Interclean Shanghai

Apps & Digital Resources vie for top honour at eyeforpharma Barcelona Awards

Two thirds of the finalists for the ‘Most Valuable Patient Initiative’ in the 2015 eyeforpharma Barcelona Awards have used interactive digital resources or mobile applications to engage with the patient; a tell-tale sign of the dominance of patient engagement as a focus for pharma right now. The list of finalists, announced today, includes Abbvie, AstraZeneca, Bayer, Janssen Healthcare Innovation and Novartis all vying for the ultimate accolade in pharma; to be crowned ‘most valuable’ to their patients.


Projects from Abbvie, in partnership with communications agency Biosector2 and Janssen Healthcare Innovation, in conjunction with DePuySynthes and the orthopaedic department of Guy’s & St Thomas’ Hospital in London, are based around interactive websites which empower patients to take control of their health and be educated and supported throughout their relevant treatment, while Bayer Healthcare Turkey stands out with their Women’s Health TV, developed by 2014 category winner Pelin Icil, which addresses the issue of poor communication between women and their gynaecologists in Turkey.

The judges, who include patient representatives Heidi Floyd and Jack Whelan as well as senior pharmaceutical executives Alberto Grua, Chief Commercial Officer EU, Australia and North-America and member of the Corporate Executive Board of Grünenthal and John Pugh, Head of Digital Innovation atBoehringerIngelheimfavoured projects which could demonstrate real patient-experience improvement and those which showed a real understanding of culture and patient-need.

Of Janssen Healthcare Innovation’s Care4Today all-encompassing initiative, which combines an interactive patient website and a printed educational pack for hip & knee replacement patient the judges were unanimously impressed. Patient-judge Heidi Floyd commented: “Guiding a patient from beginning to end of their surgical journey, stepping through all the way to end of recovery; magnificent.  As patients, we often are overwhelmed and unable to absorb required data while preparing for life-changing surgery.  This resource appears to be the perfect tool to allow and encourage patients to educate themselves about the intense process at their own pace. Health information such as this will change the future for patients and caregivers worldwide.”

A comprehensive list of finalists can be found online here:
http://www.eyeforpharma.com/barcelona/awards-index.php

Winners will be announced at the2nd annualeyeforpharma Barcelona Awards, on Tuesday 24th March 2015 at the CCIB, Barcelona from 7.30pm, as part of the largest gathering of pharma executives, eyeforpharma Barcelona. The evening will be attended by the top 200 VIPs from the pharma industry.

For more information contact Awards Manager, Chloe Leighton on
chloe@eyeforpharma.com or visit www.eyeforpharma.com/barcelona/awards

Cartagenia launches Bench for Oncology Software Platform dedicated to Variant Assessment Support and

Cartagenia, leader in providing genetics labs and clinicians with software-based workflow support for variant assessment, lab reporting, and integration of diagnostic knowledge-bases, announced today the launch of Bench for Oncology, a new software platform that helps pathology labs conduct variant assessment and reporting tasks in the analysis of tumors.

Bench for Oncology, designed for use in a clinical diagnostic context, is the newest addition to Cartagenia''s suite of Bench products for data management and clinical interpretation support. It allows labs to quickly and efficiently assess gene sequencing information on tumor samples, put the information in context of what is known for that tumor type, and automate lab report drafting.

"The advent of Next Generation Sequencing (NGS) is significantly changing the way pathology labs work," noted Steven Van Vooren, one of Cartagenia''s scientific founders. "Labs need to make sense of considerably more data due to the introduction of NGS, while still maintaining the tight turnaround times required in an oncology setting. Bench for Oncology is designed to help them do that."

Cartagenia has already signed license deals with a number of labs in both Europe and the United States that are now adopting the platform in a diagnostic setting – including the Netherlands Cancer Institute (NKI), a leading European cancer center at the international forefront of cancer research and treatment. Cartagenia worked closely with NKI, and other centers and pathology labs, to be sure the platform fits their various needs.

Among its features, Bench for Oncology allows pathology labs to easily structure their knowledge base of variant, gene, drug, and trial information and keep track of actionable findings. It automates the lab''s variant assessment and reporting pipelines, and removes the need for tedious and time consuming manual lookup and research.

Maartje Vogel, Clinical Laboratory Geneticist at the DNA Diagnostics group of the Pathology Department of NKI, stated: "Automating our variant assessment protocols is essential for us to be able to reach fast turnaround times. With Bench for Oncology, our variant classification pipelines are pre-configured by us in workflows and allow us to very quickly focus on those variants that matter. Combine that with the fact that all relevant knowledge, annotations and databases are integrated into the variant review process, and you get a very powerful reporting pipeline that allows us to create clear and informative lab results for the oncologists – and do this fast."

Cartagenia CEO Herman Verrelst noted that he is excited to be able to roll out the Bench for Oncology platform at the NKI – one of the major cancer centers in Europe. He sees the relationship between Cartagenia and NKI as a growing and dynamic collaborative effort.

"We''re looking forward to our continued collaboration with a prestigious center like NKI, first in its ongoing effort to streamline its diagnostic workflow, but also to integrate our solution into the NKI data warehousing and informatics environment," Verrelst said.

Automation of the lab''s variant assessment and reporting protocols

The close collaboration with pathology labs was key in creating the unique features of Bench for Oncology, Van Vooren added.

"Working closely with the labs it became immediately apparent that there was a critical need for automation. Variant annotation and assessment protocols need to be standardized and automated so time can be spent on true and actionable information," Van Vooren said.

Bench for Oncology brings exactly those tools to the lab, building on a robust platform that provides versioning and audit trails, workflow support, automation of variant assessment and classification protocols, and lab report drafting.

Supporting access to all relevant knowledge sources

"Automation is essential to turnaround times, but it''s only one part of the equation," Van Vooren continued. "Equally important for pathology labs adopting NGS is to have all relevant knowledge at their fingertips – public information on cancer mutations, drugs and trials, as well as the lab''s growing internal knowledge base on actionable variants, previous findings and reports, approved drugs and their likely therapeutic effectiveness in context of molecular makeup, off-label drugs relevant to fully cover a patient''s treatment options, and clinical trials available to the patient."

External knowledge partnerships

Because each tumor is unique, important domain-specific expertise tailored to each individual patient can be essential in reporting personalized and informative diagnosis and treatment options. Some labs have a lot of the required interpretation expertise in house and will benefit from Bench for Oncology''s knowledge management tools to structure the information and automate its use. Other labs prefer to rely on external expert interpretation and curation partners that provide up-to-date and state-of-the-art information on treatment options as a professional service.

For those reasons, Cartagenia Bench Oncology is built around a knowledge integration framework that supports access to several industry-leading knowledge service providers. These knowledge partners specialize in providing personalized, expert-reviewed information for each molecular profile, complementing the automation and lab-specific knowledge integration already offered by Bench Oncology.

"We chose to set up a true framework on which the pathology lab can integrate its own expert knowledge and if desired, work with one or more external service providers that complement the lab''s expertise with patient-specific treatment options," Verrelst added. "In this way, we offer a true end-to-end solution, allowing the lab to have access to information on all treatment options, and create best-of-class reports to the oncologists and referrers."

Cartagenia has set up agreements with a number of leading knowledge providers providing expert curation on actionable variants, drugs and trials, and will announce these partnerships in the near future.

About Cartagenia

Cartagenia supplies diagnostic support software, database systems, and related services to genetic labs and clinicians, enabling them to perform clinically relevant genetic analyses quickly and efficiently, and offer patients and carers high-quality genetic interpretation and counselling.

Cartagenia Bench Lab allows automation of variant assessment protocols and lab report generation for structural and molecular variant assays such as Arrays, Sanger and Next Generation Sequencing. It supports communication with referring physicians, allows labs and clinicians to put variants in their clinical context, and supports confident data sharing.

The Cartagenia Bench platform is built in collaboration with genetics labs and clinical experts involved in routine medical  practice. Because of this, Bench Lab addresses the specific needs of genetic diagnostic labs and clinicians.

Cartagenia Bench is built using a certified ISO13485 Quality Management System and is registered with the FDA as an exempt Class I Medical Device in the United States and as a Class I Medical Device in Europe in conformity with the essential requirements and provisions of the Council Directive 93/42/EEC concerning medical devices, and with the relevant harmonized standards EN ISO62304.

 

 


ICD-10 “Gut Check” and New Opportunities to Bring Case Management Audits and Appeals In-House

ICD-10 implementation and a recent CMS decision create significant compliance, quality, and revenue opportunities for healthcare systems and providers in 2015, according to Michael T. Dougherty, Founder and Chief Executive Officer of Provident Consulting. These accelerate the national trend towards pay for quality and outcomes, he adds.

Dougherty explains the impact of the looming ICD-10 implementation on documentation standards and the nexus to value-based purchasing and quality.
How can healthcare executives be sure they are ready to meet the ICD-10 challenge?

With one year to go, all healthcare CFOs and CEOs should have a good idea of where they stand. That said, now is the time for an honest “gut check”. Critical risk areas are payer readiness, IT system vendor readiness, and clinical documentation training. The first two require tough-minded evaluation of payer and vendor representations, very tight testing plans, and contingency planning in case things go wrong.

Have the payers agreed to test with you?
Are they willing to work through denials on a test basis before go-live? In IT the big wild card is workflow regarding documentation. When will ICD-10 compliant systems be ready? How much time will you have to test the workflows and influence design and customization? We have worked with over 300 IT applications nationally and readiness is still a big concern.

You have talked about executives being ready for October 2, 2015? What do you mean?
Clinical Documentation training for clinicians and CDI Specialists should be well along by now and executives should be asking themselves: How do I support clinicians with documentation tools at the point of care after 10/1/15, especially if I am not satisfied with the workflows in my electronic medical records? Will our training assist with documentation for quality and value-based purchasing in 2015 and beyond? To help our clients deal with this we built DocEdge™ ICD-10. We isolated the most common, most complex, and highest impact documentation and coding challenges, and built clinical flow charts to show documenters, CDI specialists, and coders ICD-10 documentation standards and the concepts they will need for future reimbursement models. DocEdge™ is delivered at the point of care through any mobile device.

In today’s highly regulated healthcare system, what do healthcare organizations overlook that they should not?
There are several areas, but I think the new CMS settlement offer to resolve Patient Status appeals in exchange for a timely partial payment (68 percent of the net payable amount) is an opportunity for high impact cost reduction and quality improvement. Every system needs to analyze this offer on the merits and we are helping several to do this. I think the real opportunity here is to start from a zero baseline of appeals and apply continuous improvement principles and tools to build an effective best practice program. To help clients with this, we built Patient StatusEdge™. It allows hospitals to bring the patient status audit and appeals process in-house with automated workflows facilitating the production of well written, accurate and comprehensive appeals, and key metric reporting for effective program management. It is especially useful for reducing future denials because Appeals Managers can use Patient StatusEdge™ to identify and push continuous improvement training examples to Case Managers, Providers, and Coding staff, while the medical documentation is being reviewed for audits and appeals. This training is tracked to identify high impact areas and to identify individuals requiring more attention.

Any final words of advice?
Adopt a continuous improvement methodology where every time someone touches a clinical record, be it revenue and compliance audits, CDI and Case Management queries and referrals, or Physician Advisor actions, it results in actionable metrics and interventional training delivered as close to the point of care as possible. That approach will reduce errors, improve compliance, and ensure appropriate claims for reimbursement. We do this through our DocEdge™ suite but there are many approaches.

Interview by Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans
For more information, please contact Laurel Zevitz at l.zevitz@marcusevansch.com


How Hospitals Can Survive in the New Healthcare Environment

“Over 1,000 hospitals out of the approximately 5,700 across the US will either close or merge with larger hospitals or healthcare systems in the next five to ten years according to some predictions. The reality of the situation is that many hospitals can no longer go it alone. They must look for partners to help bridge the gap between a current reimbursement model that pays on a “per click” basis to one that emphasizes shared savings, shared risk, population health and a trend towards “mega capitation”, advises Tom Gibney, Chief Financial Officer, St. Luke’s Cornwall Hospital / Newburgh.

A speaker at the marcus evans National Healthcare CFO Summit Fall 2014, Gibney believes that regardless of whether or not a hospital falls into a Medicaid expansion state, Healthcare CFOs must quickly determine the reimbursement effect of the expected uptick in insured patients, given the heavy financial burden borne by patients in the health exchange plans, primarily those in the bronze and silver buckets.

For example, in New York, approximately one million individuals signed up for insurance under Obamacare; 650,000 qualified for Medicaid with the remaining 350,000 signing up for one of the four health exchange plans, with the majority of those folks choosing the less expensive, but higher out-of-pocket cost, bronze and silver plans. “Collecting from this patient population could be a significant challenge for hospitals going forward. It is a significant unknown but too early in the process to identify what burden it will place on us,” Gibney explains.

“CFOs have to approach this new reality with their eyes wide open. On the surface, a patient who presents an insurance card (who never did before) is a good thing. But the positive feeling that comes from that experience can quickly evaporate if in the end, the visit or procedure is not fully paid for.”

So far in 2014, St. Luke’s Cornwall Hospital has seen its Medicaid population increase while its self-pay population has gone down. “In a vacuum, that is a good thing. All other things being equal, this provides us with more direct reimbursement for those patients compared to last year. The flip side of the equation is that a lot of work may be involved in collecting the ultimate amount we are due.”

He concludes: “To survive financially, hospitals may need to proactively seek out partners. Most hospitals have extracted as much as they can out of the cost side of the equation. The next step is to play to a bigger patient audience, take-on-risk, share savings, and reap the benefits of economies of scale. The only way to achieve those goals is to partner with other hospitals or healthcare systems. When a State as big as New York announces a stated goal of reducing avoidable hospitalizations and ER visits by 25 percent over the next five to ten years, is there any other choice?”

Interview by Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans

For more information, please contact Laurel Zevitz at l.zevitz@marcusevansch.com

Philips and Dutch Radboud university medical center debut wearable diagnostic prototype for chronic

At the Dreamforce 2014 conference in San Francisco, Royal Philips (NYSE: PHG; AEX: PHIA) and Nijmegen, the Netherlands-based Radboud university medical center (Radboudumc) announced the debut of a prototype to support patients with chronic obstructive pulmonary disease (COPD). The launch marks the start of joint explorations between Philips and Radboudumc to apply mobile, digital and cloud technologies to improve patient outcomes, care coordination and patient empowerment across the health continuum.

According to the US Centers for Disease Control and Prevention (CDC), 117 million Americans, or nearly one-half of the US adult population, have at least one chronic condition, and one in four adults has two or more.  The CDC estimates that caring for patients with chronic conditions accounts for 70% of the annual health care spend in the U.S.  In a study released by The World Economic Forum, the global economic impact of the five leading non-communicable diseases – cardiovascular disease, chronic respiratory disease, cancer, diabetes and mental ill-health – could total USD 47 trillion over the next 20 years.

Management of COPD is challenging and often costly, as the progressive nature of the disease leads many patients to require complicated therapies and frequent hospital readmissions. At the same time, consumers are increasingly looking for new ways to take control of their personal health in order to live healthier and better lives.

“Unlike other wearable solutions recently introduced to the market, this prototype collects more than just wellness data from otherwise healthy people,” said Jeroen Tas, CEO Healthcare Informatics Solutions and Services at Philips. “We are demonstrating the power of harnessing both clinical and personal health information to better manage chronic disease patients across the health continuum, from healthy living, prevention, diagnosis, treatment, recovery and home care.”

How it works
The wearable diagnostic prototype for COPD patients feeds data collected from patients at home to clinicians through the Philips HealthSuite Digital Platform to two clinical applications currently available on the cloud-based platform – eCareCompanion and eCareCoordinator – which both recently received FDA 510(k) clearance. Once a COPD patient has left the hospital, a wearable diagnostic prototype collects data day and night – including physical activity/inactivity, respiratory indicator, heart rhythm and heart rate variability. That data is then sent via the cloud to the Philips HealthSuite Digital Platform, where it is shared with the appropriate care providers via the eCareCoordinator application, presenting a more complete view of the patient’s illness.

“Together with Philips, we are exploring and developing tools to enable patients to be true partners in their own health care, including Hereismydata™ and thus creating a digital platform for patients to collect data from EMRs as well as personal wearable technology,” said Lucien Engelen, director REshape Innovation Center at Radboud university medical center. “Our collaboration with Philips creates the scale needed for a globalizing sustainable healthcare approach.”

Radboudumc is considered to be one of the most innovative medical centers in Europe focused on digital solutions to enable patient centric care. The innovation center at Radboudumc, part of the network of Singularity University’s Exponential Medicine track in Silicon Valley, is at the forefront of the convergence of technology and patient empowerment, both inside and outside the hospital.

As part of Philips vision for the HealthSuite Digital Platform, the company is working to create a suite of open application programming interfaces (APIs) that can be used by developers to create innovative applications for hospitals and health systems. Visitors to the Philips booth in the Salesforce Customer Showcase at Dreamforce can sign up to learn more about this Developers Toolkit, expected to be available in early 2015.

Members of the press and conference attendees can learn more about the Philips-Radboudumc  innovative COPD prototype at the Dreamforce 2014 conference in San Francisco from October 13-16: Demos will be shown at the Dreamforce Industry Health and Life Sciences Showcase (Moscone South/Gateway) and the Customer Showcase areas (Moscone West).

For updates on further platform developments, visit www.philips.com/dreamforce and follow the #DF14  conversation at @PhilipsHealth.

Salesforce and others are trademarks of salesforce.com , inc.

For further information, please contact:

Rachel Bloom-Baglin
Philips Healthcare
Tel: +1 978 7609007
E-mail: Rachel.Bloom-Baglin@philips.com

Steve Klink
Philips Group Communications
Tel: +31 6 10888824
E-mail: steve.klink@philips.com

Viola Peulen
Radboud university medical center
Tel: +31 6 55346484
E-mail: Viola.peulen@radboudumc.nl

About Royal Philips:
Royal Philips (NYSE: PHG, AEX: PHIA) is a diversified health and well-being company, focused on improving people’s lives through meaningful innovation in the areas of Healthcare, Consumer Lifestyle and Lighting. Headquartered in the Netherlands, Philips posted 2013 sales of EUR 23.3 billion and employs approximately 112,000 employees with sales and services in more than 100 countries. The company is a leader in cardiac care, acute care and home healthcare, energy efficient lighting solutions and new lighting applications, as well as male shaving and grooming and oral healthcare. News from Philips is located at www.philips.com/newscenter.

About Radboud university medical center
Radboud university medical center is an institute for patient care, research and education & training, located in Nijmegen, the Netherlands. Our mission is to have a significant impact on healthcare. We aim to be a frontrunner in the development of innovative, sustainable and affordable healthcare. By offering excellent quality, participatory and personalized healthcare, operational excellence and sustainable networks. Our almost 10,000 employees and over 3,000 students do their utmost every day to make a positive contribution to the future of healthcare and medical sciences.

Pharma ‘cannot deliver patient centricity’

Mary Baker, immediate past President of the European Brain Council, believes that pharma companies are focusing too much on patient centricity and instead, should widen their focus to include the whole of society.   In order to solve the problems with our healthcare systems,  as well as the patients, we need to look at the healthy that benefit from over the counter medicines and other members of society that are healthy at the moment but are sleep walking into illness in the future.

Mary Baker will be returning as keynote speaker for the eyeforpharma Barcelona conference after an 11-year absence. Our conversation shifted between pharma’s ‘Tribes’, Shakespeare and tipping points. Most interesting, however, was her assertion that the industry is somewhat misguided in its desire to focus exclusively on patient centricity.

Mary explains that patient centricity is a narrow worldview. It is much better to focus on a company’s role in the wider health system and society.

If pharma companies pursue that they’re solely patient led, patient focused, patient-centric, they won’t be able to deliver”.

She goes on to describe that the role of pharma must be to impact not just the sick individual but also impact the child, parent and/or partner of that individual. They are therefore not only responsible to the patient but the broader community around the patient and therefore society. Society, in fact, matters the most.

“I’m much more concerned about society – of which the patients experience is an incredibly important part, but should not be the exclusive focus.”

At the core of Mary’s assertions is the elephant in the room: we have an unsustainable health system. At present, pharma companies of the world are simply not intrinsically involved in the major health systems of Europe –they are peripheral.

“Health is viewed as a cost and this needs to be challenged and changed.  Health is wealth and a healthy nation is a wealthy nation

The root of the problem is that the pharma industry are working in primitive tribes – representing only their own opinions which are becoming further entrenched. Pharma companies need to be collaborating – not competing with one another. Novartis should not consider Pfizer its competitor and vice versa; they should consider sources of unhealthiness as their greatest foes.

Right now, anybody who gets up and speaks is doing so from their position as a payer, or a doctor, or a regulator – when actually we are all members of society and we need to act as one.

“When you have threats on the ship of health, you need all hands to deck.”

Mary’s interview with Paul Simms, Chairman of eyeforpharma, comes at a poignant time in the run up to Barcelona, March 2015 – where the leaders in commercial and patient-led pharma discuss these issues and map the future for their companies. “The purpose of the Barcelona meeting is to provide that centre of gravity that draws in all of the right people necessary to solve this problem. No individual will determine and establish pharma’s role on their own – we absolutely need to create a movement by bringing everyone together and believing in something”. As a supporter of eyeforpharma’s efforts, Mary will take the stage to further explain what the industry needs to do: “The good thing to do is start bringing people together. Working together, we can solve this.”

Eyeforpharma have just released the full line up of leaders set to speak at eyeforpharma Barcelona next year March. You can find out more information by visiting: www.eyeforpharma.com/barcelona

For more information contact:

Blair Gottscho

Global Event Director
eyeforpharma

Telephone: +44 (0) 207 375 7594
Email: 
blair@eyeforpharma.com

 

Healthcare Facility Management Must Be Focused on Prevention

Mark C. Sams, a speaker at the marcus evans National Healthcare Facility Management Summit 2014, on more efficient facility management.

Interview with: Mark C. Sams, Vice President – Planning, Facilities Management and Engineering, Harris Health System

“Living in Texas, where the expanded Medicaid model was not accepted, we need to find creative ways to capture capital funding in order to maintain our facilities,” says Mark C. Sams, Vice President – Planning, Facilities Management and Engineering, Harris Health System. What matters most, according to him, is having a robust preventive system where 80 percent of capital is spent preventing issues rather than on repairing them.

A speaker at the marcus evans National Healthcare Facility Management Summit 2014, in Palm Beach, Florida, October 16-17, Sams talks about healthcare facility management and what led to Harris Health System’s numerous awards for excellence.

Question: What is necessary for operating in the new healthcare environment in Texas?

Answer: We are not receiving all the funds that are normally available, so we are having to come up with new ways to capture and extend the capital we receive. My advice to facility directors is to focus on prevention. If they maintain equipment and buildings well, they will have a predictable replacement schedule that they can use to plan for obsolescence and replacement. There is the risk of suffering “capital funding shock”, if infrastructure or medical capital equipment has to be replaced all at once. We compete internally with other operational departments for repair, maintenance and replacement capital dollars. Our goal is to have a good picture of what will need to be replaced within a given fiscal year, so we can prioritize, price and prepare to negotiate with our leadership to procure as much of available capital as possible.

If Facility Administration expends too little time, effort or money on prevention, the buildings will age prematurely and require much more costly repairs, which may shorten the life expectancy of the facilities. If this occurs, the buildings will be operating less efficiently, which impacts the institutions’ bottom line, reduce the number of patients they can see per day, surgeries they can accomplish, beds they can fill, and impact their ability to help patients get better faster. Stationary engineering staff who expertly know how to operate all the systems are required to do this efficiently.

Question: How have your facilities contributed to your success? What led to your Leading Edge Element award?

Answer: Our focus is on patient care and treatment, so we have created the appropriate facilities to treat as many patients as we can as quickly as possible. We recently opened two new specialty clinics; The Smith Clinic and near our Outpatient Clinic, both of which were built economically and made use of products that have long life expectancies. The Smith Clinic offers a healing garden and an atrium, which had never been incorporated in a building before. We created an onstage/offstage situation, so staff and patients do not mix with each other until the patient is shown to an examination room. The Outpatient Center facility near our LBJ Campus has an ambulatory surgery center embedded in the same facility with the Clinics that refer to it. We try to create specialty clinics near our hospitals to decompress the populations, remove clinical functions out of our hospitals, so that the very ill populations do not mix with those requiring chronic care.

Question: Does this allow you to treat more patients? How?

Answer: The most expensive place to treat patients is in a hospital, so we try to keep our less acute patients in the clinics, separating inpatient and outpatient functions. We see about 338,000 patients a year, which will rise to 650,000 when we open nine primary care facilities later this year. Harris Health System has found the most efficient way to treat a large volume of patients is by creating primary care clinics and not introducing the patient into the hospital setting.

Question: What makes the biggest difference to the bottom line?

Answer: At Harris Health, it is not just about the bottom line, by making our facilities more efficient, we can move dollars to patient care and improve our ability to see and treat our patient population. We recently underwent a building systems assessment and found that reducing our energy and water consumption would impact the bottom line of our organization. As a result of this study, we are assessing our next steps, identifying opportunities, and planning capital upgrades to both of our hospitals.

For more information about the National Healthcare Facility Management Summit, please contact Laurel Zevitz at l.zevitz@marcusevansch.com

Interview taken by Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans, Summits Division

Healthcare Facility Management Must Be Focused on Prevention

Wellpepper acquired by Caravan Health in sign of growing market for digital patient treatment plans

Mark C. Sams, a speaker at the marcus evans National Healthcare Facility Management Summit 2014, on more efficient facility management.

Interview with: Mark C. Sams, Vice President – Planning, Facilities Management and Engineering, Harris Health System

“Living in Texas, where the expanded Medicaid model was not accepted, we need to find creative ways to capture capital funding in order to maintain our facilities,” says Mark C. Sams, Vice President – Planning, Facilities Management and Engineering, Harris Health System. What matters most, according to him, is having a robust preventive system where 80 percent of capital is spent preventing issues rather than on repairing them.

A speaker at the marcus evans National Healthcare Facility Management Summit 2014, in Palm Beach, Florida, October 16-17, Sams talks about healthcare facility management and what led to Harris Health System’s numerous awards for excellence.

Question: What is necessary for operating in the new healthcare environment in Texas?

Answer: We are not receiving all the funds that are normally available, so we are having to come up with new ways to capture and extend the capital we receive. My advice to facility directors is to focus on prevention. If they maintain equipment and buildings well, they will have a predictable replacement schedule that they can use to plan for obsolescence and replacement. There is the risk of suffering “capital funding shock”, if infrastructure or medical capital equipment has to be replaced all at once. We compete internally with other operational departments for repair, maintenance and replacement capital dollars. Our goal is to have a good picture of what will need to be replaced within a given fiscal year, so we can prioritize, price and prepare to negotiate with our leadership to procure as much of available capital as possible.

If Facility Administration expends too little time, effort or money on prevention, the buildings will age prematurely and require much more costly repairs, which may shorten the life expectancy of the facilities. If this occurs, the buildings will be operating less efficiently, which impacts the institutions’ bottom line, reduce the number of patients they can see per day, surgeries they can accomplish, beds they can fill, and impact their ability to help patients get better faster. Stationary engineering staff who expertly know how to operate all the systems are required to do this efficiently.

Question: How have your facilities contributed to your success? What led to your Leading Edge Element award?

Answer: Our focus is on patient care and treatment, so we have created the appropriate facilities to treat as many patients as we can as quickly as possible. We recently opened two new specialty clinics; The Smith Clinic and near our Outpatient Clinic, both of which were built economically and made use of products that have long life expectancies. The Smith Clinic offers a healing garden and an atrium, which had never been incorporated in a building before. We created an onstage/offstage situation, so staff and patients do not mix with each other until the patient is shown to an examination room. The Outpatient Center facility near our LBJ Campus has an ambulatory surgery center embedded in the same facility with the Clinics that refer to it. We try to create specialty clinics near our hospitals to decompress the populations, remove clinical functions out of our hospitals, so that the very ill populations do not mix with those requiring chronic care.

Question: Does this allow you to treat more patients? How?

Answer: The most expensive place to treat patients is in a hospital, so we try to keep our less acute patients in the clinics, separating inpatient and outpatient functions. We see about 338,000 patients a year, which will rise to 650,000 when we open nine primary care facilities later this year. Harris Health System has found the most efficient way to treat a large volume of patients is by creating primary care clinics and not introducing the patient into the hospital setting.

Question: What makes the biggest difference to the bottom line?

Answer: At Harris Health, it is not just about the bottom line, by making our facilities more efficient, we can move dollars to patient care and improve our ability to see and treat our patient population. We recently underwent a building systems assessment and found that reducing our energy and water consumption would impact the bottom line of our organization. As a result of this study, we are assessing our next steps, identifying opportunities, and planning capital upgrades to both of our hospitals.

For more information about the National Healthcare Facility Management Summit, please contact Laurel Zevitz at l.zevitz@marcusevansch.com

Interview taken by Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans, Summits Division

WALGREENS CHIEF MEDICAL OFFICER, HARRY LEIDER, TO DELIVER KEYNOTE ADDRESS AT 2014 MHEALTH SUMMIT

 The mHealth Summit today announced that Walgreens' Chief Medical Officer, Dr. Harry L. Leider, will open the 6th annual Summit with a keynote address on December 8.  The mHealth Summit, the largest global conference and expo focused on the intersection of mobile/ wireless and healthcare delivery, will include pivotal discussions on the mobile health ecosystem and the future of innovation.
Walgreens is the lead sponsor of the new Consumer/Patient Engagement Pavilion at this year’s mHealth Summit.  The pavilion will focus on the application of wearables, sensors, trackers and other devices for aging independently, as well as personal health technologies that are being implemented within clinical practice or adopted by consumers for health self-management.  
Dr. Leider has more than 20 years of experience as a physician executive in a variety of innovative healthcare organizations. At Walgreens, he is responsible for ensuring enterprise-wide health and wellness service offerings and outcomes that provide customer value and improve patient lives.  Walgreens, the nation's largest retail pharmacy chain, with more than 8 million customers engaging daily, has launched a number of innovative mobile health (mHealth) programs to encourage healthy behaviors and engage individuals to better manage their wellness.  
"We are delighted Dr. Leider will be a featured keynote speaker at the mHealth Summit, representing one of the leading organizations committed to engaging consumers in health self-improvement, and enhancing customer experience, through personal connected health technologies," said Richard Scarfo, Director, mHealth Summit, and Vice President, Personal Connected Health Alliance. "This year, the Summit is creating unique programming for healthcare providers, payers and the life sciences industry, adding to our diverse delegation. Dr. Leider's perspective and experience in critical areas, including disease management, medication adherence and managed care, will be of great interest to our attendees."
Taking place December 7-11, at the Gaylord National Resort and Convention Center in the Washington, DC area, the mHealth Summit will put a spotlight on disruptive innovation, evidence, research, trends, opportunities and big ideas shaping an emerging global shift in healthcare that puts consumers at the center and makes health and wellness an engaging part of everyday life.
mHealth Summit convenes domestic and international thought leaders in healthcare, technology and industry, government officials, researchers, advocates and investors to advance the use of mobile and connected health tools and facilitate their integration into healthcare delivery. It is part of the newly formed Personal Connected Health Alliance, an international non-profit established by Continua, mHealth Summit and HIMSS to represent the consumer voice in personal connected health. 
GENERAL REGISTRATION:  Registration for the 6th Annual mHealth Summit is now open (www.mhealthsummit.org/registration).  
MEDIA REGISTRATION:  For more information about the mHealth Summit, or for complimentary Media Registration, please contact Gina Cella at 857-239-9198 or gcella@pchalliance.org, or visit the mHealth Summit Newsroom.
 
About the mHealth Summit
 
The 2014 mHealth Summit, the global convener of the expanding mobile health ecosystem, explores the disruptions, challenges and opportunities of the integration of mobile and wireless technologies into the healthcare system, and in consumer and patient engagement, for the delivery of better health outcomes. The 6th Annual mHealth Summit will take place December 7-11, 2014, in Washington, D.C. Focusing on four fundamental platforms – technology, business, research and policy – the mHealth Summit is presented by HIMSS, in partnership with Continua, the Foundation for the NIH and the mHealth Working Group. mHealth Summit is part of the Personal Connected Health Alliance (PCHA), an international non-profit organization established by Continua, mHealth Summit and HIMSS to represent the consumer voice in personal connected health. Visit the mHealth Summit for more information; and follow at @mhealthsummit or #mHealth14.
 
 CONTACT:
 
 Gina Cella
 857-239-9198
 gcella@pchalliance.org

National Centre for Biological Sciences selects iHelix of Sajix for transition to EMR technology

18th September 2014, Vishakhapatnam, India –
Sajix  has today announced that ‘National Centre for Biological Sciences’, Bangalore has selected iHelix V2012 to be implemented at their in-house Clinic

Brief:

The National Centre for Biological Sciences (NCBS), located in Bangalore, is part of the Tata Institute of Fundamental Research. The mandate of NCBS is fundamental research in the frontier areas of biology. NCBS research interests range from the study of single molecules to ecology and evolution. Along with inStem and C-CAMP they form the Bangalore Bio-Cluster, bringing together fundamental research, translational studies, and technology development.

Sajix was shortlisted among proposals submitted by multiple vendors because of the vast Global experience of Sajix in the field of Clinical Information and Management Systems.

The project involves not only completely automating all the processes of the Clinic, but also will enable the employees of NCBS to seek online appointments and view their Lab results and other important medical information online, including their mobiles.

Quotes:

Mr Prasada Rao Pyala, CEO and Founder of Sajix said ‘We consider NCBS as our prestigious client. I am sure with the latest Health IT that we bring to the customer; they will see a significant improvement in the delivery of Health Services to their employees’

About the organizations:

Sajix is a leading supplier of healthcare information technology solutions to address the clinical, financial and administrative operation of healthcare organizations. Based out of Silicon valley California today Sajix operates in many countries. Sajix offers next generation healthcare platform (iHelix), which can be configured to single doctor practitioner to large hospital.
Sajix's goal is to become the industry's enterprise healthcare cloud computing company to offer the best healthcare solution at lower cost.

For more information on Sajix visit www.sajix.com

 NCBS, For more information visit www.ncbs.res.in

 Media Contact:

Arun Kharidehal
Senior Vice President – Global Sales and Business Development
Sajix Inc
akharidehal@sajix.com
Mob: 0091 – 9700041333

 

Translate »