Digital Therapeutics and Care at Home. Webinar 3rd June.

We focus on the latest  EHTEL’s “Second Imagining 2029*” webinar. This virtual meeting is part of the EHTEL Innovation Initiative agenda for 2020 on Exploring Digital Therapeutics, Artificial Intelligence, and Virtual Coaches.

With the Imagining 2029 series of webinars – hosted by its working groups – EHTEL invites the digital health community to reflect jointly on accelerating digital transformation – acknowledging the opportunities and challenges raised by the current COVID-19 crisis. This is what they say

Given today’s situation in which health systems, and especially hospitals, need to manage ever more knowledge and increasing amount of data, they are faced with a number of challenges. These relate to e.g., increasing clinical benefits, providing treatment in a variety of locations (in the hospital itself, in new forms of hospitals, at home), and involving health and care staff effectively in the changes occurring.

The objectives of this first webinar on digital therapeutics and care at home are to:explore how, throughout Europe, care is shifting from the hospital to the home, explore what digital therapeutics has to offer in terms of this paradigm shift, and identify in what ways AI and digital therapeutics work together.

The Date: Wednesday 3 June 2020, Time: 12:00 – 13:30 CET (90 min)

The first part of the webinar is a brief welcome and introduction by TicSalutSocial member, Juan Guanyabens, and EHTEL Principal eHealth Policy Analyst, Diane Whitehouse.

The shift of care from hospital to home: Example 1 – Presenter: Astrid van der Velde and Ed de Kluiver, Isala Heart Centre, Netherlands (NWE-Chance).

The shift of care from hospital to home: Example 2  – Presenters: Massimo Caprino and Riccardo Re, Casa di Cura del Policlinico – CCP, Italy (vCare).

What digital therapeutics has to offer and the relationship between AI and digital therapeutics. – Presenter: John Crawford, CrawfordWorks, United Kingdom and EHTEL Honorary Member.

The discussion will be based around several key questions, that should provide concrete evidence of developments in the field. After the discussion, the moderators will summarise the key messages of the webinar as preliminary conclusions.

The Virtual Meeting is on invitation. Please register your interest via the Webinar Event and Registration Page and find here More on Innovation Initiative workstream in the EHTEL website.


Medical Grade Wearable Devices for vital signs Continuous Monitoring

The need for a mobile and wearable clinical device – to take the pressure off our clinics and hospitals – has never been greater. It’s not like  there is no need.  The problem, so to say has been twofold; the reluctance of hospitals and staff to embrace a new technology that appears to reduce their personal involvement; and the lack of absolute clinical quality.  Sure, we have our Apple Watches, but that does not make us all doctors.

But things are changing. We look at the new wearable watch from CardiacSense, and ask, has the time now come for clinical grade solutions in the palm of our hand or on our wrist?  Eyal Copitt, COO of CardiacSense, latest manufacturer of a watch and wristband within the heart monitoring space,  explains what they do in these difficult times. This is what he says;


Rapid expansion of the Coronavirus emphasizes the immediate need for long-term continuous remote monitoring of vital signs to closely monitor the conditions of those infected with the Corona virus.

Coronavirus patients suffer from high core temperature, high respiratory rate, high heart rate and low Oxygen saturation

The need for monitoring is at hospital for badly ill patients as well as at home for lightly ill people.
Devices with wireless communication allows hospital and home monitoring without the need for direct contact of medical staff and patients.

The CardiacSense watch and wristband have them all,  – core temperature, highest accuracy measurement of heart rate, respiratory rate, SpO2as well as absolute cuff-less blood pressure and arrythmia detection and wireless communication.

The above turns CardiacSense watch and wristband to be the ultimate affordable continuous monitoring solution for inpatients and outpatients, sending real-time measurements to the nurses station and receiving back written instructions from the medical staff through the device screen whether the patient being in the hospital or at home.

Using the CardiacSense watch and wristband medical grade continuous monitoring enables better monitoring and communication for isolated inpatients reducing staff infection risk and allows light coronavirus patients stay at home, while the monitored data being auto sent to the hospital’s monitoring center.

Eyal can be contacted at;








We all agree that having healthcare standards is a great idea. But what if those standards no longer reflect society? We give a four-point RoadMap that every hospital and surgery should follow.

It’s a truth universally accepted that hospitals, and healthcare in general – are not keeping pace with the demands put upon it. The common excuse, equally universally trotted out – is that – well, – there are just too many people, too little funds. We all live too long, and there is less porridge for the three bears. Goldilocks will have to wait for the second sitting.

It’s a lovely story, if only it were true.

The unfortunate facts are that there are plenty of new advances in clinical improvements. Dozens of brilliant apps that monitor and send your health data wherever it needs to go. And more than enough new ways of managing yours and my health processes, better than we have ever done it before.

So what’s the problem?

What it comes down to is – unless you are one of the very persistent few – almost equally universally, none of these advances will ever get taken up. They get squashed and quashed under the mountain of fear of making change. As they used to say in the sixties, nobody ever gets fired for buying IBM. Or not adopting anything else.

And the excuses are many and varied, and they range from – “well, let’s wait until the hospital down the road does it, and we can see how they get on” – to (and this is my favourite – ) “we only ever procure when there are two of anything”. Which means that, by definition, advances that are ground breaking – and that may well be fully tested elsewhere – will never see the light of day because of their very uniqueness.

Somehow, the reliance on rules that might have worked once, has metamorphosed into a protection for the hospital, and an obstacle for the patient. And its a funny thing.

Fear of making change is manifested in various ways. The obvious and simple one, is the routine adherence to protocol, to frameworks, to rigid pathways. It is what I call the “Baby P’ scenario. What if the patient could have been saved? Not our fault. We were following the rules, mate!

I totally “get” the need for a fixed process. Any large institution – and there are non larger than the UK NHS – need a clear process, that guarantees basic universal care. But this attitude, of either passively putting up a barrier – or increasingly alas often, proactively putting up barriers – and that we see so often in this sector, far from leads the way into better healthcare. It guarantees that we stay stuck in ways of behaviour, of technology that simply does not work any more, and that puts lives at risk.

This is most prevalent in areas such as Diabetes, or in theatre management. And now more recently, in telephony and call handling. Hands up the last time you got through to anyone in less than five minutes?

We are not talking about small numbers here. Whole regions are seeing exponential rises in costs, because of a simple refusal to adopt new proven practices. The growth in personal health data, smart watches, means that you and I and the rest of the civilised humanity, have already invested personally in devices that can save us. We just want our hospitals and clinics, to do the same. After all, they are actually paid to do so.

If I asked earlier – what is the problem – then what is the answer?

First – throw away the reliance on frameworks. They are our of date. In the modern world of open metadata access and speed of data delivery, hospitals can make instant judgements on any mix of criteria.

Second – ensure you have a process for adopting new technology, particularly mobile based. Look for the solution to a clinical problem, not wait until you are forced to make a choice.

Third – ditch the protocols of management behaviour. Look at each individual scenario.

And Fourth – recognise that society itself has moved on, and demands better from its professionals, – and that it is right to demand better. There is no value for a hospital of surgery in only defending it’s interests. We pay these institutions to defend our interests, not theirs.

The fact is – as we have described earlier in these pages – healthcare has moved into a Community setting, where prevention and early diagnosis can be identified so much earlier and faster. This has meant a sea-change in attitudes as to where to spend money, and a battle between the various silos of the whole healthcare process, to protect their own individual pots of money.

So where do we go now?

First, we need to recognise that this article is simplistic – that the divisions of primary care and secondary care – of CCG and Hospital, are ingrained. And whilst this article puts the onus firmly on hospitals to change management attitude – it may well be the outreach of a proactive CCG that determines where our healthcare is going.

Perhaps surprisingly, despite the issues of the above reflections, there remain plenty of hospitals and clinics that do indeed follow these mantra, who each month have a clear day where they review technology, who engage with non-NHS organisations in order to get a wider and more critical view. As my colleagues in Edinburgh NHS tell me – “if you always do what you always you did – then you will always get what you always got”.

At a time when there is pressure and PR to invest more financially – the need right now is be brave, in our view – and redefine the structures.

Because without this – patients will increasingly vote with their feet and go into some sort of private scenario, and slowly but surely, the management attitudes and strictures that drive the NHS at all levels, will bring itself down. Don’t say I didn’t warn you.



We take a look at a recent Study from across the Pond by the guys at Black Book Research, and ask – why are we not having the same results in Europe?

If there is ever a case for not believing what you hear, or putting your finger to your face and pulling your eyelid down – “you’re kidding, right?” – it is in the happy figures that are quoted by Hospitals about their impending use of AI.

There are two reasons for this. Firstly, AI is frequently confused with “let’s do a bit more work on our EHR”, or more simply – “AI is a technical solution so we give it to the CIO to solve.”

When handled correctly, AI is none of those things; rather, it is a clinical evaluation of what we need in clinical management, and work backwards from that.

We see frequently, in the Uk as our base, hospitals having little or no plans or concept as to what actual benefit can be achieved – and in some cases, actually throwing out the AI project they had started in the first place. One Consultant told us he had moved back to pencil and paper.

And yet, the concrete figures from across the Atlantic from colleague Doug Brown at Black Book Research, are compelling and convincing. What they say is; some “44% of healthcare organizations already report using AI in one form or another, and 88% of surveyed C Suite officers expect widespread implementation in next 5 years.”

Practical benefits include, in the USA at least, significant reductions in payments claims being refused, because there is a faster, more accurate process for matching data from all relevant parties.

Whilst the Study spends a lot of time talking about Coding and IT issues – it also goes on to pick out those vendors who have best succeeded in giving a practical advantage to all sides. Doug goes on to say; “Overall, 89% of all hospitals surveyed report cutting transcription costs in half or more while improving the transparency of dictation and transcription processes within one year of implementing end-to-end coding, CDI and transcription software tools. 94 % of providers realized operational efficiencies without impacting clinician workflows. “

What is becoming apparent is that in healthcare, despite the need for enhanced platforms and IT speak etc – the key driver is the identification of what actual benefits you are trying to achieve – and then let the tech do the rest.