Transcript Slide 1

A Platform for Innovation at
Alberta Health Services (AHS)
Don Juzwishin PhD, MHSA, BA
Director, Health Technology Assessment &
Innovation
CAHI Meeting Winnipeg Manitoba
April 12, 2011
Objectives of Presentation
• To describe the development and progress of the Alberta
Health Services Health Technology Assessment & Innovation
(HTAI) Program
• To provide insight into how the HTAI Program aligns with
provincial goals and initiatives
• To describe the progress of AHS in encouraging research and
development activities both internally and with industry
partners
• Provide opportunity for feedback
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AHS Mission Statement
• To provide a patient-focused, quality health system that
is accessible and sustainable for all Albertans
• Our goals
– Quality: health care services are safe, effective and
patient-focused
– Access: appropriate health care services are available
– Sustainability: health care services are provided
within available resources both now and into the future
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Key AHS data
• Operating Budget
• Capital Assets
• Construction Projects
• Employees:
• Physicians
• Volunteers
•
•
•
•
•
$11B
$9 B
$5 B plus
Approx 8 5,000
Approx 7,200
Approx 13,000
Emergency visits:
Urgent care visits:
Hospital discharges:
Surgeries:
Births:
1.9 million
163,000
354,000
247,000
50,000
• Acute care hospitals: 97 and 5
stand alone psychiatric facilities
• Acute care / subacute hospitals
beds (including psychiatric
facilities): 9,000 as of March 31,
2009
• Long-term care & supportive living
beds / spaces (includes palliative
beds): 19,300 as of March 31,
2009*
• Commitment for 5 years of funding
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What is Health Innovation?
• Health Innovation is the ability to change the conditions in a care setting to improve
the achievement of intended results (effectiveness) or the ability to deliver them
(efficiency). Innovation can involve a new technology used to improve access, quality,
and sustainability or it could use a well-established technology in a new way.
• The concept of Innovation can also be considered as a pathway with at least three key
stages:
• 1. *Invention (identification) – where new ideas are generated. Increasingly it is
recognized that this invention stage works best when responding to the identification
of unmet needs.
•
• 2. *Testing and Piloting – seeing how ideas work in practice and learning from this.
This phase is inherently different for different types of innovations, e.g. drugs require
large multi-phase trials, devices require smaller iterative trials, and service
improvements may be best introduced with rapid Plan-Do-Study-Act cycles if small
scale or in pilots if larger scale.
•
• 3. Adoption and Diffusion – process whereby new ideas that have been proven
elsewhere are ideally pulled into new areas with appropriate adaptation.
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The AHS Health Technology Assessment &
Innovation (HTAI) Programs
1. Assessment & Appraisal Program: Will review and make recommendations on health
technologies, identify and prioritize emerging health technologies
and coordinate
outcomes monitoring and reporting.
2. Reassessment Program will examine technologies toward the end of their life-cycle
and technologies scheduled for routine reassessment at a pre-determined time after
their acquisition.
3. Access with Evidence Development Program will manage field trials or clinical trials
of emerging technologies that use AHS resources.
4. Innovation Program will identify and help develop new and innovative technologies and
processes to improve the access, quality and sustainability of health care delivery.
5. Knowledge
Management
and
Translation
Program
will
disseminate
recommendations and results of projects from all 4 programs above, provide skills to
use evidence through the application of the knowledge cycle and engage stakeholders
through knowledge transfer activities.
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The HTAI Innovation Program
• The HTAI Innovation Program, (PM: Mona Motamedi) is currently in the process of
developing a program to encourage uptake of health innovation at AHS. This program
called “single portal of entry” will:
• Develop methods to scan the health care horizon to identify ways in which access and
quality of health care to Albertans can be improved.
• Develop methods, processes and enablers to actively solicit innovative ideas from
within AHS, such as from Local HTA Units, Clinical Networks, "site miners", and health
care practitioners.
• Help pair innovators within AHS with appropriate research and development partners
• Provide a venue for primary product testing and validation.
• Bring together major contributors to innovation and partnership in Alberta and facilitate
the development of a “memorandum of cooperation” in order to create an environment
for innovative health care in Alberta.
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The AHS Centre for Health Innovation:
Single Portal of Entry
Efforts are currently underway to establish the AHS Centre for Health
Innovation. The objectives of this centre are to:
1. Provide a focal point for driving health innovation within the organization.
This includes a single portal of entry for industry to engage with AHS on
research and development activities.
2. Coordinate activities related to identification, prioritization, selection,
implementation, and evaluation of health innovations.
3. Identify relevant resources and clinical champions to support these
innovations and provide some expertise.
4. Develop an outcomes evaluation tool to measure the performance of the
AHS Innovation Center and associated programs.
5. Develop and maintain a guide/road map for innovators within AHS.
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The AHS Platform for Innovation
• This document identifies the strategic priorities of AHS with
respect to innovation over the coming years. It also:
– Describes a Hub & Spoke Approach and a new ‘pull’
model of health innovation.
– Describes the role of the HTAI team as well as the role(s)
of key stakeholders such as government, industry,
academic centres, and others.
– Lays out the strategy through which the AHIS goals will be
met.
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Hub & Spoke Approach
Campus
Alberta
IHE
iRSM
W21C
Glenrose
AHS
Center for
Innovation
AITF &
AIHS
TRLabs
Centre for
Pop and
Public
Health
Clinexus
AICML
BioVantage
Internal vs. External ommercialization
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AHS Virtual Network of Innovation Centers
Purpose and Scope
• The Virtual Network of Innovation Centers will discuss challenges, issues, barriers and successes
related to innovation at AHS; brainstorm ideas for opportunities to create synergy for the future;
develop plans to promote innovation across AHS; and provide advice and feedback on the
challenges and opportunities facing the innovators. This will in turn inform the broader Health
Innovation Summit.
Membership/Co-Chairs
• Membership will be composed of existing innovation teams or centres, which function within or in
association with AHS in some way. The following organizations are invited to be represented - this
list is not exclusionary to others.
• iRSM
• CAMIS
• BERRI
• Clinexus
• Ward of the 21st Century
• ZeidlerLedcor Center
• CPSM
• Dept of Research, AHS
• U of A, U of C Biomedical Departments
• TEC Edmonton
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Examples of Innovation at AHS
•
•
•
•
IRSM
Glenrose Hospital
W21C: Clarity, XSENSOR, Clean Keys
Continuing Care Technology Innovation Pilot Project
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Role of CPSM at AHS
• Contracting, Procurement & Supply Management (CPSM) is
responsible for contracting, procurement, warehouse
management and distribution of all supplies and services for
Alberta Health Services. Accountability for Activity Based
Funding methodology was recently added to CPSM.
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Clinical Leadership
• Clinical champions
• Clinical engagement
• Formation of clinical networks
– Purpose
– Performance indicators
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The 3 Pillars of AHRIS
1. Knowledge translation (KT)— develop a culture of inquiry and knowledge
translation at all levels of the health and health research systems. A strong
KT system will help generate new discoveries that will result in improved
health for Albertans through new practices and policies, accelerated
commercialization of new products and services, and increased public
understanding of health research and technology.
2. Highly skilled people — develop the province’s critical mass of talented
researchers, innovators and entrepreneurs throughout the health research
system. Programs are needed to retain and attract talent; increase crossdisciplinary expertise; keep pace with the latest advancements; and
facilitate cross-linkages among all professionals involved in health.
3. Innovation platforms — develop a supportive environment for people
working in health research, provide them with the programs and tools to do
their best work. Programs are needed to improve clinical trials processes,
incorporate personalized medicine capabilities within the health system,
improve computing capability to process and interpret data, and accelerate
technological and policy innovations.
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Catalytic Elements
• TEC Edmonton: A unique not-for-profit a business service provider that helps
transform technologies into business opportunities. TEC Edmonton is joint venture
between the University of Alberta and the Edmonton Economic Development
Corporation (EEDC).
• Clinexus: A not-for-profit product commercialization centre that helps Alberta’s health
technology companies grow. Clinexus is funded by the Government of Alberta with the
mandate to expand key technology sectors in Alberta.
• Calgary Technologies Inc: The mission of CTI is to accelerate the success of the
advanced technology community by helping companies to build, grow and connect.
• Alberta Ministry of Advanced Education & Technology-Connector Service: The
Connector is a new Government of Alberta service that gives you a one-window
approach to accessing Alberta's exciting research and innovation community. It offers
innovative businesses, entrepreneurs, researchers, investors, and business service
providers a helping hand to guide them through Alberta's research and innovation
network.
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AiiMiT Approach
• AiiMiT is a ‘Campus Alberta’ initiative championed by the University of
Alberta’s Faculty of Rehabilitation Medicine and Faculty of Medicine,
and Biovantage at the University of Calgary.
• Successful technology development programs require access to a wide
range of specialists, including clinicians technologists, regulatory
specialists, project managers, business development experts, health
economists, marketing specialists and so on. The cost of these
resources are substantial and well beyond the capacity of most
academics and clinicians.
• The AiiMiT concept is to generate “pull” for unmet clinical needs into
forums rich with technological expertise.
• Therefore, AiiMiT comprises the following key components:
– An interface to clinical healthcare delivery settings is provided by
“clinical prospectors” who are responsible for identifying and
communicating unmet clinical needs and expressing them as “clinical
challenges” for resolution using innovative health technologies,
systems, and processes. A forum for the synthesis of ‘clinical
challenges’ into ‘solutions’
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How Will We Know If We Are Successful?
Performance Indicators
• A streamlined approach for industry partners to partner with
AHS
• Successful industry partnerships where AHS provides support
for product development, testing, and validation within clinical
settings
– For small and medium enterprise that are Alberta based
– For larger, more established companies
• Expertise and support for development of viable health
innovation for internally-based innovators
• Linkages between clinical champions and industry
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AHRIS-What is Different?
• Greater alignment is required. Health research needs to be aligned
with the health needs of Albertans and with the strategic priorities set
out for Alberta’s health system in Vision 2020 and other significant
strategic initiatives.
• There is a need for greater focus. As a relatively small player in
the global context, Alberta needs to focus its research efforts in those
areas where it can achieve excellence and make a substantial
contribution to achieving better health outcomes and a better health
system.
• Health research should be viewed from a broader perspective.
Health status or well-being is determined from the intersection of a
number of factors – economic, social and environmental.
• Knowledge must be more effectively translated into action.
Realizing system, economic, individual and community benefits from
investments made in health research and innovation is crucial.
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Summary
• Opportunities for
alignment and confluence
• Collaborations within
AHS
• Partnerships with external
stakeholders
• Platform for Innovation
• Single portal on entry
• Climate of innovation
• New IP Policy
• Performance indicators
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