AI-Powered Teleradiology FDA Cleared for Triage in Departments Swamped by COVID-19

By Conn Hastings at Medgadget

Nines, a teleradiology company based in Palo Alto, CA, recently received FDA clearance for their NinesAI medical device, which supports the automated radiological review of CT Head images for the possible presence of two time-critical, life-threatening indications: intracranial hemorrhage and mass effect. The technology can help radiologists in triaging cases. Nines is the first company to receive FDA clearance for AI technology that triages mass effect conditions.

Teleradiology is an increasingly vital service for healthcare providers, whereby radiological images are sent to a radiologist in a remote location for analysis. Moreover, AI has an emerging role in radiological diagnostics, and can provide a supportive role for radiologists in making their assessments.

All current customers and new customers who sign up with Nines before June 30, 2020 will get NinesAI for free. This access will allow Nines’ customers to assess, identify, and triage emergent conditions of intracranial hemorrhage and mass effect while in-house radiology departments are inundated, especially as some of these departments are overwhelmed by COVID-19 cases.

Medgadget had the opportunity to speak with David Stavens, CEO and co-founder of Nines, about the technology, and how the company is supporting quality care and radiologists in a time where hospitals and healthcare providers are resource-constrained.

Stavens has an interesting background in AI, having been involved in the world’s first robotic car “Stanley” as a co-founder of Stanford’s self-driving team, which became the foundation for Waymo, which was acquired by Google, itself part of Alphabet. He later co-founded and was CEO of online learning platform Udacity.

Conn Hastings, Medgadget: Please give us an overview of your background in AI.

David Stavens, Nines: I’ve loved computers since I was very young. I remember receiving my first Apple IIGS for Christmas in the late 1980s and learning to write computer software soon thereafter. It was unusual in those days for kids to be into computers and coding. As I got older, I recognized that computers and software were not only fun hobbies, but an exciting way to make a broader impact in the world.

I am drawn to important humanitarian problems and how they could be solved using computer technology. As co-founder and CEO of Udacity, Sebastian Thrun and I worked to use the web to make world class education and great jobs available to everyone in the world. Prior to that, we worked on building one of the first self-driving cars while at Stanford, which eventually became Waymo.

Self-driving technology has the potential to save many of the 40,000 lives lost every year in the U.S. due to traffic accidents, improving mobility for those with visual or neuromotor impairment, and making longer drives more pleasant for everyone. At Nines, we believe that radiology can be made even better for radiologists and patients using technology and we are excited to help bring that change about.

Medgadget: What inspired you to start Nines?

David Stavens: Our health is one of our most precious assets — a point made even more pronounced with the onset of COVID-19. But navigating the healthcare system is very complex, especially for those without insurance or those who do not live in an industrialized country. Access to timely, affordable,high quality care should be universal. At Nines, we believe that radiology can be made even better for radiologists and patients using technology and telehealth and we are excited to help bring that change about. The adoption of telehealth has only become more essential and prevalent in the time of COVID-19.

The use of medical imaging, such as MRI, CT and ultrasounds performed in healthcare facilities, has continued to rise, according to the Journal of American Medical Association in analyzing trends from seven integrated U.S. healthcare systems. These scans are not only increasing in number, but also in complexity — scans include more images and the images are of higher resolution.

According to the American College of Radiology, there is only one radiologist for every 10,000 Americans. To keep up, a typical radiologist must review one image every three to four seconds to meet workload demands in an 8 hour workday, according to a study from the Mayo Clinic. Each one of those images has the potential to show information that is critical in making a radiologic diagnosis that is used to direct patient care.

Nines is building world class technology to help. NinesAI is FDA-cleared and supports the automated radiological review of CT Head images for the possible presence of two time-critical, life-threatening indications – intracranial hemorrhage and mass effect – to aid radiologists in triaging cases and identify them more rapidly. In an emergency room late at night, an actionable report turned around quickly could give patients a reliable and speedy diagnosis and could calm worries about what is wrong.

Medgadget: Please give us an overview of the teleradiology services provided by Nines.

David Stavens: Nines is a teleradiology practice that pairs world-class radiologists with fantastic engineers and product managers to deliver high quality medical care accelerated by advanced technology.Hospitals and medical practices can choose Nines to read some volume of their radiology studies, for example on nights or weekends when they have fewer radiologists on call. With engineers and physicians side-by-side, technology and process improvements occur rapidly for the benefit of physicians, hospitals, medical practices, and patients.

For example, on average, a radiologist is interrupted about five times an hour, whether answering phone calls or coordinating with colleagues, which increases exam interpretation times, according to the Journal of Academic Radiology. At Nines, radiologists and engineers have worked together to develop the Nines Navigator™ worklist and the Nines Reading Assistant. These are administrative, non-medical device programs that aggregate clinical information and surface custom-built tools to improve radiologist focus. This includes listing relevant patient info and easier communication with hospital physicians interacting with the patients. Together with NinesAI, these tools assist Nines radiologists with providing timely, quality care.

Medgadget: How has the COVID-19 pandemic affected the services you offer and the clients you work with?

David Stavens: COVID-19 has placed unprecedented strain on all aspects of the U.S. healthcare system. We are offering in-house access to the NinesAI technology free of charge for new and existing Nines Radiology customers who sign up by June 30, 2020. Some healthcare providers are seeing early indications of a potential relationship between COVID-19 and an increase in the number of strokes in some younger patients. Stroke is one cause of intracranial hemorrhage and mass effect, the two conditions NinesAI detects. In addition, NinesAI improves radiology efficiency through triaging emerging studies, which we believe will be particularly helpful as radiologists are under strain at this time.

Medgadget: What are the strengths of AI in radiological analysis?

David Stavens: For emergent conditions of ICH and mass effect, time to intervention is critical. With intracranial hemorrhage for example, the 30-day mortality rate ranges from 35% to 52% with only 20% of survivors expected to have full functional recovery at 6 months, and approximately half of this mortality occurs within the first 24 hours.

Radiologists using NinesAI can be notified of a potential life-threatening finding in approximately 15 seconds after image acquisition is complete, meaning that potentially life-saving care can begin very quickly. The standard-of-care without AI is to read studies in the order in which they were received. We believe the role of artificial intelligence for radiology is to make radiologists’ lives better as an assistive technology that supports their service and prioritization of the patients who need care most urgently.

Medgadget: Please tell us about these most recently approved AI-powered teleradiology services.

David Stavens: At the end of April, we received unprecedented U.S. Food and Drug Administration clearance for artificial intelligence technology that triages intracranial hemorrhage and mass effect conditions on non-contrast CT scans of the head. Our NinesAI medical device supports the automated radiological review of images from these scans for the possible presence of these two time-critical, life-threatening indications to aid radiologists in triaging cases. We are proud to be the first company to receive FDA clearance for artificial intelligence technology that triages mass effect conditions and to our knowledge, the first company to receive simultaneous FDA clearance on multiple indications.

Original news can be found here.

Microfluidic Test for Viral Antibodies Takes Just 20 Minutes

By Conn Hastings
Researchers at Hokkaido University in Japan have developed a microfluidic test that can detect antibodies against a viral infection. So far, the test has been optimized to detect avian flu, but could be adapted to detect antibodies against the virus causing COVID-19. The device can provide a result in as little as 20 minutes and requires only 2 microliters of serum to run.

Antibody tests have been proposed as a way to determine how many people have been exposed to COVID-19, and may help us to understand how far the virus has spread. Given that many infected people are asymptomatic, they may never be recorded as infected, limiting our knowledge of infection levels and hampering the response to the pandemic.

However, testing random samples of people using antibody tests could help researchers to gain more knowledge in the fight against COVID-19. Such tests may also potentially be useful in determining who may have immunity against the virus, although it is not yet clear if the presence of antibodies against the virus causing COVID-19 indicates effective immunity.
Existing techniques to assess if an antibody is in the blood often rely on a visual assessment to determine whether a result is positive. This means that the accuracy is limited, as interpreting results is subject to human error. To address this, these researchers have developed a new type of microfluidic test, which is based on binding a fluorescently labelled protein to the antibody of interest in a serum sample.

The technique involves detecting the fluorescence polarization of the bound fluorescent molecules, and liquid crystal molecules are used to control the direction of this polarization. Once the sample is within the microfluidic device, it is then attached to a portable fluorescence polarization analyzer, weighing only 5.5 kg, which can measure the fluorescence signal and indicate if the antibody is present in the sample.

The researchers mix the serum sample with the fluorescent reagent and then allow it to rest for 15 minutes before loading it into the microfluidic device. They then attach the microfluidic device to the portable fluorescence polarization analyzer to obtain a reading. The entire process takes only 20 minutes, and such devices could help to speed up and streamline community testing for antibodies related to COVID-19, and allow for testing outside of medical labs.

“Our analyzer could be used to conduct other bio tests if suitable reagents are developed,” said Manabu Tokeshi, a researcher involved in the study. “By reproducing fragments of spike proteins expressed in the novel coronavirus, and using them as the reagent, the analyzer should be able to detect anti-coronavirus antibodies.”

Original news can be found at Medgadget

We’re not ready for the next epidemic

We’re not ready for it. But we can get there, says Bill Gates.

Here is his post at GatesNotes:
“I am in Vancouver this week attending the TED conference. I just gave a brief talk on a subject that I’ve been learning a lot about lately—epidemics. The Ebola outbreak in West Africa is a tragedy—as I write this, more than 10,000 people have died. I’ve been getting regular updates on the case counts through the same system we use to track new cases of polio. Also, last month I was lucky enough to have an in-depth discussion with Tom Frieden and his team at the Centers for Disease Control and Prevention in Atlanta.

What I’ve learned is very sobering. As awful as this epidemic has been, the next one could be much worse. The world is simply not prepared to deal with a disease—an especially virulent flu, for example—that infects large numbers of people very quickly. Of all the things that could kill 10 million people or more, by far the most likely is an epidemic.

But I believe we can prevent such a catastrophe by building a global warning and response system for epidemics. It would apply the kind of planning that goes into national defense—systems for recruiting, training, and equipping health workers; investments in new tools; etc.—to the effort to prevent and contain outbreaks.

The more I learn about what it takes to respond to an epidemic, the more impressed I am by the health workers who have been risking their lives to care for the sick. Just putting on a protective suit is huge undertaking. Once it’s on, it’s hard to hear what anyone else is saying, and you start to sweat after just a few minutes. At TED we also put together an exhibit where attendees could try on a suit for themselves:

Finally, if you’re interested in learning more, you might want to check out this op-ed I wrote for the New York Times. And if you are willing to read a little more (okay, a lot more), here is a longer paper I wrote for the New England Journal of Medicine.

Melinda and I remain committed to improving the health of the poorest 2 billion. The good news is, many of the steps required to save lives in poor countries—such as strengthening health systems—also improve the world’s ability to deal with epidemics. So I’m optimistic that we can solve this problem. Making the right investments now could save millions of lives.”

South Korea says recovered coronavirus patients who tested positive again did not relapse: Tests picked up ‘dead virus fragments’

  • Experts in South Korea said that recovered coronavirus patients who tested positive again were not reinfected and that their virus was not reactivated, as was previously feared.
  • More than 260 people who recovered and tested negative subsequently tested positive again. The Korea Centers for Disease Control and Prevention worried that the virus had reactivated after going dormant.
  • But the country’s infectious-disease experts said on Thursday that the tests were detecting dead fragments of the virus left in patients’ bodies.

2020-04-30

Scientists said the wave of South Koreans who tested positive for COVID-19 even after they recovered did not have the virus reactivate after going dormant and that they were not reinfected. South Korea announced in early April that some patients who had recovered from and tested negative for the virus later tested positive, suggesting that the virus could reactivate or that patients could be reinfected. The country has recorded this happening in 263 patients, The Korea Herald reported.

But the country’s infectious-disease experts said on Thursday that the positive test results were likely caused by flaws in the testing process, where the tests picked up remnants of the virus without detecting whether the person was still infected, The Herald reported.

The Herald described the experts as saying that “dead virus fragments” were lingering in patients’ bodies after they recovered and that the virus did not appear to be active in the patients.

Dr. Oh Myoung-don, a professor of medicine and the head of Seoul National University Hospital’s division of infectious diseases, said that the committee studying the cases found little reason to believe that the patients had been reinfected or that the virus had reactivated, according to The Herald.

“The tests detected the ribonucleic acid of the dead virus,” said Oh, an adviser to the Korean government and the Korea Centers for Disease Control and Prevention.

Experts were already skeptical about the theory that the virus could reactivate

Jeong Eun-kyeong, the director-general of the KCDC, said earlier in April that the positive test results in these patients could mean that the virus “reactivated” after going dormant, Business Insider’s Holly Secon reported.

Jeong said the tests were conducted within a “relatively short time” after the patients were cleared, so it was unlikely that they were reinfected.

“While we are putting more weight on reactivation as the possible cause, we are conducting a comprehensive study on this,” Jeong said. “There have been many cases when a patient during treatment will test negative one day and positive another.”

But many experts said it was unlikely that the virus would go dormant and then reactivate in people. Instead, they said, it was more likely that patients’ bodies still had some fragments of the virus. This would mean a person could get a positive test but not be ill or able to infect others.

Dr. Keiji Fukuda, the director of Hong Kong University’s School of Public Health, told the Los Angeles Times in March that this was the most likely scenario.

“The test may be positive, but the infection is not there,” Fukuda said.

KHB SARS-CoV-2 Gold Standard Reagent Helps Italy to Fight Covid-19 Outbreak

According to a report by Rai Italia, a SARS-CoV-2 IgM/IgG Antibody Detection Kit (Colloidal Gold) supplied by TGS, a subsidiary company of Kehua Bio-engineering (KHB), is extensively used in test centers in Campania, Italy.

2020-04-30
A report by Xinhua News Agency from Rome on April 26 said that Prof. Vittorio Sambri, an Italian medical expert at Università di Bologna, expressed his positive opinion on the medical products made in China, including diagnostic test products. Prof. Sambri said, Emilia-Romagna, an administrative region where he lives, purchased SARS-CoV-2 Detection Kits from Shanghai Kehua. When tested on patients who had been diagnosed with SARS-CoV-2 infection, the detection kits demonstrated a sensitivity of 90% in patients who had contracted the virus for at least 8 days. In patients who had been infected for more than 14 days, the kit’s sensitivity is 94%. Recently, this kit has been used in Emilia-Romagna Administrative Region on medical professionals.

What is KBH SARS-CoV-2 Detection Kit?

SARS-CoV-2 IgM/IgG Antibody Detection Kit (Colloidal Gold) is an easy to use rapid test targeting to detect Covid-19 for personal use, committing high specificity/accuracy and instantly resulting in 15-20 minutes.

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Hospitals Accused Of Paying Doctors Large Kickbacks In Quest For Patients

(Image: from the original news at khn.org – Caitlin Hillyard/KHN illustration/Getty Images)
May 31, 2019 by Jordan Rau

Hospitals are eager to get particular specialists on staff because they bring in business that can be highly profitable. But those efforts, if they involve unusually high salaries or other enticements, can violate federal anti-kickback laws.

For a hospital that had once labored to break even, Wheeling Hospital displayed abnormally deep pockets when recruiting doctors.

To lure Dr. Adam Tune, an anesthesiologist from nearby Pittsburgh who specialized in pain management, the Catholic hospital built a clinic for him to run on its campus in Wheeling, W.Va. It paid Tune as much as $1.2 million a year — well above the salaries of 90% of pain management physicians across the nation, the federal government charged in a lawsuit filed this spring.

In addition, Wheeling paid an obstetrician-gynecologist a salary as high as $1.3 million a year, so much that her department bled money, according to a related lawsuit by a whistleblowing executive. The hospital paid a cardiothoracic surgeon $770,000 and let him take 12 weeks off each year even though his cardiac team also routinely ran in the red, that lawsuit said.

Despite the losses from these stratospheric salaries and perks, the recruitment efforts had a golden lining for Wheeling, the government asserts. Specialists in fields like labor and delivery, pain management and cardiology reliably referred patients for tests, procedures and other services Wheeling offered, earning the hospital millions of dollars, the lawsuit said.

The problem, according to the government, is that the efforts run counter to federal self-referral bans and anti-kickback laws that are designed to prevent financial considerations from warping physicians’ clinical decisions. The Stark law prohibits a physician from referring patients for services in which the doctor has a financial interest. The federal anti-kickback statute bars hospitals from paying doctors for referrals. Together, these rules are intended to remove financial incentives that can lead doctors to order up extraneous tests and treatments that increase costs to Medicare and other insurers and expose patients to unnecessary risks.

Wheeling Hospital is contesting the lawsuits. It said in a countersuit against the whistleblower that its generous salaries were not kickbacks but the only way it could provide specialized care to local residents who otherwise would have to travel to other cities for services such as labor and delivery that are best provided near home.

The hospital and its specialists declined requests for interviews. In a statement, Gregg Warren, a hospital spokesman, wrote, “We are confident that, if this case goes to a trial, there will be no evidence of wrongdoing — only proof that Wheeling Hospital offers the Northern Panhandle Community access to superior care, world class physicians and services.”

Elsewhere, whistleblowers and investigators have alleged that other hospitals, in their quests to fill beds and expand, disguise these arrangements by overpaying doctors or offering other financial incentives such as free office space. More brazenly, others set doctor salaries based on the business they generate, federal lawsuits have asserted.

“If we’re going to solve the health care pricing problem, these kinds of practices are going to have to go away,” said Dr. Vikas Saini, president of the Lown Institute, a Massachusetts nonprofit that advocates for affordable care.

‘It’s Almost A Game’

Hospitals live and die by physician referrals. Doctors generate business each time they order a hospital procedure or test, decide that a patient needs to be admitted overnight or send patients to see a specialist at the hospital. An internal medicine doctor generates $2.7 million in average revenues — 10 times his salary — for the hospital with which he is affiliated, while an average cardiovascular surgeon generates $3.7 million in hospital revenues, nearly nine times her salary, according to a survey released this year by Merritt Hawkins, a physician recruiting firm.

Last August, William Beaumont Hospital, part of Michigan’s largest health system and located outside Detroit, paid $85 million to settle government allegations that it gave physicians free or discounted offices and subsidized the cost of assistants in exchange for patient referrals.

A month later in Montana, Kalispell Regional Healthcare System paid $24 million to resolve a lawsuit alleging that it overcompensated 63 specialists in exchange for referrals, paying some as full-time employees when they worked far less. Both nonprofit hospital systems did not admit wrongdoing in their settlements but signed corporate integrity agreements with the federal government requiring strict oversight.

“It’s almost a game of ‘We’re going to stretch the limits and see if we get caught, and if we get caught we won’t be prosecuted and we’ll pay a settlement,’” said Tom Ealey, a professor of business administration at Alma College in Michigan who studies health care fraud.

Dubious payment arrangements are a byproduct of a major shift in the hospital industry. Hospitals have gone on buying sprees of physician practices and added doctors directly to their payrolls. As of January 2018, hospitals employed 44% of physicians and owned 31% of practices, according to a report the consulting group Avalere prepared for the Physician Advocacy Institute, a group led by state medical association executives. Many of those acquisitions occurred this decade: In July 2012, hospitals employed 26% of doctors and owned 14% of physician practices.

“If you acquire some key physician practices, it really shifts their referrals to the mother ship,” said Martin Gaynor, a health policy professor at Carnegie Mellon University in Pittsburgh. Nonprofit hospitals are just as assertive as profit-oriented companies in seeking to expand their reach. “Any firm — it doesn’t matter what the firm is — once they get dominant market power, they don’t want to give it up,” he said.

But these hires and acquisitions have increased opportunities for hospitals to collide with federal laws mandating that hospitals pay doctors fair market value for their services without regard to how much additional business they bring through referrals.

“The law is very broad, and the exceptions are very narrow,” said Kate Stern, an Atlanta lawyer who represents hospitals.

‘A Man We Need to Keep Happy’

Lavish salaries for physicians with high potentials for referrals was the key to the business plan to turn Wheeling Hospital, a 247-bed facility near the Ohio River, into a profit machine, according to a lawsuit brought by Louis Longo, a former executive vice president at the hospital, and a companion suit from the U.S. Department of Justice.

Between 1998 and 2005, Wheeling Hospital lost $55 million, prompting the local Catholic diocese to hire a private management company from Pittsburgh, according to the suits. In 2007, the company’s managing director, Ronald Violi, a former children’s hospital executive, took over as Wheeling’s chief executive officer.

The hospital remained church-owned, but Violi adopted an aggressively market-oriented approach. He began hiring physicians — both as employees and independent contractors — “to capture for the hospital those physicians’ referrals and the resulting revenues, thereby increasing Wheeling Hospital’s market share,” the government alleged. Along with greater market share came the ability to bargain for higher payments from insurers, according to Longo’s suit.

The government complaint said at least 36 physicians had employment contracts tied to the business they brought to the hospital. Hospital executives closely tracked how much each doctor earned for the hospital, and executives catered to those whose referrals were most lucrative.

In 2008, the hospital’s chief financial officer wrote in an internal memorandum that cardiovascular surgeon Dr. Ahmad Rahbar “is a man we need to keep happy” because the previous year “he generated over $11 million in revenues for us,” according to the government’s lawsuit.

Dr. Chandra Swamy, an obstetrician-gynecologist the hospital hired in 2009, was another physician whose referrals Wheeling coveted. By 2012, Wheeling was paying her $1.2 million, four times the national median for her peers, according to Longo’s suit.

An internal memorandum by the hospitals’ chief operating officer quoted in Longo’s lawsuit said that the labor and delivery practice where Swamy worked was the biggest money loser among the specialty divisions and that her salary made it “almost impossible for this practice to show a bottom line profit.” But the memo went on to conclude that Wheeling should “continue to absorb the practice loss” because it “would not want to endanger the significant downstream revenue that she produces” for the hospital: nearly $4.6 million a year, according to the lawsuit.

In some cases it was the specialists who demanded lopsided pay packages. When Wheeling, eager to get a piece of the booming field of pain management, decided to recruit Tune, the anesthesiologist responded that he wanted an “alternative/undefined model” of compensation that could earn him $1 million a year, according to Longo’s lawsuit.

Instead of making Tune an employee, Longo alleges, Wheeling leased clinic space to a company created by Tune and paid him $3,000 a day — more than $700,000 a year. In its initial contract, Wheeling also let Tune keep 70% of his practice’s net income, according to the government’s complaint.

Two years later, when the hospital’s chief lawyer raised legal concerns, Wheeling revised the contract, dropping the profit-sharing provision but boosting Tune’s daily stipend to $6,100. The government complaint said this was designed to make up for the lost incentives and thus remained illegally based on how much business Tune generated for Wheeling. Indeed, Tune and his clinic earned roughly the same amount of money as they had received before the new compensation package, the complaint indicated.

Longo said his resistance to such deals rankled both Violi and physicians. He was fired in 2015 because, he alleged, of his objections to various contracts the hospital struck with physicians. The hospital countersued in March, saying Longo had breached his fiduciary duties because he never reported any financial irregularities when he worked there. Wheeling said that after Longo was fired, he threatened to file his lawsuit unless he received a settlement. Longo has asked that the case be dismissed and said in court papers he told Violi about his concerns on “multiple occasions.”

As a whistleblower, Longo is entitled to receive a portion of any money the government collects in its complaint. Longo’s lawyer said he would not comment for this story.

In financial terms, Wheeling’s tactics succeeded. According to the government’s suit, over the first five years under Violi, Wheeling earned profits of nearly $90 million. Violi’s management firm, R&V Associates, also prospered: Wheeling more than doubled the firm’s annual compensation from $1.5 million in 2007 to $3.5 million in 2018. Violi and his lawyer did not respond to requests for comment.

“The hospital has benefited tremendously from Ron’s keen business acumen,” Monsignor Kevin Quirk, the hospital board chairman, said last week in announcing Violi’s retirement.

Wheeling’s quality of care has not excelled commensurately, however, according to Hospital Compare, Medicare’s consumer website. Patients with heart failure or pneumonia are more likely to die than at most hospitals. In April, Medicare awarded Wheeling Hospital its lowest rating, one star, for overall quality.

Original news can be found at:

International Hospital Federation Awards deadline extended to 3rd June

Due to overwhelming demand, entry submissions for the 2019 International Hospital Federation (IHF) Awards has just been extended to 3rd June. Hospitals and health service providers can still nominate their outstanding and innovative projects and programs.

The IHF Awards Committee announced that the extension of the deadline of entries is to give more organizations an opportunity to nominate exemplary programs that deserve international recognition.

There are four categories in total:
1. IHF/Dr Kwang Tae Kim Grand Award
2. IHF/Bionexo Excellence Award for Corporate Social Responsibility
3. IHF/EOH Excellence Award for Leadership and Management in Healthcare
4. IHF/Austco Excellence Award for Quality & Safety and Patient-centered Care

The Awards is open to all public and private healthcare provider organizations. The submission process is simple and at no cost. Interested organizations only need to create an account in the IHF Awards website to accomplish the entry form.

Winners will be awarded in front of industry peers at the Awards Ceremony during the 43rd IHF World Hospital Congress in Muscat, Oman in November.

The 2019 International Hospital Federation (IHF) Awards is sponsored by Dr Kwang Tae Kim, Austco, Bionexo, and EOH. For more information and to submit entries visit https://congress.ihf-fih.org/ihf_awards

About the International Hospital Federation (IHF)
Established in 1929, the IHF is an international not for profit, non-governmental membership organization. Its members are worldwide hospitals and healthcare organizations having a distinct relationship with the provision of healthcare. IHF provides its members with a platform for the exchange of knowledge and strategic experience as well as opportunities for international collaborations with different actors in the health sector. IHF recognizes the essential role of hospitals and health care organizations in providing health care, supporting health services and offering education. Its role is to help international hospitals work towards improving the level of the services they deliver to the population with the primary goal of improving the health of society.

Original news can be found at: hhmglobal.com

6 Predictions on how ultrasound systems market will expand through 2022

Due to the increasing adoption of advanced imaging systems in healthcare industry, ultrasound systems continue to be an irreplaceable commodity. In the view of rising healthcare costs, affordable and accurate imaging & diagnosis achieved through ultrasound technology will continue to attract patients, and render profits even in conventional medical settings.

The report on the global market for ultrasound systems projects a steady growth for the market during 2017-2022. The global ultrasound systems market, which is pegged to reach $6Bn by end-2017, will soar steadily at a 5.5% CAGR to reach $7.8Bn towards the end of 2022.

Following are key projections on the global ultrasound systems market, excerpted from the report:

The report highlights the application of ultrasound systems in cardiology. Alarming rise in incidence of cardiac disorders throughout the globe is expected to drive the adoption of ultrasound systems, which are effectively used in cardiology diagnostics. Between 2017 and 2022, more than US$ 430 Mn worth of incremental opportunity will be created by application of ultrasound systems in cardiology. The report also predicts that nearly half of ultrasound systems sold in the global market during the forecast period will be developed on 2D ultrasound imaging technology.

Healthcare infrastructure in developed economies such as the US and Canada is expected to promote the adoption of ultrasound systems. The report projects that by the end of 2022, North America’s ultrasound systems market will have reached an estimated value of US$ 3.2 Bn. During this forecast period, North America is also anticipated to be the largest market for ultrasound systems in the world.

The report also observes impressive growth in the ultrasound systems market across European countries. In 2017, more than 25% of the global ultrasound systems market value is expected to be accounted by sales of ultrasound systems in Europe.

Demand for ultrasound systems in the Asia-Pacific excluding Japan (APEJ) region is projected to be lower than above regions, however, manufacturers will be interested in laying down their production units in this region. In such manner, the APEJ ultrasound systems market is likely to account for more than 15% of the global market revenues throughout the forecast period.

Based on the portability of ultrasound systems, the report expects a higher demand for standalone systems. By procuring revenues worth $4.2Bn, standalone ultrasound systems will dominate the global market with more than 70% revenue share towards the end of 2017. On the other hand, portable ultrasound systems will showcase a robust revenue growth at 6.4% CAGR, albeit, reflecting a little over 17% share on the global ultrasound systems market.

Hospitals will remain the largest end-users of ultrasound systems in the global market, and account for half of its value in the years to come. Meanwhile, diagnostic centers will contribute to nearly 20% of the global ultrasound systems market, procuring revenues worth $1.6Bn by end-2022.

The report has profiled leading players in the global ultrasound systems market, which include companies namely, General Electric Company, Koninklijke Philips N.V., Toshiba Corporation, Siemens AG, Hitachi Ltd., Fujifilm Holdings Corporation, Esaote SpA., Shimadzu Corporation, Analogic Corporation, and Samsung Electronics Co. Ltd.

These insights are based on a report on Ultrasound Systems Market by Fact.MR
Original news can be found at: hhmglobal.com

Dubai Health Authority launches new neurology, stroke unit

Dubai Health Authority (DHA) launched a new Neurology and Stroke Unit at Rashid Hospital on Monday.

His Excellency Humaid Al Qutami, Director General of the DHA inaugurated ward 25 along with a number of DHA officials.

The new Neurology and Stroke Unit has an 18-bed capacity and focuses on offering specialised neurology services to the average 20,000 annual visitors (both outpatients and inpatient) the neurology department receives.

Commenting on the opening of the centre, Al Qutami said: “The expansions are in line with the authority’s goals of providing specialised medical care to the community. The DHA strives to continuously develop all medical departments across DHA facilities and ensure that they are equipped with the latest state-of-the art technologies and qualified staff.”

Al Qutami commended businessman Mr Yousef Mohammad Hadi Badri for sponsoring the new unit and contributing to the developmental drive of the health sector in Dubai.

Dr. Abu Baker Al Madani, the Head of the Neurology Department in Rashid Hospital said the Neurology department in Rashid hospital is the largest Neurology service centre in UAE, catering to more than 20,000 patients every year (reaching 22,700 in 2018).

“The department’s scope of services include: emergency service (24/7), outpatient clinics (general and specialised), inpatients including critical care patients, inpatient consultations in Dubai hospital and Latifa hospital, electrophysiological studies, specialised procedures including Botox injections, baclofen pump and DBS programming to name a few,” he said.

In addition, Dr Madani added that the department serves as primary training centre for neurology residents and for periodic training for residents from sister specialties.

“We have dedicated Neurology ward for high and low dependency patients including acute stoke patients and specialised epilepsy monitoring unit. Our inpatient unit receives between 600 to 1,000 patients per year and the most common admissions under neurology service includes acute stroke thrombolysis and intervention, neurological emergencies (including status epilepticus, myasthenic crisis, transverse myelitis, auto immune encephalitis, neuroleptic malignant syndrome etc..).”said Dr Madani

Meanwhile, the department’s outpatient clinics, which receive between 15,000 to 20,000 visits every year includes—in addition to general neurology services—specialized clinics for MS, movement disorders, neuromuscular, epilepsy, dystonia clinic and electrophysiology to name a few.

The neurology department also launched peripheral outreach Headache clinics in Nad Al Hamr and Al Barsha PHCs. Other notable clinics include the telemedicine smart clinic, telephonic clinic, infusion clinic and visiting neurologist clinics, where international experts for MS, Epilepsy, movement disorders and neuromuscular disorders assess selected patients in Rashid hospital. Neurology team provides in-hospital consult for patients requiring neurology evaluation within Rashid hospital, Dubai hospital and Latifa hospital. They provide around 600 to 800 consultations per month.

The department also provides a neurology residency programme and teaching programme for undergraduates from Dubai Medical College to name a few of its academic endeavors.

Among the department’s many achievements is receiving a German stroke society accreditation- for the stroke unit, having ongoing registries for Multiple sclerosis, Neuropathy, headache, movement disorders and epilepsy and establishing a centre of excellence for Multiple Sclerosis, to name a few.

“We are also on the path for establishing centres of excellence for neuromuscular disorders, movement disorders, epilepsy and headache,” added Dr Madani.

Dr Al Madani concluded by sharing the departments future plans of establishing a full epilepsy-monitoring unit, provide initial Trans magnetic stimulation for treatment for headache, back and neck pain and depression and provide a fellowship programme for neurophysiology, stroke and multiple sclerosis, to name a few.

This press release was submitted by Dubai Health Authority.
Original news can be found at: arabianbusiness.com