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HEALTHCARE INNOVATION AT YOUR FINGERTIPS
Digitising healthcare
O C T OB E R 2 0 18
FAST-TRACK SCREENING
Revolutionising med-tech with Novoheart
The Medical City DIGITISING THE PATIENT EXPERIENCE
How Metro South Health is transforming Queensland’s hospitals
TOP 10
CEOs in Healthcare
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(ISCs), to sell essential health IT services and products.
This month, we speak with Australian health provider, Metro South Health, who have completed the digitisation of five major public hospitals in South East Queensland, signalling the end of error-prone paper-based recording and transforming the delivery of patient care.
Looking at the way in which technology is transforming the screening process for cardiac drug approval, Healthcare Global also spoke with co-founder of Novoheart, Kevin Costa to find out how the company is revolutionising the flawed process for screening new drugs.
The industry continues to face a multitude of challenges. From limited budgets to the use of outdated legacy equipment no longer fit for purpose, organisations has placed little attention towards upgrading and investing in new technologies.
Lastly, this month’s issue also looks at the top CEOs transforming the healthcare industry, based on a list written by Robert Reiss and his team at The CEO Forum Magazine for Forbes. Also included are the key healthcare events and conferences for this calendar year.
BlackBerry’s Global Healthcare Lead, Sara Jost discusses how the company seeks to guarantee technological excellence across the healthcare industry by working with customers, carriers, distance integrators, distributors and independent service centres
We hope you enjoy the magazine, and as always, we welcome your feedback on Twitter: @HealthcareGlbl.
elcome to the latest edition of Healthcare Global.
Enjoy the issue! Catherine Sturman. Catherine.Sturman@bizclikmedia.com
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03
CONTENTS
08
Caring for Queensland
08 22 INNOVATION AT YOUR FINGERTIPS
48 TOP 10
HEALTHCARE CEOS
62 Events
38 IS THE SCREENING PROCESS FOR CARDIAC DRUG APPROVAL SET TO CHANGE FOREVER?
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68 The Medical City
DIGITISING THE PATIENT EXPERIENCE
80 UCSF Health
Championing leading supply chain practices at UCSF Health
Caring for Queensland WRIT TEN BY
JOHN O’HANLON PRODUCED BY
08
K RIS TOFER PA LMER
OCTOBER 2018
A S I A PA C I F I C
09
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M E T R O H E A LT H C A R E G R O U P
A fast-tracked digital transformation at Brisbane’s largest hospital group Metro South Health has just been completed, marking the end of error-prone paper-based recording
M 10
etro South Health is one of
a new patient administration system,
Australia’s biggest and most
rolling out the Cerner integrated elec-
forward-looking healthcare
tronic medical record (ieMR) to more
providers. It runs five major public
hospitals and the replacement of the
hospitals and a network of community
ageing Auslab state-wide pathology
health centres across the south-east-
system.
ern areas of Brisbane. Though it is just
The value being delivered to patients
one of 16 hospital and health services
and the community became evident
in Queensland, one million people
when data was released from the first
– nearly a quarter of the population of
of Metro South’s hospitals to become
the state – depend on Metro South
fully digitised. In 2017, leading tertiary
Health for specialist health, outpatient
facility Princess Alexandra Hospital
and hospital services.
(PAH) rolled out the full Cerner elec-
As the leading hospital group, it has
tronic medical record system, going
been spearheading the transformation
as paperless as possible. Within a
of healthcare across the Queensland
year of going digital, drug administra-
Health, working closely with its eHealth
tion and monitoring errors dropped
Queensland division. Queensland
by 14%, a 33% reduction in drug
Health has developed a strategy for
dispensing and supply incidents, 17%
health ICT and eHealth that calls for an
fewer emergency readmissions with-
investment of more than $1.2bn over
in 28 days of discharge, drug costs
the next 20 years. That figures includes
per weighted activity unit came down
$730mn for clinical software such as
by 14%, stage 3 & 4 hospital-acquired
OCTOBER 2018
A S I A PA C I F I C
“ Early in the process we decided it shouldn’t be entirely an IT project but more of a clinical change initiative” — Dr Stephen Ayre, CEO of Metro South Health
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11
M E T R O H E A LT H C A R E G R O U P
pressure injuries plummeted by 56%
view, and crucially that of the patients,
and healthcare associated infections
into consideration.
reduced by 37%. In the same period
The work he oversaw at PAH had
early identification of deteriorating
been started in 2014 and completed
patients went up by 59%.
over the subsequent 18 months. The experience gained there provided a
12
A clinical approach to IT
template for rolling out the programme
Leading the transformation was Dr
at the other facilities, culminating in
Stephen Ayre, executive director of
July 2018 with the completion of
PAH at the time and now Chief Execu-
digitisation at the Queen Elizabeth II
tive Officer of Metro South Health. Dr
Jubilee Hospital (QEII).
Ayre started his career at the sharp
Planning started in 2014 when the
end as a GP before moving into ad-
Department of Health switched to
ministration: he was therefore ideally
a ‘whole hospital approach’ from the
placed to take the clinicians’ point of
module-by-module process it had
OCTOBER 2018
A S I A PA C I F I C
CLICK TO WATCH: THE PRINCESS ALEXANDRA HOSPITAL BECAME AUSTRALIA’S FIRST LARGE-SCALE DIGITAL HOSPITAL
$2.3bn Annual budget
2007
Year founded
14,000+ Approximate number of employees
previously utilised. Though the Cerner platform is a comprehensive and well-tested one, it took some work to adapt it to fit the culture and practices of Australia, says Dr Ayre: “Early in the process we decided it shouldn’t be entirely an IT project but more of a clinical change initiative. “We brought a number of internal clinicians and specialists onto the team – an endocrinologist and a cardiac surgeon for example, as well as nurses and technicians. Of course, all the technical and governance aspects of the Cerner implementation were addressed, but the front facing part of it was essentially clinical.” He has taken a lead on the involvement w w w.he a l t hc a re gl o b a l. com
13
M E T R O H E A LT H C A R E G R O U P
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A S I A PA C I F I C
“ We came through a very careful engagement programme with the clinicians within the hospital so that everyone understood the process and its goals” — Dr Stephen Ayre, CEO of Metro South Health 15 of the clinical users of the system
to argue from entrenched positions,
throughout. “As chair of the state-wide
so Dr Ayre has done everything possible
clinical advisory group on the imple-
to encourage a holistic view. “We came
mentation not just at Metro South but
through a very careful engagement
all the other hospitals that are fol-
programme with the clinicians within the
lowing on, we have been keeping the
hospital so that everyone understood
clinicians aligned and focused. We
the process and its goals.”
are building an integrated solution
Resource fairs, he explains, gave
that reconciles the niche demands of
clinicians the opportunity to try out
specialists with the intricacies of the
the system and see how it integrated
IT system,” he says.
with the devices within the hospital such as ECG machines and the
Collaborative vision
anaesthetic equipment and various
It’s been hard work, one senses,
monitors. This helped identify pain
to overcome the tendency for each
points. A common problem when mov-
department, often each individual,
ing from standalone products to a w w w.he a l t hc a re gl o b a l. com
M E T R O H E A LT H C A R E G R O U P
platform such as Cerner can be a perception that functionality is reduced, for example from the anaesthetist point of view. “In fact it allows people outside the theatre and the anaesthetic area to see what was happening with the patient. That continuity of care and management in the pre- and post-operative phase needs to be understood and worked through for the greater good of the patient,” he comments. The ieMR – which automatically uploads observations and vital signs from patient monitoring devices, allows efficient electronic 16
ordering of radiology and pathology tests, and provides decision support for clinicians in prescribing medicines – is the foundation technology, he explains. “Now that the patient records are integrated, all clinicians can view them – wherever they are in our organisation. There is no need for medical staff to travel to a ward to look at paper records: they can see very clearly what happened in the emergency department or in the theatre or in any other areas that a patient may be moved to during their inpatient journey. Even from one hospital to another since there are a number of hospitals throughout the state who now have ieMR.” Soon they all will. Meanwhile work has already started on rolling the system out into the community. General practitioners can get OCTOBER 2018
A S I A PA C I F I C
access to certain components of the record such as pathology, radiology, medications, operative notes and discharge summaries using The Viewer. It is a function already accessible by every GP in Queensland. Software providers such as Medical Director and the pan-Australian My Health Record patient/doctor portal will increasingly be able to interface with the ieMR system to give the community better and faster access to their medical records. “We are very keen to provide access to information,” says Dr Ayre. “There is a whole range of patient-facing services you can update online like appointment checking and registration
“ We’re doing a lot of research around the implementation as well… I am keen to take every opportunity to share the learnings from our digital transformation” — Dr Stephen Ayre, CEO of Metro South Health
data. We are also interested in getting some of the community-based services onto the system.” In the coming year, with the inhouse implementation out of the way,
example of the type of service he’d like to see extended and enabled by the provision of ieMR.
he wants to focus on connecting care, across the five hospitals in the
Proving the project
system and out into the community.
Digitisation has improved efficiency,
Metro South Health’s Hospital in the
increased capacity without extra
Home service, which provides short-
resourcing, and enhanced patient
term home-based acute care in the
care. “I want to make sure that I can
homes of patients that formerly would
maximise these benefits while
have had to be hospitalised, is a good
decreasing the hospital complication, w w w.he a l t hc a re gl o b a l. com
17
M E T R O H E A LT H C A R E G R O U P
readmission and infection rates and
the University of Queensland Business
length of stay,” says Dr Ayre.
School with whom we have been work-
“At the same time, we’re doing a lot of
18
ing closely since the inception of this
research around the implementation
programme. I am keen to take every
as well. There really hasn’t been much
opportunity to share the learnings
validation of this type of implementa-
from our digital transformation.”
tion and I am pleased to say that we
The last four years have been a very
have just been awarded a collabora-
disruptive time for Metro South Health
tive research grant to work with the
but the outcome has been magnifi-
University of Queensland, Cerner and
cent. A complex IT and clinical change
Vancouver Health. And on the purely
project has been delivered in a very
business benefits we are working with
short space of time and thanks to the
“I am lucky in that I have had a focused and balanced team, with health professionals working alongside IT specialists” — Dr Stephen Ayre, CEO of Metro South Health OCTOBER 2018
A S I A PA C I F I C
scrutiny it is getting from researchers it
anced team, with health professionals
is sure to be a benchmark for future im-
working alongside IT specialists, some
plementations in Australia and beyond.
of them also with nursing or medical
“Speaking personally,” Dr Ayre reflects, “the biggest challenge for me
backgrounds. “I am very satisfied by what we have
as CEO has been to maintain business
achieved together and excited by the
as usual while so much of the energy of
prospect of maximising the benefits
the organisation has been focused on
from the implementation. My vision has
a single piece of work. Some change
always been that it’s producing really
management components have also
significant benefits to patient care –
been very taxing for our staff. I’m lucky
and that is what we are all about!”
in that I have had a focused and bal-
19
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LEADERSHIP
22
INNOVATION AT YOUR FINGERTIPS BlackBerry’s Global Healthcare Lead, Sara Jost, discusses how the company seeks to guarantee technological excellence across the healthcare industry WRITTEN BY
OCTOBER 2018
CATHERINE S TURM AN
23
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LEADERSHIP
24
T
he healthcare industry continues
experience to new heights and reduce
to face a multitude of challenges.
rising healthcare costs. From the
From limited budgets to the use
establishment of electronic medical
of outdated legacy equipment no longer
records to the use of secure messaging,
fit for purpose, organisations have
professionals are harnessing new
placed their attention firmly on the deli-
tech-nologies to promote data sharing,
very of patient care, with little focus paid
enhance collaboration and drive
towards digitisation.
positive patient experiences.
Although healthcare leaders commonly lack expertise within new digital tools, this is rapidly changing. Profes-
However, this has also opened the door to further challenges. “One unit of a hospital could decide
sionals are beginning to embrace new
to implement a particular application
technologies, which will take the patient
relevant to their floor, but they’re not
OCTOBER 2018
“A lot of healthcare organisations are implementing electronic medical records; whilst this is a very powerful tool, it is being implemented on an IT infrastructure that is not yet ready to handle it” — Sara Jost, Global Healthcare Lead, Blackberry 25
necessarily learning from each other,
A registered nurse by background
either across the organisation or from
and with previous roles within nursing
hospital to hospital. A lot of health-
and neuroscience research, Jost’s
care organisations are implementing
decision to move to an IT health start-up
electronic medical records; whilst this
led to the development of mHealth prog-
is a very powerful tool, it is being impl-
rammes across North America and in
emented on an IT infrastructure that
the UK, igniting a passion for health-
is not ready to handle it. Wi-Fi is not
care IT, which remains firmly ablaze.
strong enough to handle voice-over-
Originally hired by BlackBerry as
IP, networks can be hacked and equip-
a healthcare subject-matter expert,
ment can fall to MEDIJACK,” explains
Jost has become a renowned figure
Global Healthcare Lead at Black-
across the industry, and continues
Berry, Sara Jost.
to work with BlackBerry’s largest w w w.he a l t hc a re gl o b a l. com
LEADERSHIP
healthcare customers, carriers, distance integrators, distributors and independent service centres (ISCs), in order to sell essential health IT services and products. “I also do a lot of our certifications work, making sure we meet the global healthcare requirements that are necessary for us to sell into healthcare globally,” she says.
Eliminating barriers The rise of mobile apps has disrupted retail and finance industries, where consumers can source, purchase items and access confidential information at the click of a button. 26
Such accessibility has yet to be fully extended to the healthcare industry, where patients want increased control over the management of their healthcare data, to the same extent as accessing their financial records. “You should be able to easily access your lab results and patient history and be able to share that with those who would contribute to your health status,” reflects Jost. “On the other hand, I have a deep fear of that information becoming public. Working with a company that harnesses strong security and privacy tools would be where I would want my healthcare information to be kept and shared.” With this in mind, the General Data Protection Regulations (GDPR), implemented across Europe in May has created a seismic shift in the way in OCTOBER 2018
27
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LEADERSHIP
which patient data is stored and collected. Whilst data that will need protecting is readily generated by health organisations, providers will need to significantly invest in their technological infrastructure to guarantee increased security and scalability. “This doesn’t have to be as expensive as many organisations think it is, but I do understand that it’s a daunting task and at BlackBerry we feel we’re very well aligned to helping organisations deal with 28
this,” says Jost. Additionally, the use of healthcare mobile apps continues to grow apace, but this is in sharp alignment with the use of unsecure consumer messaging apps, which have been reportedly used to share diagnostic images and confidential patient data. “If healthcare professionals aren’t given the correct tool that is easy to use and consumer friendly, they will find insecure workarounds. WhatsApp and Snapchat have been used, which would not meet the guidelines for GDPR or other country OCTOBER 2018
“ You should be able to easily access your lab results and patient history and be able to share that with those who would contribute to your health status” — Sara Jost, Global Healthcare Lead, Blackberry
regulations, such as the US or Canada,” she says. “Many healthcare organisations are not taking a holistic approach to recognise that if you work with a company such as BlackBerry, you can reduce your number of vendors, you can have integrated products across your organisation and you can deploy a business continuity solution, where it can do your emergency preparedness, scheduling, clinical codes, IT outages, lone worker safety and more. We can cover all those things with one product, where another could only do your emergency notifications. “I view this as a barrier because organisations decide to just go with what is good enough instead of truly looking at what they could achieve if they deployed a stronger solution.”
Promoting collaboration Harnessing products and services which are gold standard, BlackBerry has therefore sought to develop essential partnerships to support a number of Fortune w w w.he a l t hc a re gl o b a l. com
29
LEADERSHIP
500 healthcare providers and organisations worldwide. Its collaboration with the University Hospital Birmingham in the United Kingdom, for example, has become a reference site for BlackBerry and is one of the largest healthcare organisations in the UK. Famed for its world-class clinical care, as well as its clinical education and research capabilities, University Hospital Birmingham utilises BlackBerry products and services to promote secure communication and collaboration across the organisation. Similarly, situated in Ontario, Canada, 30
BlackBerry’s partnership with community hospital Mackenzie Health has led to the implementation of an innovation unit, which is home to the organisation’s new digital initiatives. “The organisation has made it so fantastic to work in that the nurses take turns working on this unit.
“Organisations decide to just go with what is good enough instead of truly looking at what they could achieve if they deployed a stronger solution” — Sara Jost, Global Healthcare Lead, Blackberry OCTOBER 2018
31 Everybody wants to work here as it hou-
and ensure stronger working relation-
ses the latest software,” chuckles Jost.
ships between professionals.
“It’s a techy floor and everything links
“There are a number of things which
together. I think that is truly fantastic.
are important to creating positive patient
This group is also building a brand-new
experiences,” explains Jost. “I worked
hospital, which doesn’t happen very
with one particular hospital where they
often as we’re always retrofitting old
integrated their bedside machines to
buildings. It’s very exciting for Black-
send alerts directly to nurses’ smart-
Berry as well as for Mackenzie Health
phones. Through this, they greatly
in that we get to help them on this journey
reduced overhead paging. It’s interest-
towards a smart hospital.”
ing how strong an impact this had and was a very powerful way to improve
Driving innovation
that patient experience.”
Such digital innovations will greatly
However, despite such innovations,
promote positive patient experiences
investment in cyber-security services w w w.he a l t hc a re gl o b a l. com
LEADERSHIP
32
has risen tenfold, as patient data is more
support healthcare organisations in
valuable to hackers than financial data,
remaining secure, maintaining positive
Forbes has previously reported.
reputations and therefore retaining
The number of attacks on healthcare organisations, in a bid to obtain valuable
patient trust. “Our Unified Endpoint Management
data, has become a growing concern
(UEM) solution also drives complete
across the sector, where the number
flexibility of deployment types which
of healthcare-based cyber-attacks is
means organisations can deploy devices
on the rise. Housing a skilled set of
that are corporately owned and truly
individuals who can source all potential
locked down,” adds Jost.
issues within a provider’s infrastruc-
“An example would be a stationary or
ture, BlackBerry’s security services
a mobile kiosk, so a device is locked
have remained in demand in a bid to
down to one application and is used by
OCTOBER 2018
“The Melanoma Institute of Australia have implemented our secure file sharing to enable their clinical research inside and outside of their own organisation” — Sara Jost, Global Healthcare Lead, Blackberry
33
patients. This could be used for things
professionals to use their own
such as registration, patient education,
equipment, rem-ain accessible
even adjusting the lights in your room
and gain access to essential patient
or the bed height. There’s also shared-
information securely from their
devices, where a nur-
own home.
se, housekeeper or transporter can
“Our workspace product, which
start their shift, take a device from a
is a digital rights management tool is
pool of devices and use that device for
growing steadily, especially in clinical
the shift and put it back in the pool at
research. The Melanoma Institute of
the end of the shift.”
Australia, for example, has implemented
Additionally, to further promote
our secure file sharing to enable their
flexibility, BlackBerry offers a num-
clinical research inside and outside of
ber of ways to enable healthcare
their own organisation,” observes Jost. w w w.he a l t hc a re gl o b a l. com
LEADERSHIP
34
OCTOBER 2018
Future change Whilst advocates and champions within healthcare organisations will continue to support the adoption of new digital tools, legislative changes will unlock the potential for further patient care to be delivered outside of traditional areas of care. Increased use of services which promote flexibility, such as mHealth and telehealth, will also drive further revenue and cater to increased demands for a continuum of care which doesn’t end upon discharge from hospital. “We are moving towards more clinical decision support. As we gain data from big data exercises, and as electronic medical records become more robust and easier to use, we’re going to gain more knowledge from what has happened to patients, what their results have been with this drug, this age and this diagnosis. Then, having that information delivered to the right person as they are making decisions for the next person that fits the same criteria. I definitely think that that is coming quickly,” concludes Jost. “I feel that BlackBerry is well aligned to help organisations comply with changing legislations. We have the security expertise, as well as the product that can recognise where the holes are and then plug them up.”
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35
Covering every angle in the digital age The Business Chief platforms offer insight on the trends influencing C and V-level executives, telling the stories that matter Click to read
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TECHNOLOGY
COULD THE SCREENING PROCESS FOR CARDIAC DRUG APPROVAL BE SET TO CHANGE FOREVER? 38
Biotechnology company Novoheart believes it can ‘revolutionise’ the flawed process for screening new drugs. Healthcare Global speaks to CSO Kevin Costa to find out more WRITTEN BY
OCTOBER 2018
S TUART HODGE
39
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TECHNOLOGY
N
ovoheart began with a passion for stem cell research and its impact on human health. “When you’re sitting in the labora-
tory, making exciting discoveries, what you really want to be able to do is have that impact on society – to impact patients, impact the world in some way,” says Professor Kevin Costa, Chief Science Officer and co-founder of Novoheart. The biotechnology startup believes it can do exactly that, as the first company in the world to have created miniature beating human hearts aimed at revolutionising drug discovery and the development of heart therapeutics.
40
Currently, a key issue in treating cardiac conditions is the difficulty of getting new drug candidates tested and approved using existing technology and parameters. Typically, the development of a new drug candidate costs $2-4bn and takes more than a decade, with failure rates for new drugs of circa 90%. The primary cause for the withdrawal of any potentially lifesaving new drugs is heart toxicity. The conventional non-human, non-cardiac cell and animal models used to test potential drugs is poorly predictive of human responses, leading to false negative and false positive pre-clinical results which compromise overall successes. These limitations, coupled with a shortage of available human hearts to test on, make it difficult for new drugs designed to treat heart conditions OCTOBER 2018
41
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TECHNOLOGY
42
to get tested properly and in the past
after contributing to the deaths of
that has led to unsafe products entering
thousands, perhaps hundreds of
the market – such as Flecainide, which
thousands, of people.
was found to cause arrhythmias in
Both cautionary tales, but Novoheart
patients even though it was originally
has managed to design living heart
designed to prevent arrhythmias. The
tissues which deliver predictive accuracy
same can be said for Vioxx, an alterna-
of 90% or more and, as a result, could
tive to non-steroidal anti-inflammatory
make the screening process far safer,
drugs for the treatment of pain associ-
faster and cheaper. The mini hearts act
ated with osteoarthritis, which was
as advanced human heart surrogates
subsequently found to increase the risk
and can be utilised in a variety of ways.
of cardiovascular disease and was
The founders of Novoheart believe that
withdrawn from the market worldwide
the technology can be a catalyst in help-
OCTOBER 2018
“ What you really want to be able to do is have that impact on society, to impact patients, impact the world in some way” Kevin Costa, CSO at Novoheart
43
ing to fix a currently broken and expen-
“The heart’s kind of a cool organ as
sive system for accurately pre-screen-
it’s really complicated in a way,” explains
ing the effectiveness and safety of new
Costa. “You’ve got the mechanics of
drug formulas.
how the heart wall moves, there’s fluid
While Costa is deeply passionate
mechanics of blood flowing through it,
about the science involved, he credits
there’s the electrophysiology, so the ele-
co-founder Professor Ronald Li with
ctrical signals running through the tissue…
helping him to realise how this could
“Most institutions will specialise in one
be applied from a business standpoint
of these areas, but there are not a lot of
to help save lives. Costa is a biomedical
investigators with the breadth of exper-
engineer and Li brought key expertise
tise to understand all of that, so it was
in electrophysiology – a “perfect mar-
a nice coincidence that Ron came in
riage” of skills, according to the CSO.
with the expertise in electrophysiology. w w w.he a l t hc a re gl o b a l. com
TECHNOLOGY
I had the expertise with the mechanics, and we were both interested in a stem cell tissue engineering component. “We started working together, and Ron had the vision that maybe this could be a company, something with commercial value. I’m really excited and inspired by the science part of it; I don’t really consider myself that much of a businessman, but he had that vision, and it seemed like a really exciting opportunity.” The third person involved was Professor Michelle Khine, who specialises in microfluidics and machine learning. Together, they 44
founded Novoheart in 2014, with the company going public on the Toronto Stock Exchange in October 2017. Novoheart has developed not just healthy hearts for testing, but they are also able to produce diseased heart tissues, allowing not just the safety of drugs to be tested but also their efficacy in treating disease.
“ The bottom line is, mice aren’t humans, and especially with the heart, it’s just fundamentally different” Kevin Costa, CSO at Novoheart OCTOBER 2018
45
Being able to do this is a big step
it’s just fundamentally different,
forward, in technological terms, from
because the heart in a mouse will beat
current methods of testing. “The way
about seven or eight times a second,
scientists test diseases is often by simu-
whereas a human heart beats about
lating that disease in an animal, normally
once a second.
in mice,” says Costa. “They call these
“So it’s faster and it’s smaller. There
‘knock-out mice’, or ‘transgenic mice’,
are obvious differences which can have
where you can change aspects of
very fundamental consequences in
the mouse to kind of behave like the
terms of how the heart handles calcium,
human disease.
how the heart is susceptible to arrhyth-
“But the bottom line is, mice aren’t humans, and especially with the heart,
mias, how the heart contracts, and what the actual molecular interactions w w w.he a l t hc a re gl o b a l. com
TECHNOLOGY
are within the heart muscle, which means the mouse just isn’t predictive of how human hearts behave.” That’s where this product, which works by synergising the developed tissues themselves with the types of electric impulses that you would see in a human heart, offers something new and unique to the market. Costa is absolutely convinced Novoheart can be a success, citing the fact the company is already working in conjunction with some of the global pharmaceutical giants as evidence. 46
“I think this technology really has the potential to have a major disruptive impact on drug development,” adds Costa. “I think if we could shorten the amount of time that it takes to develop a drug to get approved, that would be a good thing. “If you’re going to invest in something, you need to have confidence that you’re investing in the things that are likely to bear fruit, and if they’re not going to work, then you want to know that as soon as possible so that you’re not wasting time and effort.” Part of the reason for the $2-4bn figure mentioned above, says Costa, is that the cost is averaged out over such a low success rate. “If we can increase OCTOBER 2018
“ Hopefully Novoheart can reinvigorate the whole drug development industry, and have a major impact on patient health” Kevin Costa, CSO at Novoheart the denominator, that’s got to be a move forward,” says Costa. “You’re still going to be putting in a lot of money into this development, but if you can get it to pay off more and generate more effective drugs, costs will go down… and hopefully that’ll also restore consumer confidence in the industry. “You know, these examples like Vioxx and things like that happening in the market, it makes people rightly concerned that the process is a broken process,” Costa emphasises. “I think that is true, and I think Novoheart is a novel way to fix that process and hopefully, if the cost can go down, success rates will go up and we’ll start seeing more drugs. The pipeline has been kind of drying out, because there’s not enough companies that have the resources to invest in this process. “Hopefully Novoheart can reinvigorate the whole drug development industry, and have a major impact on patient health.” w w w.he a l t hc a re gl o b a l. com
47
T O P 10
48
OCTOBER 2018
TOP 10
HEALTHCARE CEOs We take a look at the top CEOs transforming the healthcare industry, based on a list written by Robert Reiss and his team at The CEO Forum Magazine for Forbes. Reiss interviewed the CEOs of over 750 healthcare organisations to whittle down the list WRITTEN BY
HARRY MENEAR
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49
T O P 10
10
Ron Williams RW2 ENTERPRISES
50 Ron Williams is the chairman of RW2 Enterprises, a consulting firm that advises senior executives of Fortune 100 companies on transformational leadership strategy, board preparedness and business strategy, according to his official site. Prior to RW2, he served as the CEO of insurance company Aetna Inc. Williams is .a graduate of Roosevelt University and holds an MSc in management from Massachusetts Institute of Technology (MIT).
OCTOBER 2018
09
Alan B Miller UNIVERSAL HEALTH SERVICES
51 Alan B Miller founded Universal Health Services (UHS), which is listed as #276 on the Fortune 500, in 1979, and serves as the company’s Chairman and CEO. Between 1990 and 2000, UHS was consistently recognised by the Wall Street Journal and Fortune Magazine as the healthcare provider with the highest return for shareholders. Miller’s management ethos centres on “total patient care… treating both the body and the mind”. He insists USH will continue to “drive health transformation over the next decade”. Miller received his MBA from the University of Pennsylvania. www.uhsinc.com
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T O P 10
08
Kevin Lamb ADVANCED TISSUE
52 Kevin Lamb is the founder and CEO of Advanced Tissue. Since 2000, Lamb has led the company to become the premier supplier of wound care medical supplies in the United States. Now, Advanced Tissue supplies the majority of hospitals nursing homes, home health care providers, cancer centres, alternate care facilities, and managed care organisations in the country. Interestingly, Lamb has also produced over 14 feature films, and brings this unique experience to transform his company’s patient engagement tactics. He told Forbes: “We are connecting with people through customised videos, delivered on rechargeable LCD postcards. Our easy-to-understand content maximises the chances of patients retaining information.” www.advancedtissue.com
OCTOBER 2018
07
Dr. Stephen K Klasko JEFFERSON HEALTH
53 Dr. Stephen K Klasko currently serves as the President and CEO of Thomas Jefferson University and Jefferson Health, a 13-hospital network in and around Philadelphia. The two organisations are, according to Klasko, “leading the revolution for ‘real people’ in two industries often caught in old traditions - healthcare and higher education”. Since his arrival at Jefferson Health in 2013, the company has grown its revenue to over $5bn and now has a total of 13 hospitals – a sharp increase on its original three. www.jeffersonhealth.org
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T O P 10
06
Jo Ann Jenkins AARP
54 Jo Ann Jenkins has served as the CEO of the American Association of Retired Persons (AARP) since 2014, having joined the organisation in 2010. Jenkins is frequently praised for her work to “redefine AARP’s vision, challenge outdated beliefs and spark new insights that allow people to adapt to the new realities of aging – with relevant solutions to everyday issues such as health, financial resilience, digital and social connectivity”, according to the AARP. She is also author of the book Disrupt Aging: A Bold New Path to Living Your Best Life at Every Age, which AARP says “has become a signature rallying cry for revolutionising society’s views on aging”. www.aarp.org
OCTOBER 2018
05
Dr. Graham Gardner KYRUUS
55 Dr. Graham Gardner is the co-founder and CEO of Kyruus, which provides search engine, scheduling and data management solutions to healthcare networks to improve quality and efficiency of customer care. According to Forbes, Kyruus “works with over 400 hospitals transforming the patient-provider model by evaluating physicians through a ‘moneyball’ AI type system”. Prior to joining Kyruus, Gardner was employed as a Venture Executive at Highland Capital Partners, where he co-founded health management company Generation Health. www.kyruus.com
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T O P 10
04
Sandra L Fenwick BOSTON CHILDREN’S HOSPITAL 56 Sandra L Fenwick has served as the CEO of Boston Children’s Hospital since 1999, and was named President in 2008. The institute is regarded as the foremost paediatric facility in the US, and the leading organisation in the field of paediatric research worldwide, according to Forbes. When interviewed, Fenwick spoke of her methods as being cantered around “supporting innovation across the entire continuum, from the building blocks of basic science, to the cures, treatments and devices they’re translated into, and finally to the clinical trials and commercialisation”. www.childrenshospital.org
OCTOBER 2018
03
Nick Desai HEAL
57 Nick Desai is the CEO of Heal, a ‘doctors on demand’ digital health startup in California, which connects patients to licensed primary care doctors in person. Heal provides personal primary care, rebooting the ‘family doctor’ relationship for a digitised world, while maintaining a balance between efficiency and efficacy. Desai told Forbes that an ability to look at medications, environmental factors, lifestyle and diet, the company has “reduced unnecessary prescriptions, tests and referrals by 51% – resulting in cost savings of $27mn in just 40,000 house calls”. www.heal.com
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T O P 10
58
02
Dr. Toby Cosgrove CLEVELAND CLINIC
OCTOBER 2018
59
Over the course of 13 years, Dr. Toby
down from the CEO role, but remaining
Cosgrove ran and improved the
with the organisation in an advisory
Cleveland Clinic, an $8bn health system
capacity. Cosgrove told Forbes: “The
with locations in Ohio, Florida, Nevada,
organisation will continue to innovate
Canada, Abu Dhabi, and a facility
and adapt to the changes taking place
currently under construction in London,
in healthcare. Advancements have
which is set to open in 2020. The
changed and will continue to change
network is now regarded by Forbes as
how we treat patients.” On 1 January
the best run healthcare system in the
2018, Dr. Tom Mihaljevic took Cosgrove’s
United States. In May 2017, Cosgrove
place as CEO.
announced he would be stepping
www.my.clevelandclinic.org w w w.he a l t hc a re gl o b a l. com
T O P 10
60
01
Dr. Alan Bauman BAUMAN MEDICAL
OCTOBER 2018
61
Dr. Alan Bauman is the co-founder
Bauman said when interviewed: “We
and CEO of Bauman Medical, and one
are setting a new standard for medical
of the world’s leading innovators and
practices across the country. The
medical practitioners in the field of
technologies we offer can transplant
restorative hair treatment and surgery.
one hair follicle at a time artistically
Bauman medical was formed in 1997
and our results are seamless and
and has treated over 20,000 cases
virtually painless�. The core ethos of
(8,000 of them surgical in nature) since
Bauman Medical is that cutting-edge
its inception. Bauman is also recognised
solutions to cosmetic issues with hair
by Forbes for being a pioneer of new
loss provide effective support for long-
technology, namely robotics, and new
term mental wellbeing.
treatments, such as stem cell therapy.
www.baumanmedical.com w w w.he a l t hc a re gl o b a l. com
EVENTS & A S S O C I AT I O N S
The biggest industry events and conferences from around the world WRITTEN BY CATHERINE STURMAN 05—06 NOVEMBER
18th Annual Pharmaceutical Chemical Analysis Congress [ MADRID, SPAIN ]
29—30 OCTOBER
The Biomanufacturing World Summit
62
The Pharma Analysis 2018 anticipates participants, renowned speakers and eminent delegates across the globe
[ SAN DIEGO, USA ]
attending the conference to share their
The Biomanufacturing World Summit
valuable presentation and galvanise
brings together a ‘who’s who’ of phar-
the scientific community. Scientific
maceutical executives, cutting-edge
people from all over the globe focused
technology providers and media part-
on learning related to emerging tech-
ners for North America’s premier biolo-
nologies concerned with Pharma
gics event. The Biomanufacturing World
Analysis. This is an invaluable glo-
Summit series has grown to become
balised opportunity to reach the largest
the most senior and diverse gathering
assemblage of participants from the
of biopharmaceutical manufacturing
scientific community and research.This
executives anywhere in the world. Based
Pharma Analysis 2018 will emphasise
on an ever-growing network of referrals
on recent areas of more optimised
and recommendations, Biomanufactur-
research techniques like experimental
ing World Summit 2018 is designed
design, chemo metrics, chromatogra-
and built by Executive Platforms to bring
phy, electrophoresis, qualitative and
together the right people from around
quantitative analysis in forensics, medi-
the world and from every relevant com-
cine, science and engineering.
pany to network, benchmark, learn,
Click here for more info
and share with one another.
Click here for more info OCTOBER 2018
63
13—15 DECEMBER
MedTech Impact 2018 [ LAS VEGAS, USA ] MedTech Impact will provide essential
and utilising new digital tools, such as
insights from clinicians, healthcare
health wearables, the event will also
executives, technology and device
look at ways to further engage Medic-
developers, as well as entrepreneurs
aid and Medicare patients to provide
who wish to fully disrupt the industry.
solutions for the future.
Focusing on preventative healthcare
Click here for more info
w w w.he a l t hc a re gl o b a l. com
EVENTS & A S S O C I AT I O N S
08—11 JANUARY, 2019
Digital Health Summit [ LAS VEGAS, USA ] Digital health is a driving force in how healthcare is administered, customised and reimagined. As the healthcare industry, policy makers, entrepreneurs, patients and business world navigate through highly complex and unpredictable territories, it’s breeding revolupartnerships and groundbreaking solu-
The 13th Annual Health Care Supply Chain Summit
tions. Digital Health—bold, boundless,
[ NEW ORLEANS, USA ]
fearless and optimistic—is showing the
Hospitals and healthcare organizations
world it’s ready for whatever comes
are in the midst of a revolution. Using
its way. With over 55,000 sq ft dedi-
integrated delivery systems (IDS), the
cated to digital health, there are no
health industry is moving towards fur-
shortage of cutting-edge innovations
ther digitization to provide increased
on display. Experience and interact
efficiencies in the face of rising health-
with the latest technologies advanc-
care costs. The 13th Annual Health Care
ing modern medicine, healthcare and
Supply Chain Summit will aim to explore
wellness, including digital therapeutics,
key topics, such as driving savings
artificial intelligence, sleep tech, con-
across the supply chain, whilst optimiz-
dition-specific wearables, precision
ing contracting, logistics and value
medicine, virtual and augmented reality
analysis, fully eradicating inefficiency
and so much more.
across the healthcare supply chain.
Click here for more info
Click here for more info
tionary approaches, unprecedented 64
27—29 JANUARY, 2019
OCTOBER 2018
11—15 FEBRUARY, 2019
Healthcare Information and Management Systems Society (HIMSS) 2019 [ ORLANDO, USA ] One of the most iconic healthcare events in the 2019 calendar, the HIMSS Annual Conference provides thought leadership, community building, public policy, professional/ workforce development and engaging events to over
05—07 MARCH, 2019
630 corporate members, and over 450
World Healthcare Congress Europe
non-profit organisations. Serving the
[ MANCHESTER CENTRAL, UK ]
global health information and technol-
Exploring the next era of health and
ogy industry, this year’s event will bring
social care across Europe, the World
together IT and healthcare profession-
Healthcare Congress will aim to reduce
als to provide essential learning from
rising healthcare costs and look at
world-class speakers, who will discuss
ways at transforming both areas against
the cutting-edge digital health prod-
growing patient expectations. As the
ucts of the future. Key topics span
industry faces a number of challenges,
clinical informatics and clinician
placing increased strains on resources
engagement, consumer, patient engage-
within health and social care, the con-
ment and digital health, cybersecurity,
gress will bring forth key speakers,
disruptive care models, precision med-
enabling cross collaboration with like-
icine and more.
minded individuals.
Click here for more info
Click here for more info
70,000 global individual members,
w w w.he a l t hc a re gl o b a l. com
65
EVENTS & A S S O C I AT I O N S
18—20 MARCH, 2019
Phar-East 2019
[ SUNTEC CITY, SINGAPORE ] Returning in 2019 after a successful 2018 debut, Phar-East will once again bring together experts from Asian
18—19 MARCH, 2019
Future Healthcare 2019 Exhibition & Conference 66
pharma and biotechs, big pharma, regulators, payers, technology innovators and more to share their expertise and
[ OLYMPIA, LONDON ]
chart Asia’s path forward. Across two
The Future Healthcare 2019 Exhibition
days, explore four of the most exciting
& Conference exhibition and conference
areas of Asian pharma:
will welcome over 4000 attendees
• Immunotherapy
from 65 countries, where experts will
• Market access
seek to address some of the biggest
• Regulatory affairs
problems presently facing the industry.
• Pharma 4.0.
An event for both public and private
Brand new for 2019, there will be a clin-
sector organisations, the event will
ical trials and biotech investment track,
seek to bring policy makers, buyers
giving you insights into this rapidly grow-
and practitioners together to overhaul
ing market. Phar-East is the premier
traditional ways of working. Large cor-
meeting place for senior executives from
porations can also meet with entrep-
Asia’s pharma and biotech industry.
reneurs and healthcare start-ups, share
If you want to identify opportunities
knowledge and learn from experts in
in Asia for your business…
the field.
Click here for more info
Click here for more info
OCTOBER 2018
67
28 APRIL—01 MAY 2019
The 16th Annual World Health Care Congress [ WASHINGTON, DC ] Designed to meet the needs of profes-
and payment transformation remains
sionals, from providers, payers and
central, as leading experts share stra-
employers, to life sciences and policy
tegic initiatives, promote networking
organisations, The Annual World Health
opportunities and enable attendees to
Care Congress is in its 16th year, and is
hear about a broad range of topics
set to welcome over 2,000 attendees,
across four days from a multitude of
with over 350 speakers in attendance
passionate and diverse c-level figures.
in 2017. Catering to a vast ecosystem,
Click here for more info
its agenda will ensure care delivery w w w.he a l t hc a re gl o b a l. com
68
DIGITISING THE PATIENT EXPERIENCE With its lead hospital accredited by Joint Commission International for its high-quality healthcare, Group Chief Information Officer, Brett Medel, discusses how digitisation will prepare TMC for the future WRITTEN BY
CATHERINE STURMAN PRODUCED BY
MIKE SADR
OCTOBER 2018
TECHNOLOGY
69
w w w. h e a l t h c a r e g l o b a l . c o m
H
ealthcare leader in the Philippines and the owner of the first private
hospital in Guam, The Medical City (TMC) provides cutting-edge health services, housing centres of excellence in wellness and aesthetics, cardiovascular, cancer and regenerative medicine. The company has recently embarked on launching seven new institutes, which will cover a number of common health problems within the country. With one flagship healthcare complex in Manila, four provincial hospitals, 50 clinic sties in Metro Manila and in select provinces 70
in the Philippines, a clinic in Dubai and a hospital in Guam with a total bed capacity of almost 2,000 beds, TMC has looked to fully digitise its operations to adhere to its philosophy – ‘Where patients are partners.’ With over 30 years expertise in the IT space, Group Chief Information Officer, Brett Medel is set to take the organisation to new heights. Through its digital transformation, Medel will establish best practices and ensure TMC retains its position as the healthcare provider of choice. “TMC has been serving the Filipino community for 50 years, and it is considered a legacy institution. However, it has been saddled with a traditional front and back office system. It needs to transform to cater OCTOBER 2018
TECHNOLOGY
71
The Medical City Critical Care experts Dr. Jose Emmanuel Palo and Dr. Jude Erric Cinco go over a patient’s X-ray while discussing his current condition.
w w w. h e a l t h c a r e g l o b a l . c o m
trends.com.ph info@trends.com.ph T +63 2 811 8181 F +63 2 814 0130
Technology To Transcend At Trends, our full complement of services provide the right tools for our business partners to achieve their desired goals and thrive in a constantly changing and competitive landscape. We offer comprehensive services and full support through our skilled and highlyqualified team. Trends has remained an industry leader by committing to understanding its business partners’ needs first, and then identifying solutions and developing tech-enabled services to best meet these needs. We usher our business partners into the digital future by harnessing the power of technology that we carefully curate and customize with our years of expertise. Remaining true to our commitment to excellence and growth, we have expanded with regional offices in Cebu and Davao and international offices in Vietnam and Cambodia. Today, Trends caters to the requirements of various markets, a few of which include: contact center and business process outsourcing, financial services, telecommunications services, government, hospitality, healthcare, education, media, manufacturing and pharmaceutical sectors.
TECHNOLOGY
73
to the needs of the new generation so it has invested heavily across its digital journey to significantly improve the patient experience,” he says. “My charter is to make TMC closer to the Filipino community as much as possible; to positively impact the patient experience
A TMC vascular technician and a consultant perform a Carotid Doppler test on a male patient. A Carotid Doppler test is a safe and painless procedure that uses sound waves to examine the blood flow through the carotid arteries.
and improve on efficiency by building an interconnected ecosystem of stakeholders into a single platform.” GIVING PATIENTS CONTROL
Empowering individuals is something which TMC will strive to achieve through open communication and the use of new digital tools. w w w. h e a l t h c a r e g l o b a l . c o m
“From finding out the treatment for
in the hospital or clinic, as we believe
a particular disease, setting an appoint-
that healthcare is all about providing
ment with a doctor of choice, to being
premium quality of health; starting from
informed of the choices available for
prevention and awareness to ultimately
the type of wellness required is aligned
improving the health of every individual.”
with our value proposition of ‘Patients as Partners,’” adds Medel.
DIGITAL ROADMAP
“We see every individual not as
Providing a digital roadmap, TMC will
merely as a clinical patient, but a part-
partner with like-minded companies
ner who belongs to the ecosystem of
to drive essential change across its
wellness and health management.”
operations.
“TMC looks after the welfare of every windividual even before they set foot
“I always tell my people and my partners, ‘implementing a system is
74
TECHNOLOGIES THAT WORK, SOLUTIONS THAT WIN! At Nexus, our commitment is to enable you to maximise your IT resources to your business advantage. www.nexustech.com.ph sales@nexustech.com.ph
TECHNOLOGY
Laboratory technicians at The Medical City’s Regenerative Medicine Laboratory perform the engineering of cells and other biomaterials for the purpose of preserving, restoring, or enhancing organ function.
75
not the end result,’” reflects Medel. “However, to me, the criteria of success of any technology project is getting users to adopt the system.” With the aim to bring the entire the network of hospitals and clinics under one platform, TMC has implemented a robust cloud infrastructure that can not only cope with the demands of the business, but deliver resilience across its disaster recovery strategy. It will also work to ensure scalability. “By getting all areas interconnected, we can maximise synergies across the hospital
“ By getting all areas interconnected, we can maximise synergies across the hospital network, without placing increased investment at each site” — Brett Medel, Group Chief Information Officer
network, without placing increased investment at each site,” says Medel. w w w. h e a l t h c a r e g l o b a l . c o m
E X E C U T I V E P R OF IL E
Brett Medel has been in the
76
IT profession for the past 30 years where 17 years were spent as CIO of various companies in the private sector. Prior to joining The Medical City, Brett served as Group CIO of ePLDT. As Group CIO of ePLDT, he wore two hats - “Internal facing” where he drives the digital transformation journey of the ePLDT, and “External facing” where he engages with the clients to help them in their strategic IT initiatives. He used to be the Chairman of the CIO Council of the MVP Group of companies with
OCTOBER 2018
30 CIO/IT Heads of member companies worked with him to bring about synergy through various IT initiatives of the MVP Group. Prior to joining ePLDT his experience cuts across various industries like mining, manufacturing, government, retail, and insurance. He used to be the Vice President and Chief Information Officer of Philex Mining Corporation (a member of the MVP group of companies) since 2012. He spearheads major business transformation initiatives in Philex to improve operational effi-
TECHNOLOGY
By appointing Orion Health Inc, TMC has
ciency. Prior to joining Philex, he was the VP and CIO of Prudential UK and PNB Life. His IT exposure started way back in 1987 where he joined Andersen Consulting (now Accenture) as a management consultant where he held projects here and abroad for both the financial and manufacturing industry. Brett holds a Bachelor of Science degree in Management Engineering (Honors Program), Ateneo de Manila University.
also invested in a world-class hospital information and consultation system, which will integrate with its other ancillary subsystems. Nonetheless, the organisation is facing a number of regional challenges. “We have server-based and networkbased applications, but capability is always complex,” comments Medel. “To bring all of this into the cloud is the start of our transformation. At the end of the day, it’s all about bringing different players into an interconnected ecosystem.” 77 PROMOTING ACCESSIBILITY
With so many hospitals and clinics situated over a vast geography, connectivity will also present fresh challenges. Strengthening the wi-fi within its hospitals and clinics will become fundamental for TMC to capture data across a number of platforms, particularly mobile, in order to draw insights, trends, associations, sentiments, psychographics and more, in order to develop new programmes and services. “Our digital transformation is not just about automation, but a shift in mindset by introducing new business models to raise the bar of the customer experience. It is about strengthening the company’s value w w w. h e a l t h c a r e g l o b a l . c o m
proposition to the next level,” adds Medel. With this in mind, TMC is undergoing a significant initiative to build on its strong digital marketing strategy to bring the brand into the digital space. This will not only boost the organisation’s foot traffic, but further its digital footprint across a number of touchpoints, such as Facebook, Twitter and Instagram. “We have shifted our marketing resources to put equal emphasis on digital marketing as to that of traditional marketing. This is a strategy that has never been before done in the entire history of TMC,” says Medel. 78
“TMC aims to top the charts on customer awareness across its products and services. We would also like to get the pulse of the digital community by conducting social listening and see how we are performing as a healthcare provider in the eyes of the digital community. “Social media and mobile apps are sources of information that we can immediately collate and process, where either immediate feedback is given or immediate action is taken. This way, customers feel that they are valued and their feedback is taken on board.” ENGAGING ALL PARTIES
By deploying IT account managers across OCTOBER 2018
“ We see every individual not merely as a clinical patient, but a partner who belongs to the ecosystem of wellness and health management” — Brett Medel, Group Chief Information Officer
TECHNOLOGY
A Wellness doctor checks on a patient inside an Executive Suite at the Wellness and Aesthetics Institute.
79
the organisation, TMC has built a cul-
Moving forward, Medel remains
ture of innovation among its employees
keen to explore new avenues and
and medical staff, where it has gained
unlock further potential which has yet
a greater understanding from various
to be explored.
teams on what is required from a digi-
“TMC will be on this digital journey for
tal perspective to enhance the quality
the next couple of years,” he concludes.
of patient care. “We need to make everyone aware
“We will be on top of AI, chatbots and of course, cloud. However, the most
of the benefits and the value of digital,
important aspect is having a robust
of being a part of the digital economy,”
community drive. This will remain the
acknowledges Medel.
focal point for TMC.”
“Not only medical staff or users, but also our stakeholders. Education is essential while we undertake our digital journey.” w w w. h e a l t h c a r e g l o b a l . c o m
Championing leading supply chain practices at UCSF Health With robotics, automation, new processes and more, UCSF Health is setting new standards for healthcare with its innovative supply chain WRITTEN BY
LAURA MULLAN PRODUCED BY
DENITR A PRICE
w w w. h e a l t h c a r e g l o b a l . c o m
U C S F H E A LT H
U
CSF Health is at the forefront
– that’s when he realized how trans-
of healthcare innovation but,
formative technology could be.
behind the scenes, the group’s Medical Center supply chain team are keeping
rote and rudimentary tasks every day,”
the cogs turning so it can focus on
he notes. “I began to realize that with
delivering the state-of-the-art care it is
the help of our Materials Management
known for.
Information Systems Team (MMIS Team)
UCSF Medical Center was recently named among the nation’s premier medical institutions for the 17th consec-
82
“I found myself doing the same set of
we could automate a lot of the procurement activity I was encountering.” Automation has become a prevalent
utive year, standing as the fifth best
trend in the supply chain field and it
hospital in the country and the top-
hasn’t gone amiss at UCSF Health. In
ranked hospital in California, accord-
2009, Limbert and his team partnered
ing to U.S. News & World Report’s
with Global Healthcare Exchange
2017-2018 Best Hospitals survey.
(GHX) to develop tools that allowed
In the back-end, its supply chain
his team to onboard vendors who
team is responsible for a comprehen-
would then receive their purchase
sive set of services that continually
orders (POs) in a highly-automated
strengthen the scope of its patient
and accurate fashion.
care. The organisation provides access
“A requester at the hospital could
to a broad range of medical-surgical
scan an order or put through a request
products, and consistently seeks to
and that would queue up a requisition
reduce supply chain waste and expens-
that would be turned into a purchase
es but, above all else, it is committed
order automatically without any buyer
to delivering quality customer service,
intervention,” explains Limbert. “We
which enables premium care.
call it ‘no touch POs.’
When he began as a buyer in procure-
“We were able to do that on a fairly
ment almost 16 years ago, Jake Limbert,
large scale. We have about 600 POs
now Director of Supply Chain Operations,
that go out every day and so we were
did many menial and repetitive tasks
really able to take our PO activity and
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FACT
There are 600,000 pieces of product onsite at all times
w w w. h e a l t h c a r e g l o b a l . c o m
Smart Autonomous Mobile Robot
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USA
“ If we can empower our clinicians to provide better care then we can also grow with them in a way that’s meaningful” — Jake Limbert , Director of Supply Chain Operations
UCSF Medical Center at Mission Bay opened, aiming to set new standards for healthcare in the 21st century. The 289-bed complex features three separate hospitals, specialized in serving children, women and cancer patients. With such a mammoth operation, Limbert and his team wanted to focus on automation and streamlining operations where possible. With the latest wave of innovation, it seems robotics are redrawing the healthcare landscape. Keen to tap into
just turn it into an automated process.
this emerging trend, UCSF Health
At that point, we could also hard code
teamed up with Aethon to use its
shipping and logistical standards with
autonomous mobile TUG robots. These
all of our vendors so they knew that
new-generation robots allow UCSF
UCSF had an exact and predictable
Health to distribute items easily and
timeframe to deal with.”
reallocate their workforce so team
Building on this partnership, GHX then built Registration Center, otherwise known as ‘RegCenter’ which
members can focus on value-adding tasks rather than repetitive jobs. “This was revelatory as it allowed us
allowed UCSF Health to onboard its
to reallocate our full-time equivalent
own vendors. As a result of its efforts,
(FTE) resources,” said Limbert. “We also
UCSF was later recognized by GHX
utilize the TUGS for our soiled linen
in 2011 with their first every Industry
pickup which helped us reduce employ-
Impact Award.
ee injuries because, given census and
Since then, Limbert and his team
patient volumes, these linen carts are
have continued on an upward trajec-
becoming increasingly unwieldy.
tory thanks to new and improved
Thanks to robotics we’ve been able to
technological innovations. In 2015, the
keep our employees in an area where w w w. h e a l t h c a r e g l o b a l . c o m
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U C S F H E A LT H
CLICK TO WATCH : ‘UCSF OUR STORIES: RITE OF PASSAGE — A HOSPITAL PROM FOR TEEN PATIENTS’ 86 they’re most effective and appreciated.
cost-effective supply chain processes
They’re able to further support clinicians.”
whilst meeting the individualistic needs
Like many in the supply chain discipline, UCSF Health has worked to streamline
of the clinicians and patients alike. “If they’re able to interact with clinicians
and standardize its processes, so that
in a meaningful way then that allows us
the medical professionals can focus on
to again, gain their trust,” explains
what matters — patient care. Every
Limbert. “We just don’t want people
patient’s healthcare needs are unique
stocking shelves, we want people to
and highly personalized.
engage the clinician and figure out their
Therefore, Limbert and his team
needs so we can make sure they are
worked closely with clinicians to establish
enabled to deliver the highest quality
their needs and maintain the unparal-
of care.”
leled, innovative care UCSF is known
“There’s a certain level of expecta-
for. In doing so, the group has worked
tion that our clinicians demand and
to strike a balance between streamlined,
I think we are able to provide that by
OCTOBER 2018
USA
FACT
The UCSF Medical Center is the fifth best hospital in the county and the top-ranked hospital in California 87 empowering our employees to resource
that’s not really going to work because
and make decisions on their own. We
our cases start at 7:00 a.m. so we need
call them our ‘supply chain ambassadors.’
product replenished by 5:00am,’ for
We want them to be resources for the
example. In that case, we are able to
customers, not just inventory technicians.
scale it and tweak it for them.
“The real product for us is patient care.
“That is a challenge, however, it’s also
Every patient has a different set of needs
something that we relish. Every patient
and a clinical path unique to them.
is unique and they are our number one
“We are able to engage the end user,
priority. I think we have to be mindful of
the clinician, and say, ‘These are our
where we can standardize and where
schematics and this is our framework.
we can’t.”
Does this synch with your needs?’
The opening of the UCSF Benioff
Almost like a switchboard, we plug and
Children’s Hospital at Mission Bay was
slot them into our order of business.
not only a key milestone in the institu-
“Alternatively, they might say, ‘Well
tions’ history, but it also gave Limbert w w w. h e a l t h c a r e g l o b a l . c o m
U C S F H E A LT H
and his team a fresh slate to drive efficiencies and cost savings. In doing so, the team had two focuses: the first was the customer and the second was generating operational data. “First, we determined, having learned from previous successes and failures, what the customer expected from us and what they needed in order to deliver the quality care that our patients deserve,” explains Limbert. “We were able to listen and figure out what worked and didn’t in the previous care area and then adapt and create new workflows, meaningful periodic automatic replenishment (PAR) levels and service level agreements (SLAs).
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“Secondly, we built a very robust and intricate set of data,” he continues. “In order to achieve
“Every patient is unique and they are our number one priority” — Jake Limbert , Director of Supply Chain Operations
the previously established automation, we had to engage MMIS and our vendors to ensure the efficiencies would be mirrored in another facility. “We devised new shipping locations and schedules aligned with our new docks for optimal transport up to the unit. For example, right now a technician will transmit an order and in less than 12 minutes the vendor will have it. They can pick it and then it will show up the next day at that room in fewer than 24 hours.” With 78mn products delivered annually at UCSF, its supply chain operation is mammoth in scale. Now, as the organization expands,
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Limbert says the biggest challenge is
their piece within this dynamic jigsaw,
sustaining this growth.
it helps them feel more engaged and
“It’s a good problem to have in that the healthcare environment in the Bay Area
proud to provide a crucial piece in the patient care continuum.”
is very competitive but if we can empower our clinicians to provide better care then we can also grow with them in a way that’s meaningful,” notes Limbert. “Allowing our ambassadors and staff to feel ownership over the care that we’re providing is vital. If you can illuminate w w w. h e a l t h c a r e g l o b a l . c o m
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