MovingLife Project and mhealth in Denmark Susie A. Ruff Head of Innovation and Business Development Centre for Regional Development (Former Centre for Innovation and Research) Toronto, 28 January 2014 Navn (Sidehoved/fod)
The Capital Region of Denmark the largest health provider in Denmark. Objectives The region provides healthcare, mental healthcare and regional development for 1.7 million people or approx. 30% of the population of Denmark, in addition to doing research. 10 hospitals, including Copenhagen University Hospital Geography Stretching from the island of Bornholm in the east of Denmark to Hundested in the west, the Capital Region comprises 29 municipalities 40,000 employees The region employs 40,000 people mainly health care professionals making it the second largest organization/company in Denmark
BIO Susie A. Ruff 2009 present: Director for Healthcare Innovation Centre/Head of Innovation and Technology Transfer Capital Region of Denmark Denmark s largest healthcare system. 2006-2009: Head of Design Promotion/Design & Innovation Danish Design Centre, Copenhagen, Denmark. 1994-2006: Head of programmes for business development of SME s Deputy at Danish Embassy, Buenos Aires, Argentina Ministry of Foreign Affairs, Copenhagen, Denmark.
User-driven Innovation Design Thinking Team Our landscape of competences Susie Andersen Ruff Head of Unit, Innovation & Technology Transfer Sara Gry Striegler Design Engineer Anne-Marie Christina Toft Bethina Louise Røge Business dramaturge Methodology User-driven innovation Simulation Employee driven innovation Service innovation Thit Fredens Anthropologist Eva Jacobsen Design Engineer Werner Hugo Sperschneider Anthropologist
Innovation Policy for the Capital Region of Denmark Launched in December 2012 Nyt, Nyttigt og Nyttiggjort New, Usable and Implemented Based on Demand-driven innovation 10 Hospital CEO s commited to 2-3 innovation projects per year Focus on Public-Privat Innovation partnerships
Innovation in the Capital Region of Denmark! Innovation is something new! Innovation is something usable! Innovation has to be implemented! For sundhed og vækst i hovedstaden
The MovingLife Project MObile ehealth for the VINdication of Global LIFEstyle change and disease management solutions Project Overview
Project Objectives Support Action(s) The MovingLife project will deliver roadmaps for technological research, implementation practice and policy support with the aim of accelerating the establishment, acceptance and wide use of mobile ehealth solutions (mhealth).
The MovingLife Consortium Global Security Intelligence, UK Security, clinical guidelines, stakeholder engagement, socio-economics, dissemination In-JeT ApS, DK Technology, mobility, scenarios, trends, roadmaps Vrije Universiteit Brussel, BE Legal and regulatory aspects, consultation process Capital Region of Denmark, Healthcare Innovation Centre, DK Healthcare provider, medical guidelines, impact assessment, validation ATOS Origin Research, ES Coordination, roadmaps, action plans, policy framework INNOVA SpA, IT Technology, devices, state-of-play, gap analysis, roadmaps
Overview of the Work to be Performed The roadmaps will address a broad group of fundamental issues such as: technology options for applications and services; options for new and improved medical guidelines; user empowerment, acceptance, ethics and privacy; socio-economic environments policy and regulatory frameworks. The MovingLife methodology calls for five work elements: definition and detailed description of state of play and trends; future scenario development for mhealth applications; gap analysis; development of roadmaps (technological, economical, etc.); validation and impact assessment in selected areas The project will seek strong stakeholder engagement and ensure that dissemination of the results of the project reaches all relevant actors at all times
Project Methodology the Roadmap Alternative roads towards different parts of the scenario. All roads needs to be traversed. Different roads tends to merge when technology matures. Scenario state The vision scenarios; may not be fully achievable within the timeframe Emerging >10 yrs Explore opportunities and RTD needs for potential solutions. Research 6-10 yrs Research and prototype components and solutions to find optimum way forward Develop 3-5 yrs Develop clearly definable and directly usable applications and services. Take-up 0-2 yrs Adopt, demonstrate and deploy existing solutions in real life situations. Use Solutions are already commercially available and use by industry (leaders).
Interdependencies of Work Packages WP2 State of play and Trends WP3 Scenario Development Baseline Gap analysis WP4 Development of Roadmaps and Action Plans WP6 Stakeholder Engagement and Dissemination WP5 Impact Assesment
The MovingLife Project Simulation in an innovation context
15-01-2014
Simulation in the MovingLife project why? Assess the realism of the Vision Scenarios, developed in the project - There must be an app for that. Assess the potential impact of the gaps identified in the Consolidated Road Map. Methodology: by acting out the scenarios using real hospital equipment, surroundings, healthcare professionals, patients, mock-ups of mhealth together with experts with different professional backgrounds.
HOW? Kick-off conference State of play Technology Medical Users Socio/legal Systemic Trends Policy Trade-offs Globalisation Scenarios Coherent and consistent descriptions of plausible futures underpinning uncertainties Gap analysis Roadmaps Technology and applications; clinical uptake and socio-economic environment for massive deployment Simulation Impact Assessment User acceptance, patients/doctor interaction, active participation, global solutions Stakeholder Conference For sundhed og vækst i hovedstaden
Traditional Simulation in Healthcare Training of professionals Simulation involves acting out a specific workflow scenario using real hospital equipment and surroundings, but using advanced computerized mannequins instead of real patients. It has been used to train healthcare professionals in specific clinical situations and in the more complex training of non-technical skills, and not least as a research tool into the field of human factors. Examples of well-known simulation centres: Standford School of Medicine (California), Lund University (Sweden), Herlev University Hospital (Denmark).
Simulation as a tool in the innovation process An Explorative method to systematically explore a new topic or trialling new functions in product, process or service development promote dialogue about innovation in situations where there are significant barriers to development and implementation generate new ideas to problem-solving investigate specific issues with iterations of sequences Simulation can not stand alone
The Simulation Film about Laura, COPD patient
Reactions from the simulation Patient Empowerment and Individualisation: Why do I need a device to judge my well-being when I am perfectly capable of judging myself? Why do I need numbers? I know when something is wrong. I have had this illness for years. Laura, patient. My patients can not feel when they are in really poor conditions e.g. asthmatic patients don t notice their lung function is reduced by 50%, Philip Thønnesen, Specialised doctor.
Reactions from the simulation Patient-Doctor interaction: I assume that patients who are used to apply mhealth will understand their own data and values much better than the traditional patients. ( ). They will expect and ask for a new interaction with the healthcare professional because they will be self-managing and will ask for a consultant rather than a traditional doctor, Jacob Nielsen, Doctor and Patient Safety Manager.
Reactions from the simulation User Acceptance: What do I do if I spill a cup of coffee on my tablet or device? Or if I forget the tablet in the taxi on my way to the local clinic?, Head of Healthcare Innovation
Reactions from the simulation Medical Guidelines: Sometimes we meet patients who do not receive the most basic care from their own doctor, even Danish patients. In these cases I immediately prescribe what is needed no matter what. I could fear what would happen if guidelines are conflicting across countries. What kind of legal consequences would that have for me, the patient and the other doctor? And what if the patient is instructed in an app with specific guidelines to follow, which are in conflicts with our recommendations?, specialised doctor.
New perspectives from the simulation How can Laura be sure of getting online emergency assistance? Do we need call centres with specialised nurses or reserved time slots for foreign patients? How do we train healthcare professionals to become consultants rather than authorities? What if Laura s Italian doctor does not agree with the Danish doctor s prescription? Do we need EU guidelines on the major chronic diseases? Do we need secure Internet spots in the same way as we already have defibrillators deployed in strategic locations?
A website has been launched (www.moving-life.eu)
Thank you & Questions? Please contact: Susie.andersen.ruff@regionh.dk Innovation Centre for Regional Development