telehealth in practice (2014)
TRANSCRIPT
M2M & IoT, London 4 June 2014
Telehealth in practice
across Europe
Marc Lange, Secretary General
Competence Centre
Health Care Authorities
Industry
Health Care Delivery
Citizens/Patient Representative
InnovationAgency
Insurers
Social Care
Dissemination Organisation
European Health TELematics
A cross-(any)border and multidisciplinary
collaboration forum
M2M & IoT, London 4 June 2014
Sustainable and large scale eHealth deployment
requires engagement and synergies
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20143
Patient’s home Hospital or primary care or eHealth centre
SERVER
PATIENT
REGIONAL CENTRE’SOPERATOR
TELEMONITORINGDEVICES
GENERAL PRACTITIONER
CARDIOLOGIST AT HOSPITAL ORLOCAL HEALTHDISTRICT
OTHER INVOLVED HEALTHCARE PROFESSIONALS
GATEWAY& APP
Telehealth
Girona, 22 de Maig del 2013
Secure
Complex
Process Oriented
Well-defined models
Reg
ula
tory
fra
me
Agile
Private and personal
Universal Access
Innovation
Framework
From eHealth to mHealth
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PwC
20 December 2013
Keeping patients at the centre, we see six broad categories of mHealth services currently being used for healthcare management
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Section 2 – The emerging mHealth ecosystem
Socio economic impact of mHealth • Presentacio Mapa de Tendencies 2013
Wellness ServicesSelf-help services to adopt or avoid certain behaviours / practices to maintain / improve general wellness and fitness levels
Monitoring ServicesServices to periodically capture body/health parameters of patients who are chronically ill or undergoing post-acute care or are participating in clinical trials
Prevention ServicesServices used by government and non-government agencies to spread awareness and encourage people to adopt or avoid certain behaviours / practices to prevent or control disease outbreaks
Diagnostic ServicesServices that help healthcare professionals determine the causes of symptoms; to provide diagnosis or triage services
Treatment ServicesServices that help treat patient conditions and ensure adherence to the required treatment regimen / protocol
Individual Led
Healthcare Systems StrengtheningSolutions that enable provisioning at institutional end for other service areas:
• Emergency Response• Healthcare Practitioner Support• Healthcare Surveillance• Administration
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2
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5
6
Healthcare provider led
PwC20 December 2013
As a result, 99 bn EUR could be saved in care costs by 2017 after taking into account the 211,000 jobs needed to support mHealth deployments
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Section 1 – Socio-economic impact of mHealth
Socio economic impact of mHealth • Presentacio Mapa de Tendencies 2013
• mHealth enabled cost efficiencies will help EU economies to sustain social healthcare systems
• Payers will be able to treat additional patients for the same costs
• Each of the 185 mn patients benefitting from mHealth will cut their annual healthcare costs by 537 EUR
• Since every individual bears 14% of the annual per capita healthcare costs out of one’s pocket, the reduction in healthcare costs for the 185 mn patients would translate to a saving of about 75 EUR per year for each of them
99bn
69 bn
3.7 bn
32 bn
.17bn
Total healthcare cost savings in EU in 2017 (EUR)
Wellness and prevention
DiagnosisTreatment and Monitoring
Cost savings in ADE
6.2 bn
Workforce to support mHealth
826
5576
99
265
2013 2014 2015 2016 2017 Total
Between 2013 and 2017, a total of 265 bn EUR could be saved in
healthcare costs by using mHealth
Source; PwC analysis
Note: *OPE - Out of pocket expenditure that an individual contributes to one's healthcare spend
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mHealth potentials
• Potential for healthcare→Increased prevention/quality of life approach
→More efficient and sustainable healthcare
→More empowered patients
• Market potential
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Green Paper - Issues identified
1. data protection
2. big data
3. patient safety
4. lack of knowledge about legal framework
5. mHealth role on healthcare and equal access
6. reimbursement issues
7. interoperability
8. liability
9. research and innovation in the field
10. international cooperation
11.access of web entrepreneurs to the market
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But time for action: already now!!
• What can you do?
• -Developers: develop solutions privacy by design + user involvement + transparent information
• -Healthcare professionals: get the digital skills
• -Consumer/patient association: raise awareness about mHealth benefits and use +
• -Responsible authorities: enforce legislation
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201411
Patient’s home Hospital or primary care or eHealth centre
SERVER
PATIENT
REGIONAL CENTRE’SOPERATOR
TELEMONITORINGDEVICES
GENERAL PRACTITIONER
CARDIOLOGIST AT HOSPITAL ORLOCAL HEALTHDISTRICT
OTHER INVOLVED HEALTHCARE PROFESSIONALS
GATEWAY& APP
Telehealth
M2M & IoT, London 4 June 2014
The Secret?From pilot to routine care …
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Tools and methods are needed to deploy telehealth services
Impact assessment framework
The results and lessons learned from Renewing Health
The approach of United4Health
Guidelines for large-scale deployment
The Momentum blueprint
Cost and benefit analysis toolkit
Innovation governance
…4 June 2014M2M & IoT, London
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Testing of Service Routine Care Service
Small Scale Deployment
Large Scale Deployment
Hospital Group
Department
Department
HealthCare System
Piloted Service
Lessons learned from
deployment inside an
organisation Local champions
Limited constraints
(e.g. at legal level)
Cost and benefit analysis
…
Lessons learned from
deployment across organisations
(for servicing the healthcare system) Institutional endorsement
Legal constraints (if it is a D2P relationship)
Need for robust methods
Socio-economic analysis
…
From pilot to routine care
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4 June 2014
A European Telemedicine Deployment Blueprint
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Strategy
& Management
Legal,
Regulatory&
Security
Organisation &
Change Mgmt.
Technical
&
Market relations
Four domains for deployment guidelines
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Critical Success Factors for Deployment Strategy
M2M & IoT, London 4 June 2014
1. Check that there is cultural readiness towards
telemedicine.
2. Ensure leadership through a champion.
3. Identify a compelling need.
4. Put together the resources needed for
deployment.
Strategy
& Management
Legal,
Regulatory&
Security
Organisation &
Change Mgmt.
Technical
&
Market relations
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Critical Success Factors for Organisational Change
M2M & IoT, London 4 June 2014
5. Address the needs of the primary client(s).
6. Involve health care professionals and decision-
makers.
7. Prepare and implement a business plan.
8. Prepare and implement a change management plan.
9. Put the patient at the centre
of the service.
Strategy
& Management
Legal,
Regulatory&
Security
Organisation &
Change Mgmt.
Technical
&
Market relations
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Strategy
& Management
Legal,
Regulatory&
Security
Organisation &
Change Mgmt.
Technical
&
Market relations
Critical Success Factors for Legal, Regulatory and Security Compliance
M2M & IoT, London 4 June 2014
10. Establish that the service is legal.
11. Ask advice from legal, ethical, privacy and
security experts.
12. Apply relevant legal and security guidelines.
13. Ensure that telemedicine doers and users have
“privacy awareness”.
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Strategy
& Management
Legal,
Regulatory&
Security
Organisation &
Change Mgmt.
Technical
&
Market relations
Critical Success Factors for Technology Decisions and Procurement
M2M & IoT, London 4 June 2014
14. Ensure that the IT and eHealth infrastructures
needed are in place.
15. Ensure that the technology is user-friendly.
16. Monitor the service.
17. Maintain good practices in vendor relations.
18. Guarantee that the technology has
the potential for scale-up
(i.e., “think big”).
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The challenge for scaling-up innovative services in healthcare
This is about moving
From building tools and infrastructure
to developing service, redesigning care pathways
From collecting data
to integrating data into care processes
New Technology
+ Old System
= New Old System
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Any questions?
M2M & IoT, London 4 June 2014 22
Marc Lange
Secretary general
EHTEL Association49/51, rue de Trèves
B-1040 Brussels Belgium
Tel: +32 (0)2 230 15 34
Fax: +32 (0)2 230 84 40
Mobile: +32 (0)475 27 71 45
www.ehtel.eu
More at www.telemedicine-momentum.eu