that can be part of this impact."

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DIGITAL HEALTH

Founded in 1999, Intelerad is a medical imaging software provider that specialises in diagnostic viewing, reporting and collaboration solutions. The company recently acquired LUMEDX, a leading provider of healthcare analytics and cardiovascular information systems, expanding the company's ability to provide enterprise imaging and cardiovascular expertise.

The company currently serves over 300 healthcare organisations around the world, such as hospitals, radiology groups, imaging centres and clinics.

Intelerad continued was recently acknowledged by a Best in KLAS recognition, ranking #1 for PACS Asia/ Oceania in the 2020 Best in KLAS: Global Software (Non-US) report.

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where the images are stored, and the workflow engines that route studies to practitioners to help them make better use of their time. "These are what we call PAC systems or picture archives, and we provide them for radiology and cardiology as well.

These tools create a more efficient process for hospitals and health systems."

"Regardless of where you are in the world, it's ultimately about the quality of the experience for the radiologist" Lipps adds. "I liken it to when they went to medical school, they did it because they wanted to be able to serve patients. Then they find a lot of additional things that they have to do just to be able to serve patients to the best of their ability. I think that's where technology ultimately can be a big factor in creating a better experience for them, as we can help simplify their worklist every day and make them more productive and efficient."

For example Intelerad's technology can make sure they're looking at the most

DIGITAL HEALTH

“ It’s about making sure that future radiologists look at this field and feel like they can both make a quality living and have a great experience to be able to do what they love” MIKE LIPPS CEO, INTELERAD

important images first to help them prioritise the most urgent cases.

Absolutely essential to this, is interoperability. "If you think about all of the tools in a practitioner's environment, from the EMR, to the images, the viewers and the archives, and then the analytics tools that sit on top of that, the AI tools that are increasingly becoming more important and the reporting tools - it's a really complex environment. Complexity increases cost, and increases the time that it takes to be able to diagnose patients and ultimately to be able to treat them" Lipps says.

"The goal of any hospital and health system has to be to reduce that complexity as much as they possibly can. They have an incentive to do it, because they have to find ways to lower their costs and because it leads to better patient outcomes. By looking at their technology platforms, and finding ways to simplify those systems in a way that creates better end user experiences for the

patient and the practitioner, hospital and health systems will improve the quality and standard of care going forward."

While having less complex systems seems obvious, up until recently the tech didn't exist to make this possible. "For a while there was this mentality in healthcare of having best-of-breed solutions. There was this false premise that you had to have an individual radiology system and an individual cardiology system, and each one had to have their own archives and workflow tools. I would argue that the technology landscape has changed to the degree that for example, you can have a singular archive that serves multiple modalities. That ultimately lowers costs, reduces complexity, and increases the speed at which care can be delivered.

"You can have simpler, fewer systems and broader platforms without sacrificing the quality that you get for the individual modalities," he adds.

Cloud technology has been a huge enabler of this. "You can do things like archive in the cloud in a way that you couldn't have done 5-10 years ago" Lipps says. "That creates the ability to route these images inside the hospital and outside of the hospital. If you think about what's changed during the pandemic, radiologists having an imaging system they could use outside the hospital was a success. The cloud enables that distribution - the ability to simplify those platforms, have fewer different tools, less integrations and less cost and complexity. I think leading hospitals and health systems now are certainly looking at that and are really taking advantage of trying to simplify their technology footprint."

One example of this is a leading hospital in Canada that Intelerad works with.

"They effectively moved a lot of their healthcareglobal.com

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DIGITAL HEALTH

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DIGITAL HEALTH

“ If you think about what's changed during the pandemic, radiologists having an imaging system they could use outside the hospital was once a nice to have” MIKE LIPPS CEO, INTELERAD

environment into a hosted environment, that we as a technology organisation can manage for them. They've lowered their footprint and costs. And because we have multiple diagnostic viewers for radiology and cardiologists, we provide an entire cardiovascular service line solution, in addition to our core radiology PAC System.

"That means they're able to serve multiple modalities from one provider. As a result, they're getting the benefits of economies of scale and having just one vendor to work with to ensure that the entire system works."

"When you start thinking about the cost, and the number of people within a health system required to manage lots of vendors, it's quite an undertaking," Lipps adds.

"Simplicity ultimately has lots of benefits, both from an end user patient standpoint, and for the practitioner most of all. It is making sure that potential future radiologists look at this field and feel like they can both make a quality living and have a great experience to be able to do what they love. We can achieve a lot of that by creating better technology backbones, that put them in a better position to be successful." healthcareglobal.com

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Becoming Canada's First Integrated Health Organisation WRITTEN BY: LEILA HAWKINS

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December 2021

PRODUCED BY: JAKE MEGEARY

GREEN SHIELD CANADA

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GREEN SHIELD CANADA

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GREEN SHIELD CANADA

Green Shield Canada tells us about becoming Canada's first health insurer to integrate health services, all with a strong social mission at its core

G

reen Shield Canada (GSC) is best known as one of the country's largest health and dental benefits providers, and in the six decades since it was established has maintained its social mission at its core.

Bill Wilkinson, a pharmacist from Windsor in Ontario, decided to start the company after a young mother visited his store and was faced with having to choose between paying for her daughter’s prescription or her own. This led Wilkinson, along with four other pharmacists, to create North America’s first pre-paid drug plan, a concept that is widely in use today.

CEO and President Zahid Salman explains that GSC today remains committed to its structure as a not for profit, social enterprise whose business earnings are used to fund its social impact priorities. "Our business activities, community investment and health system advocacy work all support better health outcomes in our communities,” he says. "In the end, we operate for the purpose of making it easier for people to live their healthiest lives, and our mission is delivering meaningful solutions to improve health and wellbeing. Our purpose and our mission are what guides our business and social impact priorities."

To better serve its customers, GSC is currently repositioning itself, from being solely a health and dental benefits carrier to being Canada's only integrated health healthcareglobal.com

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GREEN SHIELD CANADA

"We're moving to radically enhanced CRM capabilities, new data and analytics platforms, and develop an increased cloud posture" DAVID WILLOWS

EVP INNOVATION AND MARKETING

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December 2021

services organisation with capability across health insurance, pharmacy benefits management, health and benefits administration, and health services delivery.

Salman says this expansion will in turn help increase the company's social impact. It will generate greater funding and provide new service capabilities that can be deployed in local communities.

This has led to the current focus on digital transformation at the company, which will be crucial as GSC enters new markets and deploys new services. "A key component of the broader business transformation we are undergoing will be digital, as the vision for our future business models is digitalfirst," Salman says. "While GSC has always been strong from a technology perspective,

GREEN SHIELD CANADA

ZAHID SALMAN TITLE: CEO AND PRESIDENT

as evidenced by our proprietary Advantage claims and pharmacy benefits management platform being used by other providers in the market, being digital-first across our business lines will need to be enabled by things like increased agility, having greater customer insight, delivering improved analytics to our plan sponsors to support their decision making, and by better leveraging the cloud."

The company recently took its first step along this journey by launching “GSC everywhere”, a web and mobile portal that serves existing plan members, and that was co-designed with their input. "The aim was to be modern and flexible and ease navigation for the basics – claim submission and eligibility checks" David Willows, EVP

EXECUTIVE BIO

COMPANY: GREEN SHIELD CANADA Zahid Salman joined Green Shield Canada as CEO and President in September 2018.

Prior to this he spent several years in executive roles at various global HR services and wellbeing organisations.

He says that what drew him to the position at GSC was the focus on its social mission, and being able to expand its social impact.

Salman describes his management style as "results oriented, but client and people focused. That fits nicely with our organisational values, which are putting client's needs first, positioning people for success, and committing to a culture of excellence.

I think my style has definitely evolved over the years based not just on what I've experienced and learned, but also based on the attributes needed to lead today. The workforce has vastly different expectations compared to 30 years ago."

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Seismic or small, change is all around us With technology and human ingenuity, we can make change work for you and your business.

Let there be change

Accenture and GSC: Building a prosperous relationship Paulo Salomao of Accenture tells us how they are helping Green Shield Canada to digitally transform their business.

Paulo Salomao is a Managing Director for Financial Services at Accenture Canada, where he has overall responsibility for the company’s insurance business in the country. He is also responsible for the day-to-day partnership with Green Shield Canada (GSC), one of the country’s largest health and dental benefits providers.

Salomao explains that the partnership formed when GSC was looking for a lead partner to help drive their ambitious digital transformation program. “They wanted to both introduce a new digital health business, as well as drive a step change in the performance of the legacy group benefits business” he says.

Accenture is a global professional services company with leading capabilities in digital, cloud and security across 40 industries. The firm offers Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. “We have around 10,000 strategists globally, which is on a par with the largest strategy firms around the world. We also have

around 50,000 professionals who help our clients bring transformation to life through people, technology, and change efforts” Salomao explains. The company is also the largest digital marketing agency in the world, with more than 60,000 data and analytics professionals.

Salomao says that partnerships such as the one with GSC are at the heart of Accenture’s business. “It’s very difficult to unlock substantial value for our clients through one-off efforts, so the primary focus of our organisation is to develop partnerships with clients like GSC. We go out of our way to ensure these are win-win, and they create value for all of those involved.”

The partnership is still in its early days, and Salomao says their key objective is to become the partner that will help them achieve their broader digital transformation aspiration in a way that is both cost efficient and market-relevant. This will involve three main things: taking GSC’s existing capabilities and complementing them with new cloud, CRM, data and analytics technologies; futureproofing the legacy business so GSC can quickly react to changes in the operating environment; and bringing together the legacy business and the new digital health business, so GSC can continue to be a market leader. “When we successfully do that, then I think we’re going to have a very prosperous partnership with GSC for many years to come” he says.

Learn more

GREEN SHIELD CANADA

GSC: becoming Canada's first integrated health organisation

for Digital, Innovation and Brand Experience explains. "Of course, it being 2021, we put in lots of API layers too, in order to allow our partners to plug in and bring added health services to our customers – all part of our vision of evolving into an integrated health services company.”

The platform took existing legacy software and modernised it, and Willows explains they are planning to ramp up their digital capabilities. "We're moving to radically enhanced CRM capabilities, new data and analytics platforms, and developing an increased cloud posture. This is a much longer term initiative, over three to five years, and it will certainly be more complex for the organisation, but it will serve our commercial goal of moving from core health and dental benefits administration to an integrated healthcare company."

Willows says that GSC's digital strategy was profoundly impacted by COVID-19, particularly in terms of delivering care 80

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GREEN SHIELD CANADA

"We operate for the purpose of making it easier for people to live their healthiest lives" ZAHID SALMAN

PRESIDENT AND CEO

DAVID WILLOWS TITLE: EVP INNOVATION AND MARKETING

EXECUTIVE BIO

COMPANY: GREEN SHIELD CANADA David Willows has worked at GSC for 10 years, during which time he has primarily worked in product innovation and branding.

Like Salman, he also worked at AON where he spent four years as senior vice president. Before that, he had focused on driving innovation into Life and Disability management at Canadian insurers in senior leadership positions.

"I look back and feel I've had some tremendous leaders who have mentored me and opened my eyes to what works and possibly what doesn't," he says. "I love to surround myself with very capable, smart people who are creative as well. Once those people are with you, you trust them to use the skills that they bring to bear, and empower them to do the work.

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"Our digital transformation will deliver digital services and help patients more effectively navigate care" ZAHID SALMAN

PRESIDENT AND CEO

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virtually. "I look back at 2018 and 2019 when we were starting to strike our first investments in virtual care, and displaying these new capabilities to Canadian employers, and by extension, their plan members. There was interest, but I'd say their thinking was that they didn't want to commit new or existing funding to it.

"That changed quickly in March last year," he adds. "All of our data suggests that the attitude of plan sponsors and plan members has changed quickly. Namely, by living through a life of lockdown and not having access to traditional services, digital health services were more front of mind.

The response has been universally positive, both with the customer experience and satisfaction with health outcomes. Now we have a landscape where we can expand these offerings."

GSC's partnership with Accenture is enabling the company to add new capabilities it hasn't had before. "We just built the new GSC everywhere platform, and historically we had built and managed these platforms on our own. We were confident upgrading such offerings on our own," Willows says. "But when we are talking about introducing vastly increased CRM capabilities, changing and adding data and analytics platforms, and increasing our cloud posture, a lot of this will be new to the organisation. We're able to say that for this next generation work we need to enhance our team with additional subject matter experts and certainly Accenture is a company that has done this with organisations small, medium, and large many times before."

Having a strong partner ecosystem will be vital to this digital mission. "It was a really critical topic even before we contemplated some of the specific aspects of our digital

GREEN SHIELD CANADA

1957

Year Founded

Health Benefits and Services Industry

1200

Number of Employees

$800M Revenue

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transformation," Willows says. "People are doing good work in digital health in Canada… they're ahead of the curve and in the market already. As a company of 1200 people, we're not going to build everything from scratch.

Early on we made strong connections in the technology and virtual health communities, and have curated, we think, offerings on the virtual health side that are the best of the breed. We certainly will not be able to deliver on our vision without having very strong, mutually beneficial ties with both technology and virtual health partners."

Ultimately, Salman says that the priorities of GSC's digital journey are driven by the needs of customers. "They're looking for convenient, seamless services that can 84

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"We're focused on repositioning Green Shield as an integrated health services organisation. By doing this we'll help improve the health and wellbeing of Canadians across the country" ZAHID SALMAN

PRESIDENT AND CEO

GREEN SHIELD CANADA

be accessed whenever they want, from wherever they want. From a services perspective their needs have evolved rapidly as a result of the COVID-19 pandemic, and now they're increasingly focused on things like mental health, faster and easier access to physicians, and more cost-effective procurement of prescription drugs.

"The pandemic has shown everyone the great potential solutions like digital mental health, telemedicine and e-pharmacy have to improve the patient experience. The digital transformation we're contemplating will enhance our ability to not only deliver digital services like these, but also connect them where relevant, and help patients more effectively navigate care."

There are also benefits to the workforce, as things like automation will add speed and efficiency to routine tasks. "This will enable GSC to better focus on helping people, which is the reason people choose to work here," Salman says.

Looking ahead, GSC has several projects in line with its social mission.

One is the Green Door Project, launched in 2020 with the University of Toronto to establish a new dental clinic providing free care to underserved populations, alongside conducting a five-year research programme. "This is actually the largest single donation to dental public health research in Canadian history," Salman says.

"We'll also be launching a signature women’s mental health programme later in 2021. Recognising the adverse impacts COVID-19 has had on female participation rates in the workforce, our aim is to provide necessary supports to reverse that trend, with a particular view to facilitating women’s movement into leadership roles, recognising both historic underrepresentation as well as the ways the pandemic has further exacerbated this. We think this is a very important programme that we'll expand over the next three to five years.

"From a business perspective, we'll remain focused on our multi-year business and digital transformations, with the goal of repositioning Green Shield as an integrated health services organisation.

By doing this we believe we will help improve the health and wellbeing of Canadians right across the country."

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FEATURE HEADER TECHNOLOGY

HOW TO MANAGE HEALTHCARE‘S IoT'S

DATA EXPLOSION How can healthcare providers manage the explosion of IoT data to improve health outcomes? We asked Broadcom's Nicole Fagen WRITTEN BY: LEILA HAWKINS

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FEATURE TECHNOLOGY HEADER

W

hen the first wireless devices were introduced to enable remote monitoring of patients' health conditions, it was nothing short of a revolution. As well as freeing up hospital beds for patients with more serious conditions, it gave the monitor wearer the ability to be able to go about their usual day, such as in the case of blood pressure monitors, which although clunky in their early days have now become far more discreet.

The COVID-19 pandemic highlighted another huge benefit: infection prevention, by minimising hospital visits and contact.

The network of physical devices that contains the sensors and software that

make this remote monitoring possible, is the Internet of Things (IoT) and wearable devices like Fitbits and Apple Watches.

"I happen to be a runner, and I’ve used monitors for two decades," explains Nicole Fagen, Director of Product Management & Strategy for AIOps and Automation at Broadcom. "They constantly improve what they're able to track. Initially it was just heart rate, and then it was how many steps, then altitude, then it was how fast I was running – and then it could map my whole run. So every step of the way, monitors collect more data that give doctors more insights that they are able to leverage. healthcareglobal.com

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TECHNOLOGY

“BY CAPITALISING ON HYBRID IT ENVIRONMENTS, HEALTHCARE CAN TAKE ANOTHER LEAP FORWARD IN PROACTIVE CARE” NICOLE FAGEN DIRECTOR, PRODUCT MANAGEMENT, BROADCOM

"This is happening across the healthcare industry; a lot of these devices now send data to doctors in real time. Years ago, I wore a heart monitor for medical reasons for a while. I had to bring the device back to my doctors and they would download the data from the device so they could do their assessment. Now it’s all done remotely."

But while the devices are becoming ever more sophisticated, Fagen says there is a way to go in terms of analysing the date efficiently.

"These tools are literally creating billions of pieces of data every day, which is good news for medical professionals who rely on information to keep individuals and communities healthy. Unfortunately, the infrastructure needed to collect, store, and analyse this data is often years or decades behind the wearables that create and transmit it," she says.

To really make best use of it, she says there needs to be an integrated system to collect it. "Because there are so many different devices on the market today, it is difficult for hospital IT departments to get a holistic evaluation of patients who track their daily runs with a Fitbit, their heart rate with an Apple Watch, their glucose levels with a DexCom, and their food intake with the MyFitnessPal app," she says. healthcareglobal.com

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TECHNOLOGY

Nicole Fagen TITLE: DIRECTOR, PRODUCT MANAGEMENT COMPANY: BROADCOM INDUSTRY: SEMICONDUCTORS LOCATION: UNITED STATES Nicole Fagen joined global tech company Broadcom as Director of Product Management and Strategy for AIOps and Automation in 2018.

Prior to this she worked at CA Technologies in product management, and spent 14 years as a software engineer at IBM. Over the course of her 20 years of experience, she has been dedicated to enabling customer success by providing world-class enterprise software solutions that simplify infrastructure management.

At Broadcom, she empowers 30+ scrum teams to excel in developing industry-leading solutions. She is passionate about partnering directly with customers to ensure their needs are fully understood and their expectations are exceeded, and prides herself on having a "can do" attitude.

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“THE LATEST GENERATION OF MAINFRAME COMPUTERS CAN HANDLE 15 BILLION TRANSACTIONS A DAY, MORE THAN ENOUGH TO HANDLE THE DATA GENERATED ON REMOTE DEVICES” NICOLE FAGEN

DIRECTOR, PRODUCT MANAGEMENT, BROADCOM

"All of the information that these tools generate usually exists in private silos that are challenging for third parties to access.

Even when doctors can get the relevant data, they have no practical way to fuse all of the information into a usable form."

Fagen adds that the more information we have, the harder it seems to be to find what really matters. "Last year humanity produced 2.5 quintillion bytes of data per day," she says. "That's 2.5 followed by 18 zeros. Only a subset of that is for medical purposes, but a glaring fact remains – no human is ever going to be able to process that. The only way we're going to be able to do that is through massive compute power."

However collecting information is just a start, as next centralised systems must be able to analyse the data and flag situations when necessary. "For example, someone

TECHNOLOGY

who runs five miles a day may be considered “healthy,” but if that person has high blood pressure, it might not be advisable for them to exercise as much until they can get their blood pressure regulated," Fagen explains.

"This is one of the major flaws of the IoT revolution: the lack of communication between devices can mask serious problems."

Last but not least is ensuring data is secure. This can be particularly challenging for hospitals, which can have anywhere between 10,000 and 50,000 devices amassing data. A 2021 survey by Philips found that almost half of all surveyed IT staff in hospitals felt that IoT security staffing is “insufficient,” following recent ransomware attacks and data breaches.

However Fagen says that while the challenge is significant, it is not impossible

Broadcom's history goes back to 1961 when it was established as a semiconductor products division of Hewlett-Packard. In the 1970s the company introduced the first fiber optic transmitters and receivers for data communications.

Over the years the company has produced a number of industry firsts, including the first end-to-end 5G mobile networking switch portfolio, the world's brightest LED, and the first single-chip cable modem to allow cable TV operators to provide Internet access.

In 2009 the company went public on NASDAQ, and as of 2009 had a revenue of $23.89 billion. healthcareglobal.com

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TECHNOLOGY

“AI CAN HELP FIND INSIGHTS BURIED IN THE DATA - INSIGHTS THAT COULD MAKE A REAL DIFFERENCE IN A PERSON’S LIFE AND HEALTH” NICOLE FAGEN

DIRECTOR, PRODUCT MANAGEMENT, BROADCOM

to overcome. "Most healthcare systems in the US already have the right tools in place to enable collection of mass amounts of data in a way that supports security and privacy.

That’s because most hospitals, not to mention 90% of major insurance companies, rely on mainframe computers to handle just about every aspect of their operations.

Mainframes have been around for a long time, continuously evolving and innovating, and they have proven their worth time and time again."

Mainframe computers are the large machines used industrially to process huge amounts of data, named after the "main frame" that used to house the central processing unit.

While not as fast as supercomputers, large parts of the healthcare sector depend on mainframes. "The latest generation of these powerful computers can handle nearly 15 billion transactions a day, which is more than enough to handle the amount of healthcare data being generated on remote devices," Fagen says. "They are also the most secure platform in use today, which allows healthcare institutions to remain compliant with all relevant data security regulations."

This level of computing power can then enable advanced data analysis through artificial intelligence (AI). "Hospitals can add higher-level algorithms into the mix," Fagen explains. "This unleashes AI to help them find relevant insights buried in the data - insights that might otherwise go unnoticed, and that could make a real difference in a person’s life and health.

"By capitalising on hybrid IT environments, healthcare providers can connect insights from the wearable devices back to individual patients’ records, enabling them to take another leap forward in proactive care." healthcareglobal.com

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COMMUNITY CARE: DIGITAL TRANSFORMATION AND HEALTHCARE’S FUTURE WRITTEN BY: LAURA BERRILL PRODUCED BY: JAMES BERRY

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COMPANY NAME

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A new take on care in the community: how digital transformation and technology is changing the healthcare landscape

W

hen I started this job I didn't fully understand what an NHS community trust was, but let’s just say I’ve learned a lot and have become more and more enamoured with the NHS,” Diarmaid Crean starts off with when we start talking about his role at the Sussex Community NHS Foundation Trust, what it does and its journey towards digital transformation.

Crean’s background is extremely varied.

He has worked in the fields of travel, finance, banking and e-commerce in the private sector before commencing a career in the public sector after working as a civil servant before joining the Trust.

“Most people, when you think about the NHS in general think about an acute hospital, or a GP, when the reality is the majority of care happens outside of both of these settings. Think of all the elderly patients receiving visits every day, maybe they are being supported for dementia or getting an insulin injection, maybe they’re in a care home. As a community trust, one of our biggest services is community nursing, or what was previously called district nursing.”

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Diarmaid Crean Chief Digital and Technology Officer, Sussex Community NHS Foundation Trust

SUSSEX COMMUNITY NHS FOUNDATION TRUST

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Community healthcare and technology digital transformation

“I WOULDN’T SAY THERE WAS SOME FANTASTIC DESIGN BEHIND MY CAREER, IT HAS PROBABLY BEEN JUST A FORTUITOUS OPPORTUNITY” DIARMAID CREAN

CHIEF DIGITAL AND TECHNOLOGY OFFICER, SUSSEX COMMUNITY NHS FOUNDATION

Crean says he learned a great deal ‘on the job’ because in his role he was fortunately allowed to accompany nurses on their community rounds to get a feel for the frontline work, adding that Sussex community nursing is always managing particularly high demand because the county has an ageing population.

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“We have about 800 nurses across the county who do up to 9,000 visits a day. These nurses may visit as many as 20 different people in one day. We go into homes to see people who may have just come out of an acute hospital or our community hospitals and help them to live independent lives, so there is a large complex support function running day in day out across Sussex,” he says.

Sussex has 13 community hospitals where people coming out of acute hospitals are looked after and helped with their physical rehabilitation, be that something like speech and language therapy after a stroke.

DIARMAID CREAN TITLE: CHIEF DIGITAL AND TECHNOLOGY OFFICER INDUSTRY: HEALTHCARE LOCATION: UK

Among all this volume and variety, where does the digital transformation come in?

Championing digital health professionals Crean sees his role as a standard bearer for digital transformation, which has been recently helped and accelerated via the NHSx funding system which supports the Trust in this. He says the funding helps with

EXECUTIVE BIO

SCFT runs 84 different services dispersed and spread across the whole county out of 122 buildings, ranging from wheelchair support, our immunization programme and children’s development centres with specialisms in areas such as autism and others.

An international digital leader and innovator in organisational transformation, product development, digital communications, marketing, branding and e-commerce. 26 years’ experience delivering change across both the public and private sectors.

A passionate practitioner of service design. Currently obsessed with the new opportunity of advancing a part of the NHS using the power of digital, technology and data. Since joining SCFT in 2019, Diarmaid has been leading the Digital team working with all the Trust's services to help them maximise their use of the huge array of available technology and improve digital maturity of the Trust. SCFT are the 1st community NHS digital aspirant Trust.

The future of healthcare is digital

“Right now, we have a golden opportunity to shape the future of healthcare. While I don’t underestimate the challenges of the recovery phase, I’m convinced that a smarter, connected, more coordinated and universal use of technology can help. It’s key to getting healthcare on a firmer, more future-ready footing.”

Explore the Connected Health Journal EXPLORE

Professor Shafi Ahmed

We’re here to help. If you have any questions about Vodafone and connected health or would like to arrange a meeting, please contact us.

CONTACT US

Connecting community health - the glue of the NHS Vodafone is working with Sussex Community NHS Foundation Trust to ensure patients have connectivity to virtual healthcare Sussex Community NHS Foundation Trust recognises that connectivity is key when it comes to the future of community health, for both patients and staff, which is why they are working with Vodafone.

Hospital at home The trust runs a service called Hospital at Home which offers remote monitoring devices which Crean describes as a “wraparound service” like a hospital setting.

The trust, which is the main provider of community health for patients from Brighton and Hove to West Sussex, employs more than 6,000 workers, clocking up 9,000 home visits per day.

“During the pandemic our clinicians were unable to go into their homes, so we deployed remote monitoring technology and managed large cohorts of patients by monitoring their vitals and carrying out video consultations. It’s a very clever piece of technology and efficient in terms of reducing our carbon footprint.

“The majority of care in the NHS happens outside of an acute hospital or GP surgery,” said Diarmaid Crean who is Chief Digital and Technology Officer of the trust. “I see us as the glue of the NHS. As we are seeing more patients being treated at home we need to ensure these patients can connect which is why we have partnered with Vodafone.

“People get better at home, not in hospital,” said Crean.

Mobile device manager In order to manage the amount of laptops and smartphones used by staff, the trust partnered with Vodafone for the secure Mobile Device Manager.

“This helps us manage tens of thousands of devices. The Mobile Device Manager allows us to manage all of that equipment and enables us to allow our staff to keep working.

This new way of working allows the trust to drive efficiencies, said Crean. “I would see our relationship with Vodafone as being pivotal in us realising that opportunity.

“The ambition with Vodafone is for the relationship to deepen and strengthen as we are such a mobile workforce.”

Read The Connected Health Journal CLICK HERE

SUSSEX COMMUNITY NHS FOUNDATION TRUST

STATS The number of repeat prescription requests made via the NHS app increased by 4905% — from 45,931 in January 2020 to 2,253,141 in December 2020, and the number of patient record views rose by 3,329% — from 258,404 in January 2020 to 8,603,392 in December 2020.

DID YOU KNOW...

Microsoft Teams was made available to NHS organisations for free in March 2020 (for a limited time period) to counter the increased risks associated with coronavirus.

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NHS Digital finished rolling out the messaging tool to all NHSmail users between March 23rd and December 31st, it has been used to send 118 million chat messages and to host 26 million meetings.

The busiest day in 2020 was Wednesday, December 16th when there were 237,997 active users and 1.02 million chat messages – compared with 60,937 active users and 0.35 million chat messages earlier in the year on March 31st.

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buying in new and updated technology, remote working, remote patient monitoring devices, and laptops that can run new powerful applications, but the main part of his role is about having conversations about myriad of opportunities that digitalisation can bring with his colleagues and all the staff at the Trust.

“We’re all learning. I have learned massively over the past two years since being in the job, so now what we’re trying to do is champion the concept of digital nurses, or digital health professionals and digital

“The process continues like that, it’s a constant task of encouraging people to be more autonomous with their use of technology, particularly the adoption and use of remote monitoring and video consultations, for example, or whatever works for their particular service,” explains Crean.

And he said, “Although there has been a degree of nervousness on behalf of some staff who want to be more hands-on, for instance, where they have to physically touch the patient or deal with the assessments of children with complex neurological conditions, there has been satisfaction with using technology.

The ease of use of remote and virtual technologies for numerous services has seen them take to it ‘like a duck to water’ throughout the pandemic.”

Then he added “we have seen large cost savings, with for example less spend on petrol for travel, these savings can be put back into the Trust’s work and it’s good for the environment as well”.

clinicians. It’s not about a ‘techie’ person like me coming along and saying ‘I can make your work easier, or increase the efficiency of what you do,’ it’s about our clinicians having conversations along the lines of ‘have you thought about using this technology to help improve the care for our patients’?”

The Trust, he says, runs six or seven parallel projects at any one time, working with each of the services over a 6 to 12 period, asking which technology they could adapt and then training then accordingly and supporting the adoption.

Brand new services as a result of technology The Trust runs a service called Hospital at Home which is for patients who have come out of hospitals they can be treated using various technologies in the comfort of their own homes, which increases the likelihood of recovery.

“This means some of our clinical staff have become quite expert in being able to manage patients simultaneously because they can watch the data and see trends and patterns in, say, heart rate. It gives them more power to deal with a lot more patients via a call or video call.

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We are also looking at a digital doctors’ bag which we will give to the care homes we support so that the staff there can actively monitor patients’ stats with an array of Bluetooth devices. This will allow our travelling nursing staff and the local GPs to remotely view the patient’s data and actively support these elderly people more closely. ” Crean explains.

The Robotic Process Automation (RPA) journey Crean explains that the Trust is currently embarking on an RPA journey. There are countless areas where our staff spend their time doing repetitive simple tasks that could easily be automated. They are assessing a few potential solutions and working with various parts of the organisation where the Digital team thinks there are the greatest opportunities for the technology to make a positive impact. He believes that they should start with corporate services such as HR and finance, where there are some repetitive tasks such as working in spreadsheets, which can then, if automated, help save time for work in clinical departments.

But he added that the Trust was still learning.

“At the moment we are working out the projects we want to start with, and we have an RPA team on it looking at piloting some, but so far we are learning from other parts of the NHS itself that are further down the RPA road. However, we are very keen to get a baseline and evaluate how the technology can demonstrate the benefits and we can see other Trusts have saved many 1000s of hours, reduced costs, increased time with patients and lifted staff away from those bits of drudgery in their jobs.,” he says.

Working in partnership with As with the nature of an NHS Trust and the variety of services and locations involved with it as mentioned, there are obviously many different types of partners, however, 104

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Crean says the technical suppliers are obviously a big part of the Trust’s operations.

For electronic patient records, the Trust uses TPP, which is a global provider of healthcare technology which also works alongside governments to improve health outcomes, tackle inequalities in care, reduce costs and improve the experience for both patients and clinicians.

Along with this, Vodafone is the Trust’s major telephony supplier. Crean says: “With an organisation as remote and distributed as ours, Vodafone’s support works very well in keeping everybody connected to our systems.”

SUSSEX COMMUNITY NHS FOUNDATION TRUST

Crean gives an example of one older lady who had an operation at a hospital outside of Sussex and when she got home the Sussex NHS didn’t know she had had the operation.

“The woman needed help with things like standing, getting in and out of bed and cooking, so we made an urgent visit to her house and because our community nurse had her laptop and connectivity she could explain to her children (who had dialed in) that she was digitally referring their mother to various services which could assist her every day at home straight away.

When I asked the community nurse what would have been the case prior to having the technology and she said the process would have taken four to five days. You can imagine the distress of the individual and her family in that situation. But now the technology is at our fingertips and the kind of connectivity Vodafone provides makes this speed of care possible,” he explains.

Another important partner for the Trust is tech long-term player, Cisco. The Trust has been using one of their systems to run seven call centres across the Trust. One of these is called ECHO and this service is used in healthcareglobal.com

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“I LOVE THE FACT THAT THE NHS RIGHT NOW IS TRYING TO FIND OUT HOW IT CAN EMPOWER PATIENTS WITH TECHNOLOGY.” DIARMAID CREAN

CHIEF DIGITAL AND TECHNOLOGY OFFICER, SUSSEX COMMUNITY NHS FOUNDATION

palliative care for patients either in hospices or being cared for intensively at home where possible. Crean explains it is a support service whereby nurses are on call day and night to support patients and their families.

Crean says because all staff are provided with laptops and smartphones, they can stay connected on MS Teams and are also able to join the virtual call centre from any location.

All of this demonstrates that this connectivity is vital.

“Alongside giving staff flexibility in the way they are able to work, the benefits of all of this is the reduction of costs on office space and travel, for example, so things are much more effective and efficient and we can evaluate things like how many more patients can be seen in the course of a day as compared to previously when everything was physical.

The main aims of digital transformation Crean says he has never seen digital transformation accelerate as fast as it has in the NHS over the last two years.

“I have seen nothing quite like it and Covid was the catalyst which made digital transformation even faster. NHS staff are supermotivated to care for their patients. I feel very fortunate to be involved in the NHS with my background and help the organisation make this leap and I don’t think we will go back.”

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March 2016 Year Founded

Circa 6-7,000 Number of Employees

Circa £250m Revenue

SUSSEX COMMUNITY NHS FOUNDATION TRUST

And he speaks of the conundrum of home working and returning to offices, which is a talking point at the moment within many different industries.

“I think the minute one organisation says come back to the office five days a week, the one down the road which doesn’t expect that will likely steal their employees. But it's the patients as well as they have become used to interacting with the NHS in different ways now and this hopefully also means people will become more individually proactive with their own health. And this ties in with the self-monitoring tech we have talked about,” says Crean.

But he does add a hint of caution, especially when it comes to artificial intelligence where bias and/or errors can sometimes negatively impact usage. Whereas the private sector embraces change more because they obviously make money from it, in the NHS there is more concern over patient care and safety.

“The challenge for me when it comes to AI is the data. Computing technology has been around for a while. It works brilliantly when you have really good data, but so far, the NHS hasn’t got a full grip on this. This is because data is residing in multiple repositories owned by different organisations which data hard to grapple with.”

He added: “So there’s a question mark around the data but at the same time there is aspiration and what the NHS is trying to move towards while at the same time grappling with privacy and ethical questions.

It’s a complicated multi-year challenge.

“But, as a technologist I would say it’s a no-brainer that this technology will do amazing things.”

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TOP TEN

INFLUENTIAL INFLUENTIAL HEALTHCARE LEADERS 2021 We take a look at the top ten most influential people in healthcare in 2021 WRITTEN BY: LEILA HAWKINS

C

OVID-19 has remained a top healthcare priority for 2021, therefore many of the most influential people in the sector this year have been dedicating their efforts to fighting the pandemic. We also want to highlight the efforts of those devoted to tackling inequalities, reforming healthcare systems, and finding new ways to improve the lives of patients.

Here is our top 10 list of the most influential people in healthcare for 2021.

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09

Tara McKennie

10

Jensen Huang

CEO and President

Nvidia Corporation Jensen Huang is the president and CEO of the Nvidia Corporation, which he co-founded in 1993. In 2021 NVIDIA launched the UK’s most powerful supercomputer, which enables scientists and healthcare experts to use AI and simulation to speed up potentially groundbreaking scientific research.

Called the Cambridge-1, the computer's first projects will see AstraZeneca, GSK, Guy’s and St Thomas’ NHS Foundation Trust, King’s College London, and Oxford Nanopore work to develop a deeper understanding of dementia, cancer, and other serious diseases, as well as accelerating drug discovery and genome sequencing.

Huan was among TIME magazine’s 2021 list of the world’s 100 most influential people.

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Vice president of Culture and Leadership Development

McKennie

As the vice president of Culture and Leadership Development, McKennie has been shaping the culture of Radiology Partners, a practice of almost 2,600 radiologists across 30 states. She is passionate about the needs of minorities including LGBTQ people, ethnic minorities and people with disabilities, and has been encouraging and promoting diversity within her organisation.

McKennie has played a key role in Radiology Partners' COVID-19 task force, and leading efforts to implement virtual communications to address the challenges of the pandemic.

In 2021 she also made history by becoming the first female and first African American General Officer for the Alabama National Guard.

TOP TEN

08

Dame Kate Bingham British Venture Capitalist

UK's Vaccine Task Force Kate Bingham was given the not inconsiderable task of heading up the UK's Vaccine Task Force at a time when the UK had one of the worst COVID-19 mortality rates in the world. The UK’s vaccine rollout was praised by scientists and international media for very quickly securing 350 million doses of six different vaccines and setting up the infrastructure for clinical trials, manufacturing and distribution of the doses.

Bingham is a venture capitalist focused on the biotech sector.

She has received a Lifetime Achievement Award for the BioIndustry Association for services to the procurement, manufacture and distribution of COVID-19 vaccines.

07

Marija Butkovic CEO and Founder

Women of Wearables Marija Butkovic is the founder and CEO of Women of Wearables, an organisation that supports and promotes women in wearable tech, IoT and health tech all over the world, currently numbering 20,000 members.

Butkovic is a Forbes contributor and regularly writes about diversity, startups, emerging technologies, and female-led entrepreneurship.

She has been ranked one of the top 50 Most Influential Women in UK tech by Computer Weekly for three years in a row, and among the top 100 Influencers on Gender Equality and Diversity by Onalytica.

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Dr Lucienne Ide Founder

Rimidi

Dr Lucienne Ide is a physician, scientist and the founder of Rimidi, a US healthcare company she created to address the cost implications of long term diseases like diabetes. At Rimidi she has helped create a clinical management platform designed to personalise treatment for diabetes, heart failure and cardiovascular disease. More recently Rimidi launched two groundbreaking apps to help clinicians and patients who are undergoing orthopaedic surgery and deep brain stimulation.

She is also the co-founder of the Diabetes Prevention and Design Team, dedicated to reducing the prevalence of diabetes in Atlanta. HIMSS (The Healthcare Information and Management Systems Society) has named Ide one of the Most Influential Women in Health IT.

05

Randy Oostra

CEO and President

ProMedica

ProMedica is a non-profit healthcare system that operates across 30 US States, including an education centre, nursing homes and hospitals.

Its CEO and President Randy Oostra is considered one the top leaders in the US healthcare sector, winning a number of accolades including top spots on Modern Healthcare’s 100 Most Influential People in Healthcare and Becker's Healthcare's 100 great Leaders in Healthcare.

Oostra left a successful career as a consultant to dedicate himself to healthcare, starting from the ground up. He is passionate about community and healthcare reform.

Under his leadership ProMedica has won numerous awards, all its hospitals have received ratings of three stars and above, and the organisation has been named among America’s Best Employers

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Adar Poonawalla CEO

Serum Institute of India Adar Poonawalla is the CEO of the Serum Institute of India, one of the largest vaccine manufacturers in the world.

In 2021 he helped supply half a billion doses of Covishield, the Indian-made version of the AstraZeneca vaccine, to both people in India and overseas.

This effort, which was crucial to India's vaccination programme, won him several awards including Entrepreneur of the Year by Economic Times. Poonawalla is also a board member of GAVI, the global vaccine alliance.

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03

John Nkengasong Founding Director

Africa CDC

John Nkengasong is the founding director of the Africa Centres for Disease Control and Prevention (Africa CDC). A leading virologist with nearly 30 years of work experience in public health, throughout the COVID-19 pandemic he has been an advocate for equitable access to vaccines, leading the director-general of the World Trade Organization Ngozi Okonjo-Iweala to call him a "modern day African hero.”

As the WHO's Special Envoy for Africa during the pandemic, he has worked to improve testing and create a more transparent approach to sharing COVID-19 data by all African nations.

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Seth Berkley CEO

GAVI Alliance

Epidemiologist Seth Berkley is the CEO of the GAVI Alliance, the global vaccine consortium.

GAVI was founded in 2000, and has saved millions of children from dying of preventable diseases around the world, however it has perhaps become better known recently for its COVAX programme, which has coordinated donations of COVID19 vaccines from the wealthiest nations to low and middle income countries.

An advocate of the power of vaccinations, Berkley is the founder and Former President and CEO of the International AIDS Vaccine Initiative, which is developing a vaccine to prevent HIV infection and AIDS.

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TOP TEN

Combating Racism and Place-ism in Medicine

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Jacqueline Nwando Olayiwola

Senior Vice President and Chief Health Equity Officer

Humana

Jacqueline Nwando Olayiwol is the Senior Vice President and Chief Health Equity Officer of digital healthcare company Humana. She is also a Chair and Professor in the Department of Family Medicine at The Ohio State University Wexner Medical Center.

Olayiwola has devoted a large part of her career to harnessing technology to improve access to care for underserved populations, as well as healthcare reform. At Ohio State University she co-designed and led one of the largest anti-racism efforts in the US, which now serves as a blueprint for other health systems across the country. Her work has also helped to transform healthcare systems as far afield as Australia, Nigeria, and the UAE.

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AMWINS

Insurance by Design: Amwins innovation moves industry forward

WRITTEN BY: JOANNA ENGLAND PRODUCED BY: JAKE MEGEARY

AMWINS

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Tom Parsons, Head of Digital at Amwins, tells us how insurance is being reimagined by technology

I

t’s been a transformative past two years for the insurance industry globally, with the pandemic kicking digital transformation into overdrive and forcing legacy system operatives to up their game.

Insurance is now at the cutting-edge of innovation and traditional processes are firmly on their way out, says Tom Parsons, Head of Digital at Amwins.

With a global footprint across more than 150 countries, Amwins is the largest independent wholesale distributor of specialty insurance products in the United States and one of the largest and most successful Lloyd’s broking operations in the speciality market sector. Based in Charlotte, N.C., Amwins handles premium placements in excess of $26bn and has a reputation for delivering specialised placement solutions through its deep resources and experience across five main business verticals: Brokerage; Small Accounts; Underwriting; Global Risks; and Group Benefits.

To be part of such an organisation, requires a specific skillset as well as a passion for technology and progress.

Parsons began focusing on insurance as a career during graduate school and has never been more excited by the changes in technology and innovation as he is today.

“Most people in this industry say they fell into an insurance career,” he says. “Perhaps my story was a little more deliberate. At the time, I was following the crowd - - going through rounds of interviews with various healthcareglobal.com

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Amwins Promo Video

investment banks. It seemed like it was what everyone was doing, so I didn’t think about it much.”

As chance would have it, a stroll through the university careers centre cemented the decision, as Parsons stumbled upon the Lloyd’s of London market. From that moment, the suited, opulent environment of executive level insurance hooked his interest. “A few interviews later and I was struck by the differences with banking,” enthuses Parsons. “Not only did Lloyd’s seem full of larger-than-life characters, but it was also full of an incredible variety and complexity of insurance risks. I was instantly hooked and there was no looking back.”

Amwins digital strategy Today, Parsons is a long way from the hallowed halls of Lloyd’s of London. In fact, he has been based in the U.S. for the past 124

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four years - unable to travel in the past two due to the pandemic restrictions. But it is here that he has found himself at the heart of insurance innovation, managing the internal and external digital strategies for Amwins.

He explains, “My current position has two

“ As part of developing Amwins’ digital strategy, we interviewed hundreds of our retail agent partners so we could listen deeply to their needs” TOM PARSONS

HEAD OF DIGITAL, AMWINS

AMWINS

TOM PARSONS TITLE: HEAD OF DIGITAL

2000

INDUSTRY: INSURANCE

Year founded

LOCATION: UNITED STATES

6,200+

As head of digital strategy for Amwins, Tom develops and implements digital offerings for retail clients. With 15 years of experience in the industry, Parson’s roles have ranged from building, managing and training teams to designing complex captive structures to meet clients’ coverage needs. Prior to joining Amwins, Parsons was president of WNC Insurance Services’ specialty division where he built an end-to-end online platform to distribute surplus lines insurance products. Before that, Parsons served as a departmental portfolio manager of Tokio Marine Kiln, leading the implementation of a Solvency II financial model and raising over $1B in collateralised reinsurance.

main focuses. Internally we are focused on building and maintaining the Amwins digital strategy and ensuring we are executing this strategy effectively.

“The more external focus is working with the Amwins Ventures Fund which gives us the opportunity to look closely at and invest in technology companies that have the potential to enable and enhance how we solve retail agent problems and become easier to do business with.”

Parsons has an impressive background, having spent time in a number of roles that have prepared him for his current position, which have included working with regulators to get approval for a complex new Solvency II financial model, raising over $1bn of Insurance-Linked Security (ILS) capital from institutional investors and designing and building a new retail agent-facing portal, among others.

“I have had the unique opportunity to closely observe the problems and needs of individual participants through the insurance value chain from the retail agent, to MGA, to MGU, to the carrier, to the regulator, to the reinsurer, to the institutional investor,” he says. “I think experiencing these different perspectives helps me prioritise and focus on the aspects that matter most within my role.”

Technology enablers The Amwins approach to progress is a

EXECUTIVE BIO

Employees worldwide

AMWINS

$26bn

Annual premium placements

22,550 Underwriter relationships

25,000 Retail agency relationships

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dynamic one, with well applied technology seen as an enabler rather than a disruptor of the insurance value chain.

“As such, it was natural that as part of developing Amwins’ digital strategy we interviewed hundreds of our retail agent partners so we could listen deeply to their needs,” says Parsons. “This was an extremely insightful experience, spending hours listening to and focusing on our retail agents, and it highlighted and confirmed many rich insights into what makes a best digital experience.”

The experience, he explains, led Amwins to categorise some of the main attributes of a best agent digital experience. These factors include straight through processing,

“Amwins has a combination of a strong entrepreneurial mindset, a focus on meritocracy over hierarchy, and a 150-year vision that creates a motivating and supportive work environment” TOM PARSONS

HEAD OF DIGITAL, AMWINS

which where possible allows agents to move work off their desk by providing instant rate, quote, bind, and issue capabilities.

Market access is another attribute that provides flexibility and availability with good coverage options and competitive pricing.

Other attributes include self-service, which enables instant processing of mid-term adjustments and renewals, management of payment options, and healthcareglobal.com

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AMWINS INITIATIVES FOR FUTUREPROOFING INSURANCE Data Science Claims Insights: Amwins has been collecting rich claims data for many years and is starting to better unlock the rich information contained within this data through evolutionary algorithmic techniques to discover the best model performance for a given combination of predictive rating variables.

DID YOU KNOW...

There are a number of exciting initiatives Amwins is working on which to materially improve the experience of our retail agents.

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Personal Lines: Amwins is creating a seamless experience between the digital (straight through processed) and human (manually underwritten) solutions currently offered.

The company is focused on creating a seamless hybrid experience for the agent that perfectly balances digital and human interaction. The solution will be able to offer instant rate, quote and issue, and where the risk needs specialist underwriting or brokerage services, via a specialist team of underwriters and brokers.

Professional Lines: Building deep integrations with its carrier partners enables Amwins’ retail agents to price and coverage discover instantly on their desktop. This is particularly valuable with cyber liability where carrier appetite rapidly changes.

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Data Extraction: An understandable frustration for many retail agents is the unnecessary keystrokes required for a submission.

Amwins is working on a number of workflow agnostic solutions which will minimise keystrokes by allowing agents to upload documentation as part of the submission process.

Natural Language Processing (NLP): Amwins has recently partnered with a company that scrapes publicly available information and uses NLP to predict company industry classifications, all within a sub-second data call. Not only can classifying a business into an industry be painful for retail agents, it can also lead to misclassification impacting both rate and available coverage.

Third-Party Data: Amwins has consumed third-party data for many years across its commercial and personal lines portfolios. This includes both property characteristics and hazard information. The company is constantly evaluating new data providers as they look to add convenience to their retail agents and value to their underwriting.

AMWINS

“ The company is focused on creating a seamless hybrid experience for the agent that perfectly balances digital and human interaction” TOM PARSONS

HEAD OF DIGITAL, AMWINS

access to documents, as well as supporting integration with Agency Managements Systems, allowing ‘upload’ and ‘download’ of information. Interactive Experience is also a primary consideration, and Amwins has created multi-channel communication experiences, but importantly always allowing

access to a human when desired.

“We see three main enablers in helping us to fulfil these best agent experience attributes. It is important to consider all three together, rather than independently,” says Parsons, and outlines the following: People as a priority As well as placing technology at the forefront of its strategy, Amwins has a reputation for taking care of its employees, nurturing talent, and encouraging creativity. This, coupled with its dynamic attitude to innovation, is a winning combination, says Parsons.

“Amwins is a place like no other, it truly hires the best people and enables them to do exceptional work,” he says. “I enjoy coming to work each day working

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with outstanding people who are deeply passionate about what they do.

“The combination of a strong entrepreneurial mindset, a focus on meritocracy over hierarchy, and a 150-year vision creates a motivating and supportive work environment that brings the best out of everyone.”

This philosophy has been well born out over the pandemic, as the working processes within Amwins have shifted seamlessly to make way for a remote workforce so that the company has been able to fully serve its customers.

“As a company of individuals, we've learned to interact with each other in a more digitalled manner. In the past, a phone call probably would've been in a non-video conference 130

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manner, whereas now that's become the standard. I think that kind of communication or that new acceptance of how to communicate with each other is changing.”

Parsons believes insureds now have higher expectations around communicating with corporate entities - although during the pandemic this has not been without its challenges. “Our clients have had to close down their storefronts. So, we're seeing that they're interacting with their customers in a more digital fashion and in turn, we need to then create similar digital experiences for our clients. These trends began before COVID, but has COVID increased the speed at which these trends are occurring? I think yes.”

AMWINS

New innovations and trends It’s not only the customer-facing side of insurance that is seeing marked trends emerging -- P&C and underwriting are also at a transition stage. Parsons says the insurance industry is broad and diverse in its makeup, with underwriters quantifying risk for the purposes of calculating premium on a wide variety of risks daily.

From complex parametric triggers to more ‘traditional’ property risks, underwriters calculate the premium required for risk to be transferred. “However, as broad and diverse the insurance industry is, there are a number of general trends we see taking place,” he points out, including: Increased focus on structuring and

“ The combination of more costeffective data storage and processing technology with advances in machine learning and deep learning techniques is opening new areas of development” TOM PARSONS

HEAD OF DIGITAL, AMWINS

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acquiring more data (both first party and third party) Building more advanced capabilities to analyse data to form deeper insights on risk selection, pricing, and portfolio building.

INSURANCE INNOVATION ENABLERS

DID YOU KNOW...

Technology: The technology available today can enable businesses in ways almost unthinkable 10 or 20 years ago.

Effective and empathetic application of technology can transform the most painful retail agent experience into one that is pleasant, or at least more acceptable – this is insurance after all!

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Data: Accessing and using more data can reduce the amount of data we need to collect from our retail agents, reducing painful keystrokes, but data can also enable better risk quantification so our retail agents can offer their insureds the most competitive price possible.

People: Constantly challenging the status quo of insurance process and ensuring the retail agent’s experience is being prioritised, is very important. To achieve this, we need to ensure we are always hiring and retaining the best people.

December 2021

Great customer experiences Technology is essential to the role, enabling underwriters to perform more effectively, with greater accuracy. In fact, “The combination of more cost-effective data storage and processing technology with advances in machine learning and deep learning techniques is opening new areas of development which were not available a number of years ago,” he says.

Parsons points out that the application of such developments is wide-ranging, from enabling real-time use of Natural Language Processing (NLP) to determine business industry classification, image recognition to determine the shape and standard of a property’s roof and building sophisticated predictive models to uncover new risk quantification insights.

Well-applied technology solutions, he says, can potentially enhance and enable every aspect of the insurance industry.

Amwins future strategies Currently, making any kind of prediction on where the insurance industry might be in a decade is fraught with complications.

This is down to the destabilising times we are living in, as well as the difficulties in accurately assessing technology adoption in the marketplace.

However, it is reasonable to expect current trends to continue. Effective implementation of technology by innovators and early adopters will slowly force technology laggards to catch up or exit, says Parsons.

AMWINS

“We are seeing increasing pockets for homogenous risk being underwritten in a fully algorithmic straight through processed manner with digital experiences, and we expect this to increase through the industry.

“Microservices, Software as a Service (SaaS) and Platform as a Service (PaaS) are making these trends of bigger data, deeper insights, and digital experiences easier to access, which will likely speed their proliferation.”

Winning formula Ultimately, these achievements can only be realised through superior teamwork and an incredible amount of talent, acknowledges Parsons. He says that while this past 18 months has been challenging, it has also been inspiring in terms of what his team has been able to accomplish.

“This year, we have been able to rapidly experiment in building an interactive price and coverage discovery platform for our

retail agents, offering some differentiating capabilities we don’t see with other platforms.

I’m proud of what we achieved in a short time frame. It’s a testament to the impressive development team we have invested in and I’m excited to see what they build next!”

On a more personal level, Parsons takes an almost reverent approach to the pace at which technology is enabling things to happen in insurtech. “The insurance industry is adopting technology at an ever-faster rate. I am excited to see how advances in machine learning, natural language processing, speech recognition, and image recognition will create a paradigm shift in how insurance is placed and serviced.”

He adds, “With these rapid advances in technology, the limiting factor for industry advancement increasingly becomes our own imagination!”

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NWAS

INSIDE THE DIGITAL TRANSFORMATION OF AN WRITTEN BY: LEILA HAWKINS

PRODUCED BY: JAMES BERRY

AMBULANCE

SERVICE

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We take a look at how the North West Ambulance Service (NWAS) is digitally transforming its services

"

Y

ou think of the ambulance service and you just think of ambulances, but actually, there's a lot more to the North West Ambulance Service than that." Abigail Harrison, the Chief of Digital and Innovation and CIO for the North West Ambulance Service (NWAS) is describing the breadth of the services they offer.

Run by the National Health Service (NHS), NWAS operates over a large geographical area in the north west of England, and runs an emergency 999 service with three emergency control centres, is the largest provider of 111 services in England, and also has a patient transport service.

"We serve more than 7 million people across the north west and we respond to over a million emergency incidents a year.

We've also got 106 ambulance stations, so the scale of the work, the diversity of the services and the geography is an interesting challenge for us, as well as some of the digital challenges in different areas. We work in major cities, but we also work in very rural areas."

In 2019, NWAS published its digital strategy, with the goal of using digital solutions to radically improve how the trust meet the needs of patient and staff every time. This supports the overarching trust goal to achieve and become the best ambulance service in the UK by offering an integrated service to the population by acting as healthcareglobal.com

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Inside the digital transformation of an ambulance service

a gateway to the rest of the healthcare system.

"We are the point of contact for every single provider in the healthcare system emergency departments and hospitals are the obvious ones, but we also refer to GPs, pharmacies and mental health services as well" Harrison explains.

The digital strategy recognises that technology and digital investment will be necessary for NWAS to achieve its goals. There were other drivers too, as Harrison explains: "We were worried about cybersecurity, as we hadn’t been investing into our infrastructure for a long time. For the last two years we've been systematically investing in the infrastructure, replacing critical systems, and undertaking big digital transformation pieces to enable joined up working practices across the organisation."

Jonathan Sammut, deputy CIO, expands further on the aims of the strategy: "It's providing the right care at the right time, every time. There is an element of trust, 138

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which is a big word, but there must be an absolute reliability on the service we provide."

"The other thing that's becoming more relevant, particularly in the last couple of years, is that people can control their own care digitally. I always go back to the "nan test" he says. My grandmother is quite digitally enabled and quite independent, so she'll push herself along a lot in terms of using technology like booking COVID tests and immunisations online. With anything I've ever done, in the back of my mind I run the nan test and ask, could she comfortably pick this up? It seems a bit cheesy, but I think it's important to bring patients on the journey with us, and make it simple for them to digest and easy to interact with."

An important part of this is the use of data. From a patient perspective NWAS has implemented an electronic patient record.

"This allows us to have real time access to patient records," Harrison says. "Integrated with our dispatch system it starts to give us

NWAS

NWAS

Market Leading Ambulance and Integrated Care Systems.

Proven, effective, intuitive ambulance, 999 / 111 / PTS CAD integrated care systems, leveraging NHS Digital interoperability and national system interfaces.

Enhanced care pathway management for patients is now at your fingertips with the feature laden C3 TriPath.

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NWAS

“ We need to make sure that flexible working is a really accepted way to work as part of a digital team” ABIGAIL HARRISON CIO, NWAS

a start-to-end view of when a call comes in, what resource have we sent, who is that patient, and are we providing the right care for them. The next step is to start painting a better patient picture, integrating with hospital records, GP records, and linking into other data sets to start having more predictive capability."

NWAS has also implemented Power BI, Microsoft's business analytics tool. "We’re just starting out but this will really enable us to give our clinicians and managers real time access to information to make decisions, to help them make the right decisions based on data," Harrison says. "It's also enabled us

to really hone in on different groups in our population. For example, we've done a lot of work recently around mental health, pulling the data out to understand what variations, what experience our patients have with mental health issues, and how that compares to a physical health condition."

Sammut adds that while levels of data literacy and the hunger for data has grown, the aim is not to commoditise it, but use it to drive improvements, both for NWAS and for the patients. "As a nation, we've never been inundated with so much information before, and people really appreciate it because it's giving insights we'd never really thought about before."

Data is also an important component of the new dashboards they are developing, with an interactive platform that gives clinicians access to the latest communications. NWAS is also in the process of rolling out iPads to frontline staff. Part of a nationally funded piece of work from NHSX, Harrison says these will be rolled out in the next six months and for both personal use as well as accessing all of NWAS' systems.

Another product NWAS has developed is SafeCheck, a platform that enables staff to manage vital quality checks and monitor quality and safety in real time.

"We’re building on this as part of our Smart programme by using the latest technologies to reduce admin time and manage vital tasks," Harrison says.

NWAS is currently testing SafeCheck within the stock rooms of four sites, where they have automated smart lighting to enable staff to more easily find the equipment they need. "It's taking seconds out of the time it takes staff to do what they need to do," Harrison says. "All of this links back to our product safe check, which is healthcareglobal.com

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our quality audit system that we developed in house which enables staff to carry out digital checks on vehicles. As well as check the tyres and what medicines are on board. The next step is to integrate the information with our stock management so we can automatically order something that's missing from the vehicle when we walk into the stock room, and it's already showing us exactly where it is."

SafeCheck is also improving access to data. "We use it to track things like IPC audits and regular testing," Sammut explains.

Earlier this year it gave us an instant real time view of who had been vaccinated, who had been tested and who hadn't, and allowed the organisation to put the right measures in all the right places."

"When we run infection prevention control audits, vehicle audits and medicine audits, we've got the information readily at hand. But more importantly, we've enabled the business to be able to see the information. Previously people would spend a lot of time collecting data on spreadsheets and on paper forms, but because we've now digitised the actual work involved is just so minimal. It allows people to focus their time on putting in the improvements that the organisation needs rather than on the churn element of data."

A number of partners have worked with NWAS on their new solutions, among them MIS who provide their computer aided dispatch (CAD) solution. "This is really our primary critical system for 999," Harrison explains. "The phone system and CAD are the two things that enable us to respond to the population. CAD auto dispatches ambulances, and our triage solution that enables us to manage our patients."

MIS also provides the NWAS' cloud platform, that helped to increase staffing levels during the pandemic as a result 142

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STATS • North West Ambulance Service serves more than 7 million people across 5,400 square miles in the north west of England • Operates over 1,000 emergency and non-emergency vehicles • Receives 1.3 million 999 calls each year • Makes 1.5 million non-emergency patient transport journeys to and from healthcare appointments • Handles 1.5 million NHwS 111 calls every year

of sickness and to cover the rise in call volumes. To do this they deployed the MIS' training system to train new staff in offsite locations such as schools. "It's a really important relationship for us," Harrison says.

"In the NHS we've got really good procurement processes, and one of the key scores within that is whether somebody has delivered what we needed before. Being able to demonstrate that this is a safe system that's been used before is obviously an important part of for us.

"We also work with lots of new technology partners on our Smart sites, such as Integrated System Technologies (ISTL), Cliq, Paxton, Sony and Deister technologies. We've had some great collaborations where we've been able to hone our approaches to problem solve together, as opposed to being sold something that maybe isn't quite what we need.

"Technically you have to have the right platform, procedures and processes, and provide assurance in terms of documentation checks, but the personal relationship is an important part of that as well."

NWAS

Abigail Harrison TITLE: CHIEF OF DIGITAL AND INNOVATION AND CIO INDUSTRY: HEALTHCARE

EXECUTIVE BIO

LOCATION: UNITED KINGDOM Harrison joined NWAS in 2019, but has worked in healthcare for most of her career. She has held project manager roles at Greater Manchester and Cheshire Cancer Network, and for the UK's Department for Health, as well as senior roles at NHS Quest and Haelo, where she was ultimately promoted to Director of Innovation before joining NWAS. Of her current role, she says: "My job description is half about innovation improvement and how we work together with the directorate we sit in and all of its digital functions, but also the improvement team, the quality team safety, nursing, and clinical teams.

"Because of the past work I've done in improvement and innovation both regionally and nationally, I could really see how important technology was and how it was going to be what takes us to where we need to be but that we sometimes found it difficult in the NHS. I really came into this role to see if we can use the methodology around improvement and innovation in a way that helps us move more quickly in the digital space - that's my mission."

“ We are the point of call for every single provider in the healthcare system” ABIGAIL HARRISON CIO, NWAS

NWAS

“ There is an element of trust, which is a big word, but there must be an absolute reliability on the service we provide” JONATHAN SAMMUT DEPUTY CIO, NWAS

Jonathan Sammut TITLE: DEPUTY CIO, AND HEAD OF THE DIGITAL INTELLIGENCE FUNCTION INDUSTRY: HEALTHCARE

EXECUTIVE BIO

LOCATION: UNITED KINGDOM

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Sammut is relatively new to the NHS, having joined NWAS in December 2020, after spending 15 years in the private sector.

He has worked across healthcare, insurance, outsourcing, and finance in previous roles, which have included Business Intelligence Director at Health Management Ltd and Client Intelligence Manager at Capita.

"In terms of what I look after, it's pretty much everything from data sourcing right through to output analytics," Sammut says. "Data analytics has always been in my wheelhouse, but I've moved away from the commercial side of things more towards the actual care of people, which has been quite the transition.

That's been quite an exciting journey in the last 10 months. It's a different way of thinking.

"It really opens up a lot of opportunities, especially when you're surrounded by people with the same sort of thinking in terms of doing everything for the patient, ultimately."

NWAS

Something Harrison and Sammut are particularly proud of is the NWAS' digital design forum, which is a weekly space where people come together to support staff with solutions to their problems.

"People from information governance, cyber security, our CTO, the BI team, someone from HR, our interoperability lead, different types of technical people, our developers - the forum is there for any staff member to come with either a problem or an idea," Harrison says. "The ethos of the forum is that we always say yes, we'll try to find a way to test it. Sometimes we'll test something using the systems we've already got. Or we'll go and talk to our providers, or we might want to develop a new system, or go and look at the market to see what's out there and find a way to test it.

When asked about their next steps, Harrison says that the really exciting phase is about to begin. "We've got ourselves in a really good position in terms of cybersecurity, safety, basic infrastructure upgrades to the Wi Fi, we're just about to finish replacing all of our telephony, we've unlocked access to data, and we've developed this approach to innovation and testing. But there is so much more to do - we're almost at that point where we can really build on it and start to push the boundaries a bit more and innovate.

"We've also now got the capacity to have interoperable systems, whether internally or externally. The next phase for our digital strategy is about the people in the organisation being able to interpret and use the information that we give them, and use the technology that we're putting in place to work differently."

This could include robotic process automation (RPA) for manual, timeconsuming processes, "not to make

efficiency savings, but to release some of that time back to employees so that they can finish work on time and aren't working till 10 o'clock at night churning through these processes," Sammut says.

Further down the line they are hoping to use artificial intelligence and machine learning, to drive further value from the amount of data they have. Another idea is the use of drone technology. "This is looking at drones to respond to incidents," Sammut says, "so this might be delivering a defibrillator or a particular drug in the scenario of a heroin overdose or allergic reaction. "The other thing would be surveying unsafe scenes, like a significant chemical spill, and this is using technology to get the right care to someone quickly without someone having to be there physically. This is relatively untouched technology outside of the military and search and rescue, but we want to pioneer solutions like this."

Harrison is a very passionate advocate for women, and for advancing women in technology. "There are some fabulous women CIOs, but proportionately there's a lot less women working in technology and healthcareglobal.com

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“Previously people would spend a lot of time collecting things on spreadsheets, but because we've digitised all that, the actual work involved is minimal” JONATHAN SAMMUT DUPUTY CIO, NWAS

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progressing as quickly as men. I certainly think there's a perception that women are less technical. While I've been working in digital I've noticed this phrase that "she's not technical" and I feel that it's more likely to be said about a woman than a man. I've got a woman in my team who's worked in the IT team for 20 years, and is still perceived as "not technical". If a man had worked in an IT team for 20 years, I think everyone would assume he had the same kind of technical understanding as other people around them."

As a place of work, Harrison says NWAS is the most flexible place she has ever worked at. Flexible working is something she champions, as a crucial aspect of enabling more women to take leadership positions. "I am loud and proud about the fact that I work really flexibly," she says. "I don't work on a Monday because I look after my young kids. I really think that a lot of women would not believe that a woman could have a CIO job, and not work on a Monday.

"One of my kids is unwell a lot, and we're actually frequent callers of the ambulance service - that has an impact when I've been up all night, because maybe I can't make all my meetings the next day. But that doesn't mean that I'm not the right person for the job, if anything it gives me more resilience.

"I think that sometimes when women are in a field that mostly employs men, it can be seen as a weakness to want to work flexibly.

We need to make sure that flexible working is a really accepted way to work as part of a digital team."

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