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1、Innovation for sustainable cancer careAddressing urgent workforce shortages Copyright 2023 VinturaAuthors:Bas Amesz,Pim Kooreman and Adithia Kwee,VinturaDesign&illustrations:Bjrg Trentelman,HighWave ConceptsText editor:Justin SteedCitation:Vintura 2023.Innovation for Sustainable Cancer Care.This rep
2、ort was commissioned and financed by the EFPIA Oncology Platform.This report is explicitly endorsed by the following organisations:See the list of contributors for a complete overview of contributors to this reportDIGESTIVE CANCERSEUROPE32Innovation for sustainable cancer care|Addressing urgent work
3、force shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortages410 cases to demonstrate how innovation positively impacts healthcare workforce challenges.These cases highlight substantial potential for reducing healthcare workload,creating efficiencies,and improving patie
4、nt outcomes.In addition,our research estimates the quantitative impact on workforce efficiencies of 4 innovation cases,illustrating that innovation,when adopted at scale,has the potential to compensate healthcare workforce shortages.However,realising the full impact of innovation is only possible wh
5、en it is implemented at scale.This is where we see critical gaps and huge untapped opportunity.Our call to action to local decision makers is to adopt efficiency realising innovations now.To do so,we propose 5 key Success Factors to bridge 5 local hurdles we identified in our research:1.Efficiency o
6、bjectives&incentives By adding efficiency as a healthcare objective alongside the delivery of high-quality care,policymakers can align hospital incentives and rewards with efficiency goals.2.Sustainable financing&reimbursement Establish national implementation budgets to fund the implementation of c
7、are innovations that drive efficiency,acting as a bridge to a long term goal of full reimbursement for innovations that have proven benefit in the real-world setting.3.Implementation&training support Create national teams or local hospital task forces whose goal is to reduce the burden on the workfo
8、rce by implementing innovations and delivering the necessary user training.4.Data to support continuous improvement Establish national efficiency metrics as well as a measurement system to quantify the impact of innovations,to be used as a basis for ongoing assessment and continuous improvement.5.Ad
9、option at scale Define a clear progression pathway for the broad implementation of innovations,supported by national and/or regional guidelines and learning networks.Europe must take immediate action to transform cancer care through innovation.Implementing efficiency-realising innovations now can mi
10、tigate short term workforce shortages.Meanwhile,creating an environment that fosters innovation will ensure sustainable,equitable,and high-quality cancer care in the long term.This collaborative effort will benefit patients,healthcare professionals,and society as a whole,advancing cancer care for th
11、e decades to come.Executive SummaryTo address this challenge,a comprehensive approach is necessary,focusing on three key root causes:A.Rapidly increasing demand for oncology care B.Increasing effort to treat each patient C.Stagnant growth in the healthcare workforce Innovation in healthcare is a key
12、 enabler for addressing these 3 root causes and mitigating current and future healthcare workforce shortages.Select innovation examples across five categories of healthcare innovation care delivery,therapeutics,screening&diagnostics,wellness&disease prevention,and research&development provide ample
13、opportunity to improve the situation.In collaboration with an international multi-stakeholder group we carefully selected This report highlights the urgent need to rethink cancer care delivery and support the oncology healthcare workforce to safeguard a sustainable and equitable oncology care future
14、.Healthcare,and oncology care,faces a critical challenge in Europe:growing demand for cancer care is surpassing the growth of the healthcare workforce.Experts estimate that we will have a shortage of 4.1 million healthcare workers by 20301.This situation places significant pressure on oncology care,
15、resulting in 1)delayed diagnoses and decreased health outcomes for patients,2)pressured healthcare staff impacting mental health and well being,and 3)staff shortages and long waiting lists reducing stability of care providing institutions.5Innovation for sustainable cancer care|Addressing urgent wor
16、kforce shortages64Executive Summary18Sustainability under pressure An urgent need to rethink how we deliver cancer care and support the oncology healthcare workforce216Innovation as a solution Empowering the oncology healthcare workforce through innovation3Annex32Call to action Innovation at scale t
17、o transform cancer care38List of abbreviations40List of contributors44List of references517383Case deep dives 10 innovations that improve the sustainability of cancer care Case impact estimations Estimates of impact for 4 cases Case long list 44 casesList of contents7Innovation for sustainable cance
18、r care|Addressing urgent workforce shortages81.Sustainability under pressureAn urgent need to rethink how we deliver cancer care and support the oncology healthcare workforceThe widening care gapThe continuous improvement of survival rates for various types of cancer2 is a testament to the significa
19、nt advances in diagnosis and treatment.For instance,the survival rates for prostate cancer have risen from 68%in 1995 to 88%in 2014,while breast cancer survival rates have increased from 75 to 84%during the same period.Similar positive trends have been observed for melanoma,ovarian,and lung cancers.
20、Even though survival does not equal cure,these encouraging developments reflect the progress made in the fight against cancer,and they offer hope to patients and their families.However,pressure on services threatens to make care inaccessible to those who need it.Action is needed now to avert a major
21、 crisis.The challenge we currently face is that Europes growing cancer care needs are outpacing the growth of the healthcare workforce.According to estimates from the European Commission,the number of cancer diagnoses in the EU and European Free Trade Association countries is projected to increase b
22、y 21%in 20403,while the total healthcare workforce is expected to grow by only 5%4.This imbalance could lead to a shortage of 4.1 million healthcare workers in Europe by 20304.Addressing this issue requires a coordinated effort from policymakers,healthcare providers,and other stakeholders to ensure
23、that patients have access to quality cancer care.Figure 1Europe five year survival rate across cancer type is showing positive trends in the last two decades2Figure 2Oncology care needs are growing faster than the growth of the healthcare workforce 9Survival rates of specific cancer types Europe ONC
24、OLOGY CARE NEEDSONCOLOGY CARE DELIVERYGap in oncology careThe number of people being diagnosed with cancer by 2040 in EU and EFTA countries is estimated to increase by 21%compared to 20203The expected shortage in the EU28 is anticipated to reach 4.1 million in 2030(0.6 million physicians,2.3 million
25、 nurses and 1.3 million other4 health care professionals)Time8060402011%34%50%68%-20-201416%Lung40%Ovarian61%Colon84%Breast88%ProstateThis chapter illustrates the urgent need to rethink how we deliver cancer care to keep care sustainable.We highlight that there is an inc
26、reasing gap between the care we need to deliver,versus the care we can deliver in the future.We dissect this challenge to understand the main factors driving this gap,and what will happen if we do not act.We showcase several initiatives that are addressing this challenge and describe how innovation
27、is a key tool at our disposal to keep high quality care sustainable.75%9Innovation for sustainable cancer care|Addressing urgent workforce shortages 10There are three root causes driving the gap between Europeans care needs and the capacity of oncology care systems to deliver:Increasing needs in onc
28、ology careStagnating workforceThe European population is,in general,both growing and ageing.Most countries in Europe have seen an increase in life-expectancy over the last 20-30 years5.As cancer is a disease of old-age,it is considered the primary risk factor for the majority of tumors.These factors
29、 have contributed to an approximate 50%rise in cancer incidence over the past two decades,and this trend is projected to continue6.New oncology cases in Europe are expected to rise from 4.4M(2.68M in the EU27)in 2020 to 5.33M(3.24M in the EU27)by 2040.7Evidence suggests healthcare productivity isnt
30、increasing compared to other industries.For example in the Netherlands,productivity has declined by 1 to 3%since 20108.Innovations improved care quality but not output per worker,leading to more effort needed for each patient.This challenge isnt unique to the Netherlands;Canada and the US face it to
31、o.One hypothesis is increased administrative burden.HCPs spend two days a week,40%of their time,on paperwork.About 50%of physicians feel others could handle 11%of their tasks,and 7%see 31%as unreasonable9.A recent study found that for each patient visit,physicians spend about 16 minutes editing,upda
32、ting and maintaining EHRs10.It is important to recognise that every administrative task,whether necessary or not,reduces healthcare professionals time for their patients.While the healthcare workforce is growing slightly in most countries,it is not keeping pace with the growth in demand for oncology
33、 care.This is especially true of nurses.There is expected to be a shortfall of 4.1 million healthcare professionals(600,000 physicians,2.3 million nurses and 1.3 other healthcare professionals)by 2030 across the EU284.While,as mentioned above,cancer incidence is increasing and the time spent to trea
34、t each patient is increasing,the number of oncologists has grown by just 5%since 201211.This shortage is due to a combination of an ageing workforce(40%of oncologists are approaching retirement age),a high level of burnout and stress due to long working hours -and the effects of the COVID-19 pandemi
35、c-and poor working conditions and pay12.In some cases,nurses are being asked to do triple the amount of work they used to in order to meet the needs of the hospital,which is highly likely to exacerbate workplace stress and burnout,and increase the likelihood of healthcare workers leaving the profess
36、ion13.Population and demographics:Population growth Aging populationAdministrative burden:Treatment documentation and paperwork Productivity not in focus:Limited adoption of efficiency enhancing steps to increase healthcare productivityMore effort is needed to treat a patient4.1 million shortage 204
37、0Decreasing healthcare productivityHealthcare workforce growth since 2012Workforce demographics:40%of oncologist in retirement age High pressure and stress:Burn-out due to COVID-19 and long working hours Working conditions:Unattractive wagesMore cases driven by a growing,ageing and less healthy popu
38、lationProductivity in healthcare is not increasing in contrast to other industriesThe healthcare workforce is not growing as fast as demand for oncology care12321%5%20202040Other HCPs 32%Nurses 56%Doctors 12%Oncology care needs are growing rapidly1Healthcare workforce FTE is stagnating3Effort to tre
39、at an oncology patient is increasing2Root causesMain drivers-1%-3%11Innovation for sustainable cancer care|Addressing urgent workforce shortages10Innovation for sustainable cancer care|Addressing urgent workforce shortages12The effects of the COVID-19 pandemicThough the challenges facing oncology ca
40、re both existed and had been identified before the onset of the global COVID-19 pandemic in 2020,the latter has worsened the situation in several ways.Firstly,delayed screenings and treatments,such as for surgeries,radiation therapy and chemotherapy,due to a lack of capacity in hospitals,has resulte
41、d in a backlog of cancer cases and diagnoses at a later stage consequently.Treating late stage cancer compared to early stage is associated with worse outcomes and increased healthcare resource use 14.Secondly,to safeguard against COVID-19 infection,healthcare practitioners were required to wear Per
42、sonal Protective Equipment(PPE),such as masks and gowns,while additional precautions had to be taken to protect fragile patients from nosocomial infections,which were more likely during the pandemic.As such the effort and time required to treat each patient increased substantially thus reducing the
43、capacity of healthcare systems.Finally,healthcare workers were on the frontline of the COVID-19 pandemic,and so had a high risk of infection.This meant that at any one time there were a significant number of infected individuals who were unable to work.This led to greater pressure on the remaining w
44、orkforce who were asked to work longer and harder which in turn led to increased burnout rates15.An unsustainable situationThe trends described above put tremendous,unsustainable pressure on every stakeholder in oncology.Patients face delayed diagnoses and treatment,which is associated with decrease
45、d health outcomes since the disease will be more advanced.Healthcare workers are expected to treat more patients and face an increased administrative load.This means oncologists and nurses spend less time with patients and have less time for professional development.This situation will affect their
46、mental health and their ability to stay abreast with the latest scientific developments which could otherwise optimise patient treatment.Healthcare providers face staff shortages and more complex oncology care,which will lead to a drop in healthcare quality.Interviews with hospital board members has
47、 led us to estimate a 15%staff shortfall across European hospitals,laboratories,radiology departments and operating theatres.The shortage of radiologists is already impacting patient care.For example,the UKs Royal College of Radiologists has reported delays for patients starting chemotherapy or radi
48、otherapy in about half of the countrys cancer care centres.The Marwood Group consultancy has found that the problem is not limited to the UK;the number of radiologists per 100,000 people in Portugal,Spain and Switzerland are all insufficient according to its report.“Across the EU,there is a growing
49、shortage of radiologists,”Marwood said,“with only an average of 12.8 radiologists for every 100,000 population.”16Keeping cancer care sustainable:a holistic approach and comprehensive actionsThe three main challenges to oncology care mentioned above require urgent,comprehensive actions guided by a h
50、olistic approach.Challenge 1:Oncology care needs are growing rapidlyReducing demand for cancer care services requires a continuous,multifaceted strategy involving prevention,early detection and effective treatment.Challenge 2:Effort to treat an oncology patient is increasingIncreasing the efficiency
51、 of oncology care is essential for improving patient outcomes,reducing healthcare costs and elevating the overall quality of care.Challenge 3:Healthcare workforce FTE is stagnatingIncreasing retention of healthcare workers while also increasing the number of oncology professionals is critical if we
52、are to meet the growing demand for cancer care.“We need to be clear on one fact:our healthcare systems are moving towards a collapse,and we need to do something.Workforce topic is key here.Only if we increase our workforce numbers or change the way we work we will be able to cope with growing waitin
53、g lists and pressured workforce.”Quote from Oncology Hospital Board member during Sounding Board 1312Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortages14Oncology care needs are growing rapidlyFTE pe
54、r oncology patient is increasingHealthcare workforce FTE is stagnatingDecrease oncology demandIncrease care efficiencyRetain healthcare workforceDecrease oncology demandIncrease care efficiencyRetain healthcare workforceOncology care demandOncology care delivery Reduce the size of the pie Reducing o
55、ncology demand requires a multifaceted and continuous approach,including prevention,early detection,and effective treatment of cancer Increase efficiencyIncreasing oncology care efficiency is essential to improving patient outcomes,reducing healthcare costs,and enhancing the overall quality of care
56、Retain care workersIncreasing the number of oncology professionals and retaining the healthcare workforce is critical to meeting the growing demand for cancer care123Europes healthcare systems are taking the challenge seriously.The EUs Beating Cancer Plan proposes a series of measures for cancer pre
57、vention,increasing healthcare system resilience and addressing inequalities in access to cancer care.Other initiatives,including the European Health Data Space,have the potential to make systems more efficient.Additionally,given the strain placed on healthcare systems during the pandemic,there is a
58、new general focus on wellbeing to reduce general demand for healthcare interventions.EFPIA is not alone in identifying or establishing how to tackle these challenges.Patient and professional organisations including All.Can,EONS,EAHP and ECO are also looking at impactful innovations which,when adopte
59、d at scale,would work in tandem with the solutions we are proposing.Through smart investments in innovation,healthcare decision makers can create a new path which reduces oncology demand,ensures efficiency in cancer care and drives sustainable,equitable resource use to promote better outcomes for pa
60、tients and professionals.But much more can and must be done.Europe should prioritise the uptake of innovation in all its forms:investment in research,digital health,access to screening and new approaches to care delivery.There must be a determination to consider and implement any change which can im
61、prove health outcomes,patient experiences and efficiencies.EU Institutional initiativesCharacteristics of medical deserts and approaches to mitigate them:a scoping reviewOncology care demandOncology care deliveryOncology care demandOncology care delivery1514Innovation for sustainable cancer care|Add
62、ressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortages16 In this chapter,we illustrate how different innovations in care delivery can help address the healthcare workforce challenge.We identified 10 deep dives,and then selected four in which we
63、 have estimated the quantitative impact on efficiency,by measuring the freeing up of full time equivalents(FTE),which enables the healthcare workforce to refocus activities in line with patient needs.Innovation opportunityThe workforce challenge facing cancer care across Europe is serious.But we bel
64、ieve innovation in healthcare offers exciting possibilities to address the chronic shortage of healthcare professionals in order to create a sustainable,accessible,affordable,equitable and balanced system in which we can deliver appropriate and highest quality care that is in line with the latest sc
65、ience,without putting unnecessary strain on the healthcare workforce.2.Innovation as a solution Empowering the oncology healthcare workforce through innovationReducing demandRetaining workersIncreasing efficiencySustainable Oncology Care Preventing cancer:Promoting health literacy on cancer preventi
66、on,integration of primary care in the cancer ecosystem,vaccines for certain cancer types Minimizing side effects:Personalized therapy,genome-informed pharmacology Reducing treatment time:Targeted therapy,minimally invasive surgery,wait-and-see protocols Early detection support:Wearables,digital apps
67、,cancer screening programs Increase worker satisfaction and recognition:Employee support app,Burn-out Improve working environment:Best practice sharing,resource management Upskilling talent:Virtual reality,digital on-demand training Better accuracy:Molecular imaging,digital pathology Faster result:L
68、iquid biopsy,Next Generation Sequencing Remote Care:Remote Patient Monitoring(RPM),Telehealth Administration support:Electronic Medical Record(EMR),electronic patient reported outcomes(ePROs)Avoiding down time:Digital pharmacy,supply chain solution Sustainable,accessible,affordable,and equitable onc
69、ology care system in which we can deliver appropriate and highest quality care that is in line with the latest science,without unnecessary strain on the healthcare workforce.Sustainable oncology care system is a system in which the care we need to deliver is in balance with the care we can deliver i
70、nnovation can support thisObjectivesOutcomeCare demandCare deliveryDecrease demandIncrease efficiencyRetain workforceBy reducing demand,increasing efficiency,and retaining care workers,care innovation provides a significant opportunity to reduce the widening gap between oncology care needs and deliv
71、ery17Innovation for sustainable cancer care|Addressing urgent workforce shortagesDefining innovationHealthcare innovation refers to the implementation of new ideas,approaches,technologies,and practices that aim to improve the delivery of healthcare services and outcomes.It involves identifying and s
72、olving healthcare challenges and needs,finding new and effective ways to prevent,diagnose and treat diseases,and improving access to healthcare services.Innovation in healthcare has the potential to transform the healthcare industry by improving patient outcomes and quality of life.It leads to the d
73、evelopment of new treatments and cures,enhances patient safety,improves patient experience,increases efficiency,and reduces costs.In our research we consider five key healthcare innovation categories covering the whole healthcare value chain.Innovation categoriesCare deliveryTherapeuticsScreening&di
74、agnosticsWellness&disease preventionResearch&developmentResearch and development innovations focus on enhancing the process of discovering and developing new treatments and therapiesWellness and disease prevention innovations aim to promote a healthier lifestyle and prevent the onset of diseasesScre
75、ening and diagnostics innovations focus on improving the accuracy,efficiency and effectiveness of medical screening and diagnosisTherapeutics innovations focus on advancing treatments and therapies for various medical conditionsCare delivery innovations focus on improving the way healthcare services
76、 are provided1918Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortages 1.Care delivery2.Therapeutics3.Screening&diagnostics 4.Wellness&disease prevention 5.Research&development Care delivery innovation
77、s focus on improving the way healthcare services are provided.Some notable examples include:Therapeutic innovations focus on advancing treatments and therapies for various medical conditions.Some notable examples include:Screening and diagnostic innovations focus on improving the accuracy,efficiency
78、 and effectiveness of medical screening and diagnosis.Some notable examples include:Wellness and disease prevention innovations aim to promote a healthier lifestyle and prevent the onset of diseases.Some notable examples include:Research and development innovations focus on enhancing the process of
79、discovering and developing new treatments and therapies.Some notable examples include:Clinic Decision Support:Utilizing technology and data analytics to support healthcare professionals in making informed clinical decisionsDNA Editing:Utilizing gene-editing technologies to modify a patients DNA for
80、therapeutic purposesImaging Technologies:Advancing conventional and molecular imaging techniques,such as X-rays,computed tomography(CT),magnetic resonance imaging(MRI),and positron emission tomography(PET)Meditation&Fitness Tools:Providing digital platforms and tools to support meditation practices
81、and encourage physical fitnessPatient Engagement:Involving patients in the research process,allowing them to contribute their experiences and perspectives to improve the development of healthcare solutionsDigital Therapies:Using digital platforms and applications to deliver therapeutic interventions
82、,such as cognitive behavioral therapy for mental health conditionsRNA Applications:Developing RNA-based therapies for diseases such as cancer and genetic disordersPersonalized Biopsies:Tailoring biopsy procedures to individual patients,considering specific genetic and molecular characteristicsPublic
83、 Health Improvements:Implementing community-wide interventions,policies,and campaigns to improve public health and prevent diseasesAI and Machine Learning in Drug Discovery:Leveraging artificial intelligence and machine learning algorithms to expedite drug discovery and development processes Electro
84、nic Medical Records(EMR):Improve healthcare data exchange to enhance accessibility and coordination of care Cell Therapy:Using living cells,such as stem cells,to treat and cure diseasesSelf-screening:Allowing individuals to monitor and assess their health status in the comfort of their own home,redu
85、cing pressure on the healthcare systemDisease Prevention Tools:Developing technological solutions,such as wearable devices and mobile apps,to help individuals prevent and manage chronic diseases Siteless Trials:Conducting clinical trials remotely,utilizing digital tools and patient-generated dataTel
86、ehealth and Remote Monitoring:Leveraging technology to enable remote consultations and monitoring of patients health conditions,improving access to care and reducing hospital visitsBiologics:Developing therapeutic agents derived from living organisms,including antibody-drug conjugates with cytotoxic
87、 and radio-isotope payloadsHealth literacy:Improve the degree to which individuals have the ability to find,understand,and use information and services to inform health-related decisions and actions for themselves and othersR&D organisation and collaboration:Shortening the lines between universities
88、 and hospitals,improving communication between clinicians and academia,facilitating proof-of-concept research to create the possibility for the researchers to demonstrate their ideas in practiceCare organisation:organise care to ensure optimal use of resources ie.to patient home or other non-hospita
89、l care insitutionsCancer Vaccines:Cancer vaccines hold great promise to reduce the burden of cancer especially for those with viral etiology2120Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortagesSumm
90、arizing the benefit of innovation casesThe summaries below illustrate how 10 promising innovations provide significant value in reducing healthcare workforce shortages.Additional information for each case can be found in the appendix.1.Huma Remote Patient Monitoring(RPM)-Shifting the treatment from
91、traditional settingHuma supports hospitals in providing access to care beyond traditional settings.It reduces demand1 for hospital beds,clinics and other services by allowing patients to be treated at home by nurses.As well as taking on clinical tasks,nurses can empower and encourage patients to tak
92、e ownership of their own treatment 17.2.Umberto I University hospital-Hematology care pathway optimizationIn 2008,haematologists at Policlinic Umberto I university hospital in Rome developed a care pathway which allows for continuity of care between the hospital and a persons home,building a pathway
93、 to ensure continuity of care for people with blood cancer.This innovation is reducing the hospital workforces workload by shifting care delivery to the patients home18.3.Cancer immunotherapy,using checkpoint inhibitors Immune-checkpoint inhibitors(ICIs)have become a cornerstone of cancer therapy,be
94、nefiting nearly half of metastatic cancer patients in developed countries19,20.ICIs currently approved target the cytotoxic T-lymphocyteassociated protein 4(CTLA-4),programmed cell death receptor 1(PD-1),or programmed cell death ligand 1(PD-L1)and work by preventing immune evasion from cancer cells2
95、1.The use of ICIs is expanding,especially in combination therapies and through the discovery of novel therapeutics22,23.Personalised approaches,such as pre-treatment diagnostics,genetic and biomarker analysis,are improving patient selection,enhancing treatment efficacy and safety24,25.Continued rese
96、arch aims to refine treatment strategies,further minimize side effects,and extend benefits to more cancer types and enhance access at the global level26.4.Qure AI-Machine learning for early detection of cancer Qure.ai is a startup deploying artificial intelligence(AI)assistance and deep learning tec
97、hnology for medical imaging diagnostics.By automating repetitive tasks,it reduces radiologist and oncologist workload while improving early diagnosis rates and,therefore,preventing late-stage disease27.5.ColoAlert-Self detecting colorectal cancerColoAlert is a self-testing method to detect bleeding
98、and non-bleeding colorectal tumors through tumor DNA analysis.As well as providing a less invasive testing method which can be performed outside traditional hospital environments,it offers better early detection than current fecal testing standards28.1.Identify healthcare InnovationsTogether with a
99、multi stakeholder group consisting of more than 20 stakeholders from the cancer community,including patients,healthcare policymakers,leading physicians,healthcare providers and payers,we identified 44 innovation cases that positively contribute to advancements in healthcare.2.Select 10 healthcare in
100、novationsThe 44 innovations were evaluated based on impact and feasibility narrowing the list down to 10 cases ensuring a balanced representation across five innovation categories.3.Summarize 10 Cases A comprehensive summary of each of the 10 selected innovation cases was prepared.This included a de
101、scription of the innovation,its key features and benefits,and relevant case studies or evidence supporting its effectiveness.4.Estimate quantitative impactFour out of the 10 cases were chosen for a quantitative impact assessment.Based on existing data and assumptions we estimate the positive impact
102、each case has on creating efficiencies in healthcare.Innovation case approachDuring our study,we identified 44 examples of healthcare innovations,from which we created a shortlist of 15 cases,based on their impact and feasibility.This shortlist was then further reduced to 10 cases selected for a dee
103、p dive,and we quantified the impact on healthcare workers in four cases.We used a 4-step approach to identify and analyze EU healthcare innovations that have the potential to address healthcare workforce challenges.2322Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnov
104、ation for sustainable cancer care|Addressing urgent workforce shortages6.Prehabilitation-Reducing the impact of surgeryPrehabilitation is a comprehensive program for cancer patients before surgery,incorporating exercise,nutrition,and emotional support.It aims to optimize their physical and mental he
105、alth,enabling quicker postoperative recovery,reduced complications,and improved overall well-being during the cancer treatment journey29.7.Skin Vision-Software for early detection of melanoma SkinVision is an application for self-screening of moles.This innovation supports individuals especially tho
106、se in remote areas to recognize skin cancers early without visiting a dermatologist.This innovation delivers another layer of skin cancer screening,reducing dermatologist workload30.8.Embracing carers-Empower&support carers with knowledge and networks Embracing Carers is a global initiative focused
107、on recognizing and raising awareness for the crucial role of informal carers.In collaboration with global carer organizations,solutions are developed that empower carers with the right support and information they need to become true partners for doctors and nurses in delivering excellent cancer car
108、e23.9.RECaN-Value nursesRecognizing European Cancer Nursing(RECaN)is a project led by the European Oncology Nursing Society(EONS)and supported by the European Cancer Organization.It aims to increase recognition for the value and contribution of cancer nursing across Europe.The program aims to reduce
109、 the high turnover and burnout rate by offering cancer nurses support,training and acknowledgement32.10.Virtual physiological human-Virtual representation of patientsThe Virtual Physiological Human aims to create a virtual representation of the human body by integrating diverse data sources and fost
110、ering interdisciplinary collaboration among researchers,clinicians,and industry professionals.It enables the simulation and testing of treatment strategies,allowing for more efficient and personalized approaches to oncology research and care which can reduce the burden on healthcare professionals an
111、d optimize patient outcomes33.The care innovation chainDecrease oncology demandIncrease care efficiencyRetain healthcare workforceWellness&disease preventionPrehabilitation-Reducing the impact of surgeryRECaN-value nurses Skin Vision-Software for early detection of melanomaEmbracing carers-Empower&s
112、upport carers with knowledge and networks678 9Research&developmentVirtual physiological human-Virtual representation of patientsTherapeuticsImmune-checkpoint inhibitors-Personalizing cancer care3Care deliveryHuma Remote Patient Monitoring(RPM)-Shifting the treatment from traditional settingUmberto I
113、 University hospital-Hematology care pathway optimization3 12Screening&diagnosticQure AI-Machine learning for early detection of cancerColoAlert-Self detecting colorectal cancer45 102524Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care
114、|Addressing urgent workforce shortagesEstimating the quantitative impact of select casesWe selected 4 cases based on their scalability potential to estimate the quantitative impact on reducing healthcare workload.These cases are:Huma-Remote Patient Monitoring(RPM)Qure.ai-Artificial intelligence for
115、imaging diagnostic SkinVision app-based skin cancer detection Colo Alert blood-based cancer screeningFor each case we identified a relevant application in a selected country.We zoomed in on a specific patient population,a specific use case in the treatment pathway,and a specific stakeholder in the w
116、orkforce who will benefit from the innovation.We then triangulated different data sources and assumptions to reach a high level estimate on healthcare workload reduction(FTE).As can be seen from the detailed information,all these cases offer significant FTE savings ranging from 168 to 1.014 FTE.In p
117、ractice this means that all these cases have the potential to reduce healthcare workforce workload,allowing time to be spent on other patient related tasks or other patients who would otherwise be on a waiting list.Huma-Remote Patient Monitoring(RPM)Shortening the post surgery length of stay for col
118、orectal cancer(CRC)patients through RPM has the potential to significantly lighten nurse workloadRPM can reduce duration of stay by shifting the recovery process to patients home,without reducing care quality as healthcare professionals will be able to monitor patients at a distance.As such,this inn
119、ovation has the potential to greatly reduce healthcare workforce workload,especially from nurses,when applied in post surgery setting.We illustrate this by estimating the potential to reduce healthcare workforce workload when applying RPM to colorectal cancer surgery in Germany.In 2019,over 58,000 p
120、eople have been diagnosed with late stage colorectal cancer34,of which 80%will be eligible for surgery35.These patients will recover in the hospital for 11 days after surgery according to German healthcare insurance data36.According to HUMAs website,RPM could shorten the length of stay by 53%37.Taki
121、ng a conservative assumption that 25%of patients will not be eligeble for RPM,this 30%reduction in length of stay would result in an FTE saving saving of 339 FTE in Germany per year.This FTE saving is concentrated in nurse personel and will allow them to shift attention to other value adding activit
122、ies.Innovation impactEstimated efficiency potential of 4 innovation cases when embedded in a specific countryEstimated savings generated by the innovation(in FTE)Reducing hospital care demand by reducing Length of Stay(LoS)Increasing manpower efficiency by automating patient monitoring with RPMOncol
123、ogy care demandOncology care delivery1,5061,167Healthcare workforce FTE to manage post surgery CRC patients without RPMEstimated efficiencyHealthcare workforce FTE to manage post surgery CRC patients with RPM-23%339Please find detailed assumptions and quantifications in the appendixEstimated efficie
124、ncy in Germany 339 FTEEstimated efficiency in Italy 1.014 FTEEstimated efficiency in Italy 264 FTEEstimated efficiency in UK 168 FTE Reducing hospital care demand by reducing Length of Stay(LoS)Increasing manpower efficiency by automating patient monitoring with RPM Reducing oncology demand in the l
125、ong run,due to its ability in early detection of cancer Reducing frequency of repetitive tasks,which frees up radiologist time Reducing oncology demand in the long run,due to its ability in early detection of cancer Reducing unnecessary hospital visit,primarily via elimination of benign case assessm
126、ent Improving patient outcomes via earlier detection of cancer.Early detection and timely treatment reduces the number of advanced cases and therefore the burden on the workforceFreed up capacity to e.g.1)focus on patient related tasks and patients who would be on waiting lists,2)read up on latest c
127、linical science to improve patient care,or 3)identify opportunities to improve hospital care processesShifting treatment to patients homeRemote Patient MonitoringTransforming cancer diagnostic with advance AI technologyAI in lung cancer Empowering patients to detect skin cancer via mobile appsSkin c
128、ancer self-detectionRevolutionizing early cancer detection with a single blood testColon cancer self-detectionDriverInnovationPotentialValue2726Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortagesSelf
129、 screening technologies lower the barriers for people to screen for malignant cancers.Self screening reduces burden on the healthcare workforce,as it takes place in the convenience of the persons house,and has the potential to detect cancer early.Treating cancer early is associated with better outco
130、mes and lower resource use.We estimate the potential impact of applying self screening technologies for identifying melanoma in Germany.An example of this is the mobile phone application SkinVision.SkinVision allows users to take a picture of suspicious moles after which an intelligent algorithm pro
131、vides advice on whether or not the person should visit a GP or specialist for a second opinion.Our estimation focuses on reduction in the healthcare workload from mole screenings that could have been done by a self screening tool rather than a healthcare professional.According to the European Skin C
132、ancer Foundation,there are 6.5 millions of skin cancer screening performed in Germany41.These screenings take approximately 10 minutes.Assuming that 50%of these cases could be done through self screening and that 10%would require a second opinion would result in 264 FTE of the healthcare workforce s
133、aved in Germany per year.Artifical Intelligence has many applications across multiple industries,including healthcare.The ability of AI to analyse information can unburden healthcare workers tremendously.One area in which we see a lot of development is in analysing diagnostic imaging.AI has the pote
134、ntial to increase efficiency and accuracy and could be a key tool in the future toolbox of radiologists38.We estimate the potential impact of AI used on low dose Computed Tomography(CT)image analysis by quantifying a potential use case of Qure.AI for lung cancer screening in Italy.Smoking is a well
135、established cause of lung cancer and international screening guidelines recommend annual screening of smoking population over 45 years of age39 For Italy this would mean screening and analysing 7.5 million low dose CT scans a year.Supporting radiologists analyse the results through AI would create a
136、n estimate efficiency in the process of roughly 17%.In this specific application the 17%would translate into 1,014 FTE of radiologist time saved each year.On top of creating efficiencies,Qure.AIs algorithm is able to predict lung cancer 6 years out.Identifying cancer early will enable better and les
137、s resource intensive treatment compared to late stage disease40 Innovation impactInnovation impactEstimated savings generated by the innovation(in FTE)Estimated savings generated by the innovation(in FTE)Reducing oncology demand in the long run,due to its ability in early detection of cancer Reducin
138、g unnecessary hospital visit,primarily via elimination of benign case assessment Improving patient outcomes via earlier detection of cancer.Early detection and timely treatment reduces the number of advanced cases and therefore the burden on the workforce Reduced oncology demand in the long run,due
139、to its ability in early detection of cancer Reducing frequency of repetitive tasks,which frees up radiologist time AI could accurately predict whether a person will develop lung cancer in the next year 86%to 94%of the timeOncology care demandOncology care demandOncology care deliveryOncology care de
140、livery5866,084Melanoma screening without self screening technologyLung Cancer screening LDCT analysis without AIEstimated efficiencyEstimated efficiencyNumber of FTE needed with the innovationLung Cancer screening LDCT analysis with AI-45%-17%2641.0145,070322SkinVision-Self-screening tests SkinVisio
141、n reducing unnecessary visit to general practitioner or dermatologist and empowering early detection of skin cancer through advanced home image analysisQure.ai-Artificial intelligence for imaging diagnostic The application of Artificial Intelligence(AI)in lung cancer screening has the potential to r
142、educe radiologist workload by 15%Please find detailed assumptions and quantifications in the appendixPlease find detailed assumptions and quantifications in the appendix2928Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing u
143、rgent workforce shortagesColonoscopies are the golden standard for colorectal cancer screening and diagnosis.However,it is associated with inconvenience for patients and relatively high healthcare resource use.It takes approximately 2 hours,and multiple healthcare workers are involved.ColoAlert prov
144、ides a convenient self screening test.It detects specific DNA biomarkers associated with colorectal cancer and can identify cancerous or precancerous conditions with high sensitivity and specificity in the comfort of a patients home.We estimate healthcare workforce savings in a hypothetical case in
145、which ColoAlert is the golden standard for colorectal cancer screening in the UK.In the UK around 900.000 colonoscopies are performed each year of which 70%are to diagnose colorectal cancer42.Assuming a 75%time saving when implementing ColoAlert this would result in a total of 25%FTE saving across a
146、ll colonoscopies in the UK per year.Which translated to 168 FTE.Innovation impactEstimated savings generated by the innovation(in FTE)Reducing oncology demand in the long run,due to its ability in early detection of cancer Reducing unnecessary hospital visit,primarily via elimination of benign case
147、assessment/intervention Improving patient outcomes via earlier detection of cancer.Early detection and timely treatment reduces the number of advanced cases and therefore the burden on the workforceOncology care demandOncology care delivery672-25%168504Colonoscopy FTE without ColoAlertEstimated effi
148、ciencyColonoscopy FTE with ColoAlert These innovation cases are a sub-selection of 44 cases that have a positive impact on one or more of the three root causes we outlined in chapter one.The longlist of 44 innovation cases has been carefully curated in collaboration with a multi stakeholder group co
149、nsisting of more than 20 stakeholders from the cancer community,including patients,healthcare policymakers,leading physicians,healthcare providers and payers.The detailed list as wel ass details of the impact estimates can be found in the appendix.This shows that there are multiple opportunities to
150、alleviate healthcare workforce shortages through innovation and that we can create significant efficiencies in care by adopting innovation at scale.These numbers are still far away from closing the workforce shortage gap of 4.1 million care workers by 20304.However,we must realise that these numbers
151、 are based on a subset of innovations,and a subset of applications in oncology.There are many additional applications of these technologies and many other technologies that have the potential to increase efficiency of care.These efficiencies can be used to refocus the attention of healthcare profess
152、ionals towards delivery of high quality care for patients who would otherwise be on waiting lists.We believe continued innovation and adoption at scale are key to ensuring a sustainable and equitable oncology care system,now and in the future.Please find detailed assumptions and quantifications in t
153、he appendixColoAlert-Remote diagnostics Reduce the overuse of colonoscopy and unnecessary visit to hospital using self-diagnostic ColoAlert3130Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortages323.C
154、all to action Innovation at scale to transform cancer care33Realizing the EU Mission on Cancer by 2030 will require the rethinking of how we deliver careThe EUs Mission for 2030 aims to improve the lives of more than 30 million people across the continent through prevention,cure and for those affect
155、ed by cancerincluding the families of people with cancerto live longer and better43.However,there are serious obstacles to improving European Cancer Care which will make delivering the objectives of either the Mission on Cancer or the Beating Cancer Plan challenging.The shortage of healthcare profes
156、sionals across the EU is expected to reach 4.1 million people putting serious pressure on sustainability of care4.If we are to achieve the EUs goals for cancer care in 2030,we will need to do things differently.We will need to innovate.Unlocking the potential of innovation at scale.In Chapter one,we
157、 identified three critical challenges facing European cancer care:Rapidly increasing demand for oncology care The increased effort required per patient Stagnated growth of the healthcare workforceIn Chapter two,we showed examples-10 case studies and four impact estimates-of innovative programs acros
158、s the EU which are delivering savings,improved patient outcomes and more efficient use of cancer care professionals and resources to address all these challenges.We believe that adopting these innovations at scale throughout Europe will help keep cancer care sustainable and drive us towards successf
159、ul realisation of the EU Cancer mission.There are,however,several barriers at regional and local level to the adoption of innovation at scale,and to unlocking its potential to mitigate healthcare workforce challenges.If we are to meet the challenges facing cancer care in Europe we will need to act n
160、ow while preparing for the future.As such,our call to action to local and regional decision makers is twofold:1)create the right conditions at the EU level to allow healthcare innovation to flourish in the future,2)while implementing efficiency realizing innovations at the local level now.In our 202
161、2 research,we identified 5-key building blocks to create an innovation friendly Europe.We continue advocating for these changes to foster a sustainable oncology healthcare system powered by innovation.In parallel,we have identified several proven innovations that drive efficiency in care.Implementin
162、g these initiatives at scale now would alleviate pressure on overburdened healthcare systems in the short term.That means regional and national health authorities,hospitals and other stakeholders should act locally by immediately implementing innovations.Innovation at scale is the cure for cancer ca
163、re.We outline our call to action for European policy makers to set the right conditions for innovation to flourish in Europe.In addition,we call upon local decision makers to undertake immediate implementation of efficiency realising innovations.We highlight several hurdles and solutions,including p
164、ractical examples,to enable local adoption at scale.“Adopt efficiency realizing innovation at local level now,while we set the right EU conditions for Innovation to flourish in the future”33Innovation for sustainable cancer care|Addressing urgent workforce shortages35Call to action 1:Put five key bu
165、ilding blocks in place to allow innovation to flourish in EuropeIn the long term,we ask European Union and national policymakers to work together to establish the right conditions for healthcare innovation to flourish and drive a cancer care system which is truly sustainable and equitable for the de
166、cades to come.We have identified five key building blocks we believe policymakers should adopt to facilitate innovation at scale and allow health innovation to flourish across the continent.1.Cancer care policies should reflect the long-term ambition to continue to put patients and outcomes first.Th
167、is can be achieved through a focus on innovation and sustainability rather than cost containment.2.Long-term funding programs,instruments and initiatives at European and national level can ensure the investment required to make the fundamental changes needed in cancer care.3.Robust data and analytic
168、s on patient needs,outcomes,experiences,costs and efficiency must be made available to healthcare decision makers and innovators so they can facilitate evidence-based decision-making regarding the implementation of innovations.4.Cancer care reimbursement should be redirected from its current focus o
169、n short-term volume to a longer-term focus on value,efficiency,and sustainability.5.Innovation networks should be created to allow the sharing of best practices and ensure a clear progression pathway towards wider implementation.Call to action 2:Adopt proven efficiency-realising innovations now to s
170、tart mitigating healthcare workforce shortages immediatelyOur case studies,deep dives and savings estimates described in the previous chapter have revealed three proven care concepts which have a potentially significant benefit in addressing workforce shortages:1.Remote patient monitoring to facilit
171、ate fewer hospital admissions and earlier discharge.2.AI image analysis improves the accuracy and speed of diagnoses,while requiring less intervention from scarce specialist physicians.3.Self-screening tools reduce screening time and can identify disease earlier,resulting in a lower resource burden
172、when compared to late-stage treatment.We believe implementing these innovations now will help mitigate workforce shortages by creating efficiencies in care.These efficiencies would allow healthcare professionals to refocus attention on value adding activities that are currently under pressure.We cal
173、l upon local decision makers to implement these innovations now.However,we do realize that there are several local hurdles that prevent this implementation.Our research has highlighted the 5 main hurdles and identifies 5 Success factors to bridge these hurdles.In addition,we looked at practical exam
174、ples in other areas of healthcare in which similar hurdles have been addressed,ultimately providing a roadmap to implementing efficiency realising innovation.1.Efficiency objectives&incentivesHurdle:The activity-based financing models which are typical in current healthcare models incentivise volume
175、 over outcomes or efficiency.This means that while a healthcare system benefits from efficiency,an individual hospital does not.Success factor:By adding efficiency as a healthcare objective alongside the delivery of high-quality care,policymakers can align hospital incentives and rewards with effici
176、ency goals.Practical examples:Hospitals can be rewarded financially for improving their efficiency by introducing smart contracting in healthcare.For example,in the Netherlands the focus on”appropriate care”means examining what care is not necessary,or which can take place outside the hospital envir
177、onment44.2.Sustainable financing&reimbursement Hurdle:Innovation is usually paired with investment,with an expectation of benefits in the future.Current subsidies are typically available for a pilot or development phase projects,with little help available for wider commercial implementation and scal
178、ing,which is necessary to achieve a new standard of care.This hampers innovation adoption at scale in the current system.Success factor:Establish National implemen-tation budgets to fund the implementation of care innovations which drive efficiency.These funds could serve as a bridge to ultimately f
179、ull reimbursement of innovations that have proven benefit in the real-world setting.Practical examples:The UK has established a national cancer drug fund to ensure access to promising innovation by providing interim funding45.Though this fund was criticised by some as merely a temporary fix,it could
180、 offer a short-term solution to bridge funding until structural reimbursement of innovation is fully implemented.The European Commissions Recovery and Resilience fund providing financial support to Member states for implementation of reforms46.Reimbursement:German DiGA pathway supports prescription
181、and reimbursement of digital therapies47.35Innovation for sustainable cancer care|Addressing urgent workforce shortages34Innovation for sustainable cancer care|Addressing urgent workforce shortages373.Implementation&training supportHurdle:Healthcare staffing pressures mean there is limited capacity
182、to implement novel processes.In addition,new skills(which must be acquired either through hiring or training)are often required to implement new innovations and technologies.In other words,there is limited time to innovate and find better ways to do things differently,which keeps us stuck in the sam
183、e unsustainable system.Success factor:Dedicated national teams or local hospital task forces could be established to reduce the burden on the workforce by implementing innovations and delivering the training required to make use of them.Practical examples:Specialist implementation consultants can fo
184、cus on embedding innovation as efficiently as possible while minimizing the effort required from individual HCPs.Using“learning in the flow of work”48 principles will allow healthcare professionals to prioritise patients as they learn new skills and processes.4.Data to support continuous improvement
185、Hurdle:The healthcare sector in general is lagging in terms of adopting IT systems.Most hospitals and national systems lack the measurement tools they need to quantify efficiency gains or improvements in outcomes generated by innovations.Success factor:Each country should agree on national efficienc
186、y metrics and establish a measurement system to quantify the impact of innovations,to be used as a basis forr ongoing assessment and continuous improvement.Practical examples:Several hospitals,including the Santeon group in the Netherlands and Germanys Martini Klinik have adopted Value Based Health
187、Care49.This encompasses the measure and improve principle and the use of data to continuously improve the care delivery.They place their plain focus on quality of care and look at outcomes that are relevant for patients.This same approach could also be used to look at efficiency metrics.5:Adoption a
188、t scaleHurdle:There is a lack of structured cross-country initiatives focused on identifying and communicating beneficial innovations.There is no national guidance to encourage the uptake of innovations.Success factor:Define a clear progression pathway for the broad implementation of innovations.The
189、se should be supported by national and/or regional guidelines and learning networks,as well as initiatives to increase health literacy.Practical examples:Oncological societies allow the sharing of the latest scientific advances in cancer care50.We would suggest it can also be used to share best prac
190、tice innovations.The European Network of Comprehensive Cancer Centres51 could also play an important role in scaling innovation.Lets make this happenTogether,we believe these call to actions will create a healthier,more dynamic environment.An environment in which patients,citizens and society mainta
191、in access to high-quality cancer care while upholding equal access and supporting ongoing scientific advancements.They will make it simpler and more cost-effective for healthcare providers to adopt new innovations and initiatives like those described.In turn,this will improve outcomes and access for
192、 cancer patients,while improving quality of work for healthcare professionals and those around the patient.They will make it easier for governments to balance financial constraints with their responsibility to provide advanced,effective healthcare,and they will help make that care more environmental
193、ly responsible.We believe the time has come to take a fresh look at cancer care.We believe in the power of innovation and collaboration to transform cancer care for the benefit of all.37Innovation for sustainable cancer care|Addressing urgent workforce shortages36Innovation for sustainable cancer ca
194、re|Addressing urgent workforce shortages38List of abbreviationsAI Artificial IntelligenceALAN Acute Leukemia Advocates NetworkCDK 4/6 Cyclin-Dependent Kinase 4/6COVID-19 Coronavirus Disease-19CT Computed TomographyDG CNECT Directorate-General for Communications Networks,Content and TechnologyDiGA Di
195、gitale GesundheitsanwendungenDNA Deoxyribonucleic AcidEHR Electronic Health RecordECO Economic Cooperation OrganizationEAHP European Association for Hospital PharmacistsEHA European Hematology AssociationEONS European Oncology Nursing SocietyEOP EFPIA Oncology PlatformEFTA European Free Trade Associ
196、ationEFPIA European Federation of Pharmaceutical Industries and AssociationsEMR Electronic Medical RecordePROs Electronic Patient Reported OutcomesEU European UnionEUREGHA European Regional and Local Health AuthoritiesFTE Full-Time EquivalentHCP Healthcare ProfessionalIT Information TechnologyLoS Le
197、ngth of StayMRI Magnetic Resonance ImagingNL NetherlandsPACS Picture Archiving and Communication SystemPD1 Programmed Death Protein 1PET Positron Emission TomographyPPE Personal Protective EquipmentR&D Research and DevelopmentRECaN Recognizing European Cancer NursingRNA Ribonucleic AcidRPM Remote Pa
198、tient MonitoringUK United Kingdom39Innovation for sustainable cancer care|Addressing urgent workforce shortages40List of contributorsThe following organisations contributed to this report by providing inputs,discussing report set-up and findings during European multi-stakeholder Sounding Board meeti
199、ngs,and/or reviewing the final report.Disclaimer:this publication is the result of a multi-stakeholder collaboration but does not necessarily reflect the views of individual organisations or people involved.Sounding Board participantsStakeholder categoryOrganisationNamePatient organisationsAcute Leu
200、kemia Advocates Network(ALAN)Samantha NierDigestive Cancers EuropeAleksandra KaczmarekEuropa UomoNils Petter SjholtIoannis VanezosEuropean Cancer Patient CoalitionKathi ApostolidisAdela MaghearAssociao Evita-Cancro HereditrioTamara Hussong MilagreLymphoma Coalition EuropeNatacha BolaosMyeloma Patien
201、ts EuropeKatie JoynerProfessional associationsEuropean Association for Hospital Pharmacists(EAHP)Darija Kuruc PojeAndras SuleLouis BertinStephanie KohlEuropean Hematology Association(EHA)Robin DoeswijkHealthcare providersNetherland Cancer InstitutRene MedemaErasmus MC,University Medical Center Rotte
202、rdam,the NetherlandsRodney RosaliaGenolier Cancer Center,SwitzerlandMatti AaproHaematology nurses and healthcare professionals groupErik Aerts Mairead NiChonghailePolicy makersEuropean Regional and Local Health Authorities(EUREGHA)Michele CalabroEuropean Health ParliamentEleonora VarntoumianMulti-st
203、akeholder platformsAll.CanThanos KosmidisEduardo PisaniEuropean Cancer OrganisationRichard PriceEIT HealthAnna WurmSharing Progress in Cancer CenterPietro Presti The SynergistHelena Harnik Leiden University Medical Center,the NetherlandsNick GuldemondAcademiaTechnical University Delft,the Netherland
204、sJaga SchreiberKristina DjanashviliDennis SchaartInvestorsInvestNLStanleyson HatoInnovative industryMedTech EuropeDiogo Piedade41Innovation for sustainable cancer care|Addressing urgent workforce shortagesEFPIA MembersThe joint development of this report was initiated by the EFPIA Oncology Platform(
205、EOP).The EOP is a collaboration of 21 companies from the research-based pharmaceutical industry in Europe,launched in 2016 with the vision that every patient in Europe has access to the cancer care they need:OrganisationNameAbbViePhilip SchwabAmgenMarie-Sharmila Blandino(EOP Vice-Chair)AstellasChris
206、tina ChaleGSKAikaterini Fameli(EOP Vice-Chair)MerckFranjo CaicNovartisIvana Cattaneo(EOP Chair)NovartisAoiffe OBrienPfizerYordan AleksandrovPfizerCoralie DelettreRocheSebastian Arias(EOP Vice-Chair)RocheMarion SouvetonRocheCaroline MendyEFPIAMihai RotaruEFPIAGiulia BiasiAbbVieLillyAmgenNovartisAstel
207、lasMenariniAstraZenecaMSDBayerMerckBoehringher IngelheimPfizerBristol-Myers SquibbRocheDaiichi SankyoSanofiGSKServierIpsenTakedaJohnson&Johnson4342Innovation for sustainable cancer care|Addressing urgent workforce shortagesInnovation for sustainable cancer care|Addressing urgent workforce shortages4
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238、ry and Resilience Facility Imission.europa.eu.Available from:https:/commission.europa.eu/business-economy-euro/economic-recovery/recovery-and-resilience-facility_en47.BfArM-Digital Health Applications(DiGA)Internet.www.bfarm.de.Available from:https:/www.bfarm.de/EN/Medical-devices/Tasks/DiGA-and-DiP
239、A/Digital-Health-Applications/_node.html48.Chresomales P.Council Post:Learning In The Flow Of Work Internet.Forbes.Available from:https:/ B.Universittsklinikum Hamburg-Eppendorf The Martini Klinik Case Study:What benefits does measurement give to a provider?Value Based Health Care Outcomes Workshop-
240、Madrid 2018 Internet.cited 2023 Aug 3.Available from:https:/www.farmaindustria.es/web/wp-content/uploads/sites/2/2018/10/Presentaci%C3%B3n_Burkhard_Beyer.pdf50.ESMO.Guidelines by topic Internet.www.esmo.org.cited 2023 Jul 25.Available from:https:/www.esmo.org/guidelines/guidelines-by-topic51.CraNE4H
241、ealth European Network of Comprehensive Cancer Centres Internet.Crane4health.eu.cited 2023 Jul 25.Available from:https:/crane4health.eu/52.Non-Small Cell Lung Cancer Treatment(PDQ)Health Professional Version-National Cancer Institute Internet.www.cancer.gov.2022.Available from:https:/www.cancer.gov/
242、types/lung/hp/non-small-cell-lung-treatment-pdq#_12_toc53.Promising new AI can detect early signs of lung cancer that doctors cant see Internet.NBC News.Available from:https:/ Partner to Improve Lung Cancer Care Internet.www.qure.ai.cited 2023 Sep 5.Available from:https:/www.qure.ai/news_press_cover
243、ages/astrazeneca-partners-with-qure-ai-to-improve-early-stage-diagnosis-of-lung-cancer-and-reduce-mortality-rate-in-latin-america-asia-and-middle-east-africa-regions55.rzteblatt DG Redaktion Deutsches.Skin Cancer Screening in Germany(18.09.2015)Internet.Deutsches rzteblatt.cited 2023 Sep 5.Available
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245、e day clinic(PRIME-DC)for patients undergoing neoadjuvant treatment:a single-center feasibility pilot study Internet.JMIR Preprints.cited 2023 Aug 30.Available from:https:/preprints.jmir.org/preprint/46765/accepted58.World Bank Open Data Internet.World Bank Open Data.cited 2023 Sep 5.Available from:
246、https:/data.worldbank.org/indicator/SP.URB.TOTL.IN.ZS?end=2022&locations=IT&start=202059.Italy Smoking Rate 2007-2021 I.Available from:https:/ to expect at a skin cancer screening Internet.www.aad.org.cited 2023 Sep 5.Available from:https:/www.aad.org/public/public-health/skin-cancer-screenings/what
247、-to-expect61.Cao T,Cosman B,Bikash Devaraj,Ramamoorthy S,Savides TJ,Mary Lee Krinsky,et al.Performance measures of surgeon-performed colonoscopy in a Veterans Affairs medical center.2009 Mar 6;23(10):23648.formed colonoscopy in a Veterans Affairs medical center.2009 Mar 6;23(10):23648.47Innovation f
248、or sustainable cancer care|Addressing urgent workforce shortages46Innovation for sustainable cancer care|Addressing urgent workforce shortages48AnnexHuma Remote Patient Monitoring(RPM)Shifting care from traditional setting into the patient home (hospital at home)with Humas RPM(Remote Patient Monitor
249、ing)platform52Qure AI Leveraging AI(Artificial Intelligence)assistance and deep learning technology for medical imaging diagnostics54Embracing carers Embracing carers the unsung hero and the backbone of oncology care56Immune-Checkpoint Inhibitors(ICIs)-Combination of advanced biomarker analysis and
250、tailored immunotherapy that shows promise58Skin Vision Software for early detection of melanoma60ColoAlert Self detecting colorectal cancer62Virtual human twin Virtual representation of patients,real-world systems&processes64Prehabilitation programme Improving cancer outcome beyond hospital66RECaN R
251、ecognising European Cancer Nursing68Umberto I university hospital in Rome A pathway to ensure continuity of care for people with blood cancer70Huma Remote Patient Monitoring(RPM)Shortening average length of stay using Remote Patient Monitoring(RPM)in oncology patient to reduce the healthcare workfor
252、ce burden inside the hospital74Qure AI Qure.Ai supports radiologist in lung cancer screening up to 17%,by automatize malignant nodule detection using Artificial Intelligence in CT scan76Skin Vision SkinVision reducing unnecessary visit to GP or dermatologist and empowering early detection of skin ca
253、ncer through advanced image analysis78ColoAlert ColoAlert is delivering an easier access in detecting colorectal cancer through DNA analysis with faster time to diagnosis and better comfort for the patients80Case long list84Case deep dives This next section includes deep dive summaries of the 10 inn
254、ovation case studies.These deep dives illustrate the challenge this innovation addresses and how it positively affects the health care workforce challengeCase impact estimations This next section includes impact estimates of 4 innovation cases.These estimates quantify the potential FTE efficiency as
255、suming it was fully adopted in a specific country.The estimates are based on limited available data and should be considered ballpark figures.Case long list This section includes all the relevant innovation cases that were identified in collaboration with the Sounding Board and EOP.Based on this lis
256、t we collaboratively selected 10 cases to represent in this report49Innovation for sustainable cancer care|Addressing urgent workforce shortagesCase deep dives This next section includes deep dive summaries of the 10 innovation case studies.These deep dives illustrate the challenge this innovation a
257、ddresses and how it positively affects the health care workforce challenge51Innovation for sustainable cancer care|Addressing urgent workforce shortages5352Innovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesAbout the innovationInnovation NameInnovation descri
258、ptionAbout the innovationStakeholder involvedTechnologyAdoption hurdlesGenerated impactGeographical ScopeImproved patient PathwayPotentialWHY:Situation and challengeWHAT:Innovation opportunityHOW:How does innovation address this challenge?Scalability Shifting the monitoring task from healthcare work
259、force to the patient and the care location from hospital to patients home by leveraging Remote Patient Monitoring technology Hospital at home is a technology that collects real-world patient data remotely and connects patients with the clinical teams This enables greater access to care from any loca
260、tion and improves efficiency for both clinician and patientsLondon based company,founded in 2011,with 500+employees and operates in 20+countriesHuma is providing RPM solution to support healthcare providers by providing access to care,outside of a traditional settingCare delivery:Web based portal an
261、d mobile applicationGlobal Adoption:Doctor and nurse training to use the software Funding:Set-up cost for the hospital Pre-habilitation&TreatmentRehabilitation&PalliationShifting care from traditional setting into the patient home(hospital at home)with Humas RPM(Remote Patient Monitoring)platformRed
262、uction of workload potentially reduces work burden and stressIncrease efficiency by monitoring multiple patients online at home Decrease care demand by reducing unnecessary activities in hospitalDecrease oncology demandIncrease care efficiencyRetain healthcare workforce This platform can almost doub
263、le clinical capacity and reduce readmission rates by 30%17 This innovation is reducing 53%-62%of the treatment time at the hospital17 HUMA is a scalable solution that can be implemented in all hospitals across Europe since it is a web based portal that does not require additional hardware and can be
264、 accessed through every computer Inpatient stay requires regular monitoring by nurses and occupies hospital beds,in some cases patients are only there for monitoring and not for treatment.This monitoring can lead to increased waiting times and additional workload for healthcare professionalsInnovati
265、on for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesHealthcare workers,hospitals and patients5554Innovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation for sustainable cancer care|Addressing urgent workforce shortages|Ca
266、se deep divesAbout the innovationInnovation NameInnovation descriptionAbout the innovationStakeholder involvedTechnologyAdoption hurdlesGeographical ScopeWHY:Situation and challengeWHAT:Innovation opportunityHOW:How does innovation address this challenge?Global Adoption:Doctor and nurse training to
267、use the software Funding:Set-up cost for the hospital No direct impactEarlier detection of oncology shifts treatment from late to early stage cancer which is less labour intensiveReduction of time required to review oncology scansGenerated impactPotentialDecrease oncology demandIncrease care efficie
268、ncyRetain healthcare workforceScalabilityImproved patient PathwayLeveraging AI(Artificial Intelligence)assistance and deep learning technology for medical imaging diagnostics AI could accurately predict whether a person will develop lung cancer in the next year 86%to 94%of the time54.Study conducted
269、 by Qure.ai demonstrated a 17%improvement in sensitivity when using AI to interpret chest X-rays,compared to radiologist readings55.AI technology could distinguish lung lesions from complex anatomical structures on chest CTs qCT-Lung empowers lung cancer screening programs and facilitates opportunis
270、tic screening by detecting malignant lesions using AI Early detection of malignant nodules can improve survival rates significantly53.Qure.ai has a solutions that are used for screening high-risk population and increasing the chances for findings of malignant nodules Although significant advances ha
271、ve been made in the management of NSCLC,between 10%and 20%of patients with early-stage NSCLC and approximately 66%of patients with advanced NSCLC have disease progression or die within five years of treatment52.It is key to early detect it Qure AI is software based application which can be installed
272、 as an add on within existing PACS system in hospital,therefore it is easily applicable all across the hospital in European countries.DiagnosisPrevention&Early detectionScreening&diagnosticRadiologist,oncologist,patient,hospitalsQure.ai is an AI solution provider to automated interpretation of radio
273、logy imaging with compliance certificationsqure.ai is founded in 2016 with series A funding from Sequoia capital5756Innovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep dives
274、About the innovationInnovation NameStakeholder involvedTechnologyAdoption hurdlesGeographical ScopeImproved patient PathwayWHY:Situation and challengeWHAT:Innovation opportunityHOW:How does innovation address this challenge?GlobalPre-habilitation&TreatmentRehabilitation&PalliationAn increase in info
275、rmal care can relieve pressure on formal carersIncreasing knowledge and awareness for informal care givers could reduce burden of care workforceNo direct impactGenerated impactPotentialDecrease oncology demandIncrease care efficiencyRetain healthcare workforceScalability Decreasing Emotional Burden:
276、89%of carers put the needs of the person they are caring for above their on31 Minimize the financial burden:71%of carers are concerned that they will not be able to afford provide proper care31 Enable access to user friendly information:68%of carers need guidance on how to use the tools to complete
277、their caregiving duties31 This innovation is replicable across Europe and currently operates globally.Increasing awareness and campaign Knowledgeable and skilful carers are a great asset for the healthcare system.By empowering carers,it would increase the patient outcome and help carers to become an
278、 independent partner of healthcare workforce by minimizing needed action for the patient.Embracing Carers,a global initiative led by Merck,is focused on recognizing and raising awareness of the crucial role of informal carers and develops solutions collaboratively with global carer organizations.Man
279、y family(unpaid)carers are in need of care themselves and feel unseen and unsupported by society.Carers are often so focused on the responsibility of caring for others that they have little time or thought for themselves.Innovation descriptionWellness&disease prevention Patients carersEstablished in
280、 2012 Embracing Carers is a global initiative led by Merck,it is focused on recognizing and raising awareness of the crucial role of informal carers and develops solutions collaboratively with global carer organizations.Embracing carers the unsung hero and the backbone of oncology care5958Innovation
281、 for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesAbout the innovationInnovation NameTechnologyAdoption hurdlesGenerated impactGeographical ScopeImproved patient PathwayPotenti
282、alWHY:Situation and challengeScalabilityGlobalHOW:How does innovation address this challenge?WHAT:Innovation opportunityNo direct impactCheckpoint inhibitor therapy therapy could be administered in ambulatory setting,avoiding hospital admittanceCheckpoint inhibitors therapy has long lasting response
283、 resulting a reduction of recurring therapyDecrease oncology demandIncrease care efficiencyRetain healthcare workforceCombination of advanced biomarker analysis and tailored immunotherapy that shows promise ICIs work by blocking inhibitory pathways of T-cell activation,leading to an immune response
284、directed against tumors56.At present,six immune checkpoint inhibitors(ICIs)are approved by the FDA for use in a variety of solid tumors,and one hematological malignancy(Hodgkin lymphoma)24.The immune system is the core defense against cancer development and progression.ICIs are drugs that unleash th
285、e bodys immune system to fight cancer.They block proteins like PD-1 or PD-L1,which tumors use to evade immune detection.By inhibiting these proteins,ICIs allow immune cells,particularly T cells,to recognize and attack cancer cells more effectively22.The discovery of immune checkpoint proteins such a
286、s PD-1/PDL-1 and CTLA-4 represents a significant breakthrough in the field of cancer immunotherapy.These immune checkpoint proteins have been utilized successfully in patients with metastatic melanoma,renal cell carcinoma,head and neck cancers and non-small lung cancer 21.Checkpoint inhibitor therap
287、y has dramatically improved outcomes e.g.in melanoma.The estimated percentages of patients who are eligible for and who respond to checkpoint inhibitor drugs are increasing from 1.54%(95%CI,1.51%-1.57%)in 2011 to 43.63%(95%CI,43.51%-43.75%)in 201821.Despite all of the beauty,scaling up ICIs therapy
288、is not an easy task.Limited access due to high cost of therapy will be a major issue,and different reaction of each individuals toward the therapy would hinder the scalability of the therapy.Pre-habilitation&Treatment Treatment cost and adverse effect of the therapy may pose a barrier to access and
289、only a minority of patients experience a clinically meaningful response24.Stakeholder involvedTreatment(Immunotherapy)Pharmaceutical companies,oncologist,cancer patientsInnovation descriptionImmune checkpoint inhibitors are drugs that unleash the immune system to fight cancer by blocking proteins th
290、at inhibit immune responses.This innovation addresses oncology workforce shortages by enhancing treatment effectiveness,reducing patient reliance on scarce oncologists,and improving overall cancer care access.Immune-Checkpoint Inhibitors(ICIs)6160Innovation for sustainable cancer care|Addressing urg
291、ent workforce shortages|Case deep divesInnovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation NameInnovation descriptionAbout the innovationStakeholder involvedTechnologyAdoption hurdlesGeographical ScopeImproved patient PathwayGlobalAbout the innovati
292、onWHY:Situation and challengeWHAT:Innovation opportunityHOW:How does innovation address this challenge?Dermatologist time is saved,because the apps is screening high number of low-probability patients Reducing patient burden by increasing confidence in their skin conditions,due to the easiness of us
293、age and ubiquitous accessibility.This innovation helps patient to self-diagnosed skin cancer using their mobile phones with the help of AI technology and refer them to the right dermatologist before it is too late.Diagnosing melanoma is challenging due to its atypical presentations and variety of su
294、b-types.Other benign skin conditions can mimic the clinical features of melanoma leading to diagnostic confusion.Limited access to dermatologist in certain regions or healthcare systems leading to delayed in diagnosis resulting to poorer outcomes.Software for early detection of melanomaScalabilityGe
295、nerated impactPotentialDecrease oncology demandIncrease care efficiencyRetain healthcare workforceEarly detection of melanoma improves the outcome,and preventing prolonged and recurring therapyDermatologist only needs to see high-probable patient which already screened by the appsNo direct impact On
296、ly 1%of skin cancer screening is actually a skin cancer case55.This innovation could significantly reduce dermatologist working load by adding an additional layer of cancer screening test.SkinVision could detect variety of skin conditions melanoma,squamous cell carcinoma,basal cell carcinoma and pre
297、cancerous actinic keratosis and it could be expanded to cover even broader scope of skin conditions.Huge scalability potential as almost everyone has and can use a smart phone.DiagnosisPrevention&Early detection Placing SkinVision as the golden standard in melanoma screening Getting approval for rei
298、mbursement by the payorsWellness&disease prevention(mobile apps)Dermatologist,patients SkinVision is an awareness and tracking solution that supports individuals with the early recognition of skin cancer.Skin Vision received CE marks in 2014.SkinVision is founded in 2011 and based in Amsterdam,Nethe
299、rland.6362Innovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesAbout the innovationInnovation NameStakeholder involvedTechnologyAdoption hurdlesGenerated impactGeographi
300、cal ScopeImproved patient PathwayPotentialWHY:Situation and challengeWHAT:Innovation opportunityHOW:How does innovation address this challenge?ScalabilityEarly detection of colorectal cancer improving outcome,and preventing prolonged and recurring therapyAdding first layer of diagnostic in colorecta
301、l cancer,avoiding unnecessary colonoscopy procedureNo direct impactDecrease oncology demandIncrease care efficiencyRetain healthcare workforce Current colorectal cancer screening is normally performed in elderly patient and patient with symptoms only.With this innovation an alternative for early det
302、ection and less invasive screening for colorectal cancer with high accuracy.ColorAlert is offering a non-invasive early detection of colorectal cancer with a sensitivity of 85%and a specificity of 92%through tumour DNA analysis that can be done at home by the patient.The current screening options fo
303、r colorectal cancers are colonoscopy which is considered as an invasive procedure and Occult blood test(Fecal Immunochemical Test)which might miss early-stage colorectal cancer and non-bleeding colorectal cancer.71%of colorectal cancer are diagnosed at the late-stage with 14%of survival rate35.This
304、innovation could increase early diagnosis rate and survival rate of colorectal patient.Compared with traditional occult blood test,ColoAlert could prevent miss diagnosis in non-bleeding tumours which represent in 37%of cases28.Considering the simple application,ColoAlert is highly scalable and extre
305、mely beneficial to increase early diagnostic especially in remote area.DiagnosisPrevention&Early detectionGermany Getting reimbursed by the payorInnovation descriptionScreening and diagnosticPathologist,patientsColoAlert is a self-testing method to detect bleeding and non-bleeding colorectal tumours
306、.The test is done through tumour DNA analysis and thus offers a better early detection than current standard using fecal occult blood tests.Self detecting colorectal cancer6564Innovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation for sustainable cance
307、r care|Addressing urgent workforce shortages|Case deep divesInnovation NameStakeholder involvedTechnologyAdoption hurdlesGeographical ScopeImproved patient PathwayNo direct impactIncreasing the accuracy of oncology treatment,and predicting the outcome of a therapyNo direct impactGenerated impactPote
308、ntialDecrease oncology demandIncrease care efficiencyRetain healthcare workforcePre-habilitation&TreatmentDiagnosisEurope This innovation is opening the possibility to share resources and observations formed by institutions and organizations,creating disparate and integrated computer models of the m
309、echanical,physical and biochemical functions of a living human body with diverse applications including clinical decision support,disease modelling,drug development,medical device design,education,personalized healthcare,public health,rehabilitation,and preclinical testing.About the innovationWHY:Si
310、tuation and challengeWHAT:Innovation opportunityHOW:How does innovation address this challenge?By creating in-silico models of physiology or pathology of the patient,it will help physician to predict the progression of cancer disease and measure the outcome of certain treatment This innovation can a
311、lso measure the performance of a new device or a new drug,and contribute to designing better and more targeted clinical trial.The models could also be given to the patient to help them manage their own health and disease.Using VPH technologies,it is possible to capture all the fragmented information
312、 and knowledges into predictive and personalised models that will make possible the investigation of the human body as a whole.Biomedical research and clinical practice are struggling to cope with the growing complexity of the disease.Fragmented patient data,e.g.clinical imaging and medical informat
313、ion is adding the complexity to simulate an outcome of certain treatment or medication.Computational complexity,and data integration due to the diversity of data formats,standards,and privacy concernsResearch&development,therapy Researcher,doctorsThe VPH Institute is an international non-profit orga
314、nisation incorporated in Belgium and a member of EDITH(Ecosystem Digital Twins in Healthcare)Virtual representation of patients,real-world systems&processesInnovation description6766Innovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation for sustainable
315、 cancer care|Addressing urgent workforce shortages|Case deep divesAbout the innovationInnovation NameStakeholder involvedTechnologyAdoption hurdlesGenerated impactGeographical ScopeImproved patient PathwayPotentialWHY:Situation and challengeWHAT:Innovation opportunityHOW:How does innovation address
316、this challenge?ScalabilityPre-habilitation&TreatmentRehabilitation&PalliationNo direct impactAccelerating healing post-surgical healing process resulting reduction of average length of stay Wesfit could reduce complication rate and reduce the number of readmittance in hospitalDecrease oncology deman
317、dIncrease care efficiencyRetain healthcare workforceInnovation description Prehabilitation is an innovative program which supports cancer patients,to get a better outcome beyond clinical spectrum.This campaign also boost the spirit and psychologically motivates cancer patient to conquer their cancer
318、 disease This care process innovation helps patient to recover faster by improving the psychological status of the patient prior to the surgery without the involvement of healthcare workforce at the hospital People with cancer are vulnerable and at higher risk of post-surgery complications,such as b
319、reathing difficulties,heart issues,pain and reduced mobility.Some patients require more intensive care or readmittance to hospital A study in colorectal cancer patients shows prehabilitation training could reduce complication rate from 26.5%to 11.9%and reducing median hospital stay from 8 to 4 days.
320、Furthermore,it could avoid anastomotic leakage from 8.0%to 2.5%and reducing the need for intensive post-operative care from 1 in 12 patients to 1 in 40 patients57.Improving cancer outcome beyond hospital The effectiveness of prehabilitation programme is proven positive and there are several clinics
321、in Europe offering this service,e.g.Maxima Medical Center in Netherland,WesFit in UK and PRIME DC clinic in GermanyUK,Italy,Germany,Netherland Initial investment in training facility and proper training as physiotherapistWellness&disease preventionPatients,PhysiotherapistPreoperative rehabilitation,
322、prehabilitation or prehab,is a form of healthcare intervention that takes place before a medical or surgical intervention with the aim to reduce side effects and complications,and enhance recovery.Prehabilitation programme6968Innovation for sustainable cancer care|Addressing urgent workforce shortag
323、es|Case deep divesInnovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesAbout the innovationInnovation NameTechnologyAdoption hurdlesGenerated impactGeographical ScopeImproved patient PathwayPotentialWHY:Situation and challengeWHAT:Innovation opportunityHOW:How
324、does innovation address this challenge?ScalabilityPre-habilitation&TreatmentRehabilitation&PalliationAcknowledging and empowering healthcare workforce with training and supports on various topicsNo direct impactNo direct impactDecrease oncology demandIncrease care efficiencyRetain healthcare workfor
325、ceStakeholder involved Nurses work on the frontlines,providing 24/7 care to patients,monitoring their condition,administering medications,performing procedures,and offering emotional support.However,their work often goes unnoticed or taken for granted.Cancer nurses play a central role in caring for
326、individuals diagnosed and living with cancer,initiative such as RECaN is urgently needed to ensure that nurses are having satisfaction with what they are doing.RECaN overall goal is to increase recognition of the value and contribution of cancer nursing across Europe.It also supports nurses to get t
327、raining on expert cancer nursing skills,clinical leadership,and management roles,and job advocacy.High turnover rate and burn-out are still the main challenges,especially during the pandemic.In some countries,over 80%of nurses reported some form of psychological distress caused by the pandemic32.Thi
328、s innovation should help improve the situation and retain the healthcare workforce.RECaN project is an important milestone for cancer nurses in Europe.We see the urgent need and necessity for policy maker to support the cancer nurses across the globe.Europe Changing the view of the policy maker to i
329、mprove the condition of nursesInnovation descriptionWellness and disease preventionNursusRecognising European Cancer Nursing(RECaN)is a project led by the European Oncology Nursing Society(EONS)and supported by the European Cancer Organisation to increase recognition of the value and contribution of
330、 cancer nursing across Europe.Recognising European Cancer Nursing7170Innovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesInnovation for sustainable cancer care|Addressing urgent workforce shortages|Case deep divesAbout the innovationInnovation NameAdoption hur
331、dlesGenerated impactGeographical ScopeImproved patient PathwayPotentialWHY:Situation and challengeScalabilityPre-habilitation&TreatmentRehabilitation&PalliationIncreasing healthcare workforce satisfaction,and offering other option to work outside the hospitalDomiciliary care team taking care of the
332、maintenance of patient,reducing unnecessary hospital visitNo direct impactDecrease oncology demandIncrease care efficiencyRetain healthcare workforceItaly In a full-scale implementation,this innovation could completely remove hospital involvement in maintaining blood cancer patient.The domiciliary c
333、are team could handle all the demand,and hospital will only be taking care the high-risk and critically ill patient This innovation has a potential to be implemented in other oncology indications,increasing the service offering of the domiciliary care team Bigger outcome could be achieved when this innovation is combined with advance technology such as AI,RPM or TelemedicineHOW:How does innovation