Healthcare Digital Magazine - May 2022 by Healthcare Global

May 2022 | healthcareglobal.com

Franciscan Health

Caring for patients at home and in hospital

Doceree

Exploring digital health and marketing

Medtronic

Supporting doctors’ continued learning with medical technology

USING TECHNOLOGY TO TRANSFORM HEALTHCARE

BOULDER COMMUNIT Y HE ALTH TRANSFORMATION Mental Health Apps

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The Healthcare Team EDITOR-IN-CHIEF

HELEN ADAMS EDITORIAL DIRECTOR

SCOTT BIRCH

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GEORGIA ALLEN DANIELA KIANICKOVÁ PRODUCTION MANAGERS

PHILLINE VICENTE JANE ARNETA ELLA CHADNEY JANE ARNETA

CREATIVE TEAM

OSCAR HATHAWAY SOPHIE-ANN PINNELL HECTOR PENROSE SAM HUBBARD MIMI GUNN JUSTIN SMITH REBEKAH BIRLESON JORDAN WOOD DANILO CARDOSO CALLUM HOOD VIDEO PRODUCTION MANAGERS

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TYLER LIVINGSTONE EVELYN HUANG MARTA EUGENIO ERNEST DE NEVE THOMAS EASTERFORD DREW HARDMAN MARKETING MANAGER

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STACY NORMAN PRESIDENT & CEO

GLEN WHITE

FOREWORDS

After two exhaustive years, mental health must be prioritised COVID-19 has caused international headaches, but the world was dealt another unwelcome, heavy blow this spring when the Russian army invaded Ukraine. Now the healthcare industry is needed on the front lines.

“Mental health concerns are being talked about more openly than ever before, between close friends, colleagues and professionals”

When discussing the First World War, Hiram Johnson said: “The first casualty of war is truth”. Over a century later and things have yet to change. Watching the war in Ukraine unfold from the lens of photographers and seeing the way Russian journalists have been treated while reporting the facts, I am reminded how fortunate I am to be able to do my job from home, away from the danger. Hybrid work rules – but, for the millions of Ukrainians who have survived, there’s potentially no home or workplace to go back to. With the pandemic having already given the world’s mental health a collective wallop, the emotional damage wrought by war will take decades to heal. Thankfully, mental health concerns are being talked about more openly than ever before, between close friends, colleagues and professionals. Check out our Top 10 Mental Health Apps to start your journey to clearer, calmer thinking. Keep looking up!

HEALTHCARE GLOBAL MAGAZINE IS PUBLISHED BY

HELEN ADAMS

helen.adams@bizclikmedia.com

healthcare-digital.com

CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Timeline: Cyber attacks on healthcare services 16 Trailblazer: Tina Nolan 18 Five Minutes With: Yoni Nevo

Hospitals

Franciscan Health cares for patients at home and in hospital

Transforming care with technology

The importance of suppliers in the medical industry

Boulder Community Health

Werfen

96 64

Varian

Pioneering breakthroughs in cancer care for everyone, everywhere

Digital Health

Gareth Shaw, of Doceree on healthcare pharma marketing

110

Supply Chain & Sustainability

WebPT and the future of telehealth in rehab therapy

HC Guy's and St Thomas' NHS Foundation Trust

Procurement shared services are essential to support healthcare

118

Alder Hey Children's Hospital Innovating to advance children's healthcare

Technology

Medtronic's technology supports doctors' continued learning

132 Top 10

Mental wellbeing apps

P RE SE NTS:

Discussing how to support women in STEM, build the talent pipeline and inspire the next generation of female leaders.

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Ukrainian children caught in war Ukraine As Russia’s war against Ukraine continues, mental health experts say that children need structure and stability - even when hiding in bomb shelters or in limbo at a train station. In addition, the adults caring for them also need to address their own mental health needs, to support their children. 10

May 2022

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THE BRIEF “In Varian, we share a very important passion that's about creating or achieving a world without fear of cancer”

BY THE NUMBERS 2%

Only of physical therapists provided telehealth consultants before the COVID-19 pandemic, according to WebPT

Kevin Lo

Sr. Managing Director, Varian Medical Systems

 READ MORE

“We’re in an environment where minimising risk is essential, so we continuously ensure that our processes are tight and stringent” Don Perigny

Franciscan Health Cares for Patients at Home and in Hospital



“What we've done, from a digital transformation perspective, is look at remote patient monitoring as a way to get data from the patient”

Senior Manager, Global Procurement Werfen

“While the rest of the NHS was treating COVID-19 patients, the challenge was to mitigate a growing backlog of cases” David Lawson

CPO, Guy's & St Thomas' NHS Foundation Trust

 READ MORE

May 2022

— Sri Bharadwaj

Medtronic's Technology Supports Doctors’ Continued Learning “There are challenges in maintaining standards amongst more experienced surgeons in sharing best cases” — George Murgatroyd

Dr. Heidi Jannenga, co-founder and Chief Clinical Officer of WebPT, explores the future of telehealth in rehab therapy, the role of ESG & secure data Rehab therapy platform WebPT has helped physical therapists across the USA make over 115,000 essential telehealth visits. The company was founded in 2008 and is headquartered in Phoenix, Arizona. The co-founder of Web-PT, Doctor Heidi Jannenga, knows how telehealth can provide physical therapists with a better insight into their patients' lives – especially at the height of the pandemic when an in-person meeting was impossible or too risky. “In our state of rehab therapy report, it was about 50% of therapy professionals using video conferencing or virtual meeting software, and that was really for the first time in 2020,” said Jannenga. “It was an interesting, very difficult change, but we did it.” With over 100 million people across the world having to manage long COVID, a new era of remote rehabilitation services like WebPT will be vital in helping people live healthy lives in the new normal.

 MAZARS Philip Jones, Mazars Director of Security and Acting Information Security Officer, says healthcare workers are fighting back against cybercriminals by exploring security frameworks that can help them build robust security programmes.  THE CENTRE FOR GLOBAL SURGERY AT MONTREAL’S MCGILL UNIVERSITY HEALTH CENTRE McGill University is supporting Ukrainian healthcare workers on the front line to provide life-saving care. They were asked to provide training videos to help intermediate medical professionals treat victims of the conflict.  EUROPEAN UNION WHISTLEBLOWING DIRECTIVE Fieldfisher Partner Miguel Vaz believes that there is a growing risk for whistleblowers in healthcare following the pandemic. Businesses must adopt a proactive approach to managing allegations that point to misconduct within their organisation.  NHS The UK’s frontline healthcare workers have been overworked for too long. Now, due to the healthcare treatment backlog caused by COVID-19, healthcare workers must digitalise or risk burnout – which puts patients at risk.

W I N N E R S MAY22

L O S E R S

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TIMELINE CYBER AT TACK S N O HEA L THCA RE SERVICES As far back as 1834, when the French Telegraph System was hacked to steal financial market information, those using technology have had to fend off cyber attacks. As healthcare data is essential, it makes the sector vulnerable to cybercriminals who would seek to exploit the desperation of sick patients and their doctors.

Trojan Horse Software targets AIDS researchers Medical professionals studying AIDS were facing enough obstacles to their work when a floppy disk was mailed to thousands of researchers. Those who opened it on their computers were hit by Trojan Horse Software, which ordered bewildered users to pay for a ‘year's lease’ and mail the money to Panama.

May 2022

Boston Children's Hospital is the first health care organisation targeted by cybercriminals

WannaCry hits UK’s NHS and causes £6bn of damage globally

Boston Children's Hospital became the first health care institution to be targeted by a Denial of Service 'DoS' attack, but the hackers started by doxing staff and Tweeting threats. The DDoS attack slowed traffic, while phishing emails were used to try to gain access to the hospital network behind the firewall.

WannaCry hit Windows OS computers by locking users out and demanding US$300 to unlock each one. 200,000 computers were infected, causing £6bn in global costs. For the NHS, thousands of appointments and operations were cancelled and high-risk patients relocated, while staff used paper notes instead of emails.

Cyber attack on Springhill Medical Centre causes the death of baby girl A cyber attack on The Springhill Medical Centre, Alabama, USA, impaired vital healthcare services. As a result, medical staff were unable to notice the danger unborn Nicko Silar was in. Her mother has sued the hospital for its response to the cyber attack, leading to the death of her daughter.

Woman killed by ransomware in Germany When paramedics in Düsseldorf, Germany, picked up a female patient, their local hospital redirected them 32 kilometres away. Their site was experiencing a ransomware attack, where hackers had encrypted data and were demanding payment. The extended journey and delayed treatment led to the death of the anonymous patient by ransomware. healthcare-digital.com

TRAILBLAZER

Healthcare legend Tina Nolan shares her own healthcare heroes

Name: Tina Nolan Job Title: Managing Director, Director of Healthcare Strategy & Planning Company: ETL

A UK based healthcare legend, Tina Nolan is the managing director of ETL, a leading consultancy in the health and life science sectors uniquely owned by, and its profits returning to, the NHS. Born and educated in Dublin, Tina trained as an architect and after coming to England in the 1990s, moved into consultancy where she helped to invent healthcare planning, now recognised as a discipline with its own Academy (of which Tina is a founding member). In 2013 Tina was the first key hire for ETL with a remit to build the consultancy. With a team today of over 100 Tina regards her mission as only “partly” accomplished. 16

May 2022

Tina believes that, after the COVID-19 pandemic, there will be a rise in the number of students enrolling in healthcare studies, similar to what she herself experienced in 1990. “It's part of what ETL is about,” she says. “At ETL, we do healthcare and life sciences. I think COVID-19 has been a revelation to us, in how they are intrinsically linked together. Scientists and clinicians need to work much more closely together, so you can translate discovery and life sciences very quickly into cures, for a healthy population. I think what we have learned during COVID-19 is that there's a real need for high-quality hospital infrastructure.

Celebrating healthcare heroes for their innovation and grit Despite being a legend herself, Nolan has a few healthcare heroes of her own – starting with Edward Jenner, who discovered smallpox vaccination. “But a more recent hero is obviously the British professor, Sarah Gilbert, who was very determined to get the AstraZeneca – the Oxford vaccine – out to the market as soon as possible. I think that has been an amazing achievement over the last two years,” says Nolan. “Other people, I think a shout-out for people who've spent their careers looking at health inequalities and the social determinants of health,

and how we promote equal access for all. So, I guess we would start with Aneurin Bevan, obviously, the founder of the NHS after the Second World War. “But again, I think looking for a hero today, it would have to be Sir Michael Marmot, who is a leading epidemiologist at University College London and has spent his career promoting health, equal health for all, and doing a lot of research into the gap in access to healthcare globally. “A last one – and a collective hero – it has to be all of those health workers in Ukraine.” healthcare-digital.com

FIVE MINUTES WITH...

YONI NEVO YONI NEVO IS RESPONSIBLE FOR SWEETCH’S PRECISION ENGAGEMENT TECHNOLOGY, WHICH IS DESIGNED TO MEET THE NEEDS OF HOSPITAL PATIENTS AND HEALTHCARE COMPANIES.

May 2022

Hi Yoni! What is Sweetch? “Sweetch is the first behavioural science company to leverage AI and EI (emotional intelligence) as part of our digital therapeutics solutions. We developed a proprietary engine called JITAI (just-in-time adaptive intervention) for people with chronic conditions, which converts millions of data points from a user's various connected devices into fully automated, hyper-personalised recommendations. “Sweetch is the trusted voice that engages every individual with the right message in the right tone, time, and context to achieve their micro-goals at every step of their unique health journey. We enable healthcare ecosystem players like pharmaceutical companies, medical device companies, pharmacies,

and healthcare providers to build continuous relationships with every patient living with a chronic condition, completely independent of human intervention.” How can combining AI and EI improve clinical outcomes for chronic disease patients? “Outlining a health plan for patients and expecting them to actualise it on their own isn’t realistic and doesn’t lead to the effective treatment of chronic diseases. Managing a chronic condition is a daily journey across medication, physical activity, nutrition, sleep and stress. “According to the FDA, 30-50% of chronic disease treatment failures are caused by patient non-adherence, with the majority stopping their prescribed medication after just six

“ According to the FDA, 30-50% of chronic disease treatment failures are caused by patient non-adherence, with the majority stopping their prescribed medication after just six months” months. It is very difficult for patients to feel motivated to stick to their health plans, or even simply to remember their tasks throughout their already busy days. “Remote health can only be truly effective when patients comply with their health programmes. Human psychology and behavioural science must be combined with artificial intelligence to understand what makes every individual tick, across all their health domains, at any scale. Only prompts that are hyper-personalised by tone, time, and real-world context (mimicking humans’ emotional intelligence) can effectively motivate each individual to achieve long-lasting health improvements.” Sweetch was named a winner in the 2022 BIG Innovation Awards healthcare category. Tell us about how that felt? “It was a great honour to be recognised for our innovation in healthcare and potential impact on millions of people with chronic conditions, selected alongside leaders such as Abbott, Gatorade, BAE Systems, Capgemini, Bizzabo and others.” healthcare-digital.com

12 - 13 OCT 2022 STREAMED & IN PERSON QEII CENTRE, LONDON

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Join us at SUPPLYCHAIN LIVE LONDON Showcase your values, products and services to your partners and customers at SUPPLYCHAIN LIVE LONDON 2022. Brought to you by BizClik Media Group SUPPLYCHAIN LIVE LONDON, the hybrid event held between 12th-13th October is broadcast live to the world and incorporates two zone areas of SupplyChain LIVE, Procurement LIVE in to one event. With a comprehensive content programme featuring senior industry leaders and expert analysts, this is an opportunity to put yourself and your brand in front of key industry decision makers.

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BOULDER COMMUNITY HEALTH

May 2022

TRANSFORMING CARE WITH TECHNOLOGY WRITTEN BY: TILLY KENYON PRODUCED BY: TOM VENTURO

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BOULDER COMMUNITY HEALTH

Boulder Community Health is a community owned-andoperated not-for-profit health system dedicated to providing local access to high-quality medical care to people and businesses in Boulder and surrounding areas.

May 2022

ntering its 100th year of providing care, Boulder Community Health (BCH) is on a mission to deliver the highest level of patientcentric healthcare with innovative technology, within its community. Throughout the COVID-19 pandemic, there has been tremendous pressure on healthcare providers to adapt and continue through the worst health crisis in the 21st century. For many, this has meant moving to remote work, introducing new systems to

carry out daily tasks, and relying on a good team spirit to keep the company going. A community-owned-and-operated not-for-profit health system, BCH has one main campus with a hospital and mental health pavilion, and roughly 25 clinics in the region, primarily servicing Boulder County, Colorado. It is dedicated to providing local access to high-quality medical care to people and businesses in Boulder and surrounding areas, and during the pandemic, this did not change. healthcare-digital.com

BOULDER COMMUNITY HEALTH

Discussing some of the challenges facing the organisation during this time, Teresa Cole, Associate Vice President of Technology and Value Chain, said: “So much like other organisations, when the pandemic hit a lot of workforces went remote, we were just the same. In fact, almost all of our team went fully remote and they actually still remain that way today. But in doing so that really enabled our staff to do what they felt they needed to do best for their family. And they were able to feel like they were keeping themselves safe.” Implementing technology to deliver the best healthcare possible Technology can be used in multiple ways in the healthcare industry, from helping diagnose a problem, to collecting data and keeping patients connected with their provider. The pandemic really highlighted the importance of technology in delivering services that customers expect. When speaking about technology, Cole commented: “I would say it's been critical to the organisation, especially in light of the pandemic. Epic has been a significant and terrific partner to us. We actually went live on the Epic electronic health record in 2019. So shortly after going live, we were in the throes of the pandemic. Leveraging that tool during COVID helped the organisation immensely because we were able to provide a tool that enabled workflows that are efficient and effective in dealing with and responding to the challenges of the pandemic.” Founded in 1979, Epic develops software to help people get well, help people stay well, and help future generations be healthier. Its employees code, test, and implement healthcare software that hundreds of millions of patients and doctors rely on to improve care and ultimately save lives around the globe. 26

May 2022

MICHAEL JEFFERIES TITLE: VICE PRESIDENT & CHIEF INFORMATION OFFICER INDUSTRY: HEALTHCARE LOCATION: BOULDER, COLORADO, USA

EXECUTIVE BIO

Michael Jefferies serves as Chief Information Officer at Boulder Community Health where he leads teams that evolve patient and clinician capabilities in pursuit of better wellbeing. Michael has led technology initiatives across all healthcare settings including right in patients’ homes. Michael is passionate about creating a just healthcare system that uses data and informatics to guide the deployment of effective health programs for all people regardless of their ability to pay.Michael received an MBA in Healthcare Administration and a bachelor’s degree in Business Administration from the University of Colorado and is currently completing a doctorate in Public Health from UNC Chapel Hill. In his downtime Michael enjoys rebuilding classic motorcycles and enjoying life in Colorado with his wife and two daughters.

Ready to defend. We help busy and lean security operations teams save the day — day after day.

LogRhythm: Helping the healthcare industry fight cybercrime Andrew Hollister, Deputy CISO and Vice President of LogRhythm Labs, shares how the company is mitigating cyberattacks on healthcare organisations. Security intelligence company, LogRhythm, was founded with the ambition to save the world from cyber threats. The founders saw the importance of equipping network defenders with the tools they needed to quickly see what threat actors were doing and to be able to respond to those activities. LogRhythm supports small businesses through to multi-national enterprises, offering them a wide range of services. One of the main sectors it works with is healthcare. Andrew Hollister, Deputy CISO and Vice President of LogRhythm Labs said: “Healthcare organisations are in a unique position. They’re holding huge quantities of sensitive data making them prime targets for bad actors that are directly focused on compromising patient data and critical hospital technologies.” Hollister outlined ways in which LogRhythm assists healthcare in the fight against cybercrime. Its primary way of helping is with threat detection, explaining that they help detect threat actors in their customers’ environments early to mitigate risks, and provide support to meet compliance requirements.

“Typically, healthcare organisations don’t have massive cyber security budgets. Through our platform, we can help our healthcare customers get the most value from the resources that they have. We’ve also developed the Security Operations Maturity Model that helps organisations of all types develop their security operations and improve their resilience to cyberthreats. Security is not a step; it is a journey, and we want to provide guidance to organisations to help them.” Speaking on the importance of partnerships, Hollister noted that the company seeks to make it a bidirectional effort. “We’ve worked with many healthcare organisations over the years and as a result, we’ve gained insight into how those organisations work and where their priorities are. We’ve been able to develop specific content that helps healthcare organisations with the challenges they have in the cybersecurity space.” LogRhythm’s overall focus continues to be on reducing the time that it takes to detect and respond to cyberattacks and provide solutions that evolve with the ever-changing threat landscape.

Schedule Live Demo

Transforming care with technology

May 2022

BOULDER COMMUNITY HEALTH

“ WE'VE REALLY HAD TO EXPAND INTO CONSUMER TECHNOLOGY, WHICH HEALTHCARE WAS NOT FOCUSED ON YEARS AGO” MICHAEL JEFFERIES

VICE PRESIDENT & CHIEF INFORMATION OFFICER, BOULDER COMMUNITY HEALTH

As the country shifted into a remote way of working and living, staying connected was important to Boulder Community Health in order to deliver the best healthcare. “Telehealth gave us yet another tool that we could still connect with our patients, even though when the pandemic began in 2020 there was the large shutdown and access was still really important so that we could care for our patients. Having telehealth as a tool really enabled us to stay connected to those patients and provide care, even though we couldn't physically be in contact with them,” added Cole. Telehealth allows organisations to provide appointments virtually. A benefit that Boulder Community Health experienced was that it enabled them to still provide a personal connection, and access to individuals that may not be in a position to come in person during a pandemic. Joining the company in 2016, Michael Jefferies, Chief Information Officer, is responsible for implementing technology solutions that advance provider capabilities and operational efficiency at BCH. “I'd say the biggest development within my career around technology has really been a focus on patient-facing technology where we've historically been focused on our internal tools for patient care,” commented Jefferies. The healthcare industry has seen an explosion of innovation in the adoption of patient-facing technology applied across research, routine care and personal wellness. Patient-facing tools give patients the opportunity to be more responsible for their care by providing them with the ability to access health information, choose providers, and manage their healthcare. In April 2020, just after the pandemic hit, overall telehealth utilisation for office visits healthcare-digital.com

Better clinical excellence, all around. Transform patient care with our AI-powered solutions. Learn more

May 2022

BOULDER COMMUNITY HEALTH

and outpatient care was 78 times higher than in February 2020, McKinsey found. Around 40% of surveyed consumers stated that they believe they will continue to use telehealth going forward, up from 11% of consumers using telehealth prior to COVID-19. Jefferies added: “We've had to retain all of the previous responsibilities, but we've really had to expand into consumer technology, which healthcare was not focused on years ago. But I think more recently we've made that shift and now we look at our technology and consider our patients the primary user of those technologies.” Using technology to help navigate the COVID-19 vaccine rollout An unforeseen challenge facing Boulder Community Health in the past year was the COVID-19 vaccine rollout. This relied on huge amounts of data, presenting a new technological hurdle to overcome.

“ I'D SAY THE BIGGEST DEVELOPMENT WITHIN MY CAREER AROUND TECHNOLOGY HAS REALLY BEEN A FOCUS ON PATIENT-FACING TECHNOLOGY” MICHAEL JEFFERIES

VICE PRESIDENT & CHIEF INFORMATION OFFICER, BOULDER COMMUNITY HEALTH

“Our key strategies have really been to move quickly and prioritise accordingly. The vaccine rollout came very quickly and then evolved as we added boosters. And logistically, if you think about the technology that is needed there are things that you have to build out in the systems such as pediatric dosing and matching the vaccine manufacturers correctly,” Jefferies said. Adding to these rapid changes, Cole noted: “During this time, it was critical to be able to have the agility to get a lot of these tools changed. This allowed us to respond quickly and by enabling our staff to be remote, our productivity increased in many ways.” healthcare-digital.com

BOULDER COMMUNITY HEALTH

With an IT team of 100 people, values are very important to BCH. The employees created a list of values which are commitments to each other and the management team’s commitment to the team. A key commitment is practising innovation, being creative problem solvers, ready to implement big picture strategic thinking to address organisational needs and challenges. “The secret to our great success has been hiring, developing, and keeping the most talented people. This isn’t easy as a non-profit organisation without all the

“I WOULD SAY TECHNOLOGY HAS BEEN CRITICAL TO THE ORGANISATION, ESPECIALLY IN LIGHT OF THE PANDEMIC” TERESA COLE

ASSOCIATE VICE PRESIDENT OF TECHNOLOGY AND VALUE CHAIN BOULDER COMMUNITY HEALTH

perks of other industries, but we have been successful by leveraging our mission as a benefit to employees. The fulfillment that they get from helping our community is priceless in the quality of their professional life,” Jefferies commented. Utilising technology partners Boulder Community Health works with a number of partners within the technology sector, which helps them to innovate and transform services. Speaking on their partnership with Epic systems, an electronic health record company, Jefferies said: “When we have a problem to solve, they're right alongside us to solve that problem. During the pandemic, they waived any services that they provided related to the pandemic, like ramping up our healthcare-digital.com

“ SO MUCH LIKE OTHER ORGANISATIONS, WHEN THE PANDEMIC HIT A LOT OF WORKFORCES WENT REMOTE, WE WERE JUST THE SAME” TERESA COLE

ASSOCIATE VICE PRESIDENT OF TECHNOLOGY AND VALUE CHAIN BOULDER COMMUNITY HEALTH

online scheduling, utilising telehealth, they waived fees for all of that. So that's been really an outstanding, and true partnership where we really appreciate them.” Cisco, a leader in technology that powers the Internet, supports BCH’s networking and communication needs, which have been especially important over the past year with remote working and a lack of faceto-face meetings. Cisco aims to reimagine applications, secure data, and transform infrastructure. The company offers a wide 36

May 2022

range of networking products and services related to the communications and information technology industry. LogRhythm is a security partner, which helps the company identify and surface threats, in an ever-growing landscape, making sure personal data is secure is vital. The security partner reduces cyber and operational risk by rapidly detecting, responding to, and neutralising damaging cyberthreats. It offers a platform that combines advanced security analytics;

BOULDER COMMUNITY HEALTH

user and entity behaviour analytics (UEBA); network detection and response (NDR); and security orchestration, automation, and response (SOAR) in a single end-toend solution. Nuance has been another key partner to BCH in improving patient care. With staffing challenges and cost pressures in the healthcare system, BCH has worked with Nuance to find solutions. BCH is implementing Nuance PowerScribe Follow-Up Manager technology that uses

natural language processing (NLP) to identify abnormalities that were detected in the patient’s diagnostic imaging reports and ensure they are monitored over the following years to return for treatment. Partnerships can allow companies to help each other with their strengths and weaknesses, and form a larger clientele. Jefferies added: “It’s important to identify the things that we're really good at and that we're going to keep doing because our community needs us to, and then the things that other healthcare-digital.com

May 2022

BOULDER COMMUNITY HEALTH

people are doing well and we are able to refer out while maintaining high quality.” The pandemic has provided a silver lining Reflecting on the past year, the biggest advancement the healthcare company has made is adapting its remote workforce and keeping its employees engaged. The pandemic has caused major disruption to services but has also given way to new technology features or driven the adoption of existing tools. Jefferies noted that Telehealth and online scheduling are both something the company has had available for a while, but providers and patients did not always see the value to it. “Telehealth was a technology that was sitting there underutilised and the demand from both patients and providers alike has really increased during the pandemic. And I think that we're now ready to adopt it more in the mainstream across society. That's going to be great at reaching people that need specialty care that are further away, and more rural or hard to access communities will get access to better care,” added Jefferies. Looking at the next 12 months, BCH wants to make sure it avoids burnout and resignations among staff, as the pandemic has really taken its toll on people, especially in the healthcare sector. Observing that what it thought was going to be a sprint, has now turned into a marathon, the company wants to focus on exploring ways to take care of both the physical and mental health of its staff, even more than it has in previous years.

healthcare-digital.com

Franciscan Health Cares for Patients at Home and in Hospital Franciscan Health unwaveringly centres patients – from keeping family in the loop to providing iPads filled with patients’ own healthcare data WRITTEN BY: HELEN ADAMS

ranciscan Health, native to Indiana, Illinois, and Michigan, is a leader in integrated healthcare, creating unified patient records that will support wholeperson care across the care continuum. Vice President of Digital Innovation Applications Sri Bharadwaj is responsible for delivering application solutions across the environment for all of Franciscan Health. “Franciscan Health is a mission-based organisation, located out of the Midwest, serving communities both in Illinois and 40

May 2022

Indiana, with over 12 hospitals and over 400 clinics,” says Bharadwaj proudly. “We've got several ambulatory surgery centres, home health units, and affiliated physicians all across the board, working for us as an organisation, delivering services to many Hoosiers in Indiana – Indiana people are called Hoosiers!” Prior to his role with Franciscan Health, Bharadwaj served at several organisations, including University of California Irvine, Geisinger Health Systems and then University of Vermont.

HOSPITALS

“ Interoperability is key for us, so we bring that data in so we can obtain the full picture” SRI BHARADWAJ

VICE PRESIDENT OF DIGITAL INNOVATION APPLICATIONS, FRANCISCAN HEALTH

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HOSPITALS

Driving digital transformation at Franciscan Health The COVID-19 pandemic triggered digital transformation across the world, Franciscan Health is no exception. “We have a very comprehensive understanding of what the patients should be looking for, how we are treating those patients while they are inside our four walls, but also outside of it,” says Bharadwaj. “What we've done is create a structure where we have several patients who have a series of care teams around them that clearly take care of them. “That structure is very important for us, because you would have a pulmonologist, a cardiologist, an intensivist, a PCP, a nutritionist, a nurse who is addressing the patient's care apart from other capabilities like home health. So, what we do is we take that patient and look at what the patient is going through, looking at what the patient has had in the past history and looking at what is a propensity for that patient to fall sick, or do better in the future. “So, what we've done, from a digital transformation perspective, is look at remote patient monitoring as a way to get data from the patient. We also look at allowing the patient to give us feedback through our patient portal or through our patient MyChart mobile. Those are two capabilities that we provided to them.” The Franciscan Health philosophy is not about just the patient at the point in time when they need care, but everything and anything happening outside of that aspect of what they're going through. With the new Innovaccer platform, Franciscan Health manages value-based care. That means not just the clinical aspect of care. “We have to understand what is happening with the patient. We also have to understand what's happening with the ability

“ We make sure we offer patients the information while they’re here” SRI BHARADWAJ

VICE PRESIDENT OF DIGITAL INNOVATION APPLICATIONS, FRANCISCAN HEALTH

healthcare-digital.com

HOSPITALS

for the patient to interact with us and we have to understand where else the patient is getting care,” says Bharadwaj. “One of the key factors for us is that our patients go to receive care in other clinics or affiliated clinics that we have in the community. So, we wanted to get that data. What we've deployed in our base is to connect with those clinics and extract that data, so we know what's happening with that patient, even when he is not in our clinic per se. We want to understand what's happening.” The second biggest thing that Franciscan Health has been able to do is to bring that data into their environment to see what's happening with that patient through patterns of care. “One of the key things that we struggle with – well, it’s not just us, a lot of organisations struggle with it – is siloed care management,” continues Bharadwaj. “Without bringing outside data into perspective, we are eliminating that process. Interoperability is key for us, so we are bringing that data in so we can get that picture. That is a very key component. The other component that we use with Innovaccer is the ability to communicate to the patient, based on where they've been and based on what's going on. Because we have that full spectrum of data available, we can now pinpoint it to say: ‘You had aches when you visited this place, this is what they told you, and here are the medications they gave you. Are you still taking the medication? Is this something that you are doing?’.” Bringing that data in allows Franciscan Health to do a lot more overall from a patient management, value-based care perspective. “If you are trying to elevate the improvement of what we are doing with that particular population, we have the 44

May 2022

data now to elevate that population. That is the key factor that we believe will help us move things forward – it’s where Innovaccer comes into play. So Innovaccer comes into play in value-based care, from what we believe is a fee for service as well, and then Innovaccer comes into play for wholeperson care. So, if you look at those three areas, the use of Innovaccer is essential,” says Bharadwaj.

HOSPITALS

Founded in

1875

Franciscan Health now has over

850

primary and specialty care providers across Indiana and Illinois

“We've always been conscious of our environment. All of the new hospitals take into consideration emissions and environmental management” SRI BHARADWAJ

VICE PRESIDENT OF DIGITAL INNOVATION APPLICATIONS, FRANCISCAN HEALTH healthcare-digital.com

HOSPITALS

The health-care sector is responsible for up to

of global greenhouse gas emissions and has a role to play in climate change mitigation

May 2022

HOSPITALS

“Bringing the family into care creates what we would call a hospital-at-home” SRI BHARADWAJ

VICE PRESIDENT OF DIGITAL INNOVATION APPLICATIONS, FRANCISCAN HEALTH

Future strategies and developments at Franciscan Health When asked about the medical company’s ESG initiatives, Bharadwaj is forward-thinking. “We've always been conscious of our environment. As we look at building new hospitals or facilities, Lead Certification is a very important factor for us. Evaluating how we utilise those newer technologies to reduce emissions is another big deal. Our construction material too,” says Bharadwaj. “We are building a few new hospitals right now, each of which takes into consideration emission management and environmental management.” Looking to the future, that's where the world will be going. But for patients in the hospitals, Sri Bharadwaj has a clear vision for them: placing the patient in the centre of the conversation, rather than talking at them about their healthcare. “Our patients are extremely mobile. So, we want to allow them to have the mobility that they need while, at the same time, have the feeling that there is somebody watching over them or taking care of them,” he concludes. “We also deploy education to patients. At their bedside, we offer iPads with information. Through a solution like Innovaccer, we extract that data and we say, ‘Okay. This patient really needs education on certain things’. Not everybody knows everything, so we make sure that we offer them that information in the bed while they are there. Looking to the future, that’s where the world will be going. Although Bharadwaj has since moved on from Franciscan Health, he has a clear vision: placing the patient in the centre of the conversation, rather than talking at them about their healthcare. healthcare-digital.com

THE

IMPORTANCE OF SUPPLIERS IN THE MEDICAL

INDUSTRY WRITTEN BY: GEORGIA WILSON PRODUCED BY: MIKE SADR

May 2022

WERFEN

healthcare-digital.com

WERFEN

Don Perigny, Senior Manager, Global Procurement, Werfen discusses the significance of longstanding suppliers to navigate the complex medical device industry

oining Werfen in 2003 as Senior Manager, Global Procurement, Perigny today holds the position of Director of Strategic Procurement and Supply Chain Compliance. Loving what he does for a living and the great company that he works for, Perigny explains that he doesn’t compare himself with other professionals. “I always want to be in the middle of it, pushing buttons - that’s what makes me tick,” he says. “I think the old athlete in me is what drives me; I want to be the go-to guy, the guy out there on the pitch.” Being a part of Werfen for almost 20 years, Perigny explains that, in that time, the organisation has evolved from one that had 10 suppliers with whom they spent more than US$100,000, to having over 50 suppliers that the company spends more than US$1mn with. “That’s huge growth,” says Perigny. Over the years, Werfen has continued to add new policies and governance to ensure optimal quality in the manufacturing process: “Today, we have very strict requirements for installation qualifications (IQ), operational qualifications (OQ) and performance qualifications (PQ).,” explains Perigny. “We are in an environment where minimising risk is essential, so we continuously ensure that our processes are tight and stringent. Operational 50

May 2022

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WERFEN

“ BEFORE THE PANDEMIC, WE THOUGHT WE WERE BUSY; BUT, ONCE IT HIT, OUR DEFINITION OF BUSY CHANGED” DON PERIGNY

DIRECTOR, STRATEGIC PROCUREMENT & SUPPLY CHAIN COMPLIANCE, WERFEN

excellence is our mandate. Data drives us.” Procurement challenges for the medical device industry When it comes to procurement, Perigny explains that the days of pounding your fist on the desk and demanding suppliers bow to your every whim are long gone thankfully something that was never his approach, anyway. “We don’t have vendors, we have suppliers,” he says. “In baseball terms, a

vendor is the van outside selling hotdogs; we want our partners to be an extension of our company, and I think this approach has driven our success.” Like many other organisations, 2020 saw Werfen go head-to-head with its greatest challenge yet: COVID-19. “Before the pandemic, we thought we were busy; but, once it hit, our definition of busy changed,” says Perigny. “Much of this was due to a loss of the control we previously had on our procurement process. We had to compete for labour with our suppliers, and as the pandemic rolled out across the world, we faced this over and over, due to our global supplier base.” healthcare-digital.com

WERFEN

He adds: “Many companies were forced to close with little notice, and every country dealt with it slightly differently - from Europe to Mexico, to Canada, to the United States. And by 2021, we weren't only competing for labour, we were competing for virtually every part. Suppliers were constantly de-committing, and without notice.” Perigny emphasises that the strength of the relationships Werfen built with its suppliers was a key differentiator. “Many manufacturing companies in the US particularly the Northeast - were forced to close because they simply couldn’t get the materials needed to maintain their manufacturing. But we didn’t stop. It was a significant challenge, a lot of late nights, weekends, and no vacations, but we made it,” says Perigny. He adds: “Instead of focusing on ‘here’s 54

May 2022

why we can’t', we focused on ‘here’s why we can', and that positive focus was huge. But ultimately, getting ahead of those material issues is what really made us successful. We jumped on the shortage issues as soon as they surfaced.” Werfen and its suppliers When discussing suppliers at Werfen, Perigny stresses that “I always see our suppliers as a part of the Werfen family - I truly believe that we are in this together”. When it comes to finding the perfect supplier, he explains the importance of due diligence first. Are they legitimate? Are they ISO-approved? Who are their customers? What is their reputation? “Once your due diligence is completed, it is important to determine whether a potential supplier can meet the business’s

WERFEN

Don Perigny TITLE: D IRECTOR, STRATEGIC PROCUREMENT & SUPPLY CHAIN COMPLIANCE INDUSTRY: HEALTHCARE

EXECUTIVE BIO

LOCATION: USA Graduating in 1999 from the University of Massachusetts Lowell in Business Management, Don Perigny is the current Senior Manager, Global Procurement at Werfen. Perigny is a proudly married father of three, who transitioned from a career as a professional athlete, into the corporate world. Perigny describes how he found himself in the medical industry as “getting lucky.” Prior to working at Werfen, Perigny worked for two organisations KLA-Tencora and Imaging Automation as a Materials manager. Perigny describes himself as an experienced global strategic procurement professional with a demonstrated history of working in the medical device ISO/IVDR/ MDSAP regulated industry. His skills include: purchasing, supplier management, analytics, medical devices, Lean Six Sigma (LSS) Green Belt Certified and Project Management Certified.

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WERFEN

“ I ALWAYS SEE OUR SUPPLIERS AS A PART OF THE WERFEN FAMILY - I TRULY BELIEVE THAT WE ARE IN THIS TOGETHER” DON PERIGNY

DIRECTOR, STRATEGIC PROCUREMENT & SUPPLY CHAIN COMPLIANCE, WERFEN

quality expectation all day, every day, every year,” explains Perigny. “And, can we get that written down in a quality agreement?” He adds: “Change management is hugely important in the medical industry; even simple changes that may be insignificant to a supplier can be catastrophic to us. Any change could be a big change. So, it’s important for companies to ensure they have written agreements with their suppliers to ensure that no changes will occur without notification and approval.” Other key factors for Werfen when selecting suppliers include whether they will allow Werfen employees or a thirdparty regulatory body to conduct audits

healthcare-digital.com

WERFEN

WHO IS WERFEN? Founded in 1966, Werfen is focused on Specialised Diagnostics. “We develop, manufacture and distribute instruments, reagents and data management solutions for Hemostasis and Acute Care and Autoimmunity diagnostics,” says Perigny. Werfen is currently the number one company in the Hemostasis testing market, with eight production lines, and a leader in the Acute Care testing market with three production lines. Perigny explains: “Our Hemostasis lines comprise very large instruments for hospital laboratories, while our Acute Care systems are smaller, designed for use at the hospital point

of care. Last year, we shipped 7,700 instruments and almost 700,000 cartridges, a consumable for our blood gas testing systems.”Not only is Werfen a US $2bn company, but last year the company achieved 11% growth. “During the pandemic, when other companies weren’t facing supply-chain issues, failure was not an option for Werfen - we were passionate and dedicated to ensuring a continuous supply of products to our customers,” added Perigny. Werfen’s core mission: Using its passion and long-term vision, Werfen strives to develop meaningful innovations that truly enhance patient care and help to create healthier societies worldwide.

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at their locations, as well as their longterm partnership potential. “I don’t like switching suppliers; validation of new suppliers requires significant time and is a costly process. So we look for long-term partners,” says Perigny. Werfen’s ‘newest’ suppliers have been working with the company for five years, while its ‘oldest’ suppliers have worked

with Werfen for 40 years. “On average our suppliers have a 24-year business relationship with us,” says Perigny. “They have been with us for a long time, they all know us well and they know how to work with us.” Every year, Werfen conducts a group supplier meeting either on location in Bedford or in recent years, virtually. “This meeting gives us the opportunity to update healthcare-digital.com

WERFEN

our suppliers on our current operations, as well as receive updates from them on new improvements and capabilities. We discuss our five-year plan and make our suppliers a part of it,” says Perigny. He adds: “On top of that, we have a supplier portal where they can see their real-time delivery performance and quality performance, and access non-conforming reports. Additionally, we have a complete supplier engineering team available to answer suppliers’ calls, ensure clear communication, and provide support. It’s a teamwork approach. There’s a lot of work that goes into it, but the results speak for themselves.”

May 2022

healthcare-digital.com

DIGITAL HEALTH

Gareth Shaw, of Doceree on healthcare pharma marketing Life science companies can better manage online communications, says Gareth Shaw of Doceree. Here he discusses the future of healthcare pharma marketing

WRITTEN BY: HELEN ADAMS

hysician marketing is nowhere close to consumer marketing, both in terms of sophistication and leveraging technology to drive greater efficiency and returns on investment. This challenge is what inspired Harshit Jain, a physician-turned healthcare marketing veteran, to start Doceree. The Doceree platform enables pharma brands to engage with physicians and other health care providers effectively in the digital realm. As life science companies are the core source of relevant information around any research in the medical field, Doceree acts as an enabler in this respect. Using Doceree’s proprietary identity resolution technology ESPYIAN, life science brands can showcase the right information to the right physician at the most opportune moments. The company was founded in 2018 and is headquartered in New York. Responsible for Doceree’s UK and European operations is Gareth Shaw. The father of two from Buckinghamshire, England, started studying Pharmacology 64

May 2022

at university, but quickly realised he was more inclined towards business studies and switched degrees to Marketing. From there, Shaw took on roles at Yahoo and Experian, before beginning his career in healthcare five years ago, with healthcare marketing company PulsePoint. “I led the PulsePoint European operations, and spent a year priming the UK healthcare market for programmatic marketing, before PulsePoint pulled out of Europe in 2018 and my role became US focussed,” explains Shaw. “In my current role, I am now back in the UK and Europe to finish what I started back in 2017.”

“ At Doceree, customer trust is our top priority” GARETH SHAW

PRESIDENT UK & EU, DOCEREE

healthcare-digital.com

DIGITAL HEALTH

“ Data is the modern oil and powers the digital world”

What is Doceree and how does it support physicians? Doceree’s reception from the healthcare industry has been positive, especially in its attitude to digital adoption. “Five years ago, UK and European marketers GARETH SHAW - along with their agencies - were beginning to PRESIDENT UK & EU, show some interest in programmatic marketing, DOCEREE but lacked the knowledge, skill sets and, most notably, the industry-specific tools to deploy it,” said Shaw. “Today, five years on, most players in the space are ready to commit to programmatic Doceree was awarded “Top 10 Ad but until Doceree entered the market, Solution they lacked the specialist tools to do Management Providers 2020”by so in the UK and Europe. This kind of Martech outlook response underscores the need and immense scope for innovative technologies in the life sciences domain, which has always been perceived as the category most apprehensive about digital adoption.” Doceree’s ability to provide real-time data analytics enables marketers to deliver messages that have the greatest impact. When these moments are identified in the middle of a campaign, Doceree affords life science marketers with a platform to effortlessly target physicians with a relevant brand message by taking advantage of this real time data. “Across endemic content and point-ofcare networks, marketers need to capitalise on the moments when physicians are in the appropriate mindset to effectively engage with a brand message,” explains Shaw. “Programmatic allows the use of real-time analytics to create greater engagements by serving them the right message at the right time. Whether it’s in a virtual waiting room or reading an online medical journal, certain moments during a physician’s professional activities are when messages need to pique their interest and align with times that they’re in the right mindset to absorb new medical information.”

healthcare-digital.com

DIGITAL HEALTH

“ Marketers need to capitalise on the moments when physicians are in the appropriate mindset to engage with a brand message” GARETH SHAW

PRESIDENT UK & EU, DOCEREE

This also allows Doceree to better understand the digital behaviours of healthcare professionals, so they can create more engaging digital experiences for them with their life science industry partners and clients. “Our platform is building greater efficiencies and helping brands optimise their ROI by using real-time data analytics efficiently,” said Shaw. Life science companies can better navigate online communications Doceree has made it easier to reach out to healthcare professionals on behalf of life sciences companies. “Until now, Rx communication was a In the US, Doceree can precisely identify complex labyrinth of multiple different media HCPs on various endemic and point-of-care touchpoints and physical visits from medical platforms, and based on their professional personnel,” said Shaw. “With Doceree’s behaviour traits (diagnoses, medications, programmatic technology, life sciences and procedures they perform), deliver them companies can now reach and communicate relevant messaging from life science brands. their messaging to healthcare All of this is powered by Doceree’s professionals, all in a brand-safe and proprietary identity-resolution compliant manner. Rx communication technology, ESPYIAN. can now happen across multiple digital “In the UK and across the EU, Shaw has touch points that HCPs are already after the advent of GDPR, such worked across Yahoo, visiting, offering several advantages precise 1:1 physician-level targeting Experian and over more traditional siloed tactics.” may not be possible,” says Shaw. PulsePoint 68

May 2022

DIGITAL HEALTH

“But ESPYIAN lets us target physicians at speciality level, which makes it easy for life science brands to reach HCP audiences based on the HCPs speciality at scale with highly relevant messaging. “In terms of performance measurement, our US offering can provide script lift measurement studies at an individual physician level. Owing to similar GDPR-led constraints, our UK script lift offering will be able to provide script lift measurement studies at a practice location level. We’re also exploring behavioural lift measurement offerings globally.”

The future of healthcare pharma marketing at Doceree Over the next year, there is a lot of excitement ahead as Doceree grows its team across Europe and expands its product suite to provide clients and partners with market leading insight, activation and measurement tools, custom built for the healthcare vertical. AI will have a role to play in that. “Data is the modern day oil and powers the digital world,” said Shaw. “AI and machine learning are the tools we use to refine data into powerful actionable insights that deliver positive valuable engagement between life sciences brands and physicians.” Yet, like all healthcare services and platforms, Doceree is aware of the threats of cybercrime and is determined to stay ahead of those who seek to exploit the healthcare industry. “We have put in place appropriate security measures to prevent personal data from being accidentally lost, used or accessed in an unauthorised way, altered or disclosed,” said Shaw. “In addition, we limit access to data to those employees, agents, contractors and other third parties who have a business need. They only process data on our instructions and they are subject to a duty of confidentiality. “At Doceree, customer trust is our top priority. Doceree monitors the evolving privacy, regulatory and legislative landscape to identify changes and determine what tools are needed to meet compliance requirements. We use the industry-leading encryption features to protect our content in transit and at rest while using our own encryption keys. Our VPN and SSO-enabled environment give us flexibility, security and reliability. We have put in place procedures to deal with any suspected personal data breach,” concludes Shaw. healthcare-digital.com

GUY'S AND ST THOMAS' NHS FOUNDATION TRUST

PROCUREMENT SHARED SERVICES ARE ESSENTIAL TO SUPPORT HEALTHCARE WRITTEN BY: TOM SWALLOW PRODUCED BY: GLEN WHITE

May 2022

healthcare-digital.com

GUY'S AND ST THOMAS' NHS FOUNDATION TRUST

David Lawson, CPO of Guy’s and St Thomas’ NHS Foundation Trust, highlights the challenges and opportunities of healthcare procurement shared services

he coronavirus pandemic took a struggling National Health Service (NHS) and imposed even further pressures on the organisation that was already stretched to its limits. One important lesson that COVID-19 taught us is that supply chain resilience is critical to maintaining services. The procurement shared service team played a key role to ensure the Trust maintained supply and supported other hospitals across the region, from setting up a 3D Print Farm and air freighting PPE from China to providing over one million items as mutual aid to over 40 healthcare organisations. The organisation’s procurement team, comprised of around 200 employees, is responsible for sourcing, systems, and supply chain operations across four NHS Trusts with responsibility for over £500mn direct spend. With just over 20 years at the organisation, David Lawson, Chief Procurement Officer at the Trust divulged the developments in the organisation’s procurement strategy throughout the pandemic and his team’s contribution to procurement programmes and initiatives. Leading procurement strategy to streamline healthcare Over the past few years, Guy’s and St Thomas’ has worked to transform procurement and supply chain from

May 2022

Example of an image caption healthcare-digital.com

Procurement shared services are essential to support healthcare

“ The challenge for the NHS was to try and return back to a business as usual footing” DAVID LAWSON

CHIEF PROCUREMENT OFFICER, GUY’S AND ST THOMAS’ NHS FOUNDATION TRUST

deployment, the largest implementation of automated inventory management systems in Europe to leading major complex commercial initiatives. Procurement and supply chain is critical to the day-to-day running of healthcare services. In 2021 for example, the team led the re-procurement of Pathology Services across South East London, covering a patient population of two million, processing over 35 million tests per year, and 74

May 2022

with an annual spend of £135mn. The new 15-year contract worth £2bn involved a major service transformation with the consolidation of 70% of test activity from four hospital sites into a new pathology hub together with the adoption of new digital systems. Lawson commented that “it would be difficult to imagine a more complex procurement.” He explains: “You had an incumbent joint venture supplier that the two Trusts — Guy’s and St Thomas’ and King’s College Hospital — part-owned under a joint venture structure, you had a major service transformation in terms of service consolidation, and you had a mission-critical service which touched almost every patient that interfaced with the local health system from GP Surgery to Acute Hospitals.”

GUY'S AND ST THOMAS' NHS FOUNDATION TRUST

DAVID LAWSON TITLE: CHIEF PROCUREMENT OFFICER INDUSTRY: HEALTHCARE LOCATION: LONDON, UK

EXECUTIVE BIO

Understanding the criticality of the process and the involvement of procurement, Lawson set about leading his team to streamline proceedings, which, through competitive dialogue between bidders, led to a change in supplier and a novel “buy-out buy-in” approach into the Joint Venture to avoid the need to TUPE transfer over 1,500 staff and ensure a smooth service transition. Lawson highlights the three main challenges of the process, which were stakeholder engagement to achieve agreement on the new operating model, ensuring robust bids despite gaps in key data sets, and despite the complexity and scale of the procurement, keeping the evaluation simple and manageable.

Procurement lead for Guy’s and St Thomas’ since 2001 and procurement shared service including three other NHS Trusts. Double winner of the Supply Chain Excellence Award for Supply Chain Innovation (2008) and Urban Logistics (2021) and led the deployment of the largest implementation of automated inventory systems in Europe (2009) and establishment of an off-site supply chain hub (2019). Led the procurement for the £2bn South East London Pathology Transformation awarded in 2020 and the £10bn NHS England Increasing Capacity Framework awarded last year. Member of the GS1 Health Advisory Board. Accredited at Senior Commercial Specialist level in 2021 by the Government Commercial Function.

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Make the connection between supply chain and sustainability Esther Murdock and Isabel Spence of Banner highlight shared values with the SmartTogether consortium and the Guy’s and St Thomas’ procurement partnership Guy’s and St Thomas’ NHS Foundation Trust has chosen Banner as a key supplier for their SmartTogether procurement initiative. As the UK’s largest provider of business-critical supplies and services, Banner provides cleaning, catering and PPE supplies, furniture, printed goods, technology and Managed Print Services to organisations across the private and public sectors. To gauge why the NHS was so keen to partner with Banner, we spoke to its Merchandising and Marketing Director, Isabel Spence, and Esther Murdock, Public Sector Sales Director. “We started with an official tender process, which was then followed with the award of the contract to Banner for office products and electronic office supplies.” “We’re now assessing a new pilot programme to

find ways to help the SmartTogether team with a managed procurement service that addresses contract leakage and any in scope expenditure within that. This provides a compliant supply route whilst also reducing the carbon footprint of Guy’s and St Thomas’ and other participating Trusts”, Murdock said. Connected thinking is the key to success “Our aim is to build strong and effective relationships by connecting with suppliers, colleagues and customers who have high standards and share our values,” says Murdock. “In the future, we’re going to see a greater expansion into partnerships, consolidation of supply and into a digitally enabled work life,” Spence says. “We are supporting customers and innovating with smart solutions to solve the business challenges that our customers face.” Murdock closes: “Evidenced by the work with Guy’s and St Thomas’, our customers, suppliers, and Banner are on a journey of reimagining how we do business. In this post-pandemic era, we are becoming more and more of an embedded solution for our customers and a lead service provider. It is this connected thinking that leads to improved sustainability and consolidated supply.”

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GUY'S AND ST THOMAS' NHS FOUNDATION TRUST

GUY’S AND ST THOMAS’ Guy’s and St Thomas’ is one of the UK’s largest NHS Trusts. The procurement shared service, SmartTogether hosted by the Trust also supports neighbouring NHS Trusts, Lewisham and Greenwich, Great Ormond Street, South London and Maudsley, and later this year Oxleas.

May 2022

“ Our aim is very much to look for opportunities to innovate and scale it up across the shared service” DAVID LAWSON

CHIEF PROCUREMENT OFFICER, GUY’S AND ST THOMAS’ NHS FOUNDATION TRUST

The procurement team also recently led the £10bn Increasing Capacity Framework Agreement on behalf of NHS England to support reducing the current backlog of elective activity by making available independent sector capacity to the NHS. The new framework agreement replaced a capacity model in which block contracts were agreed upon with the main independent sector providers irrespective of whether the capacity was used or not. The framework was set up in under 12 weeks with over 100 providers listed. “While the rest of the NHS was tied up with treating COVID patients, the challenge for the NHS was to try and get to a point

of business as usual, in order to avoid or mitigate a growing backlog of elective cases. To secure funding from the treasury, there was a need to move away from direct awards and the previous capacity model to demonstrate value for money,” Lawson says. “So, I was asked to support NHS England setup. A new national framework where independent sector providers bid against all procedures that are available on the national tariff,” Lawson says. “My role was to set up the procurement strategy and work out a timetable to deliver the framework within quite a short period of time — within about 12 weeks — and make that ready for the new calendar year in January when the existing block contracts were due to expire.” SmartTogether transforms the NHS with access to procurement and supply chain expertise When it comes to procurement in the NHS, the siloed nature of its operations has presented weaknesses over the years due to the lack of scale and investment. Five years ago, the SmartTogether shared service was established to scale up both procurement and supply chain capacity and capability. “It was very much formed on the back of the hospitals, around us asking for help healthcare-digital.com

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Apogee: enabling NHS healthcare supply chain efficiency Discussing the contractual benefits for Guy’s and St Thomas’ NHS Foundation Trust, Matthew Hale provides details of Apogee’s partnership in healthcare Apogee Corporation, an HP company, provides managed workplace and print services to the public sector and wider corporate healthcare environments. Its partnership with the Trust allows Apogee to supply, monitor, and maintain NHS printers and related machines to minimise component stock levels and ensure print machines work at their optimum. Creating a regular and cost-effective print supply “We were able to achieve the savings that we’ve delivered to Guy’s and St Thomas’ through a due diligence project management programme where we have looked at their current infrastructure,” says Matthew Hale, Regional Sales Manager for Healthcare at Apogee. In analysing the Trust’s technology ecosystem, Apogee is “able to design an optimal solution based on their current requirements. This led us to be able to reduce the number of devices and the amount of volume going through the account that, in turn, drives out the contractual savings.” “We take that headache away from IT departments because every device

that will sit within the Trust, ranging from a single function desktop printer to a print room device, will be managed and supported by Apogee from top to bottom.” The process of procuring managed services As a subsidiary of HP, the corporation leverages its digital capabilities to respond quickly to the needs of its clients and, in the case of Guy’s and St Thomas’, alleviate any unnecessary strain on the workforce. “We’re able to predict what that carbon efficiency gain will be, by the nature of the auditing that we’ve done,” Hale says. “With the redesign process that we went through, where we’ve rationalised that amount of machines down, we can figure out — based on data and kilowatts of energy — how much that fleet will cost to run over a three to five year period,” Hale explains. “Because we’re underpinning the fleet with environmentally friendly devices from the HP range, it allows us to achieve even more beneficial carbon savings for the trust as well.”

L E A RN M O RE

“ In response to the request for help, we decided to expand the team and create SmartTogether” DAVID LAWSON

CHIEF PROCUREMENT OFFICER, GUY’S AND ST THOMAS’ NHS FOUNDATION TRUST

and support to transform the procurement service,” Lawson says. “In response to the request for help, we expanded the team and created SmartTogether.” SmartTogether was able to apply common performance standards for order management, inventory management, and CIP delivery. In the first year of Lewisham and Great Ormond Street joining the shared service, CIP delivery increased five-fold. Lawson explains how this helps improve procurement: “We have a scorecard with key metrics and we compare each of the member trusts against national benchmarks, as well as benchmarks within the shared service to drive that performance.” He also spoke about some of the resulting effects of SmartTogether: “We're seeing process improvement, expansion of inventory management systems, and cost improvement delivery as well. So we've been able to influence more spend.” Channelling NHS contracts through select strategic partners Without its partner organisations, the SmartTogether service would not have been as well-received as the team has experienced. The organisation works closely with selected strategic partnerships 82

May 2022

to encourage efficiency and more sustainable operations across its network of healthcare services. SmartTogether partners with Apogee, an HP company specialising in print services, to funnel its printing resources and technology solutions through the company, which supports all the member Trusts of the shared service. Partnering with Apogee resulted in an organisation-wide revamp of its printers, creating an ecosystem of manageable and more sustainable machines, and also allowed SmartTogether to leverage Apogee’s managed print services at scale. Lawson explains how the Trust has negotiated better solutions across all operations. “It means that we've been able to negotiate better technology and better processes as well,” he says.

GUY'S AND ST THOMAS' NHS FOUNDATION TRUST

“So, from a sustainability perspective, benefits around energy efficiency, and from a cost perspective, double-digit percentage savings in terms of having a larger single contract, a multi-year contract and developing a partnership with Apogee going forward.” Following this, Lawson delves into another strategic partnership as he talks about some of the challenges that the Trust faces in terms of risk management, particularly in its supply chain, which is a critical phase in ensuring fast and reliable patient care. CEVA Logistics works with Guy’s and St Thomas’ to manage its offsite Supply Chain Hub: a necessary response to the coronavirus pandemic that supported deliveries to the hospital and supported the wider London Region. To help gauge the scale of the task, Lawson says: “We

previously had over 40,000 trucks arriving into the two Trust campus sites, which equated to a truck delivery hitting one of our loading bays every three minutes.” While the offsite Supply Chain Hub, based in Dartford, was primarily a response to COVID-19, the organisation has now set up an in-house wholesaler within the facility, a process that was implemented based on new insights from the pandemic. “For just over 1,000 high-risk product lines, we hold about a month’s worth of inventory to enable a same-day delivery service to over 50 Main Theatres,” says Lawson. The logistics firm is also working to support the Trusts sustainability strategy with the adoption of bio-fuel and electric vehicles for bulk consolidated deliveries, together with a pilot of a river cargo service healthcare-digital.com

Safe, Effective, Durable NEW OPCS CODE / TARIFF Rezum ™ Launch

NICE MTG

2017

2018

Rezum ™ MIB

bostonscientific.com

2020

MTFM

2019 2022

VBP PROJECT

2022 2023

Rezūm Water Vapour Therapy Powered by convective water vapour energy, the Rezūm System delivers targeted, controlled doses of the stored thermal energy in water vapour directly to the region of the prostate gland with the obstructive tissue causing the lower urinary tract symptoms secondary (LUTS) to benign prostatic hyperplasia (BPH).

“Following lots of great work between Boston scientific and NHS Supply Chain Tower 6, I’m pleased to report that we have had our first ever Value Based procurement methodology signed off, which shows how the Rezum Prostate treatment delivers nearly £1000 in value to the NHS every time it is used through reduced theatre time & length of stay for patients. This is a fundamental step for industry and NHS procurement as we seek to recognise and capture the benefit innovative technologies are bringing to the NHS.” -Lee Taylor, Clinical and Analytics programme lead, NHS Supply Chain

“Value based procurement in healthcare is regularly discussed as a way in which the healthcare system and industry can collaborate

to show the benefits of technology from both a patient and system perspective, quantifying measurable and tangible financial savings beyond price reduction. However, there are relatively few practical examples. With the Rezum value based case study, undertaken at Guys and St Thomas’, Boston Scientific were delighted to collaborate on a pilot to treat Benign Prostatic Hyperplasia patients with Rezum, to prove that our claims are not just aspirational but demonstrate tangible benefit to the system and patients. We showed improved efficiency and outcomes, which released much needed capacity in both theatre and realisable bed stay” – Stephen Sutcliffe, Head of Commercial Partnerships, Boston Scientific

NHS England MedTech Funding Mandate 2022/23 “The MedTech Funding Mandate is an NHS Long Term Plan commitment to give patients access to selected NICE-approved cost-saving devices diagnostics and digital products more quickly.” Rezūm included on the 2022/23 MedTech Funding Mandate policy as a NICE recommended cost saving alternative compared to standard treatments such as TURP.

Learn more

NHS VBP Case study

GUY'S AND ST THOMAS' NHS FOUNDATION TRUST

“ We compare each of the member trusts against national benchmarks, as well as benchmarks within the shared service to drive performance” DAVID LAWSON

CHIEF PROCUREMENT OFFICER, GUY’S AND ST THOMAS’ NHS FOUNDATION TRUST

for rapid parcel deliveries from the Supply Chain Hub at Dartford into Guy’s Hospital via Butler’s Wharf. The Supply Chain Hub is also being used to support current work to provide urgent medical supplies into Ukraine. Working in partnership with the Ukrainian Medical Association the hub has acted as a staging point to ship deliveries into Lviv and Kyiv hospitals. 86

May 2022

Sustainable sourcing of products and procuring high-end medical devices One of the themes that could be picked out from the SmartTogether service is the commitment to core values and how this plays a critical role in sourcing goods and, ultimately, finding suppliers with similar core values. For such large-scale operations, the Trust has begun to select products more carefully. A prime example of this can be

seen through its partnership with Banner, an expert provider of workplace supplies, as the organisation focuses a lot of its attention on its environmental, social, and governance (ESG) impacts. Lawson further explains the importance of social value when it comes to engaging with suppliers: “When we carried out the tender process, we weighted social value at 20%. So we weighted it quite high and

set up some specific requirements from a sustainability perspective.” He continues: “We pulled together the different sustainability managers from each trust to set out the standards from an environmental perspective in terms of product, but also in terms of delivery model.” Ultimately, this process is governed by its partner organisation’s ability to provide transparency, which is something the Trust is also aiming for with Boston Scientific, a leading global provider of medical devices. “We buy a wide range of their devices across a number of clinical settings,” says Lawson. “Boston is an example of a medical device company that we're trying to establish a strategic partnership with and that's looking at different elements or different initiatives. This really sums up the core activities of Guy’s and St Thomas’ that we can expect to see over the next few years. As a provider of local healthcare services with specialist capabilities required by the nation, the Trust will continue to develop the way it operates to improve patient care. The coronavirus pandemic has highlighted some of the key areas in which the organisation must innovate to meet the demands of an evergrowing population, strengthening its strategic partnerships and streamlining procurement and supply chain activities to ensure that patients receive what they need when they need it. “PostCOVID, we’re now trying to learn from the experience of COVID-19 and understand the benefits in the sense of being able to make changes for the good and to use that as the catalyst for more change.”

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TECHNOLOGY

's Technology Supports Doctors’ Continued Learning Medtronic, a global leader in Medical technology knows that, in order to care for patients, surgeons must have the technology they need. George Murgatroyd tells us more WRITTEN BY: HELEN ADAMS

Medtronic has undertaken more than

300

Clinical trials

May 2022

ith over 90,000 employees worldwide, Medtronic develops precision engineering, surgical instruments, pacemakers, and diabetes pumps. George Murgatroyd leads the Digital Surgery team within Medtronic a part of the Surgical Robotics operating unit within Medtronic. While Murgatroyd’s team is passionately focused on digital aspects of healthcare – including digitisation – his career journey didn’t begin in healthcare, to the surprise of some. “I studied philosophy at university, so suppose I have a decidedly philosophical viewpoint on things,” says Murgatroyd. “While doing my PhD, I started working in the NHS on early healthcare EMR solutions, and I got to witness first-hand how antiquated a lot of the technology was, how paper-based most healthcare systems were, how disconnected things were and how poorly physicians were served with digital tools.” For over a decade, Murgatroyd has been working on various digital and data

healthcare-digital.com

riMedik

R E D E F I Care NING CARE Redefining

g Vital Patient rldwide

oy (TriMedika) and tin Curley (Health Service cuss how TRITEMP™ has helped drive the on agenda in Ireland.

es that really make a ients.

edical industry for 25 years, CEO at TriMedika, where technology wasn’t patient need. “We set up vide the most accurate clinical als, and this is where as being different.”

that Dr Molloy explains hasn’t opment is thermometry. no development for 15 years. e routine diagnostics that we orld, so we set about making on-contact thermometer.“

hat came from talking to nd healthcare workers within viously the savings on the healthcare workers at also to manage infections, n to build the future for

Partnership with the HSE. ears, TriMedika has been SE, now in over 200 locations

Transforming Healthcare Transforming Care Through Innovative in the HSE Through Innovative Technology Patnerships in Ireland, as well as hospitals in over 20 countries. “We have been working with the HSE team to really understand their needs and their pain points, as well as looking at research to make thermometers better and develop them so that they are better for nurses and hospital teams. The HSE is a very forwardthinking organisation”, says Dr Molloy.

Technology Partnerships

Adding to Dr Molloy’s comments, Professor Martin Curley, HSE Director of Transformation/ Maynooth University, says, “It has been tremendous to partner with TriMedika. The ambition of the HSE is to move Ireland from being a digital health laggard to a European digital leader in the years ahead. To do that, we need to partner with the best and the brightest, both here and abroad.” “We have an overarching strategy, which we call ‘stay left, shift left’. Stay left is about using technology to keep people well in their home, or if you happen to have a chronic condition you can be managed best of all from home. Shift left is about moving patients as quickly as possible from an acute to a community, to a home setting. Every time we make these digital interventions, we’re trying to achieve the quadruple aim: lower cost, improved quality of care, improved quality of life and improved clinician experience. TriMedika delivers on all of these.” “The TRITEMP™ is a superior thermometer because it is non-contact, thus helping with infection control - very important during the COVID-19 pandemic. It’s going to be an essential tool for preventing Hospital Acquired Infections. It’s also more sustainable with no consumables making it about a fifth of the total cost of ownership of conventional thermometers.”

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TECHNOLOGY

Improving Vital Patient Care Worldwide Dr Róisín Molloy (TriMedika) and Professor Martin Curley (Health Service Executive) discuss how TRITEMP™ thermometer has helped drive the digital innovation agenda in Ireland. Developing devices that really make a difference for patients. Working in the medical industry for 25 years, Dr Róisín Molloy, CEO at TriMedika, could see areas where technology wasn’t keeping up with patient need. “We set up TriMedika to provide the most accurate clinical devices for hospitals, and this is where we see ourselves as being different.”

“ I've got so many A particular area that Dr Molloy explains hasn’t friends who isare seen much development thermometry. “There has been no development for 15 years. Yet it is one of thewho routine diagnostics doctors are that we use around the world, so we set about making the TRITEMP™ non-contact thermometer.“ working, finding the “The key things that came from talking to situation incredibly doctors, nurses and healthcare workers within the HSE, were obviously the savings on tough, and COVID cost and time for the healthcare workers at the hospital, but also to manage infections, obviously hasthe future for and we were keen to build thermometry.” heightened that” TriMedika and its Partnership with the HSE. For the last four years, TriMedika has been GEORGE MURGATROYD selling into the HSE, now in over 200 locations VP AND GM - DIGITAL MED TECH AT MEDTRONIC

in Ireland, as well as hospitals in over 20 countries. “We have been working with the HSE team to really understand their needs and their pain points, as well as looking at research to make thermometers better and develop them so that they are better for nurses and hospital teams. The HSE is a very forwardthinking organisation”, says Dr Molloy. Adding to Dr Molloy’s comments, Professor Martin Curley, HSE Director of Transformation/ Maynooth University, says, “It has been tremendous to partner with TriMedika. The ambition of the HSE is to move Ireland from being a digital to abetter European initiatives and health drivinglaggard forward ways digital leader in the years ahead. To do that, towe connect towith develop digital solutions need to data, partner the best and the brightest, bothand herefully and support abroad.” physicians. that augment

“I'm probably one of the few VPs in

“We have an overarching strategy, which we Medtronic that wears a hoodie call ‘stay left, shift left’. Stay left is day-to-day, about using technology to keep people well in their home, but I guess that gives you a sign of some of or if you happen to have a chronic condition the kind of tech change that's taking place,” you can be managed best of all from home. says of his current ShiftMurgatroyd left is about moving patientswork-fromas quickly as possible from an acute to a community, home setup. “I do own a suit, but these to days a home setting. Every time we make these it's onlyinterventions, worn at weddings!” digital we’re trying to achieve While such social gatherings are a far 2019 the quadruple aim: lower cost, improved quality of care, improved quality of life and have memory for many, doctors and surgeons improved clinician experience. TriMedika had an extraordinarily delivers on all of these.”high level of contact.

“I've got so many friends who are doctors

“The TRITEMP™ a superior and are working, is finding the thermometer situation because it is non-contact, thus helping with incredibly tough,- and COVID obviously infection control very important during the COVID-19 pandemic. It’s going to be an has heightened that and as I mentioned, essential tool for preventing Hospital Acquired hospital technology hasn’t helped matters Infections. It’s also more sustainable with inno this regard,” says Murgatroyd. “There consumables making it about a fifth of are the total cost of ownership of conventional huge constraints in budgets, unprecedented thermometers.”

backlogs in elective surgery and very significant burnout with physicians.”

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TECHNOLOGY

“In many hospitals, the technology found in the operating room does not incorporate the same level of innovation that we see reflected in our day-to-day lives with Google and Amazon assistants. There's a significant opportunity for digital solutions to address these challenges. I think that's clear, and I think they spread across all levels of surgical experience.” Technology to train surgeons Murgatroyd knows that there are challenges in the training of surgeons. “There are challenges in maintaining standards amongst more experienced surgeons, in sharing best cases and really putting hospitals at the forefront of innovation rather than trying to catch up,” he says. “Medtronic sees this as an opportunity to bring digital technologies to market using a two-step approach. First we identify the technology that delivers clear value to surgeons – something that truly provides seamless access to information “Second, and this addresses the issue of surgeon burnout, we ensure we develop technology that is purpose-built for surgeons that is easy to use. Such ease is absolutely critical for physicians using digital technology. But physician workflow hasn’t been baked into a lot of the digital software applications that they use day in, day out.” An operating theatre is the most expensive real estate in the world, according to Murgatroyd. “It’s crazy – the investment made within an operating room – the surgeons, robotics, instrumentation, other medical devices – and yet the digital aspect is missing, and surgeons are still resorting to whiteboards.” 92

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“ There are profound shifts in how healthcare will and can be delivered going forward” GEORGE MURGATROYD

VP AND GM - DIGITAL MED TECH AT MEDTRONIC

TECHNOLOGY

Medtronic started talking to a camera that’s put inside the surgeons about key aspects of patient. This is vastly different than support that could enable improved open procedures, where surgeons There are over performance but where existing would operate looking directly at technology was a blocker. Over the anatomy inside the patient. time, it became abundantly clear Now, they put a camera inside patients in the Medtronic that better access to footage you. Now, they put a camera portfolio of operations performed by inside you.” Yet after the operation, surgeons was key. that footage just disappears. “Surgeons operate by looking at a big “It isn't recorded, it doesn't exist,” says screen. That screen is feeding footage from Murgatroyd. “So we have this world where

49,000

healthcare-digital.com

“As soon as a surgeon finishes, they've got the footage that they can then share with colleagues, without risking identifying patients” GEORGE MURGATROYD

VP AND GM - DIGITAL MED TECH AT MEDTRONIC

The Future is Here: Medtronic Innovation

surgeons are performing incredibly challenging procedures, some of the highest trained individuals in the world performing some of the most complex procedures. They're staring at a screen displaying camera footage, but they can't review it after the case.” Touch Surgery™ Enterprise, the cloudbased video management and analytics platform from Medtronic solves that problem. Using this technology surgeons can easily record their cases and there are even added safeguards to protect patient information. When the 'camera is pulled out of a patient, Medtronic’s edge computer 94

May 2022

automatically pixilates the footage, utilising an AI algorithm. “As soon as a surgeon finishes the case, they've then got the footage that they can share with colleagues, without risking identifying patients.” Through this footage, surgeons can review their work and use it to improve, as well as teach. And, with anatomy alone not enough to identify any one person, they avoid triggering any patient confidentiality concerns. “Think about the profound nature of being able to, within a click, share with a trainee or with a colleague something that's been surprising on a case. We've build this

TECHNOLOGY

technology to help prevent the potential to miss learning or opportunities for review.” Supporting physicians with new technology to support patients One of the outcomes of the global pandemic has been that it has impacted every single healthcare system worldwide. The COVID-19 pandemic taught Murgatroyd that healthcare has to incorporate digital technologies at its core. “I think that realisation has been one of the really important things from the pandemic; that there are profound shifts in

how healthcare will and can be delivered going forward. I think many of us have been talking about it for a very long time,” says Murgatroyd. “We can't have hospitals, for example, that aren't connected to the cloud. We can't have patients that have to queue up to go and see physicians anymore. We can't rely on training our workforce using textbooks. We have to find different ways of delivering and connecting healthcare.” Medtronic has found one such way and Murgatroyd is determined to keep the focus on making things easy for patients and physicians. healthcare-digital.com

PIONEERING BREAKTHROUGHS IN CANCER CARE FOR EVERYONE, EVERYWHERE AD FEATURE WRITTEN BY: HELEN ADAMS

PRODUCED BY: KRIS PALMER

May 2022

VARIAN

healthcare-digital.com

VARIAN

Healthcare company Varian is innovating new technologies to help healthcare providers and cancer patients plan and manage their treatment

evin Lo, the Senior Managing Director for Varian in Southeast Asia and the Korea region, has been with Varian for almost nine years. He’s spent the last 25 years of his career in healthcare and 15 years in radiation oncology. “I have seen enough cancer patients,” says Lo of his time in this challenging, yet exciting, career. “I have also seen both of my parents get cancer - now they’re cancer survivors. But my mother-in-law, she passed away due to leukaemia. So that's why cancer is always in my mind, not only professionally, but actually in my private life.” “I think at Varian, we share a very important passion that's about creating or achieving a world without fear of cancer. That's truly something in our minds and in our hearts. From the top to the very fundamental staff, we are working towards that mission.” Creating a world without fear of cancer Varian, a Siemens Healthineers company, wants to create a world without fear of cancer. Founded in Palo Alto, California, USA, Varian has been developing technological solutions since 1948 and has since expanded across the world. Lo moved to Varian due to his experience as a radiation oncologist and his interest in new technologies. “I love new technology. My passion is how we transform these technologies in a way for them to be commercialised and that we can use clinically,” says Lo.

May 2022

Example of an image caption healthcare-digital.com

VARIAN

A world without fear of cancer

“IN VARIAN, WE SHARE A VERY IMPORTANT PASSION THAT'S ABOUT CREATING A WORLD WITHOUT FEAR OF CANCER” KEVIN LO

SENIOR MANAGING DIRECTOR, VARIAN

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The healthcare technology created by Varian is designed to help physicians fight against the previously unbeatable. “At Varian, we are bringing new technologies into the region. We want to bring in connected data, technologies, workflows and everything like that to streamline operations in oncology.” Helping cancer patients and their families at Varian Every cancer patient is different, so personalised treatment is fundamental to helping them fight against cancer.

VARIAN

KEVIN LO, DHSC, MBA, MSC, FCIM, CMKTR, MIET TITLE: SENIOR MANAGING DIRECTOR INDUSTRY: HEALTHCARE

“When we talk about personalised treatment, that means how we use data, AI and technologies,” explains Lo. “During the course of cancer, even for the same patient, they will have different stages. We adapt our way of treating cancer. We connect different physicians in an environment where they can talk to each other through a multidisciplinary cancer care board.” Varian also works with societies that help cancer patients through their cancer treatment journey. “They are quite impressed, because many other companies

EXECUTIVE BIO

LOCATION: SOUTHEAST ASIA AND THE KOREA Kevin Lo joined Varian as APAC Marketing Director in 2013 and took on an additional role to head APAC software sales in 2016. He was promoted to Senior Managing Director for the Southeast Asia & Korea region in 2019 and has led the business with double-digit growth since taking on the role. Prior to Varian, he has dedicated over two decades to the medical technology industry, mainly at the regional level in areas of general management, sales, marketing and services in various multinational corporations. Kevin is a global Chartered Marketer, a Fellow of The Chartered Institute of Marketing, and a Member of The Institute of Engineering and Technology. He holds a Doctoral degree in Health Science and a Master degree in Biomedical Engineering from Hong Kong Polytechnics University. Kevin completed his MBA in Australia and postgraduate diploma in Marketing in the UK.

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VARIAN

“WE WANT TO INSPIRE CLINICIANS ACROSS THE REGION WITH MEANINGFUL INNOVATIONS, WHICH ARE AFFORDABLE, ACCESSIBLE AND SIMPLIFIED” KEVIN LO

SENIOR MANAGING DIRECTOR, VARIAN

may not work with the patients at all, they may not work with the family,” said Lo. “We partner with many societies, like the Anti-Cancer Society in Hong Kong and other patient societies across Southeast Asia. We provide them the necessary information and education to give them more knowledge about the technologies we use and more information about new ways of treating cancer.” Improving access to care is a key indicator of success for Varian. In high-income countries, between 50-60% of cancer patients will usually undergo radiation therapy as part of their treatment, but less than 10% actually receive it in low-to-midincome countries. Varian wants to help expand access to care in Southeast Asia. “We want to inspire the clinicians across the region with meaningful innovations, which are affordable, accessible and simplified. They can treat more patients with fewer challenges.” Varian is also dedicated to supporting the wider cancer community. “In 2007 we established the Varian Medical Systems Foundation, which leads our philanthropy and charitable giving. We healthcare-digital.com

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do a lot of work with non-profit organisations and NGOs, we make grants, donations, and gifts to non-profit organisations who offer information and services focused on the prevention, detection, and treatment of cancer.” Varian is most interested in funding programmes concerning radiation therapy. “At our Singapore and Malaysia-based offices, we also participate in raising money for cancer patients. We took part in Pink October in Malaysia to raise awareness of breast cancer. We had the honour to work with the First Lady there.” 104

May 2022

“CANCER IS A COMPLEX DISEASE, SO EACH PATIENT IS DIFFERENT, AND WITHOUT SUFFICIENT DATA THE DECISION PROCESS BECOMES MORE DIFFICULT” KEVIN LO

SENIOR MANAGING DIRECTOR, VARIAN

VARIAN

The Foundation also funds the ASRT Education and Research Foundation Varian Radiation Therapy Scholarship Program, which offers scholarships for academically outstanding students attending entry-level radiation therapy courses and Gateway for Cancer Research, which supports clinical research in conventional and complementary therapies. Varian's Access to Care strategy Part of expanding access to care is having the right infrastructure in place to provide treatment. This doesn’t just mean hospitals

and equipment. It also means medical professionals. Across the world, there is a shortage of healthcare workers. “The shortage of trained personnel is definitely a major issue,” says Lo. “Particularly for radiation therapy. In Myanmar and Cambodia, there is a lack of people with this expertise. So while we are introducing new technologies we are also helping the medical physicists and the medical therapist with clinical guidance and guidelines they can follow. Ultimately, we can still help them to treat more patients.” Together with Siemens Healthineers, Varian’s comprehensive healthcare-digital.com

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VARIAN

cancer care approach provides a portfolio for the entire ecosystem, from diagnostics, to treatment, to survivorship. “With the technologies from Healthineers, we have all those CT, MR, PET scans, and all these other pieces of diagnostic equipment that we use for early detection,” explains Lo. “Once the cancer has been detected, we can actually send it across to the treatment site. On the treatment side, we have a lot of different technologies, including the treatment planning system and the linear accelerators (LINAC). We can deliver the radiation to the cancer target. We track them and we measure them, so that we make sure that whatever we deliver is actually effective.” Afterwards is the survivorship, where Varian is on hand to support. “In the US, we have a software application on the phone that helps patients to selfmonitor. They can report their outcomes back to the clinical world, which collates all this information together and allows clinicians to make recommendations remotely. So there's truly a technology ecosystem, from diagnostics all the way to treatment and to survivorship,” says Lo. Varian's integrated oncology networks also aim to help simplify tasks for healthcare workers. “Care providers currently operate in silos, so in our integrated oncology network, we try to break those silos and translate individual findings to broader solutions,” explains Lo. “Cancer itself is a complex disease, so each patient is different, and without sufficient data or evidence, the decision process becomes even more difficult for clinicians and patients, alike. “With Siemens Healthineers, we are helping to connect teams together and provide them with the technologies that 106

May 2022

enable us and them to create an oncology ecosystem. That means enabling the treatment centres, research institutions, and practices to work together and provide more integrated and multidisciplinary care.” The goal for Varian’s integrated oncology network is to connect and leverage data, teams, technologies and workflows. This will deliver greater insights and improve clinical collaboration, streamline operations and enhance the patient experience.

Helping the medical community adapt to new concepts and methods There is often resistance to new technology, even in healthcare, particularly when innovations come up against traditional methods. Varian supports the wider healthcare community to embrace new advances. “I think we are partnering most of the oncology care providers in Southeast Asia and Korea to build and expand their capacity in healthcare systems through

different technology adoptions. I can summarise this process into three letters: D, N, and A,” says Lo. D stands for digitalisation “This is how we try to work with healthcare providers to digitise that data. That's a very important thing that without digitalisation, everything still remains in a silo and cannot be shared, they cannot be data-mined,” says Lo. “We will try to have this digitalisation healthcare-digital.com

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VARIAN

through data mining, through machine learning, which is how we can get more insight. With this knowledge, we can combine them together and provide better solutions for both clinicians and patients.” N for is network Varian knows that the best way to provide the delicate care needed by cancer patients is through multidisciplinary teamwork. “We use our network of human resources and enable them to collaborate,” explains Lo. “Because cancer is a very complex disease, it requires multiple disciplines. We use our network to create a multidisciplinary cancer care board to make a difference. We can group them together and collect their insight and their wisdom, to treat individual patients.” A for AI “Nowadays, I think every company is talking about AI. We have enough knowledge to work with the clinicians and the research institute, in how to use AI,” says Lo. “For many companies, they use ‘AI’ like a buzzword, but what exactly do they mean? Are you talking about AI segmentation or are you talking about AI planning? So those are the things that we are working on together with the clinicians and research institutes, to help turn it into something clinicians can use.” At Varian, the company works on the clinical rationale behind every new technology and how to use those newer concepts and methods to create better treatments. “At the end of the day, we try our best to make cancer a manageable disease,” says Lo. At Varian, it’s in their DNA.

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and the Future of Telehealth in Rehab Therapy

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May 2022

SUPPLY CHAIN & SUSTAINABILITY

Dr. Heidi Jannenga, co-founder and Chief Clinical Officer of WebPT, explores the future of telehealth in rehab therapy, the role of diversity & secure data WRITTEN BY: HELEN ADAMS

of physical therapists provided telehealth consultants before the pandemic

re-pandemic, only 2% of physical therapists had provided telehealth consultations. But since the onset of the pandemic, WebPT has helped physical therapists in the U.S. conduct over 115,000 telehealth visits. With 100 million people globally having to deal with the debilitating symptoms of long COVID and the Omicron variant limiting in-person interaction, the new world of remote rehabilitation services will remain crucial in helping people return to normal life. As the co-founder of WebPT, a platform for more than 27,000 rehab therapy clinics, Heidi Jannega, PT, DPT, ATC understands how telehealth is offering physical therapists a new view into their patients' lives. The company was founded in 2008 and is headquartered in Phoenix, Arizona. “We are in part of a desert, in a valley that's surrounded by cacti and rocks. It's beautiful here,” says Jannenga. While the Sonoran Desert remains unchanged by the events of the past two years, the healthcare industry has dramatically shifted. These days, online appointments and phone call consultations are becoming ever-more common. “It was a very quick change of events, as you can imagine. When the pandemic hit, everybody got sent home. It was very difficult for us as physical therapists healthcare-digital.com

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Recover Reform Revitalise

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SUPPLY CHAIN & SUSTAINABILITY

“ FROM A SOCIAL PERSPECTIVE, THERE'S BEEN HEIGHTENED AWARENESS SPECIFICALLY ON THE DIVERSITY IN THE PHYSICAL THERAPY PROFESSION - OR LACK THEREOF” DR. HEIDI JANNENGA

CO-FOUNDER AND CHIEF CLINICAL OFFICER OF WEBPT

because, in our role, we didn’t have authorisation to conduct telehealth visits, or at least get paid for telehealth visits. “Each state has a Practice Act that determines the scope of work a therapist can do. Then there are federal regulations, as well. Neither one of those allowed therapists to do telehealth visits. There were a lot of constraints limiting telehealth. Part of that is regulatory, in terms of just the rules and regulations that we have to follow per our licence to practise physical therapy.” When the United States government determined a state of emergency, it actually helped to change that telehealth law, enabling therapists to provide physical therapy and health services via telehealth. “We did actually do it very quickly. In our state of rehab therapy report, sort of at the height, it was about 50% of therapy professionals using video conferencing or virtual meeting software, and that was really for the first time in 2020,” said Jannenga. “It was an interesting, very difficult change, but we did it. But now that things are coming back to normal, you see those numbers plummeting back down to somewhere around 2% to 5%.” healthcare-digital.com

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Diversity and inclusion in healthcare In addition to the pandemic, the world has embraced diversity and inclusion in the past two years, like a lifeboat of something tangible that humanity could collectively and successfully carry while failing to hold back the faceless COVID-19. “We had a reckoning happen through 2020 here, at least from a social perspective, and there's been heightened awareness specifically on diversity in the physical therapy profession - or lack thereof,” said Jannenga. “So, I know that there has been quite a bit of work being done on the recruitment of a more diverse group

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of students coming into Physical Therapy school. In addition, we are improving the curriculum to understand how we can make sure that we're being inclusive with our patients and providing the best care.” From a governance perspective, Jannenga regrets that she does not enjoy the same autonomy as other therapists internationally. “There's a huge advocacy, it’s always been here,” says Jannenga. “We advocate on behalf of ourselves as the therapy profession with the Centre for Medicare and Medicaid Services, which is our federal insurance programme. We try to make sure that they're covering telehealth, because even today,

SUPPLY CHAIN & SUSTAINABILITY

“ WE’RE WORKING ON RECRUITING A MORE DIVERSE GROUP OF STUDENTS AND MAKING SURE THAT WE'RE BEING INCLUSIVE WITH OUR PATIENTS ” DR. HEIDI JANNENGA

CO-FOUNDER AND CHIEF CLINICAL OFFICER OF WEBPT

we're still having to fight for that ability to do that as physical therapists. Then just more legislation around autonomy.” Telehealth is helping to address the effects of long COVID (where symptoms last for weeks and even months after the infection is gone), especially in regards to the musculoskeletal issues that come with it. “With long COVID, there's a lot of muscle wasting and patients struggle just to perform functional activities. There’s also respiratory weakness. Telehealth allows us to meet the patient where they are, as they may not necessarily be able to come into an environment, due to likely still being immunocompromised and not wanting to get exposed to other people or germs.” Jannenga knows that, for those who have suffered with long COVID and those that have significant comorbidities like obesity or diabetes, physical therapists are one of the best equipped professions to help mitigate some of those comorbidities. “Hopefully, we can help patients become even healthier than they were pre-COVID.” Securing rehab telehealth for the future In the future, WebPT wants to do a better job of tracking patient data. “For telehealth, we have had the past two years or so of data, but we were forced into it and obviously there was a learning curve,” says Jannenga. “The data that we have from that time is important to learn from, but not necessarily a norm. We haven't gotten to a place where we can really study that information to understand how it can actually be a long-term benefit, right? It's just in the beginning stages of learning.” As a part of reframing that perspective surrounding the use of telehealth, Jannenga is keen to embrace the hybrid model of working with patients. healthcare-digital.com

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“TELEHEALTH IS THE OPPORTUNITY TO HAVE A LONGER, BIGGER REACH AND INCREASE THE ACCESSIBILITY ” DR. HEIDI JANNENGA

CO-FOUNDER AND CHIEF CLINICAL OFFICER OF WEBPT

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WebPT has helped physical therapists in the U.S. conduct over

115,000 telehealth visits

“We also can’t just go back to what we were used to doing, but instead truly embrace this acceleration. It’s a different model of treatment that got both the thumbs up from the patient and most therapists, who enjoyed the opportunity to have that interaction. So I really think the hybrid model is what we should embrace, reframing the accessibility of care and

reaching more patients through the use of telehealth. We know here in the States that 90% of patients who have a musculoskeletal diagnosis that could be helped by a physical therapist aren't getting in to see us, and so one of our big goals is to expand that 10%.” For Jannenga, telehealth is the opportunity to have a longer, bigger reach and increase the accessibility for WebPT to show its value. healthcare-digital.com

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Innovating to advance children’s healthcare WRITTEN BY: CATHERINE GRAY PRODUCED BY: JAMES BERRY

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ALDER HEY

Alder Hey’s Claire Liddy and Iain Hennessey discuss the hospital’s unique culture and drive to become world-renowned healthcare innovators

s one of Europe's busiest children’s healthcare facilities, Alder Hey Children’s NHS Foundation Trust treats more than 300,000 children and young people each year. Offering 20 specialist services, the hospital is dedicated to children's health and trains over 900 medical students each year. With an international reputation in a number of disciplines, Alder Hey is passionate about becoming a recognised leader in healthcare innovation. In 2016, the hospital transformed and its new building now includes state of the art digital infrastructure where clinical entrepreneurs and the dedicated commercial innovation team can actively engage with industry, academia and the local community. Continuing on its path of innovation, Alder Hey is now looking to develop and execute its new 2030 innovation strategy named ‘Today’s child, tomorrow’s healthier adult’, as Claire Liddy, Managing Director of Innovation at Alder Hey explains: “Our strategy is all about how we're going to give children of today a better chance using innovation and technology to have a longer healthier life. Within the strategy, we have two big objectives. One is about tackling healthcare inequalities, which we know are linked to poverty and cause a lot of chronic conditions in childhood, leading to chronic conditions in adulthood.” healthcare-digital.com

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“The second part of our strategy is how we're going to use technology to optimise the hospital. That's anything from how we can eliminate and reduce safety through augmenting clinical decision making or it could be automating and reducing admin burdens in the hospital,” she adds. Alder Hey’s digital platform, Alder Hey Anywhere, will allow the organisation to revolutionise the way it delivers healthcare. “The main thrust behind the new digital platform is around prevention, empowering children, young people, their families and their carers to stay well at home. So the vision is if we have a platform that is able to universally link with any wearable, implantable, or any other device, anything that the children and young people can wear at home, we are able then to communicate and transmit data in real-time to our platform,” says Liddy. 122

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With the data extracted from the wearables, Alder Hey will be able to create digital biomarkers as well as utilise the data to create artificial intelligence (AI) models to augment clinical decision making. “[These AI models can] individualise and predict which children, for example, are going to have lung disease and we can almost identify these children perinatally. So it will allow us to deliver healthcare in a more proactive way that is more focused on preventative intervention to give children and young people better life chances,” Liddy continues. On top of his work as a surgeon, Iain Hennessey is also the Co-Founder and Clinical Director of Innovation at Alder Hey. Impassioned by the power of AI for the trust, Hennesey outlines more use-cases for the technology: “With RPA, you can get enormous benefits and optimisation as AI automates low-level decision making.

CLAIRE LIDDY TITLE: M ANAGING DIRECTOR OF INNOVATION INDUSTRY: HEALTHCARE LOCATION: UNITED KINGDOM Claire has over 20 years of healthcare expertise and is a proven healthcare innovation professional. Her passion is to solve unmet healthcare needs through the harnessing of cutting-edge technologies. Her current role is as an Executive and Managing Director of Innovation at Alder Hey Children’s Hospital and Commercial Director for non-NHS business activity. At Alder Hey, Claire heads up the award-winning Innovation Centre, which includes a large team of over 30 healthcare open innovation experts. Claire is an experienced open innovation expert with a track record of innovation pipeline curation, solutions development, deal structuring and commercialization. Her innovation dream is to bring the technology power of industry, academia, and health together to Advance Global Child Health.

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“Diveplane has demonstrated the ability to produce synthetic data that can be quantifiably measured for accuracy and privacy ensuring patient information and confidentiality are still secure and not accessible for third parties” Claire Liddy – MD Alder Hey Innovation

ALDER HEY

Also, when people lay out the data to look at healthcare inequalities and where these are happening, you can just see the power of it. It's great to watch in the clinician's eye, just everything lights up and then they suddenly realise that's where the problem is, that's where we fix it. That's the power of visualisation of data and having data and analysing data is that it can help you take that next step.”

“ The main thrust behind the new digital platform is around prevention, empowering children, young people, their families and their carers to stay well at home”

Innovation weaving throughout Alder Hey Although the facility for the Innovation Centre is coming up to its sixth birthday, Hennesey explained that it has been running within the hospital itself since 2014, meaning that there's a strong culture of innovation throughout the trust. “We're so lucky here to have this culture, this permission and support from above. You need to have the C-suite onboard driving this. We get better by having new ideas and pushing things forward. I love the quote that ‘all good ideas start out being ridiculous’ and it's true. In so many hospitals, not just in NHS, this is worldwide, the healthcare mindset is to just keep on doing what you're doing, whereas actually, innovation needs to be pushed for,” he explains.

CLAIRE LIDDY

MANAGING DIRECTOR OF INNOVATION, ALDER HEY

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IAIN HENNESSEY TITLE: CO-FOUNDER AND CLINICAL DIRECTOR OF INNOVATION INDUSTRY: HEALTHCARE LOCATION: UNITED KINGDOM I am a consultant paediatric and neonatal surgeon at Alder Hey Children's Hospital in the United Kingdom. In addition to my clinical practice, I am the Clinical Director of Innovation. A role that involves the co-creation and exploitation of medical technology in partnership with academia, industry and clinicians.

ALDER HEY

Echoing this, Liddy outlined how innovation is embedded into every aspect of the hospital: “Having that dedicated team with expert resources has enabled us at Alder Hey to create almost like a system of innovation. So rather than innovation being a nice thing to have, innovation now is embedded as a core function and service in everything we do at Alder Hey. It's part of operational delivery. It's part of the strategy. Anybody at Alder Hey is given permission to innovate. I think having the innovation centre has been the secret to that success.” One of the centres earliest success stories was created using AI technology where Alder Hey co-developed the first deployed hospital chatbot in the world. Originally named Ollie, now Artie, the chatbot is embedded within Alder Hey’s children digital play environment. “We also invented a technology called Alder Play. When the hospital was opened the place was not designed to be like a hospital. It's designed to take the fear away from children when they arrive. In doing that, the children told us they wanted digital friends. We developed the Alder Play app, which is there for children to use, to distract, to educate and to reward. The app is still live and has gone from strength to strength,” explains Liddy. With a dedicated innovation team driving forward the hospital for the past eight years, Hennesey notes there are too many examples of innovation to note, but does add: “It is nice to look at the things which went from crazy sketches on board to the final product that is being deployed now. With the neonatal virtual visiting, I've still got the picture of the first sketch. It went from this little drawing and now you've got the unit set up with it.”

Partnering with the correct organisations to drive success What has been key for the Innovation Centre and its development is the support from external partners. Having previously worked within the Finance team at Alder Hey, this was a new challenge for Liddy to overcome. “Partnerships just didn't cross my desk as something that was really critical. We saw industry as suppliers, some people who sold us stuff. Innovation's totally different. The success of healthcare innovation is about having the right partners who have the brightest and the best technology and the

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right values that fit strategically with what we're trying to achieve here at Alder Hey,” she explains. Now, Microsoft acts as an important tool for Alder Hey as it looks to rationalise the huge data sets it now has access to. Liddy comments: “From a values point of view, they share a lot of our values around tech for good, AI for good and there was a real match there. We have always had a good partnership with Microsoft. For the two things that we wanted to do — one was the digital platform, and two was, moving forward with AI — they became the natural partners and we have been able to unlock a more innovative partnership model with Microsoft. We co-invent, which is very different to them supplying us technology. That's going really, really well and we've got some exciting stuff coming around our Alder Hey Anywhere platform product.” Diveplane also works as another key strategic partner with its unique synthetic data technology: “With our ambitions around our big data, AI and using data across organisational boundaries as well to really give children and young people that individualised intervention, we knew it might be really interesting to have a synthetic data tool. One of the biggest challenges in the data space is around GDPR and other datasharing regulations. The synthetic data tool gives us the opportunity to use digital twin technology to innovate but without the risk of privacy issues. So we partnered up with Diveplane,” outlines Liddy. Taking lessons from the pandemic to harness new innovations Comprised of four expert labs, the Innovation Centre has the infrastructure in place needed for prototyping new ideas, harnessing AI technology, exploring 128

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immersive technologies with its augmented reality/virtual reality (AR/VR) capabilities and user experience (UX). The prototype lab has been imperative for the innovation team's more recent projects, despite not yet being live across the globe. “We have been able to design and develop a transparent mask for PPE. There's a big problem with mask wear and COVID-19, around communication and being able to provide equal communication. So we were able to prototype the transparent mask, which has now been commercialised. Our hope is to get that mask out there as a new global product,” says Liddy. During the pandemic itself, the innovation team were able to pivot to solve COVID-19 related problems. “I think having the innovation centre almost gave our profile a massive boost because everybody suddenly realised they could look to innovation to help solve problems. So it really helped with our credibility in the hospital and we did a fantastic job to support the hospital. We also didn't

“I suppose it's an easy thing to be proud of, this hospital. It's just got everything, it's got a real soul to it, but also it's got the expertise of staff and the equipment to give parents confidence in their child’s care” IAIN HENNESSEY

CO-FOUNDER AND CLINICAL DIRECTOR OF INNOVATION, ALDER HEY

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“ On a day to day basis I see children, young people getting the benefit of our innovations and that's what makes me proud and passionate to be part of such an amazing thing” CLAIRE LIDDY

MANAGING DIRECTOR OF INNOVATION, ALDER HEY

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NEW HOSPITAL Alder Hey’s new hospital features 270 beds, including 48 critical care beds for patients in ICU, HDU and Burns, together with 16 digitally-enhanced operating theatres. The majority of the children and their families have their own room and en-suite facilities and park views outside their bedroom window; while each ward has its own kitchen providing patients with freshly cooked food to order.

turn innovation off. As soon as we'd done the pivot and helped with the immediate emergencies, we cracked on with our innovation strategy, we continued to write it. We continued to work with our partners, we kept the programme going, we didn't stop innovation. That was critical because now it feels like we're ahead of the curve because we didn't stop,” Liddy explains. Hennessey adds: “We did so much stuff and it was great because everything just aligned. It was amazing for proving that this methodology and this way of finding problems, iterating solutions to them and then figuring out how to generate value for them is a good way of doing things. I personally love the fact that when people in the hospital had a problem, they would come downstairs to us. From a problemsolving point of view, it was a great challenge.” Looking ahead as the hospital recovers from the pandemic, Hennesey shared his excitement for what may be next: “The fun bit is that you don't know what the future holds. Every time I try and predict the future, sometimes you get it right, a lot of the time you get it wrong. So it's that potential for what might come that you don't know, but you've got to be prepared to seize it when it arrives. That for me is a key to innovation because our human bodies aren't getting any better, we're not going to evolve in the next 1,500 years. So the only way you're going get better doctors and nurses and speechlanguage therapists is actually augmenting them with better training, with better technology, with better science. This is how we get better.”

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MENTAL WELLBEING APPS WRITTEN BY: HELEN ADAMS

After two years of fearing for our physical health, the focus has tilted towards mental wellbeing. Here are our Top 10 mental wellbeing apps to download.

healthcare-digital.com healthcareglobal.com

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10 TalkSpace Whether you’re dealing with a mental health crisis, issues regarding your sexual wellbeing, addiction, grief or social conflict, TalkSpace has you covered. After a few questions about your health, the app can offer users a selection of online therapy providers to pick from and ‘Begin the journey towards a happier you’.

09 Sanvello

Sanvello offers users self care, coaching and therapy - as well as peer support. By allowing users to draw strength from people who understand their situation, users can then share their own perspective to help others and themselves. Sanvello is a community experience, with 3 million members. 134

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08 MindFirst Health & Fitness The team behind the holistic health app know that stress is a public health crisis. The Great Resignation saw 4mn Americans quit their jobs in July 2021 due to stress and business leaders want an answer. Employers can sign up with MindFirst to support their employees privately and ensure they feel valued.

RecoveryRecord Created in 2011 by a team of psychologists, engineers and entrepreneurs, RecoveryRecord uses Cognitive Behavioural Therapy and self-monitoring research in their mobile-first patient management experience. The app has attracted more than 10,000 eating disorder treatment professionals and 1mn people who are living with eating disorders. Now, the creators want to take the app worldwide. healthcare-digital.com

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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.

www.mis-es.com

TOP 10

Better Stop Suicide

According to Better Stop Suicide, 97% of people who consider suicide said that, three months later, they were pleased that they changed their mind - yet each year, 800,000 people lose their lives to suicide. The free app Better Stop Suicide provides users with world-leading psychological techniques to prevent them from falling into suicidal thoughts, with a gratiude checklist and sleep audio, calming audio files and a life-saving message.

Pride Counselling Someone who is LGBTIQ+ is not pre-programmed to have a mental health illness, but Pride Counseling knows that the community does suffer from mental health issues at a higher rate. The app supports those who are dealing with their identity, in addition to any mental health problems they would like to address. healthcare-digital.com

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04 Liberate: Black Meditation App Your screen should be a safespace just for you. For those who use Liberate: Black Meditation App, it is. Designed for the Black community and equipped with a range of meditations and talks by over 40 BIPOC leaders, the app supports users with resources for things such as internalised racism and microaggressions.

03 Happify

Happify offers users the tools and programmes to take control of their thoughts. Using techniques developed by scientists and experts in psychology, mindfulness, and cognitive behavioural therapy, the science behind Happify offers users the tools to make a long-lasting change in their lives. But Happify warns users, it takes work. 138

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Calm Learn life-changing skills and get more restful sleep to take on the next day with Calm. On a mission to make the world happier and healthier, Calm has been rated one of the top apps for sleep, meditation and general relaxation. In 2018, Calm won Apple’s Best of 2018 award and Google Play’s Editor's Choice. The app offers users music for better focus, in addition to video lessons and audio programmes led by mindfulness experts.

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Managing Anxious Thoughts And Stress With Mindfulness

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Headspace Like many of the other apps, Headspace aims to relax the mind, improve focus and provide users with a high quality of sleep. Advertised as ‘your mind’s best friend’, the app uses science-backed meditation and mindfulness tools to help users build life-changing habits and maintain the best quality of mental health. Headspace Health partners with more than 2,500 companies to provide access to meditation, mindfulness, coaching, therapy, and psychiatry to both businesses and their employees.

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