Eu mha eco-system

April 10, 2023 EuMHA 1

Opportunities in Health & Wellbeing

9 June 2011Doug Chambers


• Initiative designed to support and promote the wider adoption of healthcare and wellbeing (including sports and fitness) products, services, applications and innovation across Europe

• Concentrate on the economic development of the MHealth sector• Provide leadership, innovation and economic transformation across a wide

spectrum of private and public sector organisations • Encourage a broad offering of new products and services for all European

citizens that will promote a healthy and improved lifestyle to benefit everyone

• To work with organisations across Europe to support regulatory enablement

The European MHealth Alliance (EuMHA)

EuMHA

The Global Challenge: Ageing population andmanagement of long term conditions

3April 10, 2023

Dramatic increase in people developing Asthma, Chronic Obstructive Pulmonary

Disease (COPD), Diabetes and Hypertension

Globally over 1 billion adults and 155 million children are

overweight 700 million people are 60 or

older

Citizens - overweight & obesity effects both small and large nations

• Britain- 25% men & women• USA- 30% men & women

• Tonga- 47% men, 70% women• Samoa- 33% men, 63% women

Source WHO

New Innovation will be needed to help manage the challenges facing organisations operating in this sector


Need to shift the Continuum of CareQ

ualit

y of

Life

Shift LeftHighest Quality of Life

Lowest Cost of Care

Health and Wellness

Home Care

Residential Care

Acute Care

Cost of Care


The Mobile sector is starting to build platforms that could make a difference

IMS Research predict that there will be a sharper increase of

Bluetooth Low Energy chips in handsets than standard

Bluetooth over the next 5 years

Smartphone growth Application growth

Low power senor technology

However for this to make a difference collaboration will be needed between many different players to help shape this new market


MHealth eco-systems are needed to help support collaboration and innovation

Manchester Helsinki

Barcelona

• Initially EuMHA will have 3 eco-systems – Manchester in the UK, Barcelona in Spain and Helsinki in Finland, with more to follow

• The eco-systems will be linked to each other to share knowledge, results and outcomes• Manchester is already up and running

EuMHA is working to build MHealth eco-systems to help support and develop the MHealth market across Europe


The Manchester MHealth eco-system• Manchester

– Social, ethnic, health and lifestyle diversity– Only UK city in WHO network of age-friendly cities

• University of Manchester – World-leading multidisciplinary research in health, particularly e-

health, informatics, social sciences, business models– M-Health Innovation Centre (MHIC) founded in 2009 in partnership

with the GSM Association

• Partnership with NHS Trusts: – Acute, specialist and primary care – NW Exemplar clinical trials network 53 day trials set-up (UK av = 98 days)

• Partnerships with industry


Who is involved with the Manchester MHealth eco-system?

EuMHAManchester

MHealthEco-system

Manchester Mental Health & Social Care Trust

Central Manchester University Hospitals NHS Foundation Trust (comprising Manchester Royal Infirmary, Manchester Royal Eye Hospital, Royal Manchester Children’s Hospital, Saint Mary’s Hospital and University Dental Hospital)

The University of Manchester

NW eHealth

Salford Royal NHS Foundation Trust

The Christie NHS Foundation Trust

University Hospital of South Manchester NHS Foundation Trust

Intel

J&J (Janssen Healthcare Innovation)

Serves a population of > 3 million; delivers services to > 2 million patients p.a. (3,700 beds); 8 Hospitals plus primary, community and social care; clinical research network; c. 23,500NHS staff

Greater Manchester Comprehensive Local Research Network


What is the purpose of the eco-system?

• Understand healthcare needs, service delivery challenges and business models

• Create a multi-sector partnership of significant critical mass committed to:– Accelerating the adoption of MHealth innovations– Improving the quality and efficiency of healthcare delivery– Providing a reliable route for moving from MHealth innovation to routine

service, based on realistic co developed pilot to adoption business plans.‐ ‐ ‐

• Create an ‘innovation factory’ to co develop innovative whole‐ ‐system solutions– partners with complementary expertise and objectives– access to a large, well characterised study population.– standard umbrella agreements to lower barriers to starting new pilots,

trials and services


What are the benefits of the eco-system?

Partnerships are needed to deliver mobile health services across the value chain

MHealth Value Chain



Current projects

• Many in partnership with the NHS and with healthcare and technology companies:– Metabolic Health and Wellbeing (obesity,

diabetes)– Assisted Living (including ICT and ageing, falls

prevention, self-care and remote monitoring)– Mental Health & Wellbeing– Process Optimisation


Example Case Study

• The goal was to assess the benefits of a mobile point of care solution to provide clinicians at Hospitals with real-time access to patient records at the patient bedside.


Workflow – Ward Round

• Ward teams - consultant, one or two middle doctors, a junior doctor, a nurse practitioner and a pharmacist.

• Ward team would meet before the round and review the patient list. • Up to 35 patients on each ward• When a consultant asked for the results of a test, the junior doctor would have

to walk to the ward PC, look up the result and then walk back to the consultant by which point they may have even moved on to another patient.

• Consultants often had to double back at the end of their round• During the round, nurses and junior doctors would take notes on all the

changes to treatment initiated by the consultant and make a ‘to do’ list. • Completed list/notes were entered into the patient record system, higher

priority tasks often got in the way, making it difficult to keep records up to-date and on time.


Workflow - Pharmacy

• Pharmacy– Consultants recommend new medication or make a change to an

existing treatment during the round which would then need to be signed off by a pharmacist.

– Nurses would regularly spend time running between consultants and pharmacists trying to establish sign off.

– If the pharmacist did not have a current medication history to hand, they had to check the patient records on the ward PC, resulting in further time delays.


Workflow - Mobile Point of Care

• As each patient is approached, a nurse, junior doctor or pharmacist were able to call up the latest results, enabling a consultant to make a change in treatment there and then.

• The nurse, junior doctor or pharmacist update the MCA with the notes immediately and set in motion any subsequent tests while on the way to the next patient.

• At the end of the round all information was held electronically, so there was no ‘loose-strings’ and teams did not have to double back to patients to give results or make medical decisions.

• Consultants were able to view current and previous treatments and could make more informed decisions when it came to prescribing treatments.

• Nurses spend less time running between consultants and pharmacists on the ward.• Pharmacists are able to make much quicker decisions, speeding up the sign off

process. • All of which results in significant time savings each day.


Outcomes

• Clinicians were able to perform ‘complete episodes of care’ – from observation, reviewing test results, making clinical decisions and recording of patient details – at the patient’s bedside with the full ward team present.

• There was less interruptions in the middle of a task. • On average, the solution saves up to one hour per day for each ward

team, meaning staff can either achieve a greater volume of work in a given timeframe or, if preferred, can reduce the amount of overtime worked.


How do you get involved?

• Contact:– Carmel Dickinson

[[email protected]]

Health & Medicine

Eu mha eco-system