2. The European MHealth Alliance (EuMHA) 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 June 9, 2011 2 EuMHA
6. Samoa- 33% men, 63% womenDramatic increase in people developing Asthma, Chronic Obstructive Pulmonary Disease (COPD), Diabetes and Hypertension New Innovation will be needed to help manage the challenges facing organisations operating in this sector Source WHO EuMHA
7. Need to shift the Continuum of Care Shift Left Highest Quality of Life Lowest Cost of Care Health and Wellness Quality of Life Home Care Residential Care Acute Care Cost of Care June 9, 2011 4 EuMHA
8. The Mobile sector is starting to build platforms that could make a difference Smartphone growth Application growth 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 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 June 9, 2011 5 EuMHA
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10. The eco-systems will be linked to each other to share knowledge, results and outcomes
12. The ManchesterMHealtheco-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 June 9, 2011 7 EuMHA
13. Who is involved with the Manchester MHealth eco-system? 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 University Hospital of South Manchester NHS Foundation Trust J&J (Janssen Healthcare Innovation) The Christie NHS Foundation Trust The University of Manchester EuMHA Manchester MHealth Eco-system Intel Greater Manchester Comprehensive Local Research Network NW eHealth Manchester Mental Health & Social Care Trust Salford Royal NHS Foundation 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) June 9, 2011 8 EuMHA
14. 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 ofMHealthinnovations Improving the quality and efficiency of healthcare delivery Providing a reliable route for moving fromMHealthinnovation 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 June 9, 2011 9 EuMHA
15. What are the benefits of the eco-system? MHealthValue Chain Partnerships are needed to deliver mobile health services across the value chain June 9, 2011 10 EuMHA
17. 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 June 9, 2011 12 EuMHA
18. 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. June 9, 2011 13 EuMHA
19. 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. June 9, 2011 14 EuMHA
20. 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. June 9, 2011 15 EuMHA
21. 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. June 9, 2011 16 EuMHA
22. 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. June 9, 2011 17 EuMHA
23. How do you get involved? Contact: Carmel Dickinson [carmel.dickinson@manchester.ac.uk] June 9, 2011 18 EuMHA
