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kodehashtechnology · 3 months

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A Closer Look at App Development Ecosystems in the USA

In the dynamic landscape of app development, ecosystems play a vital role in fostering innovation, collaboration, and growth. The United States boasts diverse and thriving app development ecosystems, each contributing to the country's technological advancement and economic prosperity. This article provides a comprehensive overview of the app development ecosystems in the USA, examining key players, trends, challenges, and opportunities shaping the industry.

Silicon Valley:

The Birthplace of Innovation Silicon Valley, located in the San Francisco Bay Area of California, is synonymous with technological innovation and entrepreneurship. Home to some of the world's leading technology companies and startups, Silicon Valley boasts a vibrant app development ecosystem characterized by:

Tech Giants: Silicon Valley is home to tech giants such as Apple, Google, Facebook, and Twitter, which have revolutionized the app landscape with their innovative products and platforms. These companies serve as catalysts for innovation, driving forward the frontiers of app development with groundbreaking technologies and services.

Startup Culture: Silicon Valley's startup culture fosters a spirit of creativity, risk-taking, and collaboration, attracting aspiring entrepreneurs and developers from around the world. Incubators, accelerators, and venture capital firms provide startups with the resources, mentorship, and funding needed to bring their app ideas to market.

Tech Hubs: Within Silicon Valley, tech hubs such as Palo Alto, Mountain View, and Cupertino serve as epicenters of innovation, hosting a diverse ecosystem of startups, investors, and tech enthusiasts. These hubs facilitate networking, knowledge sharing, and collaboration among app developers, driving forward the pace of innovation.

Emerging Tech Hubs:

Diversity and Innovation Across the USA While Silicon Valley remains a dominant force in app development, emerging tech hubs across the USA are gaining prominence as centers of innovation and creativity. Cities such as:

New York City: New York City is a thriving hub for app development, particularly in industries such as finance, media, and fashion. The city's diverse talent pool, vibrant startup scene, and access to capital make it an attractive destination for app developers seeking opportunities outside of Silicon Valley.

Austin: Known as the "Silicon Hills," Austin, Texas, is emerging as a major tech hub, fueled by a vibrant startup ecosystem, world-class universities, and a favorable business climate. The city's dynamic culture, entrepreneurial spirit, and collaborative community foster innovation and creativity in app development.

Seattle: Seattle, Washington, is home to tech giants such as Microsoft and Amazon, as well as a thriving ecosystem of startups and tech companies. The city's strong engineering talent, supportive startup ecosystem, and access to capital drive innovation in app development across various industries.

Industry-Specific Ecosystems:

Nurturing Innovation in Key Sectors In addition to geographical hubs, the USA is home to industry-specific app development ecosystems that focus on:

Healthcare: The healthcare industry is witnessing a surge in app development, driven by the growing demand for digital health solutions and telemedicine services. Ecosystems such as those in Boston, Massachusetts, and San Diego, California, are hubs for healthcare innovation, bringing together researchers, clinicians, startups, and investors to develop cutting-edge health apps.

Finance and Fintech: The finance industry is undergoing digital transformation, with fintech startups and established institutions embracing app development to deliver innovative financial services and solutions. Ecosystems in cities like San Francisco, New York City, and Charlotte, North Carolina, are at the forefront of fintech innovation, leveraging technologies such as blockchain, AI, and mobile payments to revolutionize banking and finance.

Gaming and Entertainment: The gaming and entertainment industry thrives on app development, with ecosystems in cities like Los Angeles, California, and Austin, Texas, serving as hubs for game developers, studios, and content creators. These ecosystems foster creativity, collaboration, and entrepreneurship in the gaming and entertainment space, driving innovation in virtual reality, augmented reality, and interactive storytelling.

Challenges and Opportunities:

While app development ecosystems in the USA offer vast opportunities for innovation and growth, they also face several challenges:

Talent Acquisition: Recruiting and retaining top talent is a perennial challenge for app development ecosystems, as demand for skilled developers exceeds the available supply. Ecosystems must invest in education, training, and workforce development initiatives to bridge the talent gap and ensure a steady pipeline of skilled professionals.

Access to Funding: Access to capital is crucial for startups and small businesses in app development ecosystems to fund their growth and expansion. Ecosystems must foster a supportive investment climate, with access to venture capital, angel investors, and government grants to fuel innovation and entrepreneurship.

Regulatory Compliance: App development ecosystems must navigate complex regulatory landscapes, including privacy laws, data protection regulations, and intellectual property rights. Ecosystems must stay abreast of regulatory changes and compliance requirements to ensure that app developers can operate within legal and ethical boundaries.

Future Outlook:

Looking ahead, app development ecosystems in the USA are poised for continued growth and innovation, driven by emerging technologies, evolving user needs, and market dynamics:

Emerging Technologies: Ecosystems will continue to embrace emerging technologies such as artificial intelligence, augmented reality, and blockchain to drive innovation and create transformative experiences. These technologies will unlock new opportunities for app developers to disrupt traditional industries and address complex challenges.

Collaboration and Partnerships: Ecosystems will foster collaboration and partnerships among stakeholders, including startups, corporations, academic institutions, and government agencies. Collaborative initiatives such as hackathons, incubators, and innovation hubs will facilitate knowledge sharing, networking, and resource mobilization to drive forward the pace of innovation.

Diversity and Inclusion: Ecosystems will prioritize diversity and inclusion initiatives to ensure that app development reflects the diverse perspectives and experiences of its users. By fostering inclusive environments and supporting underrepresented groups, ecosystems can unlock new sources of talent, creativity, and innovation.

Conclusion:

In conclusion, app development ecosystems in the USA are vibrant and diverse, driving innovation, collaboration, and growth across industries. From the pioneering spirit of Silicon Valley to the emerging tech hubs across the country, these ecosystems serve as engines of creativity, entrepreneurship, and technological advancement. By fostering collaboration, supporting talent development, and embracing emerging technologies, app development ecosystems in the USA are poised to shape the future of technology and drive forward the digital transformation of society.

#app development ecosystems in the USA #app development #application development #software development

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nehovukupo · 3 years

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gordonwilliamsweb · 3 years

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Mission and Money Clash in Nonprofit Hospitals’ Venture Capital Ambitions

Cone Health, a small not-for-profit health care network in North Carolina, spent several years developing a smartphone-based system called Wellsmith to help people manage their diabetes. But after investing $12 million, the network disclosed last year it was shutting down the company even though initial results were promising, with users losing weight and recording lower blood sugar levels.

The reason did not have to do with the program’s potential benefit to Cone’s patients, but rather the harm to its bottom line. Although Cone executives had banked on selling or licensing Wellsmith, Cone concluded that too many competing products had crowded the digital health marketplace to make a dent.

“They did us a tremendous favor in funding us, but the one thing we needed them to be was a customer and they couldn’t figure out how to do it,” said Jeanne Teshler, an Austin, Texas-based entrepreneur who developed Wellsmith and was its CEO.

Eager to find new sources of revenue, hospital systems of all sizes have been experimenting as venture capitalists for health care startups, a role that until recent years only a dozen or so giant hospital systems engaged in. Health system officials assert many of these investments are dually beneficial to their nonprofit missions, providing extra income and better care through new medical devices, software and other innovations, including ones their hospitals use.

But the gamble at times has been harder to pull off than expected. Health systems have gotten rattled by long-term investments when their hospitals hit a budgetary bump or underwent a corporate reorganization. Some health system executives have belatedly discovered a project they underwrote was not as distinctive as they had thought. Certain devices or apps sponsored by hospital systems have failed to be embraced by their own clinicians, out of either skepticism or habit.

“Even the best health care investors can’t reliably get their health systems to adopt technologies or new innovations,” said James Stanford, managing director and co-founder of Fitzroy Health, a health care investment company.

Some systems have found the business case for using their own innovations is weaker than anticipated. Wellsmith, for instance, was premised on a shift in insurance payments from a fee for each service to reimbursements that would reward Cone for keeping patients healthy. That change did not come as fast as hoped.

“The financial models are so much based on how many patients you see, how many procedures you do,” said Dr. Jim Weinstein, who championed a health initiative similar to Cone’s when he was CEO of the Dartmouth-Hitchcock health system in New Hampshire. “It makes it hard to run a business that is financially successful if you’re altruistic.”

Though their tax-exempt status is predicated on charitable efforts, nonprofit health systems rarely put humanitarian goals first when selecting investments, even when sitting on portfolios worth hundreds of millions of dollars or more, according to a KHN analysis of IRS filings. Together, nonprofit hospital systems held more than $283 billion in stocks, hedge funds, private equity, venture funds and other investment assets in 2019, the analysis found. Of that, nonprofit hospitals classified only $19 billion, or 7%, of their total investments as principally devoted to their nonprofit missions rather than producing income, the KHN analysis found.

Venture capital funds are a potentially lucrative but risky form of investment most associated with funding Silicon Valley startup companies. Because investors seek out companies in their early stages of development, a long-term horizon and tolerance for failure are critical to success. Venture capitalists often bank on a runaway success that ends up on a stock exchange or in a sale to a larger company to counterbalance their losses. As an asset class, venture capital funds assets annually return between 10% and 15% depending on the time frame, according to PitchBook.

While they lack the experience of longtime venture capitalists, health systems posit that they have advantages because they can invent, incubate, test and fine-tune a startup’s creations. Children’s Hospital of Philadelphia, for instance, parlayed a $50 million investment into a return of more than $514 million after it spun off its gene therapy startup Spark Therapeutics.

Many hospital-system venture capital funds, both established and new entrants, have grown rapidly. The largest, run by the Catholic hospital chain Ascension, has been in business for two decades and this year topped $1 billion, including contributions from 13 other nonprofit health systems eager to capture a piece of the returns.

Providence, a Catholic health system with hospitals in seven Western states, launched its venture capital fund in 2014 with $150 million and now has $300 million.

Cleveland-based University Hospitals launched its own fund, UH Ventures, in 2018. “We were candidly late to the game,” said David Sylvan, president of UH Ventures.

UH Ventures yielded $64 million in profits in 2020, Sylvan said, which pushed University Hospitals’ net operating revenue from the red to $31 million. Sylvan said the largest income contributor from UH Ventures was its specialty pharmacy, UH Meds, which provides medications to people with complex chronic conditions and helps them manage their ailments.

Another UH-supported startup, RiskLD, uses algorithms to monitor women and their babies during delivery to alert clinicians of sudden changes in conditions. It is used in UH’s labor and delivery units. Sylvan said it is being marketed to other systems. UH Ventures’ webpage touts the financial advantages for avoiding lawsuits, calling RiskLD “the first and only labor and delivery risk management tool designed to address birth malpractice losses.”

But sustained commitment is harder when the return on investment is not clear or immediate. In 2016, Dartmouth-Hitchcock, which operates New Hampshire’s only academic medical center, tested its remote monitoring technology, ImagineCare, on 2,894 employee volunteers. ImagineCare linked a mobile app and Bluetooth-enabled devices to a health system support center staffed by nurses and other Dartmouth-Hitchcock workers. The app tracked about two dozen measurements, including activity, sleep and, for those with chronic conditions, key indicators like weight and blood sugar levels. Worrisome results triggered contact and behavioral coaching from the Dartmouth-Hitchcock staff.

Dartmouth-Hitchcock found health care expenditures for the people with chronic conditions dropped by 15% more than matched controls. Nonetheless, in 2017, with the product facing unexpected technology challenges and the health system saddled with a short-term deficit, Dartmouth-Hitchcock scrapped the experiment and sold the technology to a Swedish company in return for potential royalties.

“We didn’t have the capital as a small health system,” said Weinstein, now senior vice president of innovation and health equity for Microsoft. “It wasn’t a venture investment to make money; in fact, we probably would have lost revenues on admissions. But it was the right thing to do.”

ImagineCare has found a more receptive home in Sweden. Two regions of the public health care system as well as a private health care organization have decided to deploy it as their remote monitoring service, according to ImagineCare’s CEO, Annette Brodin Rampe. The company expects to have 10,000 patients enrolled by year’s end.

Wellsmith, Cone Heath’s diabetes platform, suffered an even rockier trajectory. The concepts were similar, but Wellsmith was initially tailored to people with Type 2 diabetes. Data on weight, activity, blood sugar and patients’ compliance on taking medication was uploaded manually or through Bluetooth-enabled devices and sent to a small team of nurses and health coaches at Cone, who would contact those with disquieting signs.

Cone tested Wellsmith on 350 employees with Type 2 diabetes and reported encouraging results in 2018. Users’ physical exercise had increased on average by 24% and their A1c levels, which measure the percentage of red blood cells with sugar-coated hemoglobin, had dropped by 1 point on average. “We believe that the future will be carried by those who can invest in and create models of care like Wellsmith,” said Terry Akin, Cone’s CEO at the time.

But Cone grew apprehensive about Wellsmith’s commercial prospects, especially when other companies started pitching similar products. In its 2018 financial statement, Cone wrote that “management has determined that the existing technology will not be marketed for sale and licensing.” In October 2020, Cone decided to end its relationship with Wellsmith and shut it down this year, according to its financial statement.

Cone declined requests for interviews. In an email, Cone spokesperson Doug Allred wrote: “Unfortunately, a number of well-funded competitors established similar platforms. This has made it difficult to scale our platform to more customers and develop more partnerships. Due to these factors we made the difficult decision to sunset the Wellsmith platform.”

In interviews, Teshler said Cone had originally viewed the product as complementary to its efforts to move away from a traditional fee-for-service payment system. But she said alternative models — such as those in which insurers pay a set fee for each patient, providing doctors and hospitals with an incentive to keep spending low — remained the arrangement for a minority of Cone’s patients: those enrolled in Cone’s Medicare Advantage plans and accountable care organizations.

“The problem with these kinds of solutions — not just us — is it requires people to have digital devices that aren’t normally covered by health insurance,” she said.

Wellsmith’s business plan was to charge a per-member monthly fee to organizations using it. Teshler said Cone did not want to pay Wellsmith a fee when it had already lent it millions, since it couldn’t bill insurers for the service.

Other obstacles arose as well, according to Teshler. She said Wellsmith’s development was delayed when the second version of the software was a “dismal failure” and needed to be revamped. To further complicate matters, Cone began entertaining a merger with another health system, making the long-term financial commitment to Wellsmith uncertain. “And then we hit covid and it was game over,” Teshler said.

Teshler said she is still developing her concept, though, under her contract with Cone, Wellsmith’s software had to be destroyed when they split ways. She wants to market Wellsmith’s successor to primary care medical practices that contract directly with employers — groups that benefit when medical claims are reduced. She does not see other hospital systems as viable customers.

“It’s very simple for their attention to be diverted by the fact that their job is to keep people alive,” she said. Also, unless an innovation is unique, she said, “everybody’s got a fund, and nobody is going to buy anyone else’s product.”

KHN (Kaiser Health News) is a national newsroom that produces in-depth journalism about health issues. Together with Policy Analysis and Polling, KHN is one of the three major operating programs at KFF (Kaiser Family Foundation). KFF is an endowed nonprofit organization providing information on health issues to the nation.

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stephenmccull · 3 years

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Mission and Money Clash in Nonprofit Hospitals’ Venture Capital Ambitions

Providence, a Catholic health system with hospitals in seven Western states, launched its venture capital fund in 2014 with $150 million and now has $300 million.

Cleveland-based University Hospitals launched its own fund, UH Ventures, in 2018. “We were candidly late to the game,” said David Sylvan, president of UH Ventures.

“The problem with these kinds of solutions — not just us — is it requires people to have digital devices that aren’t normally covered by health insurance,” she said.

USE OUR CONTENT

This story can be republished for free (details).

Mission and Money Clash in Nonprofit Hospitals’ Venture Capital Ambitions published first on https://smartdrinkingweb.weebly.com/

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kairostechinc · 4 years

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Three Tips To Help Pharmacy Leaders Ensure A Successful Digital Transformation

“Digital transformation” is not just a popular buzzword — it’s the standard that many businesses strive toward. But what does “digital transformation” really mean?

Through integrating technology such as internet of things, cloud-based intelligence and artificial intelligence to redefine the operating model, digital transformation allows organizations to reimagine their business operations to improve customer experience and meet emerging market demands.

We’ve seen successful examples of digital transformations across many industries: Amazon’s game-changing customer insight-driven platform and business model, DHL’s automated stock management supply chain system, and GE’s predictive analytic tools that measure equipment data for proactive maintenance. Even banking — governed by strict security and legislation frameworks designed to protect customer privacy — has evolved from branches to ATMs to mobile apps.

The healthcare sector has the same opportunity to revolutionize operations to reduce costs, improve efficiency and enhance safety and clinical outcomes. As I've seen in my company's work in the sector, pharmacy — specifically hospital pharmacy— is a key area where digital transformation can have a significant impact.

Hospitals and pharmacies across the U.S. lose billions annually due to expired or unused medications. But medication supply chain visibility and the insights that can be mined from that intelligence can improve operational efficiency and staff/patient satisfaction.

We work with one health system in Texas that purchases more than $150 million in pharmaceutical products each year, but until recently had no real-time visibility into that inventory. This was resulting in more than $2.5 million in expired medications and $17 million in dead stock inventory. We helped this health system implement a phased approach to automating pharmacy processes and implementing a data-driven medication supply chain. Now, it has 95% visibility into inventory and usage data that supports optimization opportunities and reduces drug waste.

Drawing on what I've learned from working with clients like this, here are three simple tips to help pharmacy leaders ensure a successful digital transformation.

1. Articulate your digital transformation vision and strategy across the organization.

Pharmacy leaders should define and communicate — both to C-level executives as well as across the extended organization — the potential a digital change has for improved financial, operational and clinical outcomes. Specifically, explain what new operating and business models the program can enable, and describe the competitive advantage digitization offers. Then define the road map’s timelines, targets and responsibilities. A digital transformation should be communicated as a solution to the everyday challenges facing healthcare leaders, such as patient safety, staff satisfaction and operational inefficiencies that must be addressed across a rapidly changing care landscape. The result: eliminating costly, error-prone manual workflows and allowing pharmacists, nurses and other clinicians to focus on what matters most: delivering safe and effective medication therapy.

2. Get organizational buy-in for investing in digital technology solutions.

Getting buy-in for a digital transformation proposal requires having a plan that demonstrates to senior leaders defined business goals and clear benefits of the technology investment. For example, describe how a digital transformation can support a culture of accountability and operational success. Emphasize both the soft and hard value of transforming your operation digitally, and especially highlight the measurable impact that it will have on the bottom line. Show how analytical tools and dashboards can empower executive teams with the ability to see firsthand the impact digital transformation has on improved business and patient outcomes.

The chief pharmacy officer of our healthcare partner in Kansas got buy-in for her vision by defining six pillars of excellence, which ranged from improvements in inpatient operations services to finance and medication acquisitions that would be maximized with a supporting digital transformation. In short, the ability to present a clear transformation vision with the promise of a measurable, positive impact on business and patient outcomes is a very persuasive argument that’s hard to ignore.

Once you have organizational buy-in and begin researching technology vendors, try to find one that aligns with your digital transformation strategy. And look for technology solutions that work well with your current systems and enable you to easily share data across the operation.

3. Implement incrementally to calm the fear of change.

Hospitals that try to boil the ocean with a digital transformation can fail or get backed into a corner where the implemented tools and processes are inconsistent with expectations. Instead, aim for an agile rollout with a push to a small division; then, gather feedback from that existing user base to tweak the technology as you scale the implementation across the organization. Success starts with executive buy-in and is followed by continuous and extensive communication across the organization and with all of its stakeholders, including senior leaders, nurses, information services staff, electronic health records staff and others. Build each implementation on learning from previous efforts. This is exactly how our health system partner in Texas ensured a successful digital transformation. It started with smaller satellite campuses and then scaled across the enterprise, building internal confidence and excitement as the process rolled out. When it comes to digital transformation, incremental deployments tend to be the best practice.

Today, an agile approach can help healthcare organizations meet ever-evolving challenges. Digital transformation is not a single project; it’s a technology-driven strategy that requires continual evaluation and adjustments to meet established goals. The term "digital transformation" may be overused, but the tenet of rethinking old operating models is based on maximizing strategic goals. And it can be pivotal to improving business and achieving patient care goals.

This Article Source is From: https://www.forbes.com/sites/forbescommunicationscouncil/2020/08/24/three-tips-to-help-pharmacy-leaders-ensure-a-successful-digital-transformation/#3ee0ea2659ec

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homehealthpro · 5 months

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Exploring the Benefits of Home Health Clinical Staffing App

The demand for healthcare professionals is increasing everyday and the struggle is real. To cater to the ongoing challenge of struggling with relentless staffing shortage and recruiting the healthcare staffing solutions in Texas are getting recognition. After the pandemic, the shortage of healthcare staff has come out to be a considerable challenge in the healthcare industry.

Home Health Clinical Staffing Apps are providing a reliable and efficient solution to the staffing shortage. They are helping healthcare organizations to find the right candidates with the right qualifications and experience. These services are helping healthcare organizations to save time and money while recruiting staff.

What is a Home Health Clinical Staffing App?

A home health care staffing solution is designed to cater services to home patients. This centralized platform enables clinicians to conveniently pick-up visits for agencies in their nearby serving areas. They can conveniently pick the visits anytime, anywhere at their rates of working as a professional. Clinicians can take control of their schedules, find additional home health visits, earn extra income and get paid faster.

The app provides a seamless communication between patient family and nurse, where they can manage nursing scheduling on the go, provide time and function to perform. An adequate level of nursing staff is essential for providing timely attention to patients, reducing errors, and improving overall patient health.

For clinicians, this comes with flexibility and adaptability. By signing in and uploading requirement documents, you can create your account and start earning more.

Benefits of Home Health Mobile App

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The mobile Apps streamline the payment process by automating billing and invoicing procedures. Healthcare providers will get the payment directly through the app itself. It minimizes delays associated with manual paperwork and traditional billing methods, contributing to more efficient financial operations.

Documents at One Place:

Centralizing all relevant documents and patient information in a single, easily accessible location. This includes patient records, medical histories, treatment plans, and other essential documents.

Flexibility:

The app comes with flexibility in terms of accessing and managing patient data. Healthcare providers can securely access information from anywhere, at any time, using their mobile devices. This is especially beneficial for home health professionals who may need to visit multiple locations.

Get yourself enrolled in a trusted Home Health Clinical Staffing App in Texas and start earning a good extra money, 10X referral and more. Everyone wants additional income in their life and this app is just right for you. There are a great number of advances a clinician can have. What are you waiting for, go sign in today.

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holytheoristtastemaker · 4 years

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While tech giants are working to build a large-scale mobile contact tracing platform for use during the current COVID-19 crisis, healthcare CIOs are turning to tools that help automate parts of the process.

Tracking COVID-19 isn't just of interest to public health entities. Healthcare systems are also investing in efforts to monitor the virus.

One such effort on both fronts is contact tracing, an infectious disease control method that has been around for decades and remains largely manual. The idea is to identify relationships between those who are infected and those they've been in contact with while contagious. Making individuals aware of a potential exposure can help slow the spread of the virus.

Tech companies are building platforms that digitize some contact tracing methods. Apple and Google recently released a draft version of their Bluetooth-enabled Exposure Notification API, aimed at helping public health entities notify individuals through apps if they've been exposed to someone with the virus and detail next steps they should take. Other vendors are taking different approaches. Sentinel Healthcare, for example, has created a HIPAA-compliant platform to monitor individuals exposed to COVID-19 and assist in contact tracing.

Regardless of the methodology, the potential for tracing a COVID-19 exposure brings up concerns for healthcare CIOs and public health systems alike, including patient privacy and getting buy-in. Yet keeping track of the virus will be essential to reopening healthcare systems, as well as the economy.

Contact tracing at UT Health Austin

UT Health Austin in Texas, the clinical practice for the Dell Medical School, is using Sentinel Healthcare's platform to monitor both healthcare workers and patients who have been exposed to COVID-19.

Aaron Miri, CIO at UT Health Austin, said the Sentinel Healthcare platform provides home monitoring and contact tracing capabilities for COVID-19 patients. He decided to invest in tech as a way to manage the patient population during the COVID-19 crisis.

Sentinel Healthcare platform users can access the platform via a mobile app. The app prompts users to regularly record their symptoms and temperature. Exposed individuals can be provided a digital thermometer that integrates with the platform.

Algorithms within the platform keep tabs on the data and can detect when an individual's symptoms worsen. Real-time alerts are then sent to appropriate medical professionals, who decide if the patient needs to go to the hospital or should receive care in another way, such as a telehealth visit. The app also tracks diagnostic labs for patients from drive-thru testing sites.

Once the health system confirms that a patient has been diagnosed with COVID-19, a remote call center workforce reaches out to anyone the patient had recently been in contact with.

Forrester Research healthcare analyst Jeffrey Becker said tools healthcare CIOs invest in, like the Sentinel Healthcare platform and infectious disease monitoring tools from major EHR vendors, can make the contact tracing process more efficient.

"There are tools for creating that list and then it's still just a manual call center," Becker said. "This should be seen as enhancing an existing capability, not introducing a net new capability."

As UT Health Austin collects data on COVID-19 patients and who they've been in contact with, Miri said data exchange becomes critically important.

"A lot of it is workflow," he said. "What data do you need to capture that goes into the CDC forms, what data do you need to capture that goes into Austin public health forms, what questions should you be asking, being mindful of things like HIPAA? … All of that stuff has to happen and work to make contact tracing work."

For hospital systems, the real value is monitoring the spread of COVID within the organization.

Jeffrey BeckerHealthcare analyst, Forrester Research

Miri isn't alone in his efforts to monitor COVID-19 within a health system. Cletis Earle, CIO at Penn State Health and Penn State College of Medicine in Hershey, Pa., is also looking at tools that can help digitize parts of the contact tracing process, particularly as the country begins to think about reopening. Reintroducing healthcare workers who have been working remotely back into the healthcare system to conduct normal operations makes it critical to have some way to keep track of employees and potential exposure to COVID-19.

"We're trying to look at different solutions that will be able to help track our own employees to ensure they remain healthy and safe throughout the extended component of this pandemic," he said.

Becker said contact tracing is beneficial for healthcare systems because it goes a step further than traditional disease surveillance and aims to capture person-to-person instances of contact lasting longer than 15 minutes. With contact tracing, healthcare systems can identify exposed clinicians if a patient is diagnosed with COVID-19.

"For hospital systems, the real value is monitoring the spread of COVID within the organization," Becker said. "It's protecting workers; it's preventing the spread of COVID-19 from patient to patient, worker to worker."

Digital contact tracing on a national scale

Healthcare systems see an immediate benefit to implementing their own tools to help with contact tracing, but the benefits of a national, public health contact tracing effort are mostly theoretical because widescale diagnostic testing for COVID-19 and a comprehensive program for contact tracing don't exist yet, Becker said.

Tech companies are hoping to change that. Google and Apple, for example, have developed an Exposure Notification API, a contact tracing initiative geared to public health agencies. Public health departments can use the API to build contact tracing apps that notify users when they've been exposed to someone who has been diagnosed with the virus, something that would typically be done with a phone call. However, it would be up to individuals using the app to confirm whether they've tested positive for COVID-19.

Becker said the capability would be valuable as the economy reopens and people begin to travel, go back to work, use public transportation and interact with the general public.

"Six months from now, you might be sitting on an airplane within six feet of nine people you don't know," Becker said. "So there is value in creating technologies that will allow your phone to passively capture identifying information from those people you are around that you don't know. With diagnostic testing and a comprehensive contact tracing program, we can begin to reopen the economy and have a plan in place that will still allow us to isolate the virus."

But, for a digital contact tracing program to work effectively, it would require widespread use so that it can capture as many encounters between an infected person and a non-infected person as possible. For that to happen, Becker said it would require significant engagement from citizens, as everyone would have to opt in and have the contact tracing app enabled, as well as submit whether they've tested positive for COVID-19. Getting individuals to buy in to this sort of monitoring will be a barrier to widescale adoption and a barrier to the effectiveness of the technology, Becker said.

"If you're only getting 20% of the population to use the app, you're only getting 20% of the transmissions," Becker said. "If you're only getting 20% of the transmissions, it's not an effective strategy to reopen the economy."

Another challenge facing adoption of such tools is privacy, Becker said. For patients who have been diagnosed with COVID-19 but later return to work, anyone in the workplace who has the app downloaded would be lighting up with notifications if that individual also has their app running.

"It's a real-time process, very invasive," Becker said. "People that are diagnosed that don't have a choice about being in the community are just going to turn it off and opt out because otherwise they're going to be walking around the community in real time watching as people are notified that they've been exposed."

In the first phase of Google and Apple's initiative, users will be able to download contact tracing apps onto their phone. In the second phase, the tech giants plan to build the capability directly into the device's OS to help ensure broad adoption, but users would still have to opt in.

Becker said he's interested to see how adoption of such apps pans out in the U.S. -- something he doesn't believe will get very far unless it's mandated.

"I think at that level, it's not going to be the silver bullet that is being attributed to it," Becker said. "Unless there is some way in which it becomes mandated, which would never fly in the United States … it's going to stay an opt-in [option] and it's going to receive relatively low adoption and the impact will be pretty significantly diminished."

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aanpnews · 5 years

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Spotlight on NPs highlights exciting achievements and activities of American Association of Nurse Practitioners (AANP) members.

AANP Connecticut State Representative Dr. Lynn Rapsilber and AANP Texas South State Representative Dr. Jessica Peck were featured in an NP Week article detailing the nine best things about being a nurse practitioner. “I love working with patients,” Peck said. “Making a positive impact on families is enough to get me back every day. I love that they can come to me with their questions and concerns and that I can offer preventative care and help them have healthier families.” Rapsilber added, “As barriers to full practice authority are removed, there are more opportunities for NPs to own and run their own clinics. The career opportunities for NPs are quickly expanding.”

Congratulations to AANP member Dr. Laurel Hallock-Koppelman, who is the recipient of the 2019 National Institute on Drug Abuse (NIDA) Mentor-facilitated Training Award in Substance Use Disorders (SUD) Science Dissemination. The $12,000 grant ($10,000 to applicant, $2,000 stipend to mentor) will support a mentored opportunity to learn about key areas of SUD and SUD treatment strategies through systematic literature review, attendance at conferences and workshops and interaction with leading experts in the field. Dr. Nicholas Gideonse will serve as Hallock-Koppelman’s mentor. Read more.

A National Public Radio (NPR) report about the role that exercise plays in keeping seniors’ hearts healthy featured AANP member Susan Magrath, who is an avid runner and has run almost every day for 45 years. Magrath, who is 74 years of age, described running as addictive and said, “It’s just such a release, just a wonderful release. I ran today and there were little snowflakes coming down, and I was down by the river and it’s just wonderful. And I think it’s become more of a contemplative meditative process for me.” Magrath participated in a recent study, which found that septuagenarians who exercised regularly were more healthy than those who did not, and they had cardiovascular health that was comparable to people who were in their forties.

Congratulations to AANP Fellow Dr. Beth Haney, pictured below, who was unanimously voted in as Mayor Pro-Tem by the Yorba Linda City Council. Haney was elected to the city council in 2016, and each year, the city council elects the Mayor Pro-Tem and Mayor. Haney will serve as Mayor Pro-Tem until Dec. 2019, and then will serve as Mayor. Haney said, “I am very excited about this opportunity and look forward to serving my community and furthering the NP profession through local and state outreach.”

A new American Heart Association (AHA) scientific statement about the safety of statins was published Dec. 10 in the journal Arteriosclerosis, Thrombosis and Vascular Biology and co-authored by AANP Fellow Dr. Lynne Braun. According to a Health Day article about the report, Braun said, “This is a category of medications where it is clear, very clear, what the benefits are.” Braun encouraged patients to talk to their health care providers about medications, and she encouraged clinicians to welcome these discussions with patients and to explain the benefits and risks associated with statins. Read the AHA press release about the report.

Congratulations to AANP Fellows Dr. Teresa Gardner Tyson and Dr. Paula E.S. Hill and the Health Wagon, who were among 11 community-based heart health programs that received grants totaling more than $1.16 million from the AstraZeneca HealthCare Foundation’s Connections for Cardiovascular HealthSM program for their innovative approaches to help prevent and control heart disease. According to a press release, the Health Wagon’s program “aims to identify individuals with metabolic syndrome, diagnosed as dysmetabolic syndrome x, diabetes mellitus and nonalcoholic fatty liver disease (NAFLD), and correlate the risk for cardiovascular disease related to these afflictions, ultimately minimizing and preventing the risk of a cardiac event through the use of health education, screening, medication management and evidence-based practices such as the Centers for Disease Control and Prevention’s Diabetes Prevention Program.”

Health care crisis? There’s an APP for that, wrote AANP member Jarod Smith in an Op-Ed about the need to modernize practice for NPs and other clinicians in Pennsylvania. Smith wrote, “Unfortunately, the current health care environment fails to recognize the value of advanced practice providers (APPs), and this results in underutilization. For our health care system to become not only efficient but also effective, it needs to be intellectually honest concerning the benefits that such providers offer.”

In other Pennsylvania news, AANP member Dr. Catherine Grant also wrote an Op-Ed that was recently published. “I was the very first nurse practitioner (NP) to own a health center in Pennsylvania. I established my office because I saw a huge need in towns and rural areas,” Grant wrote. “I’ve dedicated 25 years of my life to make sure families have access to health care, because it can be a matter of life and death.”

AANP member Lacey Eden was recently featured as a CDC Flu Fighter Partner! Eden created a mobile application called “Best for Baby” in order to help parents track their child’s upcoming developmental milestones and vaccinations. Learn more about how she encourages patients to get their flu shots.

Many diabetics are not taking as much insulin as they need, because it is unaffordable, according to a recent news report that quoted AANP member Sarah Gossett. “It’s really frustrating that my parents can’t take the medication that they need to stay alive just because of a cost,” Gossett said. Even when patients have insurance, insulin can be cost-prohibitive. Gossett said, “… these are people who have worked their entire lives and have an illness that they need a medication for and they can’t take it.”

Congratulations to AANP member Rand Pennington, who recently won a Healthcare Heroes award from the Wilmington Business Journal. Pennington discussed the importance of diabetes education and said, “… we find that patients who are able to manage their diabetes and understand their diabetes tend to take care of themselves better in the long run and are able to prevent long-term complications of diabetes compared to patients who are not self-educated.” Pennington added, “…I think that as long as we kind of always try and look at things from a patient-centric perspective, as long as we keep a patient at the center and continue to do that then you’ll do good work.”

Last week, AANP President Dr. Joyce Knestrick was quoted in an AANP press release regarding the Trump administration’s recent release of a report entitled Reforming America’s Healthcare System Through Choice and Competition. Knestrick said, “We are encouraged and agree with the administration’s recommendation that patients suffer when faced with barriers to access resulting from outdated [SOP] laws.” Knestrick was also interviewed by Daily Nurse about the role NPs play in prescribing Medication-assisted Treatments (MATs) and expanding critical access to care for patients in need. AANP has formed a collaborative with the American Society of Addiction Medicine and the American Association of Physician Assistants to provide the 24-hour waiver training for NPs and physician assistants. Visit AANP’s CE Center for more information.

Congratulations to AANP member Greg King, who received a Professional Research Consultants, Inc. (PRC) Five-Star Excellence Award for Provider Services and Overall Care. According to a press release, “The five-star award ranks King and the orthopedic practice in the top 10 percent nationally for “excellent” responses in patient satisfaction surveys.”

A wellness studio run by AANP member Lisa Srnka was featured in a Next Pittsburgh article that highlighted four local, holistic wellness treatments. Learn more.

Congratulations to AANP member Nancy Warner, who recently received the Person of the Year Award from the Santa Barbara Coalition of Nurse Practitioners. The award recognizes Warner’s contributions to her community and to the nurse practitioner role.

An article about oral side effects related to fentanyl delivery in head and neck patients quoted AANP member Erin McMenamin and was published by Cancer Network. McMenamin said, “Mucositis is an expected consequence of chemotherapy and radiation therapy to the head and neck. Severity depends on the location, dose and type of concurrent chemotherapy. Opioids are generally the treatment of choice, due to the efficacy and the potential for unwanted side effects from other medications.”

After suffering from carbon monoxide poisoning, AANP member Jodi Reese is educating others about the dangers associated with carbon monoxide, including brain injuries and long-term health issues. Learn more.

AANP member Jennifer Femino recently explained to readers of the Daily Nurse how you can and why you should help your community prepare for flu season. Her tips also appeared in the Hilltop Monitor during National Influenza Vaccination Week.

Spotlight on NPs Spotlight on NPs highlights exciting achievements and activities of American Association of Nurse Practitioners (AANP) members.

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damajority · 6 years

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DaMajority Fresh Article https://www.damajority.com/national-comprehensive-cancer-network-begins-work-on-guidelines-to-improve-cancer-care-in-the-caribbean/

National Comprehensive Cancer Network Begins Work on Guidelines to Improve Cancer Care in the Caribbean

NCCN collaborates with the Caribbean Association for Oncology & Hematology to create NCCN Harmonized Guidelines for the Caribbean

FORT WASHINGTON, Pa., May 16, 2018 — The National Comprehensive Cancer Network®(NCCN®) is embarking on a new collaboration with the Caribbean Association for Oncology & Hematology (CAOH). The nonprofit alliance of leading U.S. cancer centers announced plans to collaborate and develop a library of NCCN Harmonized Guidelines™ for the Caribbean during the CAOH Conference — Oncology: Charting a New Course for the Caribbean — in Trinidad and Tobago on May 12.

“This project is just one example of our dedication to expanding global access to quality cancer care,” said Robert W. Carlson, MD, Chief Executive Officer, NCCN. “By partnering to create these easy-to-follow guidelines, we help overburdened clinicians stay up-to-date on research and innovation. We’re working with oncologists in low- and mid-resource countries to create recommendations that encompass evidence-based best practices. These guidelines will focus on what’s currently attainable and what we hope to make attainable in the future.”

Dr. Carlson was joined at the CAOH conference by Joan McClure, MS, Senior Vice President, Clinical Information and Publications, NCCN; Ben Anderson, MD, Fred Hutchinson Cancer Research Center/Seattle Cancer Care Alliance; Al Benson III, MD, FACP, FASCO, Robert H. Lurie Comprehensive Cancer Center of Northwestern University; Natalie Callander, MD, University of Wisconsin Carbone Cancer Center; Wui-Jin Koh, MD, Fred Hutchinson Cancer Research Center/Seattle Cancer Care Alliance; James Mohler, MD, Roswell Park Comprehensive Cancer Center; and Douglas Wood, MD, FACS, FRCSEd, Fred Hutchinson Cancer Research Center/Seattle Cancer Care Alliance.

They participated in a working session with local oncologists to adapt existing NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®) and NCCN Framework for Resource Stratification of NCCN Guidelines (NCCN Framework™) in order to better reflect the diverse needs and resources throughout the Caribbean. The archipelago that extends from the Bahamas in the north to Trinidad and Tobago in the south ranks among the highest regions in the world for cancer prevalence. Cancer is the second leading cause of death in the Caribbean, and the rate of breast cancer deaths is currently twice that of the United States.

“This international partnership between CAOH and NCCN will enable doctors throughout the Caribbean to provide the best possible care for people with cancer,” said Marisa Nimrod, MD, Chairman and Chief Executive Officer, CAOH. “We look forward to creating a blueprint for improving treatment outcomes, and tailoring the available resources to meet the demands of structured, evidence-based cancer prevention and control. These guidelines will also help inform governmental policies in the future.”

The Clinical Team was led by Kavi Capildeo, MBBS, FRCP (Edin), DM, Trinidad and Tobago; Sophia Edwards-Bennett, MD, PhD, DABR, Jamaica; Owen Gabriel, MD, DM (Oncology), St. Lucia; Theresa Laurent, Bsc (Hons), MBBS, DM Oncology/Haematology, Barbados; Dylan Narinesingh, FCRadOnc, MMed; and Gilian Wharfe, MBBS, DM (Haem), The University of the West Indies, Jamaica.

The NCCN Harmonized Guidelines for the Caribbean will initially cover the following cancer types:

Breast Cancer

Cervical Cancer

Colon Cancer & Colon Cancer Screening

Multiple Myeloma

Non-Small Cell Lung Cancer

Prostate Cancer

Rectal Cancer

As always, these guidelines will be available free-of-charge for non-commercial use via NCCN.org or via the Virtual Library of NCCN Guidelines mobile app for smartphones and tablets.

For more information on the NCCN Harmonized Guidelines, visit NCCN.org/harmonized. For details on NCCN’s various efforts around the world, visit NCCN.org/global. Join the conversation online with the hashtag #NCCNGlobal.

About the Caribbean Association for Oncology & Hematology The Caribbean Association for Oncology and Hematology (CAOH) is a Non-Governmental Organization that was re-incorporated in July 2017 to address the developing needs of Trinidad and Tobago, as well as those of the Caribbean, in the fields of Hematology and Oncology. The Association operates under the patronage of Mrs. Sharon Rowley, wife of the Prime Minister of the Republic of Trinidad and Tobago, Dr. Keith Christopher Rowley. CAOH’s mission is to develop a regional strategic plan that focuses on quality-of-care, regulation of services offered, and capacity for research to produce annual, evidence-based feedback and standardized cancer guidelines for cancers with the highest burden of disease (Breast, Prostate, Colon, Cervical, Lung and Multiple Myeloma).

About the National Comprehensive Cancer Network The National Comprehensive Cancer Network® (NCCN®), a not-for-profit alliance of 27 leading cancer centers devoted to patient care, research, and education, is dedicated to improving the quality, effectiveness, and efficiency of cancer care so that patients can live better lives. Through the leadership and expertise of clinical professionals at NCCN Member Institutions, NCCN develops resources that present valuable information to the numerous stakeholders in the health care delivery system. As the arbiter of high-quality cancer care, NCCN promotes the importance of continuous quality improvement and recognizes the significance of creating clinical practice guidelines appropriate for use by patients, clinicians, and other health care decision-makers.

The NCCN Member Institutions are: Fred & Pamela Buffett Cancer Center, Omaha, NE; Case Comprehensive Cancer Center/University Hospitals Seidman Cancer Center and Cleveland Clinic Taussig Cancer Institute, Cleveland, OH; City of Hope Comprehensive Cancer Center, Los Angeles, CA; Dana–Farber/Brigham and Women’s Cancer Center | Massachusetts General Hospital Cancer Center, Boston, MA; Duke Cancer Institute, Durham, NC; Fox Chase Cancer Center, Philadelphia, PA; Huntsman Cancer Institute at the University of Utah, Salt Lake City, UT; Fred Hutchinson Cancer Research Center/Seattle Cancer Care Alliance, Seattle, WA; The Sidney Kimmel Comprehensive Cancer Center at Johns Hopkins, Baltimore, MD; Robert H. Lurie Comprehensive Cancer Center of Northwestern University, Chicago, IL; Mayo Clinic Cancer Center, Phoenix/Scottsdale, AZ, Jacksonville, FL, and Rochester, MN; Memorial Sloan Kettering Cancer Center, New York, NY; Moffitt Cancer Center, Tampa, FL; The Ohio State University Comprehensive Cancer Center – James Cancer Hospital and Solove Research Institute, Columbus, OH; Roswell Park Comprehensive Cancer Center, Buffalo, NY; Siteman Cancer Center at Barnes-Jewish Hospital and Washington University School of Medicine, St. Louis, MO; St. Jude Children’s Research Hospital/The University of Tennessee Health Science Center, Memphis, TN; Stanford Cancer Institute, Stanford, CA; University of Alabama at Birmingham Comprehensive Cancer Center, Birmingham, AL; UC San Diego Moores Cancer Center, La Jolla, CA; UCSF Helen Diller Family Comprehensive Cancer Center, San Francisco, CA; University of Colorado Cancer Center, Aurora, CO; University of Michigan Rogel Cancer Center, Ann Arbor, MI; The University of Texas MD Anderson Cancer Center, Houston, TX; University of WisconsinCarbone Cancer Center, Madison, WI; Vanderbilt-Ingram Cancer Center, Nashville, TN; and Yale Cancer Center/Smilow Cancer Hospital, New Haven, CT.

Clinicians, visit NCCN.org. Patients and caregivers, visit NCCN.org/patients. Media, visit NCCN.org/news. Follow NCCN on Twitter @NCCNnews and Facebook @National.Comprehensive.Cancer.Network.

SOURCE National Comprehensive Cancer Network

Related Links

http://www.nccn.org

#cancer #caribbean

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breakingthefast · 6 years

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Baylor St. Luke's Medical Center (Houston). The 850-bed Baylor St. Luke's Medical Center sits on the campus of the largest medical complex in the world: Texas Medical Center. The hospital earned its second consecutive Healthgrades General Surgery Excellence Award in 2018 in addition to Healthgrades' 2018 Stroke Care Excellence Award. Baylor St. Luke's Medical Center is nationally ranked by U.S. News & World Report as a top performer in two adult specialties — cardiology and neurology — in the publication's 2017-18 rankings.

Baylor University Medical Center (Dallas). Baylor University Medical Center got its start with 25 beds in 1903 and has since grown into a facility with 914 licensed beds and more than 1,200 physicians who provide care to more than 300,000 people annually. The medical center is the flagship hospital for Baylor Scott & White Health-North Texas health system and was the first hospital of the Baylor Health Care System. U.S. News & World Report named it the No. 3 hospital in Texas in its 2017-18 rankings.

Boston Children's Hospital. This 404-bed comprehensive pediatric care center earned designation from U.S. News & World Report as the No. 1 children's hospital in the nation for 2017-18. The hospital is home to the world's largest research enterprise based at a children's hospital, with a research community of more than 1,100 scientists; current research initiatives have garnered $225 million in annual funding. The hospital schedules more than 550,000 patient visits every year and experiences more than 25,000 inpatient admissions.

Boston Medical Center. Boston Medical Center, a 567-bed academic medical center situated in the diverse South End neighborhood of Boston, is the largest safety-net provider in New England. With more than 132,000 emergency department visits in 2017, BMC is also home to the largest and busiest trauma and emergency center in New England. BMC serves a critical patient population: 57 percent of visits are made by underserved populations, including low-income and elderly patients, and 32 percent of patients are not primary English speakers. As such, BMC has put an incredible emphasis on community-based care and accessibility. It offers a Preventive Food Pantry for nutrition-related illness, invested $6.5 million in December 2017 in an affordable housing initiative, offers face-to-face interpreters on-site in 14 languages, and can use video and telephonic interpreting to provide services in up to 250 languages. BMC is driven by its Vision 2030 initiative to make Boston the healthiest urban population in the world.

Brigham and Women's Hospital (Boston). Brigham and Women's Hospital, a founding member of Boston-based nonprofit health system Partners HealthCare, is a 793-bed general medical and surgical hospital and a major teaching affiliate of the local Harvard Medical School. The hospital clocks more 4.2 million patient encounters and nearly 46,000 inpatient stays each year. U.S. News & World Report ranked BWH the No. 2 hospital in Massachusetts and the No. 4 hospital in the country for cancer care and gynecology in 2017-18. BWH is renowned for its research prowess: The BWH Research Institute is among the top independent hospital recipients of NIH funding. In December, Reisa Sperling, MD, director of the hospital's Center for Alzheimer Research and Treatment, became one of three physician-scientists who will launch the Alzheimer's Clinical Trials Consortium, funded with a $70 million NIH grant, to accelerate clinical trials and find new ways to treat or prevent Alzheimer's and dementia.

Children's Hospital of Los Angeles. Ranked the No. 6 pediatric hospital in the country in 2017-18 by U.S. News & World Report, Children's Hospital of Los Angeles is one of the country's premier children's healthcare providers. CHLA was founded in 1901 as the first pediatric hospital in Southern California. It has grown to become a 495-bed medical center that sees 14,600 inpatients, more than 343,000 outpatients and nearly 72,000 emergency patients per year. CHLA provides more than $232.6 million in community benefits annually. Its partners include the Los Angeles-based Keck School of Medicine of the University of Southern California, Renton, Wash.-based Providence Health & Services and Los Angeles-based AltaMed Health Services.

Children's Hospital of Philadelphia. Established in 1855, Children's Hospital of Philadelphia was the nation's first dedicated pediatric hospital. In its first year, the hospital had 12 beds and served fewer than 400 patients. Today, it has 546 beds and more than 1 million inpatient and outpatient visits annually — and it is also one of the nation's most lauded pediatric care providers. U.S. News & World Report ranked CHOP the No. 2 children's hospital in the country in 2017-18, but it ranks No. 1 for pediatric pulmonology and pediatric diabetes and endocrinology. As an affiliate of the Philadelphia-based Perelman School of Medicine at the University of Pennsylvania, CHOP is home to dozens of specialty programs for serious and rare disorders. However, it is also dedicated to community-based care and operates the largest pediatric healthcare network in the country. The CHOP Care Network brings top-notch care to patients at 50 offices, specialty care centers and surgical centers across Pennsylvania and New Jersey.

Children's Hospital of Pittsburgh of UPMC. Children's Hospital of Pittsburgh of UPMC is among the top 10 pediatric hospitals in the country, according to U.S. News & World Report's 2017-18 rankings. Its first-rate care touched millions of patient lives last year alone; the 315-bed hospital counted 12,333 inpatient stays in the 2017 fiscal year, 23,389 surgical procedures, 146,748 emergency and express care visits and more than 1 million outpatient visits. Children's Hospital of Pittsburgh also leads the way among its peers in health IT adoption. It was the first pediatric hospital to earn Stage 7 recognition for its EHR from HIMSS Analytics and it recently released a mobile app that gives patients access to a patient portal, care locations and directions, among other services. Last fall, it began to digitize its clinical research opportunities. With the University of Pittsburgh Clinical Translational Science Institute, Children's Hospital of Pittsburgh launched the Center for Excellence in Child and Adolescent Health Research, which will offer an online resource for children and families to learn about project eligibility.

Children's National Medical Center (Washington, D.C.). Children's National Medical Center is the only health system in the District of Columbia dedicated to pediatric care. Located in our nation's capital, Children's National is deeply committed to advocating for children's health in federal, state and local policy levels through its Child Health Advocacy Institute. In partnership with other agencies and organizations, the hospital provided more than $100 million in community benefit across 90 programs and activities in fiscal year 2016. The medical center also gives back to the medical community, providing pediatric training for third- and fourth-year medical students at George Washington University, Howard University and other medical schools, as well as 120 pediatric residents and 170 fellows each year. The medical care provided at Children's National puts it among the top 10 pediatric hospitals in the nation for 2017-18, according to U.S. News & World Report. Last year, the hospital opened the Children's National Rare Disease Institute, which offers advanced care for rare genetic conditions and is the first institute to be designated a Center of Excellence for Clinical Care for Rare Diseases by the National Organization for Rare Disorders.

Cleveland Clinic. Cleveland Clinic's 167-acre main hospital campus comprises 1,400 beds, 101 operating rooms with seven hybrid surgical suites, and 44 buildings. In 2016, clinicians at Cleveland Clinic Health System served patients from all 50 states and 185 countries through 7.14 million outpatient visits, 207,610 surgical cases and 220,059 acute admissions and observations. The hospital has a history of innovation, performing the first coronary angiography in 1958, the first minimally invasive aortic heart valve surgery in 1996 and the first near-total face transplant in 2008. U.S. News & World Report listed Cleveland Clinic as the No. 1 hospital in Ohio and the No. 2 hospital in the nation in 2017-18. The hospital's heart program has been ranked No. 1 in the nation every year since 1995.

Cleveland Clinic Fairview Hospital (Cleveland). Cleveland Clinic Fairview Hospital has provided healthcare services to the Cleveland community for more than 110 years. The 488-bed community hospital is a leader in blood conservation, education and research efforts and offers residency training programs for family medicine, general surgery and internal medicine. Cleveland Clinic Fairview contains a level 2 trauma center and the Cleveland Clinic Cancer Center, which won an Outstanding Achievement Award from the American College of Surgeons' Commission on Cancer in 2017. U.S. News & World Report named Cleveland Clinic Fairview the No. 6 hospital in Ohio and the No. 3 hospital in Cleveland in 2017-18.

Hackensack (N.J.) University Medical Center. Hackensack University Medical Center was founded as a 12-bed facility in 1888. Today, the nonprofit teaching and research hospital is the largest provider of inpatient and outpatient healthcare services in New Jersey. The 775-bed hospital is also one of the few institutions in the nation with a dedicated medication safety officer who oversees pharmacy safety measures. U.S. News & World Report named HackensackUMC the top hospital in New Jersey and among the top four New York metro area hospitals in its 2017-18 Best Hospital rankings. HackensackUMC is also the only hospital in New England to earn a spot on Healthgrades' list of America's 50 Best Hospitals for nine consecutive years, most recently in 2015.

Hospital for Special Surgery (New York City). The nation's oldest orthopedic hospital, Hospital for Special Surgery is the world's largest academic medical center focused on orthopedics, rheumatology and associated specialties. HSS holds 215 licensed beds and 36 operating rooms, with surgeons performing more hip and knee procedures than any other hospital in the U.S. HSS has committed $40 million-plus to research and employs more than 200 researchers to develop and test new innovations. HSS researchers pioneered the regional anesthesia technique and created protocols for diagnostic imaging of bones, tendons, ligaments and more. U.S. News & World Report ranked the hospital No. 1 in the U.S. for orthopedics in 2017-18. HSS also ranked No. 1 among the CareChex Top Hospitals for Medical Excellence - Overall Hospital Care 2018.

Johns Hopkins Children's Center (Baltimore). Founded in 1912, Johns Hopkins Children's Center is the largest children's hospital in Maryland and the sole state-designated trauma service and burn unit for pediatric patients. Physicians provide care in the 205-bed Charlotte R. Bloomberg Children's Center Building, a state-of-the-art facility that opened in 2012. Johns Hopkins Children's Center ranked as the fifth-best children's hospital in the country, according to 2017-18 rankings by U.S. News & World Report.

The Johns Hopkins Hospital (Baltimore). Opened in 1889, the Johns Hopkins Hospital now encompasses 33 operating rooms, the Sheikh Zayed Tower, the Charlotte R. Bloomberg Children's Center, the Nelson/Harvey Building, and adult and pediatric emergency departments. In 2016, the hospital's surgeons performed the world's first liver transplant with an HIV-positive donor and recipient. The Johns Hopkins Hospital ranks as the third-best hospital in the nation and No. 1 hospital in Maryland, according to 2017-18 rankings by U.S. News & World Report. The hospital is also nationally ranked for 15 adult specialties and 10 children's specialties.

Lehigh Valley Hospital-Cedar Crest (Allentown, Pa.). Comprising 900-plus beds and a level 1 trauma center, Lehigh Valley Hospital is the flagship facility for Allentown, Pa.-based Lehigh Valley Health Network. The facility was ranked the No. 5 hospital in Pennsylvania on U.S. News & World Report's Best Hospitals 2017-18 list. The report also named LVH among the top 3 percent of hospitals nationally in gastroenterology and GI surgery. Other recent awards include Vizient's 2017 Bernard A. Birnbaum, MD, Quality Leadership Award for superior quality and patient safety.

Massachusetts General Hospital (Boston). Comprising 1,000-plus beds and about 2,400 physicians, Mass Gen sees about 50,000 inpatient admissions per year. The medical center was ranked the No. 4 hospital in the nation — and No. 1 in Massachusetts — by U.S. News & World Report for 2017-18. It is one of a handful of hospitals that consistently rank nationally in all 16 specialties considered by U.S. News. As the original teaching hospital for Harvard Medical School, Mass Gen has strong roots in medical research and innovation, boasting an annual research budget of more than $900 million.

Mayo Clinic (Rochester, Minn.). About 1.3 million people from all 50 states and 136 countries visited Mayo Clinic for patient care in 2017. The medical center — comprising Mayo Clinic Hospital and its Saint Marys and Methodist campuses — was ranked the No. 1 hospital in the nation by U.S. News & World Report for 2017-18. In 2017, Mayo Clinic's integrated medical center had 4,729 physicians and scientists as well as 58,405 allied health staff. In addition to excellence in patient care, Mayo has been nationally recognized for its commitment to diversity and inclusion, an integral part of its mission to provide excellent care to patients from a wide range of cultural backgrounds. The medical center earned a spot among DiversityInc's Top 12 Hospitals and Health Systems in 2017.

Mayo Clinic-Jacksonville (Fla.). Mayo Clinic opened its Jacksonville facility in 1986, and the 261-bed hospital continues to deliver the same level of high-quality care associated with the Mayo name. U.S. News & World Report named Mayo Clinic-Jacksonville the No. 1 hospital in Florida for 2017-18 thanks to the dedicated efforts of its 5,804 allied health staff members and clinicians, including 547 physicians and scientists. The hospital is also well-regarded for its commitment to sustainability and received the Greening the OR Recognition Award from Practice Greenhealth in 2017.

Mayo Clinic-Phoenix. Mayo Clinic-Phoenix serves 100,000-plus patients per year through its 6,634-member clinician and allied health staff team, including 616 physicians and scientists. Its medical campus, which opened in 1987, includes a 268-bed hospital, 21 operating rooms and an emergency department. The Phoenix-based facility is the first hospital entirely designed and built by Mayo Clinic. The hospital has been recognized multiple times by Phoenix Magazine as the Best Hospital in Phoenix, and it earned the No. 20 spot on U.S. News & World Report's Best Hospitals Honor Roll 2017-18.

Morristown (N.J.) Medical Center. Morristown Medical Center, part of the six-hospital Atlantic Health System in Morristown, comprises 6,700 employees and 1,974 physicians and medical residents. In 2017, the hospital witnessed 43,171 admissions and 96,335 emergency visits. The 727-bed hospital is also home to the only comprehensive stroke center in Morris County, N.J. MMC was ranked the No. 2 hospital in the state by U.S. News & World Report for 2017-18 and was ranked among America's 50 Best Hospitals in 2018 by Healthgrades, marking the third consecutive year it has received that recognition.

Mount Sinai Hospital (New York City). Mount Sinai Hospital was founded in 1852 and has since become one of the leading tertiary-care teaching hospitals in the nation. The 1,171-bed facility is the only hospital in the state to earn disease-specific care comprehensive stroke care certification from The Joint Commission. Mount Sinai Hospital was ranked among the top 20 best hospitals in the nation by U.S. News & World Reportfor 2017-18, as well as the No. 2 hospital in the state for the same year.

NewYork-Presbyterian Hospital (New York City). NewYork-Presbyterian was created through the merger of The New York Hospital and The Presbyterian Hospital in January 1998, and at the time was the largest and most comprehensive hospital in the state with 2,200 patient beds and 13,000-plus employees. Today, the hospital maintains 2,527 inpatient beds and saw roughly 2.16 million total outpatient visits in 2017. NewYork-Presbyterian was ranked the No. 8 best hospital in the nation and the No. 1 hospital in the state by U.S. News & World Report for 2017-18.

NYU Langone Health (New York City). NYU Langone Health comprises five inpatient locations across New York City, including the 450-bed teaching facility NYU Langone Hospital-Brooklyn and the 725-bed Tisch Hospital, among others. The medical center is also home to the Comprehensive Stroke Center, which The Joint Commission recognized as one of the best institutions nationwide for patients to receive stroke care. The institution has consistently ranked among the top hospitals in the nation, as well as among the top hospitals for several specialties. U.S. News & World Report ranked NYU Langone Health among the top 20 best hospitals in the U.S. for 2017-18. The publication has also ranked the institution's rehabilitation facility, Rusk Rehabilitation, among the top 10 rehabilitation programs in the nation since 1989.

St. Jude Children's Research Hospital (Memphis, Tenn.). Families receiving care at St. Jude Children's Research Hospital never receive a bill for treatment, travel or housing expenses; care is instead funded primarily through donations. Public contributions cover 75 percent of St. Jude's operating costs, which total $2.4 million per day. The hospital is one of 69 National Cancer Institute-designated Cancer Centers in the U.S., and U.S. News & World Report ranked St. Jude as the No. 1 hospital in the nation for pediatric specialty care in 2017-18.

Yale New Haven (Conn.) Hospital. Yale New Haven Hospital, the primary teaching hospital of New Haven-based Yale University and the community's safety-net hospital, performed more than $57 million worth of charity care in 2016. The teaching hospital cared for nearly 1.4 million outpatients and 79,490 inpatients in 2016. The hospital employs 12,700 employees, including 4,248 medical staff. In 2017, Yale New Haven Hospital won the 2017 Foster G. McGraw Prize for Excellence in Community Service for establishing programs that fostered access to healthcare, community engagement and job growth. U.S. News & World Report placed Yale New Haven Hospital as No. 1 in Connecticut in its 2017-18 rankings.

Texas Children's Hospital (Houston). Since breaking ground in 1951, Texas Children's Hospital has grown to more than 5 million square feet, encompassing a pediatric research center and a comprehensive obstetrics and gynecology facility focused on high-risk births. In 1996, the teaching hospital founded Texas Children's Health Plan, which was the nation's first HMO for children. Today, Texas Children's Hospital ranks No. 4 on U.S. News & World Report's 2017-18 list of best children's hospitals in the nation.

UCSF Medical Center (San Francisco). Each year, more than 1 million patients visit UCSF Medical Center's clinics and roughly 46,000 patients are admitted to its hospitals. UCSF Medical Center comprises 12,000-plus employees throughout the San Francisco Bay Area. The health system's parent organization, UCSF Health, reported almost $4 million in operating revenue in fiscal year 2017, and in August, UCSF Health announced plans to collaborate with clinical faculty at San Francisco-based Dignity Health to share best practices and improve care in the Bay Area. UCSF Medical Center ranked No. 5 in the U.S. and No. 1 in California on U.S. News & World Report's 2017-18 list of best hospitals.

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healthcarebiz · 7 years

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Frost & Sullivan Recognizes Acelity as a Leader in the Field with its new V.A.C.ULTA™ 4 Therapy System and V.A.C. VERAFLO CLEANSE CHOICE™ Dressing

Acelity's innovative negative-pressure wound therapy system changes the game by enhancing delivery of four therapies on a single device

SANTA CLARA, California, Sept. 15, 2017 /PRNewswire/ -- Based on its recent analysis of the negative-pressure wound therapy (NPWT) market, Frost & Sullivan recognizes Acelity with the 2017 North American Negative-Pressure Wound Therapy Product Leadership Award for its two new therapies: V.A.C.ULTA™ 4 Therapy System, which incorporates a fifth-generation software upgrade that provides delivery of four therapies on a single device, allowing physicians to treat various wounds with a single system, and V.A.C. VERAFLO CLEANSE CHOICE™ Dressing, which provides clinicians with a novel, adjunctive non-surgical option that may help clean large complex wounds when complete surgical debridement is not possible or appropriate.

Healthcare economies, such as the United States (US), are faced with shifting challenges, including rising operational costs at hospitals, staffing constraints, and cost burdens carried by care facilities for hospital-acquired infections. While US healthcare policies, along with value-based reimbursement models, are a clinical and economic driver in the wound care market, the need exists for wound care companies to integrate their treatment modalities into new care models that better track and manage chronic wounds across various care settings due to the shift from pay-for-service models to pay-for-performance and quality-of-care based payment models. The current chronic wound care market is also significantly fragmented because of the many ways a typical wound can be treated, including active healing dressings, advanced passive dressings, other unique energy- or mechanical-based solutions, and negative-pressure wound treatment systems (NPWT), including vacuum assisted-closure (V.A.C.®) therapy.

"Acelity is a leading provider of advanced wound care solutions," said Patrick Riley, Principal Analyst at Frost & Sullivan. "The company pioneered NPWT, and its advanced V.A.C. VERAFLO™ Therapy combines the benefits of V.A.C.® Therapy and automated topical wound solution distribution and removal to help heal and prepare the wound for closure quickly and effectively. The new V.A.C.ULTA™ 4 Therapy System sets the benchmark with its capability to delivery four therapies through a single device."

The four therapies include:

V.A.C. VERAFLO™ Therapy with Instillation, which automates alternating cycles of wound cleansing with a topical solution and V.A.C.® Therapy, allowing for wound cleansing and therapy to maintain a closed environment to enhance healing. V.A.C. VERAFLO™ Therapy is poised to become the new gold standard of NPWT, as studies have reported patient outcomes better than the current gold standard V.A.C.® Therapy.

Traditional V.A.C.® Therapy

ABTHERA™ Open Abdomen Negative Pressure Therapy, which provides negative-pressure therapy for temporary abdominal closure to help reduce edema and fluid, empowering primary fascial closure.

PREVENA™ Negative Pressure Incision Management Therapy, which provides NPWT therapy for closed incisions after a surgical procedure.

Furthermore, all four therapies utilize Acelity's advanced SENSAT.R.A.C.™ Technology with EASYCLEAR PURGE™ which employs advanced software and algorithms in addition to multi-lumen technology that work together to monitor and regulate the set pressure continuously at the wound site, as well as helping reduce blockages. Acelity's recently launched V.A.C. VERAFLO CLEANSE CHOICE™ dressing for use with V.A.C. VERAFLO™ Therapy helps loosen, solubilize, detach, and remove viscous wound exudate without surgical intervention, effectively preparing the wound for closure.

"Acelity's software upgrade has also improved the ease-of-use factor for the V.A.C.ULTA™ 4 Therapy System," said Riley. "Acelity has designed the interface to be similar to a mobile phone, with applications (apps) corresponding to each therapy for easy selection; thus, reducing the number of steps needed for therapy delivery."

Acelity conducts hands-on training for clinicians, as well as transitioning training for customers moving to the new V.A.C.ULTA™ 4 Therapy System. The company also maintains customer, technical and clinical support teams that are committed to providing detailed support to customers for administrative questions, technological troubleshooting, and can give guidance on use of Acelity's products.

Acelity also recently launched V.A.C. VERAFLO CLEANSE CHOICE™ Dressing. When used with V.A.C. VERAFLO™ Therapy, Acelity's negative pressure wound therapy and instillation (NPWTi-d) system, the dressing may provide rapid cleansing of wounds with the goal of augmenting the healing environment. The novel therapeutic dressing facilitates removal of thick wound exudate when surgical debridement is not possible or delayed, and offers prompt adjunctive wound cleansing for complex wounds.

In addition, Acelity has led the way in the next frontier of NPWT with its digital health offerings. iOn RESULTS™ Remote Therapy Monitoring works in conjunction with the V.A.C.ULTA™ Therapy System to monitor the therapy units' performance in the hospital setting. iOn PROGRESS™ Remote Therapy Monitoring delivers the first continuous monitoring and ready intervention for patients receiving negative pressure wound therapy in the home.

Due to Acelity's commitment to improve patient outcomes through continuous technological innovation and outstanding customer support, Acelity has earned Frost & Sullivan's 2017 North American Negative-Pressure Wound Therapy Product Leadership Award.

Each year, Frost & Sullivan presents this award to the company that has developed a product with innovative features and functionality that is gaining rapid market acceptance. The award recognizes the quality of the solution and the customer value enhancements it enables.

Frost & Sullivan Best Practices awards recognize companies in a variety of regional and global markets for demonstrating outstanding achievement and superior performance in areas such as leadership, technological innovation, customer service, and strategic product development. Industry analysts compare market participants and measure performance through in-depth interviews, analysis, and extensive secondary research to identify best practices in the industry.

About Acelity

Acelity L.P. Inc. and its subsidiaries are a global advanced wound care company that leverages the strengths of Kinetic Concepts, Inc. and Systagenix Wound Management, Limited. Available in more than 90 countries, the innovative and complementary ACELITY™ product portfolio delivers value through solutions that speed healing and lead the industry in quality, safety and customer experience. Headquartered in San Antonio, Texas, Acelity employs nearly 5,000 people around the world.

About Frost & Sullivan

Frost & Sullivan, the Growth Partnership Company, works in collaboration with clients to leverage visionary innovation that addresses the global challenges and related growth opportunities that will make or break today's market participants. For more than 50 years, we have been developing growth strategies for the global 1000, emerging businesses, the public sector and the investment community. Contact us: Start the discussion.

Contact:

Estefany Ariza P: 210.477.8469 F: 210.348.1003 E: [email protected]

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technicaldr · 7 years

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Top 10 Telemedicine Solutions by Hospital Site Implementations

Driven by patient demand, improvements in technology, and the need to deliver healthcare outside the traditional hospital setting, health systems across the US are embracing telemedicine.

Some are launching platforms to connect patients to specialist care, either through consults or as part of a larger care management platform targeting those with chronic conditions. Still more are using the technology to improve hospital workflows, improve clinician-to-clinician collaboration and extend services to smaller, more remote hospitals and clinics.

Many health systems are jumping on the direct-to-consumer bandwagon. They’re launching platforms that allow patients - new and returning - to connect with a nurse or doctor for on-demand care, ranging from minor, nagging issues to ailments that might send them to the doctor’s office or ER.

The following are the top 10 telemedicine solutions based on number of hospital site implementations according to data from Definitive Healthcare.

Iron Bow Technologies Iron Bow offers telehealth services assisting providers and patients through technical expertise and workflow process awareness. The vendor aims to improve health outcomes by equipping hospitals with secure telehealth, telemedicine, and mobile health solutions as well as the proper infrastructure to support these services. Iron Bow also offers searchable data stores of patient health records allowing healthcare organizations to improve data warehousing, sharing, and mining. Iron Bow solutions meet government reporting and security requirements. The vendor also regularly modifies software products to meet new and developing standards in the healthcare industry. Iron Bow also offers users unified communications integrating voice, video, data, video teleconferencing, and instant messaging.

American Well This direct-to-consumer telehealth provider offers a scalable telemedicine platform equipped with patient-facing apps, video visit technology, provider apps, mobile software development kits, and telemedicine tablets allowing providers to invite specialists into patient visits as needed through video call capabilities. American Well allows providers to design custom solutions meeting the specific needs of their health system to assist in optimizing patient engagement, clinical service development, EHR integration, and physician best practices.

Philips Healthcare Philips Healthcare offers health systems telemedicine solutions assisting providers in organizational role design and program goal setting as well as clinical protocols, patient recruitment, and clinical workflow. The vendor’s telehealth programs offer providers the necessary tools to support care delivery for myriad health conditions in a variety of healthcare settings. Philips also offers programs for complex care, chronic disease management, and readmission management. The vendor’s remote monitoring and communication capabilities include two-way video.

MDLive MDLive offers patients 24 hour access to board-certified doctors, pediatricians, and therapists seven days a week. Direct-to-consumer services include virtual care offering patients access to a virtual visit within fifteen minutes of registering with the service. MDLive is geared toward providing patient-centric care accessible through any computer or smartphone. Through a three step process, users can instantly download the app, select a doctor, and begin a consultation. MDLive’s cloud-based platform is HIPAA compliant and specializes in care for health systems or self-insured employers.

Care Innovations Care innovations is a telemedicine solution specializing in remote patient management. The vendor offers management solutions for patients with chronic conditions through patient engagement, patient education, and early treatment interventions to reduce readmissions. Care Innovation’s remote monitoring care management also provides a range of data analytics solutions offering providers and patients insights into their conditions for more appropriate care and better health outcomes.

Vidyo Vidyo telemedicine solutions specializes in care delivery to rural patients. The vendor’s telemedicine video conferencing technology offers patients in remote locations improved access to care while optimizing clinical efficiency and continuity of care across settings for providers. Vidyo offerings include in-home care delivery through unmanaged networks and devices for video visits and remote monitoring. Additionally, the vendor provides ambulatory care options enabling clinician-to-clinician consultations with EHR and diagnostic device integration.

Avizia Avizia is an end-to-end telehealth platform integrating care coordination software with video devices and mobile apps to deliver telehealth solutions to over 1,000 hospitals worldwide. The vendor offers a range of collaboration tools including peripherals designed to optimize usability, workflow software automating telemedicine processes, and a video cloud. Avizia’s telemedicine offerings received an 89 percent approval rating from patients at AZ Palliative Home Care.

Zipnosis Zipnosis telemedicine services include virtual care services that combine access points, technologies, and services customizable to specific health systems. The Zipnosis platform offers a suite of solutions featuring telemedicine tools ready to integrate into existing clinical and operational systems. Clients currently using Zipnosis’ telemedicine solutions include UMass Memorial Hospital and St. Vincent’s Medical Center.

iDoc Telehealth This Texas-based telehealth solutions vendor specializes in eConsultations, remote staffing, and telemedicine infrastructure consultations. iDoc provides patient evaluations and medical second opinions to help physicians avoid misdiagnosis and excessive treatments that can lead to patient harm. iDoc remote staffing offers inpatient coverage for any under-staffed healthcare facilities using the service to ensure 24-hour patient care. iDoc also offers users solutions to help health systems develop their own telemedicine system.

Technical Dr. Inc.'s insight:

Contact Details : [email protected] or 877-910-0004 www.technicaldr.com

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