WAEH overview abstracts 14May2015 V2 · éôZ'b;®XL; 6&&p®’L; &c2MwO29fc22EwEwT28Cc,,NwA8f 9TH ANNUAL MEETING I WORLD ASSOCIATION OF EYE HOSPITALS Friday22May! Venue:TheAcademia

Think Global S e e L o c a l

PATIENTS. AT THE HE RT OF ALL WE DO.

9th WAEH Annual Meeting

in conjunction with

SNEC 25th Anniversary meeting

Celebrating



9TH ANNUAL MEETING I WORLD ASSOCIATION OF EYE HOSPITALS

Wednesday 20 May – Friendly Bowling Match

Raffles Town Club: 1 Plymouth Ave, Singapore 297753

16.30 Departure from Holiday Inn Singapore Hotel (Shuttle bus transportation provided)

17.30 Social Ice Breaking Activity Avaya Bowling Challenge

WAEH Board Meeting -‐ Mahogany Room, Level M Open to Board Members Only

18.30 Cocktail Reception & Buffet Dinner




Thursday 21 May Venue: The Academia (Just across SNEC)

Address: 20 College Road, Singapore 169856

Please check out the map online: https://www.sgh.com.sg/others/visitor-‐information/pages/academiavisitorsinfo.aspx

Time Program Speaker

08.00 -‐ 08.55 Coffee & Tea

08.30 -‐ 08.55 Registration

Official Opening Session Room: Auditorium

09.00 -‐ 09.15 Opening Ceremony commences with special performance

09.15 -‐ 09.20 Welcome Address Ms. Charity Wai Chair, WAEH Board

09.20 -‐ 09.40 Address by Guest-‐of-‐Honour Dr. Vivian Balakrishnan Minister for Environment and Water Resources and Minister In-‐charge, Smart Nation Programme, Singapore

09.40 -‐ 09.45 Presentation of memento to Guest of Honour Presentation of ‘Sol Award’ to Immediate Past and Founding Chair, WAEH – Mr Kees Sol, Board Member, WAEH; CFO, The Rotterdam Eye Hospital, Netherlands

Session 1 – Patient Oriented Technology I

09.45 -‐ 10.05 E-‐Tech 4 Eye Prof. Kanagasingam Yogesan Research Director, The Australian e-‐Health Research Centre, Australia

10.05 -‐ 10.20 Cognitive Technology: Connecting the Dots Ms. Farhana Nakhoda Global Health Care and Social Services Solutions Executive, IBM

10.20 -‐10.35 Why our Future is ABC Mr. Raju Chellam Member of the National Cloud Computing Advisory Panel; Hon Chairman of the IDA Cloud Outage Incidence Response Group; Asia Regional Head of Big Data & Cloud, Dell Singapore

10.35 -‐ 10.50 Touch Surgery on a Tablet Dr. Jean Nehme Plastic Surgeon; CEO and Co-‐founder, Touch Surgery

10.50 -‐ 11.45 Panel Discussion: Smart Eye Hospital of the Future

11.50 -‐ 12.00 Group Photo with Minister

12.00 -‐ 13.00 Lunch @ Academia Atrium, Level 3 Poster session and Exhibits

New Members Update I

13.00 -‐ 13.10 Kellogg Eye Center (Ann Arbor, USA) Dr. Roland Chen Research Investigator, Kellog Eye Center, USA




13.10 -‐ 13.20 Asian Eye Institute (Makati City, Philippines) Mr. Alwin Sta Rosa Vice President and General Manager, Asian Eye Institute, Philippines

13.20 -‐ 13.30 Metta Eye Hospital (Bangkok, Thailand)

Dr. Puwat Charukamnoetkanok Project Director, National Eye Institute of Thailand Initiative

Session 2: Patient Oriented Technology II

13.30 – 13.35 Welcome Moderator: Mr. Ang Cheng Hian Project Manager, Information Systems, iHIS/SNEC

13.35 – 13.50 Development of an Affordable and Portable Slitlamp and a High Fidelity Eye Simulation Model

Dr. Roland Chen Research Investigator, Kellog Eye Center, USA

13.50 -‐ 14.05 From (high) tech to (human) touch

Mr. Yves Mottet Directeur Général, Hôpital Ophtalmique Jules-‐Gonin, Fondation Asile des Aveugles, Lausanne, Switzerland

14.05 -‐ 14.20 Oculus Rift -‐ Virtual Reality in Ophthalmology Dr. Sameer Trikha Senior Clinical Research Fellow, Singapore Eye Research Institute

14.20 – 14.35 The Digital Eye Hospital: Challenges and Pitfalls in an e-‐health Ophthalmic Environment

Mr. Guido Niemann CEO, IFA Systems AG Mr. Koen Van De Perre Merge Healthcare

14.35 – 14.50 Implementation of the Electronic Health Record in The Rotterdam Eye Hospital

Dr. Marijke Wefers Ophthalmologist, Member of the Medical Board, The Rotterdam Eye Hospital, Netherlands

14.50 -‐ 15.15 • EMR Design Considerations -‐ Aravind's Approach

• EMR Rollout -‐ Patient and Staff Dynamics

Dr. Kim Ramasamy Chief Medical Officer, Aravind Eye Care System Mr. Ganesh Babu Senior Manager IT, Aravind Eye Care System

15.15 – 15.30 Discussion Moderator: Mr. Ang Cheng Hian

15.30 – 15.45 Coffee & Tea Poster session & Exhibits

New Members Update II

15.45-‐ 15.55

Fondation Asile des Aveugles (Lausanne, Switzerland)

Mr. Yves Mottet Directeur Général, Hôpital Ophtalmique Jules-‐Gonin, Fondation Asile des Aveugles, Lausanne, Switzerland

15.55 -‐ 16.05 Tays Eye Clinic (Tampere, Finland) Prof. Anja Tuulonen CEO, Tays Eye Clinic, Tampere, Finland

16.05 -‐16.15 Tianjin Medical University Eye Hospital (Tianjin, China)

Prof. Li Xiao Rong Director, TMUEH, Tianjin, China

16.15 -‐ 16.25 Introduction to the American Association of Eye and Ear Centers of Excellence (AAEECE)

Ms. Mia Paterno President, AAEECE, USA

16.25 -‐ 16.35 New Members Installation Ceremony – Photo session

Ms. Charity Wai Chair, WAEH Board




16.35 -‐ 17.30 SNEC Tour

Members’ Meeting (All members are invited to attend) Room: Atrium, Level 3

16.35 -‐ 16.40 Welcome Ms. Charity Wai Chair, WAEH Board

16.40 -‐ 16.45 Review Annual Report 2014 Ms. Charity Wai

16.45 -‐ 16.50 Review Financial Accounts: 2013 – 2014 Mr. John Pelly CEO, Moorfields Eye Hospital, Treasurer WAEH Board

16.50 -‐ 17.00 Review Projects: 2015 – 2016 Mr. Wim Oosterom External Advisor to WAEH Board

17.00 -‐ 17.05 Annual Activity Plan 2015 -‐ 2016 Ms. Charity Wai

17.05 -‐ 17.15 Budget & Fee Scheme 2015 – 2016 Ms. Charity Wai

17.15 -‐ 17.25 Outcomes of Board Election Mr. Wim Oosterom

17.25 -‐ 17.30 Wrap Up Ms. Charity Wai

Evening Program (All members are invited to attend)

18.30 Social networking evening -‐ Superb view on the Marina Bay Sand

Transportation provided (details will be announced))

19.00 – 21.00 Dinner by the River Jing Restaurant One Fullerton 1 Fullerton Road #01-‐02/03 Singapore 049213




Friday 22 May

Venue: The Academia

Address: 20 College Road, Singapore 169856

08.00 -‐ 08.55 WAEH Board Meeting: Open for Board Members (Academia Room: AC6-‐3, Level 6)

08.00 -‐ 08.55 SNEC Tour

Time Program Speaker

Session 3: Patient Oriented Outcomes I Room: Auditorium

09.00 -‐ 09.05 Welcome Moderator: Dr. Usha Kim Head of Nursing Education and Head of Orbit and Oculoplasty Department, Aravind Eye Care System

09.05 -‐ 09.30 Patient Oriented Outcomes Dr. Caleb Stowell Vice President, International Consortium for Health Outcomes Measurement (ICHOM), USA

09.30 -‐ 09.45 How to Improve Patient Safety? Dr. Usha Kim Head of Nursing Education and Head of Orbit and Oculoplasty Department, Aravind Eye Care System

09.45 -‐ 10.00 Prevention of Wrong Intraocular Lenses: An Ongoing Challenge

Dr. Melanie Hingorani Clinical Director of Quality and Safety, Moorfields, UK

10.00 -‐ 10.15 IOL Safety in Singapore Dr. Ranjana Mathur Vitreo-‐retinal Surgeon, SNEC

10.15 -‐ 10.30 Moorfields Journey to Excellence, Quality and Safety

Dr. Melanie Hingorani Clinical Director of Quality and Safety, Moorfields, UK

10.30 -‐ 11.00 Coffee & Tea

Session 4: Patient Oriented Outcomes II

11.00 -‐ 11.05 Welcome Moderator: Ms. Glenda Leong Senior Manager Clinical Audit, SNEC

11.05 -‐ 11.20 Surgical Innovation: The Beauty and the Beast

Prof. Dr. Ingeborg Stalmans Head of Glaucoma Clinic, UZ Leuven, Belgium

11.20 -‐ 11.35 Patient Satisfaction and Experience: Results and Improvements

Ms. Carina Libert Ophthalmic Nurse, Quality and Safety Department, St. Erik Eye Hospital, Sweden

11.35 -‐ 11.50 Achieving High Value for Patients Ms. Matron Latipah Senior Nursing Manager, THONEH Malaysia

11.50 -‐ 12.05

How to Increase the Patient Population and Maintain Quality: Stable Glaucoma Care

Mr. Jan-‐Willem Bouman Optometrist, The Rotterdam Eye Hospital, Netherlands




12.05 -‐ 12.20 Improving Performance in a Busy Eye & Ear Emergency Department

Dr. Kristen Wells Consultant Ophthalmologist, RVEEH, Australia

12.20 -‐ 12.35 Collaboration as the Key to Reach the Next Level in Quality Management

Mr. Rene Baljon Managing Director, Eye Care Network, Rotterdam, Netherlands

12.35 -‐ 12.50 Keep Performance In-‐Check KPI (Key Performance Indicators)

Ms. Evelyn Kelly Health Center Administrator, Duke University Eye Center, USA

12.50 – 14.00 Lunch @ Academia Atrium, Level 3

Session 5: Patient Focused Design I

14.00 -‐ 14.05 Welcome Moderator: Mr. Albert Tan Director of Operations, SNEC

14.05 -‐ 14.30 Lecture: Environmental Sustainability and Health Architecture

Ms. Kristin Moore LEED® AP, Director of Healthcare, DIRTT Environmental Solutions

14.30 -‐ 14.45 Design Thinking in Action for Diabetic Retinopathy Clinic

Ms. Pan Chong Senior Executive, Health Innovation, SNEC

14.45 -‐ 15.00 A Concierge Service in the Outpatient Department: Caretaker of Patients

Ms. Marion Heres Member of the Board, The Rotterdam Eye Hospital, Netherlands

15.00 -‐ 15.15 Development of a Technician-‐delivered Glaucoma Screening and Stable Monitoring Service

Dr. Aachal Kotecha Principal Optometrist, Glaucoma Service and NIHR Senior Research Fellow, Moorfields, UK

15.15 -‐ 15.30 I See You -‐ I Hear You -‐ Improving Patient Experience In the Emergency Department

Dr. Caroline Clarke Executive Director, Performance & Improvement, RVEEH, Australia

15.30 – 16.00 Coffee & Tea

Session 6: Patient Focused Design II

Room L1-‐S3 Room L1-‐S4

16.00 -‐ 17.00

Interactive Introduction in Design Thinking Ms. Lekshmy Parameswaran Founder & Director, Fuelfor, Barcelona & Singapore

Call Center Optimization Interactive Session Mr. Albert Tan, Director of Operations, SNEC

17.00 -‐ 18.00 SNEC Tour

19.30 Free evening – Possibility to visit Lau Pa Sat, Open Food market Clarke Quay, Marina Bay Water Taxi, Singapore River




Saturday 23 May

Venue: Singapore Convention & Exhibition Centre

Address: 1 Raffles Boulevard, Suntec City, Singapore 039593

08.30 -‐ 09.00 Registration Room: 334, Level 3

Session 7: Improving Patient Outcomes Through Benchmarking (Interactive Session)

Time Program Speakers

09.00 -‐ 09.05 Welcome Moderator: Dr. Dirk de Korne Deputy Director, Health Innovation, SNEC

09.05 -‐ 09.15 BSC: structure, process and trends across WAEH member hospitals

Dr. Dirk de Korne Deputy Director, Health Innovation, SNEC

09.15 -‐ 09.25 To Improve Management Skills and Approaches for More Effective Operation of the Hospital

Prof. Li Xiaorong Director, Tianjin Medical University Eye Hospital, School of Optometry and Ophthalmology

09.25 -‐ 09.35 Improvement Results and Benchmarking Dr. Tjahjono D Gondhowiarjdo Director of Development and Education, Jakarta Eye Center, Indonesia

09.35 -‐ 09.45 Discussion: How to use the BSC Outcomes to Improve Your Own Hospital?

Moderator: Dr. Dirk de Korne

09.45 -‐ 10.00 ICHOM: Meeting the Demand for Meaningful Outcomes Data

Dr. Caleb Stowell Vice-‐President Research and Development, ICHOM; Senior Researcher, Harvard Business School – Dr. Jacob Lippa Director of Global Implementation, ICHOM; Research Associate, Harvard Business School

Room: Hall 406C, Level 4

10.00 -‐ 11.30 Official Opening Ceremony of the SNEC 25th Anniversary International Meeting

11.30 -‐ 13.30 Lunch @ Sushi Goshin, Suntec, #02-‐289/390




Session 8: Joint WAEH and Nursing Day Program Room: 300, Level 3

13.30 Opening: Ms. Low Siew Ngim, Director of Nursing, SNEC

Moderators: Ms. Loh Huey Peng Asst Director of Nursing Ms. Tian Pei Hong Nurse Clinician, SNEC

13.30 -‐ 14.15 Keynote Speaker: Partnership in Providing Holistic Care for Visually Impaired Vision Rehabilitation – A Partnership from All

Prof. Ian Bailey School of Optometrist, University of California

14.15 -‐ 15.00 Keynote Speaker: Where Do We Go From Here? The Future of Ophthalmic Nursing

Prof. Janet Marsden Manchester Metropolitan University

15.00 -‐ 15.30 Tea break

Room: 334, Level 3 Room: 300, Level 3

Session 9: People Centred Employment Session 10: Nursing Day Program

Moderator: Ms. Lim Mui Huang Human Resource Director, SNEC

Moderators: Ms. Chitra Vallei, Asst Director of Nursing & Ms. Mabel Yeo, Nurse Clinician, SNEC

15.30 -‐ 15.35 Welcome 15.30 -‐ 15.50 Dr. Rahul Ali Country Director, Orbis, India

Orbis Best Practices in Community

Outreach

15.35 -‐ 16.00 Human centred employment: lessons from the Singapore

Prison

Mr. Chua Chin Kiat Board Member, Agency for

Integrated Care

15.50 -‐ 16.10 Ophthalmic Care for Community & Role of Ophthalmic Technicians –

Aravind’s Experience in PEC

Dr. Meenakshi Ravindran Deputy CMO of Aravind Eye Hospital,

Tirunelveli

16.00 -‐ 16.15 Right Staff -‐ How to Make Sure to Hire and Retain the Best

Staff?

Mr. Mohd Fauzi Bin Kassim Manager Human Resource cum Safety and Health Advisor, The Tun Huseinn Onn National Eye

Hospital, Malaysia

16.10 -‐ 16.25 The Role of Ophthalmic Nurse Versus The Development of Ophthalmic

Technician

Ms.Tracy Luckett Director of Nursing and Allied Health Professions, Moorfields Eye Hospitals NHS Foundation Trust United Kingdom

16.15 -‐ 16.30 Workforce planning for 2040: How Modelling Can Help

Ophthalmology

Dr. Thiyagarajan Jayabaskar, Director Educational

Development Unit, SNEC

16.25 -‐ 16.45 Primary Eye Care in Singapore – Right Siting

Dr. Ranjana Mathur

Senior Consultant, Vitreo-‐Retina Services SNEC

16.30 -‐ 16.45 The Moorfields Way -‐ Developing a Culture of Courage

and Ownership

Ms. Sally Storey HR Director, Moorfields, UK

16.45 -‐17.00 Primary Eye Care in Singapore – An Optometrist’s Perspective

Ms. Carin Tan

Optometrist, SNEC




16.45 -‐ 17.00 The mobile revolution: Implementing people-‐driven mobile technology to improve

efficiency in healthcare

Mr. Gerrit Brouwer Founder & CEO

Appical

17.00 -‐ 17.20 Advances in Corneal Transplantation

Dr. Jean Chai Consultant, Corneal & External Eye

Diseases, SNEC

17.00 -‐ 17.15 Discussion

Moderator: Ms. Lim Mui Huang

17.20 -‐ 17.30 The Evolving Nursing Role of Transplant Care In Singapore

Ms. Isabella Lim

Nurse Clinician and Corneal Transplant Nurse, SNEC

WAEH Exchange Program – Clinical Attachment to Rotterdam Eye Hospital and Singapore National Eye Centre Room: 300, Level 3

1730 – 1745 • Ms. Aw Ai Tee, Assistant Director of Nursing, SNEC • Ms. Yan Jing, Head Nurse, Cornea & Refractive Surgery, TMUEH • Ms. Ilse Nederveen, Senior Business Consultant, The Eye Care Network, Netherlands

Free Evening




Sunday 24 May

Venue: Singapore National Eye Centre Address: 11 Third Hospital Avenue, Singapore 168751

Time Program Speakers

Session 11: Emerging Trends I Room: Auditorium, Level 4

09.00 -‐ 09.05 Welcome Moderator: Ms. Serene Foo Senior Quality Service Director, SNEC

09.05 -‐ 09.20 The Importance of Patient Experience in a Social Media World

Mr. Manoj Sharma CEO, Singapore Service Academy

09.20 -‐ 09.35 Keeping in touch with Patients via Whatsapp Mr. Samuel Sze Business Development Manager, THONEH, Malaysia

09.35 -‐ 09.50 The International (Knowledge) Export of a Mobile Eye Care Concept – WAEH Cooperation

Ms. Ilse Nederveen Senior Business Consultant, The Eye Care Network, Netherlands

09.50 -‐ 10.05 The Mall Based Clinic Mr. Alwin Sta Rosa Vice President and General Manager, Asian Eye Institute, Philippines

10.05 -‐ 10.20 From Concept to Evolving Reality: Implementing Partnering with Consumers in a Specialist State-‐wide Hospital

Ms. Rebecca Power Manager, Strategy Planning and Partnering with Consumers, RVEEH, Australia

10.20 -‐ 10.35 Discussion Moderator: Ms. Serene Foo

10.35-‐ 10.55 Coffee & Tea break

Session 12: Emerging Trends II

10.55 -‐ 11.00 Welcome Moderator: Mr. Lee Kai Yin Chief Projects Officer, SNEC

11.00 -‐ 11.15 Simulation Training in Human Factors for Ophthalmology

Dr. Melanie Hingorani Clinical Director for Quality and Safety, Moorfields, UK

11.15 -‐ 11.30 Strengthening Tertiary Care Services through Primary Eye Care

Dr. Usha Kim Head of Nursing Education & Head of Orbit and Oculoplastic Department Aravind Eye Care System

11.30 -‐ 11.45 Manage Patient Safety and Reduce Risks: Focus Not Just on the Eye But on the Whole Human Being

Mr. Mark Schellekens Manager, Operations, Rotterdam, Netherlands

11.45 -‐ 12.00 Ophthalmic imaging in the 21st Century -‐ Reinventing the Eye Exam

Mr. Pearse Kean NIHR Clinician Scientist, Moorfields, UK

12.00 -‐ 12.15 Discussion Moderator: Mr Lee Kai Yin

12.15 -‐ 12.30 Poster Prize Presentation Ms. Charity Wai




Chair, WAEH Board

12.30 -‐ 12.45 WAEH 10th Annual Meeting 2016 Invitation The Rotterdam Eye Hospital

Mr. Kees Sol Past chair of the WAEH Board CFO, The Rotterdam Eye Hospital

12.45 -‐ 13.00 Wrap up and Closing Ceremony Ms. Charity Wai




Listing of Speakers and Abstracts Thursday May 21 Session 1: Patient Oriented Technology I E-‐Tech 4 Eye Prof. Kanagasingam Yogesan , Research Director, The Australian e-‐Health Research Centre, Visiting Scholar, CRCS, Harvard University Professor, School of Medicine, University of Notre Dame

Despite a childhood of extreme hardship, Prof. Yogesan Kanagasingam has become a world-‐renowned scholar, innovator and champion, who is bringing eye care to the doorsteps of under-‐served populations. After completing his studies in Norway with distinction, Yogi, as he prefers to be known, moved to Perth in 1996 with his family to take up a research position at the University of Western Australia. Today, as the Research Director of the Australian e-‐Health Research Centre at the CSIRO, Yogi is changing the way eye care is delivered around the world. He is also a visiting scholar at Harvard University and was a

Fulbright scholar to Stanford University. A ‘serial inventor’, Yogi holds more than 30 patents and is the creator of a number of low-‐cost diagnostic imaging technologies for early detection of conditions, ranging from those that directly threaten sight, through to stroke and Alzheimer’s disease. His team is the first in the world to research and develop an eye test for Alzheimer’s disease. In this presentation, Prof Yogi will elaborate on the state-‐of-‐art of e-‐technology in ophthalmology and beyond. He will present experiences from, among other countries, Australia and China. Cognitive Technology: Connecting the Dots Ms. Farhana Nakhoda, Global Healthcare and Social Services Solutions Executive, IBM Watson

Ms. Farhana Nakhooda is an IBM Global Healthcare and Social Services Solutions Executive who assists global policy makers as well as healthcare and social services organisations to improve outcomes, access, efficiency and effectiveness.

Ms Nakhooda is responsible for the healthcare and social services solutions business across Asia Pacific and the Middle East. She has experience in both national healthcare projects as well as hospital/provider environments. She has more than 15 years of experience in the healthcare, social services and life

sciences industries as a subject matter expert, and has been invited to speak as an industry expert at events in multiple countries. In 2012, Ms Nakhooda was inducted into the IBM Industry Academy, an honour only given to a select number of leading industry experts within IBM. Ms. Nakhooda has a Bachelor of Science (with Honors) degree in Biology and Biochemistry from the University of British Columbia, Canada. She completed her MBA, specialising in the management of information systems, at Melbourne Business School-‐Mt Eliza Executive Education, Monash University, Australia, in 2000. Prior to joining IBM in 2001, Ms. Nakhooda has spent six years in biomedical research with the University of British Columbia, Canada, and the National University of Singapore, specialising in neurophysiology and clinical embryology research. The combination of her skills and experience gives her a deep understanding of the needs of the healthcare community, and the infrastructure and business solutions that are required to meet these needs. In her presentation, Ms. Nakhooda will reveal details behind the power and possibilities of IBM Watson.




Why our Future is ABC

Mr. Raju Chellam, Member of the National Cloud Computing Advisory Panel, Hon Chairman of the IDA Cloud Outage Incidence Response Group & Hon Secretary of the Big Data & Cloud Chapter of the Singapore IT Federation, Asia region head of Big Data & Cloud at Dell, Singapore.

Mr. Raju Chellam heads Big Data & Cloud Practice – as well as Healthcare & Government segments – for Dell’s South Asia region. He has been in the IT industry for 32 years and helped set up Asia’s first BDIC (Big Data Innovation Center) at the Dell Solution Center in Singapore. He is an executive member of the Singapore National Cloud Computing Advisory Council & Honorary Chair of the Cloud Outage Response Group, both hosted under IDA. He is also Immediate Past President of the BCG (Business Continuity Group) at the SCS & Hon Secretary of the Cloud Chapter at the SiTF.

In his presentation, Mr. Chellam will elaborate on the role of the Internet of Things (IoT) and big data in the current and future health care landscape. Touch Surgery on a Tablet

Dr. Jean Nehme, CEO and co-‐founder, Touch Surgery

Dr. Jean Nehme MBBs MRCS MSc is a co-‐founder and CEO of Touch Surgery. Jean co-‐founded Touch Surgery whilst training as a plastic surgeon in the UK. He holds a masters with a distinction in surgical simulation technology from Imperial College. He has published a number of articles on surgical technology and simulation and presented at multiple international conferences. He has attended several healthcare government missions to Asia and the US. Jean is passionate about the use of technology to improve global surgical practice and patient care.

Panel Discussion – The Smart Eye Hospital of the Future

Panelists

• Minister Vivian Balakrishnan • Prof. Yogi Kanasingham • Ms. Farhana Nakhoda • Mr. Raju Chellam • Dr. Jean Nehme • Mr. Ivan Teh, MD, Fusionex




Mr. Ivan Teh, Managing Director of Fusionex

A highly respected figure in the ICT industry, Ivan Teh is the Managing Director of Fusionex. With over 17 years of experience, Ivan is a highly experienced and proven leader in the enterprise ICT arena, with a strong network to the enterprise ICT space, especially in Asia. Ivan is actively involved in various large scale IT initiatives and events across the region. He is frequently invited to provide his insights on the industry.

Prior to founding Fusionex, Ivan managed teams in HP, Intel and Accenture. He has led the Fusionex team to the creation of award-‐

winning software and solutions. Ivan is also the only ASEAN representative at the Global Business Intelligence Advisory Council where top leaders gather in the United States. Ivan is a highly respected leader in the information technology space and has a strong network of world-‐renowned partners and affiliates.

Most recently, Ivan was declared as winner of the Ernst & Young Technology Entrepreneur of the Year award, as well as the award for being Asia Pacific’s Most Outstanding Entrepreneur.

Session 2: Patient Oriented Technology II

Moderator Ang Cheng Hian

Mr. Ang Cheng Hian joined SNEC in 1996 as an IT Executive and was appointed to lead the department in 2008. Together with the rest of the IT teams in all the public healthcare of Singapore, they form Integrated Health Information Systems (IHiS).

Cheng Hian was involved in many of the IT initiatives that SNEC has embarked on. This include the 3DHD Live Surgery between SNEC, Asahikawa Medical College Japan and Chulalongkorn University Hospital Thailand, and the IT setup

of the Singapore Integrated Diabetic Retinopathy Programme (SiDRP) pilot project in mid-‐ 2010.

Cheng Hian holds a bachelor’s degree in Science (Computer and Information Science) and a graduate diploma in Software Engineering from the National University of Singapore.

Development of an Affordable and Portable Slit Lamp and a High Fidelty Eye Simulation Model

Dr. Roland Chen, Research Investigator, Kellog Eye Center, USA

Dr. Roland Chen is research investigator of Mechanical Engineering and Ophthalmology and Visual Sciences at the University of Michigan, Ann Arbor in USA (Kellogg Eye Center, KEC). He received his doctoral degree from Mechanical Engineering at the University of Michigan in 2012 and officially joined KEC in 2014. His research interests are in design and manufacturing of medical devices and 3D printing. As an engineer, he works closely with clinicians at KEC to improve patient care, enhance teaching tools, and develops assistive devices for people with low vision.




Key sentences highlighting the essence of the presentation

1. Collaboration with Engineering helps to improve patient care, teaching, and research for Ophthalmology.

2. An affordable and portable slit lamp is developed. 3. The slit lamp can work with a smartphone for telemedicine. 4. A high fidelity eye model to simulate cataract surgery for training is developed. 5. This eye simulation model provides feedback if capsular rupture is detected.

Abstract Transdisciplinary collaboration between ophthalmologists and engineers sparks innovative ideas that drive advancements in eye care. We are presenting two such innovations -‐ one a diagnostic device, one a teaching tool -‐ from this partnership. The first is an affordable and portable slit lamp (MiSight) developed for remote settings to facilitate early diagnosis and treatment of eye diseases. This slit lamp uses a flashlight as its light source and creates a slit beam with adjustable height, width, and orientation. All components can be easily assembled and disassembled rapidly, making the whole device highly portable. A smartphone can be attached to the slit lamp for capturing images and sending them to a specialist. The second of our developments is a high fidelity eye simulation model for training residents in cataract surgery to lessen the effects of an otherwise steep learning curve, allowing them to practice incision, capsulorhexis, hydrodissection, and phacoemulsification. Furthermore, this model is also capable of detecting capsular rupture if it occurs during training. From (high) tech to (human) touch Mr. Yves Mottet, Directeur Général, Hôpital Ophtalmique Jules-‐Gonin, Fondation Asile des Aveugles, Lausanne, Switzerland

Mr. Yves Mottet is CEO of the Fondation Asile des aveugles – Jules-‐Gonin University Eye Hospital in Lausanne, Switzerland. He received degrees in Economics and Educational sciences, worked in different business sectors (bank, audit, consulting, quality) before joining the health environment. He works on developing the foundation he’s in charge of by launching research programs on one hand and developing the community services on the other hand. He aims to place its foundation as global visual health provider among the network of best players.


1. Technology offers perspectives like never and authorizes great hopes. 2. Some examples of collaboration between Jules-‐Gonin University Eye Hospital and EPFL

(Ecole Polytechnique Fédérale Lausanne – swiss institute of technology). 3. Hopes remain higher than feasibility – let’s give time to time… 4. … and focus on human factors: they remain the key element to maximize the technology

potentials. Abstract Starting with a “Star Treck” idea (3D bioprinted eye), the presentation will focus on three examples of recent high tech developments (augmented reality glasses, eye pressure measure lenses, retinal implant device) and then show how human factors – both patients and professionals – make the difference: not only doctors and technology are sufficient to succeed, but also a whole set of combined competences of other professionals and the full implication of the patients.




Oculus Rift -‐ Virtual Reality in Ophthalmology Dr. Sameer Trikha, Ophthalmologist, SNEC

Dr. Sameer Trikha is an ophthalmic surgeon and entrepreneur with an interest in medical tech and innovative models of healthcare delivery. He received academic distinctions in Medicine at the University of Southampton Medical School and has since been extensively involved in medical education at undergraduate and postgraduate levels, developing teaching curricula for clinical medical students and emergency staff. As a national prize winner he maintains a strong interest in

clinical research, with numerous international presentations and publications to his name. He has recently been accepted as a Fellow of the Royal College of Ophthalmologists. He is currently Senior Clinical Research Fellow at the Singapore Eye Research Institute (SERI). Dr. Trikha will present on Oculus Rift, an innovative 3D virtual reality solution for ophthalmology outpatient clinics and operating theatres. The Digital Eye Hospital: Challenges and Pitfalls in an e-‐health Ophthalmic Environment Mr. Guido Niemann, CEO, IFA Systems Mr. Koen Van De Perre – Merge Healthcare

Mr. Guido Niemann is a state-‐certified technician for data processing technology and looks back on many years of IT sales experience, for example from his position as a Key Account Manager with Computer Associates. Having started as an Application Consultant with the former ifa group of companies in 1991, he later moved on to become the group’s Senior Sales Manager. In the former entity he was responsible for all sales activities at national and European level. In November 2001 he founded today’s ifa systems AG with the company’s other partners and was appointed to the company’s board of directors. Guido Niemann is now

responsible for ifa’s national and international Sales and Marketing activities. Furthermore he is President of the company’s US subsidiary ifa united-‐i-‐tech. All in all, ifa’s CEO disposes of more than 20 years of experience in implementing Electronic Medical Records and has successfully managed more than 250 Health IT projects worldwide. Implementation of the Electronic Health Record in The Rotterdam Eye Hospital

Dr. Marijke Wefers, Ophthalmologist, Member of the Medical Board, The Rotterdam Eye Hospital, Netherlands

Dr. Marijke Wefers Bettink-‐Remeijer, MD Ophthalmologist, works in The Rotterdam Eye Hospital since 1997. Subspeciality: Neuro-‐ophthalmogy, A&E Department, Ultra-‐Sound. Secretary of the Medical Board, Rotterdam Eye Hospital. Member of the Board, Rotterdam Eye Hospital.


1. Implementation of digital health record 2. Discussing the problems encountered in the process




Abstract The Rotterdam Eye Hospital has implemented an Electronic Health Record in February 2015. Before implementation a period of both paper – and electronic health record existed due to the fact that the IFA system had to be built for the use in the Rotterdam Eye Hospital (REH). Specific problems in the REH will be discussed, as well as the combination with the other electronic systems used (Symphony, Elpado, MetaVision, Medicator, V5).

EMR Design considerations -‐ Aravind's Approach

Dr. Kim Ramasamy, Chief Medical Officer, Aravind Eye Care System

Dr. Kim Ramasamy, DO. DNB, working as a Chief Consultant of Vitreo Retinal Services, Aravind Eye Hospital & Postgraduate Institute of Ophthalmology, Madurai. He has undergone fellowship training in the vitreo retinal specialty under Dr. P. Namperumalsamy, Aravind Eye Hospital, Madurai and later on under Late Dr. George F Hilton, University of California, USA. He also underwent a short term training at Wilmer Eye Institute at Johns Hopkins University, USA. Now he is currently the Chief Medical Officer of Aravind Eye hospital, Madurai and also heads the Department of Retina & Vitreous

Services, Aravind Eye Hospital, Madurai and runs an active Vitreoretinal fellowship Program, where he trains many aspiring Vitreoretinal specialists. He has keen interest in telemedicine and was one of the early pioneers to introduce Tele-‐ophthalmology in India.

Now, he is the Director of Information technology & Systems division of Aravind Eye Care System. He has authored chapters on books on Vasculitis and Tele-‐ophthalmology. He has many publications to his credit both in national and international journals. He received several awards mainly Best Doctor Award by Tamil Nadu Dr. M.G.R. Medical University in 2013, Rustom Ranji Oration award by 35th Andhra Ophthalmological Society in 2011 and E.T.Selvam Award at 66th All India Ophthalmological Society Conference in 2008. He is now the Scientific committee chairman for the Vitreoretinal Society of India.


1. Aravind's experience in designing an EMR that ensures efficiency AND a positive patient experience.

2. While EMR results in several log-‐term benefits such as research, teaching, process refinements, etc., it should also ideally enhance in real-‐time patient experience and performance over that existing under the ³non-‐EMR² environment.

3. How to make users of an EMR say "Thank God for EMR" at the end of a busy day.

Abstract The current processes at Aravind have been continually refined to ensure efficient patient flow. In order to adopt and enhance them in the EMR, these processes were videoed candidly as they were happening. These were studied in details while designing the EMR. The existing real-‐time monitoring and predictive modelling are being incorporated. Queues are managed at every service station with a certain level of transparency. Patient routing for various diagnostics are being optimized to result in the shortest overall service time. This presentation will describe the design process that was used to create the EMR.




EMR rollout -‐ Patient and Staff Dynamics

Mr. Ganesh Babu, Aravind Eye Care System, India

Mr. BS Ganesh Babu, began his career with Aravind Eye Care System in 1988 as Computer Programmer and went on to become the Senior Manager. Developed data management solutions for research projects and managed data processing of several research projects. His area of focus is designing IT solutions and managing IT team for development, implementation and support services for internal and other NGO eye hospitals. Consultant for hospital management system, capacity development and data management and teaches Management

Information System and IT Applications in various training courses. His core area of interest is data analysis and data mining.

He holds a Masters in Software Systems from BITS, Pilani, Masters in Commerce from Madurai Kamaraj University and Masters in Hospital Management, Alagappa University, India. He has co-‐authored articles in 2 international journal of ophthalmology and 2 internal publications.


1. There is a wrong perception at various levels among the stake holders of patient care that EMR would lead to mechanical way of handling patients instead of with human touch and the physician will end up giving priority to the computer system than the patients.

2. This presentation describes a before and after study of Aravind's EMR to see the impact on patient experience and efficiency.

Abstract The overall focus during deployment should be preserve the quality of doctor -‐ patient interactions. This presentation explains how Aravind achieved this. Access to information from past visits or from the current visit was made simple. Standardized protocols and prescriptions (which could be modified) were developed. A simple and well-‐defined patient flow with appropriate instruction at each stage helps the patient move to the next station.




Friday May 22

Session 3: Patient Oriented Outcomes I Moderator: Dr.Usha Kim, Head of Nursing Education and Head of Orbit and Oculoplasty Department, Aravind Eye Care System

Patient Oriented Outcomes Dr. Caleb Stowell, Vice-‐President Research and Development, ICHOM; Senior Researcher, Harvard Business School – Mr. Jacob Lippa, Director of Global Implementation, ICHOM; Research Associate, Harvard Business School

Caleb Stowell is Vice-‐President Research and Development, International Consortium for Health Outcomes Measurement (ICHOM) and Senior Researcher, Harvard Business School. His role involves overseeing the development of ICHOM’s Standard Sets, developed in collaboration with international physician and registry leaders and patient advocates. In the past, he worked under Michael Porter, Bishop William Lawrence University Professor at Harvard Business School to develop and expand the concepts of value-‐based health care. He holds a medical degree from Harvard Medical School.

Abstract Despite the trillions of dollars invested into health care annually, we rarely collect systematically the end results of care – outcomes. Lacking meaningful outcomes data, patients have little knowledge of guide their decisions on the best-‐performing provider for their needs. Likewise, providers themselves are unaware of dramatic variations in outcomes across institutions and miss tangible improvement opportunities. In some pioneering areas, routine outcome measurement exists, but for most areas of medicine and in most countries, it is absent. We formed ICHOM in 2012 to accelerate the move to outcomes transparency by defining global Standard Sets of the outcomes that matter most to patients by condition. In this talk, Caleb will provide a background on the rationale for these Standard Sets, a brief description of the process used to develop them, and Jacob will describe how they are being implemented around the world.




How to improve Patient Safety? Dr.Usha Kim, Head of Nursing Education and Head of Orbit and Oculoplasty Department, Aravind

Prevention of Wrong Intraocular Lenses: An Ongoing Challenge

Dr. Melanie Hingorani, Clinical Director of Quality and Safety, Moorfields, UK

Dr. Melanie Hingorani MA, MBBS, MD, FRCOphth, qualified at St John’s College, Oxford and Guy’s Medical School, London and underwent specialist training in London including at Moorfields and the Western Eye Hospitals. During a 3 year clinical academic fellowship at Moorfields and the Institute of Ophthalmology she published her MD on the immunopathogenesis and treatment of allergic eye disease. She then undertook two subspeciality fellowships, one in cornea and the other in paediatrics and strabismus. She practices as a Consultant Ophthalmologist with an interest in paediatrics and ocular motility at Moorfields

and at Hinchingbrooke Hospital in Cambridgeshire, with a particular interest in paediatric external disease. She has had a long career in hospital clinical governance and is currently Clinical Director for Quality and Safety at Moorfields. She has published on topics such as allergic eye disorders, aniridia and Alagille’s syndrome and patient safety.


1. Wrong intraocular lens implantation is a "never event", is serious and potentially avoidable.

2. Despite best efforts, incorrect IOL insertions continue to occur and can incur financial penalties and loss of patient confidence.

3. We describe the causes of wrong IOL insertion in Moorfields Eye Hospital. 4. Actions taken to improve are described including new protocols, sharing of processes

with other WAEH members, simulation training and empowering non-‐medical theatre staff.

5. Potential technological preventative strategies such as EPR directed IOL choices and alerts are outlined.

Abstract In the UK the implantation of the incorrect intraocular lens (IOL) in cataract surgery is considered a serious incident and classified as a ³never event² if the patient requires a further procedure or develops a complication. There is controversy over the inclusion of this incidence as a never event, with its requirement for national reporting and potential punitive financial consequences, but there is agreement that it is a significantly poor event which reduces patient confidence and which is potentially avoidable. Moorfields has had a number of these over the last few years, despite significant changes in preventative measures. Causes are reviewed and include biometry relating to the incorrect patient filed in the records, biometry printing out in a non-‐standard format, more than




one lens box in theatre at once, use of non-‐standard equipment and inadequate calibration in a remote clinic. Actions taken to improve are described and include: liaison with members WAEH to compare processes; new protocols including new checks; opening the IOL before the operation and placing lens sticker adjacent to written IOL choice; training nurses and ODPs in knowledge of biometry and IOL selection including basic biometry interpretation; simulation training pilot. Further actions aimed for the future include: cross checking bar codes on IOL box with EPR IOL choice; EPR facilitated choice of IOL; EPR alerts for non-‐standard IOL choices: and roll out simulation training.

IOL-‐safety in Singapore

Dr. Ranjana Mathur, Vitroretinal Surgeon, SNEC

Adj A/Prof Ranjana Mathur is a Senior Consultant of the Vitreo-‐Retinal Service and General Cataract & Comprehensive Ophthalmology Service at the Singapore National Eye Centre.

She undertook her medical studies at the University of Bombay, India, and was conferred the degrees of Bachelor in Medicine and Surgery, MS Ophthalmology and Diplomate of National Board. She obtained the degree of Master of Medicine (Ophthalmology) from the National University of Singapore and Fellowship of Royal College of Surgeons, Edinburgh in 1998.

Accredited as a specialist in Ophthalmology in Singapore since 2003, Dr Mathur did her clinical fellowship in Medical Retina. Her sub-‐specialty expertise includes her experience in age-‐related macular degeneration, diabetic retinopathy, retinal vascular pathology. She has special interest in Inherited retinal conditions such as retinitis pigmentosa, stargardt’s maculopathy and role of Electrophysiology in diagnosing complex retinal and optic nerve conditions.

She currently holds positions of Clinical lecturer in the Medical Faculty at National University Hospital, adjunct clinical scientist at Singapore Eye Research Institute.

Moorfields Journey to Excellence, Quality & Safety

Dr. Melanie Hingorani, Clinical Director of Quality and Safety, Moorfields, UK


1. A few years ago Moorfields Eye Hospital lacked a strategy for quality and safety. 2. A new 10 year strategy consultation and publication kick started a new approach. 3. The organisational structure was changed to clinical leadership and governance staffing

was reorganised and expanded. 4. Numerous programs of work organisation wide were established to measure, take

action and improve quality and safety.




5. Tools and results of these actions (such as clinical outcome programs, safety walkabouts,

routine case note reviews and quality reporting) are presented. Abstract Moorfields Eye Hospital is well known for clinical care, research and teaching but, until 3 years ago, lacked any strategic plan for quality and safety. The publication of a 10 year strategy, Our Vision of Excellence, made a new public commitment that patient centred care and quality would be ³the defining characteristic of all we do². This presentation outlines the numerous changes that followed this, to take us from an era of small teams working in silos to cover some elements of clinical governance to an organisation wide quality work program and system leading to embedding of quality and safety in all the work we do. Changes include the establishment of a clinical leadership structure, re-‐organisation and expansion of the governance staff, establishment of internal safety walkarounds mirroring those undertaken by the UK regulator (healthcare inspectors) the Care Quality Commission, establishment of regular core clinical outcomes published by all subspecialties and shared with international partners within the WAEH, clinical governance half days in which elective work is cancelled to allow large scale multidisciplinary meetings to discuss safety issues, regular repeated case note review audits based on the national global trigger tool audit which has been modified for ophthalmic use, quality performance reports for the organisation and departments and numerous other actions.

Session 4: Patient Oriented Outcomes II

Moderator: Ms. Glenda Leong, Senior Manager Clinical Audit, SNEC

Ms. Glenda Leong, Senior Manager at SNEC, heads the Clinical Audit Department and Resource Library. She graduated with a BSc in Microbiology and Biochemistry from the University of Melbourne and a Post Graduate in Librarianship from the Royal Melbourne Institute of Technology. She is responsible for the implementation, integration and coordination of the Clinical Audit/Quality Assurance Program in SNEC as well as running an Ophthalmology Resource Library comparable to the best in the world.

Despite a heavy schedule, she also has an interest in Staff Welfare and Recreation, Healthy Lifestyle and Work-‐Life Balance, taking on the mantle of the Secretary of the SNEC Recreation Club and Healthy Lifestyle Committee. Surgical Innovation: the Beauty & the Beast

Prof.Dr. Ingeborg Stalmans, Head of Glaucoma Clinic, UZ Leuven, Belgium

Professor Doctor Ingeborg Stalmans heads the Laboratory of Ophthalmology at the KU Leuven as well as the Glaucoma unit of the UZ Leuven. The subject of her PhD was the role of VEGF in retinal angiogenesis, which resulted in several high-‐impact papers such as Nature, Cell and PNAS, and was rewarded by the prestigious GlaxoSmith-‐Kline prize. The current focus of her research work is medical glaucoma therapy and wound healing following glaucoma surgery, as well as corneal healing and retinopathies. In the past years she has published in Cell, Ophthalmology, Journal of Glaucoma, IOVS etc. She frequently lectures both




nationally and internationally, including at ARVO, WGC, ISGS, EVER, EGS, ESCRS, SOE and ESASO. Within the European Glaucoma society, she is a member of the Executive Committee, the chairmen of the IT committee as well as co-‐chair of the program planning committee. She is currently also active in the Steering committee and Head of the Glaucoma Expert Committee of the European Vision Institute Clinical Research Network (EVICR.net).

Key sentences highlighting the essence of the presentation:

1. Small is beautiful: Introducing the Aquesys Xen implant as a novel minimally invasive glaucoma surgery.

2. Impact on the Operating Theatre: increase in numbers, increase in time-‐stress on personnel.

3. Impact on the Hospitalization Ward: full house, shift to day care. 4. Impact on outpatient clinic: help, we are drowning in postoperative patients! 5. Summary: how a switch in surgical technique can cause a tsunami.

Abstract This presentation will highlight the various clinical and organizational aspects of introducing a new surgical technique.

The Xen implant is a novel drainage device, which is designed to be inserted ab interno from the anterior chamber transsclerally into the subconjunctival space.

First, the surgical technique will be explained and illustrated by a video. Then, the clinical results will be highlighted.

Then, the impact on patient flow and workload for personnel at various levels of our Eye Clinic will be explained, and the necessity to reorganize at various levels will be pointed out.

Indeed, what started as an apparent small change in a surgical technique, ended as a major shift in the organization of our surgical glaucoma department.

Patient Satisfaction and Experience: Results and Improvements Ms. Carina Libert, Ophthalmic Nurse, Quality and Safety Department, St. Erik Eye Hospital, Sweden

Carina Libert, Ophthalmic Nurse, Master in Nursing Science, Quality and Patient Safety Department, St Erik Eye Hospital, has been working as an Ophthalmic Nurse for the past 30 years. Her area of interest is retina related diseases and treatment. Since becoming a master in nursing science Carina works part time at the outpatient department and the remaining time as a Healthcare development officer at the Hospital Patient Safety Department. She works mainly with project management, quality and safety improvements and ophthalmic nursing education.

Education:

o Registered Ophthalmic Nurse 1985 o Bachelor in Nursing Sciences 2002 o Master in Nursing Science 2004





1. Patient Questionnaire at St. Erik Eye Hospital. Patients experience and satisfaction of our care.

2. Description of the tool St. Erik is using. 3. Outcome at St. Erik. 4. Outcome for a defined group, patients with Age Related Macular Degeneration. 5. Plan of action to improve outcome.

Abstract This presentation highlights the benefits of using a web-‐based tool to compile collected data regarding patient’s experience and satisfaction with the care they’ve received at St. Erik Eye hospital in Stockholm Sweden. The survey tool will be presented together with the overall outcome for the hospital.

As an example, the outcome from a defined patient group, Age Related Macular Degeneration treated with intravitreal injections, is presented together with a plan of action to improve patient satisfaction.

Achieving High Value for Patients

Mrs. Matron Latipah, Senior Nursing Manager, The Tun Hussein Onn National Eye Hospital, Malaysia

Latipah Abu Bakar SRN(UM), CMB (Ipswich UK), Pediatric (KKM) Adv Nsg Adm (UM), (Bsc Nsg Hon) (UM), Geriatric Certificate Program (Ottawa Health Science).

Latipah Abu Bakar has over 30 years’ experience in various nursing disciplines in University Malaya Medical Centre (UMMC). Her wide range of direct care and Nursing Administration management experiences range from pediatric, intensive care, midwifery, medical and surgical nursing and gerontology nursing. She has

participated as guest speaker and as facilitator in programs specific for aged care.

Abstract

Hospitals will need to make significant improvements in clinical performance – the Safety,

Effectiveness, and Efficiency of Medical Care – in order to satisfy the demands of clients, regulators,

and insurers. Improving performance and accountability depends on having a shared goal that unites

the interests and activities of all stakeholders.

Value Based Health Care with value defined as the health outcomes achieved per-‐Ringgit spent

becomes an area of intense public interest. Ways of making patients better “consumers” has been

the continuous intense aspirations, of THONEH to achieve the status of the “Best Eye Hospital in This

Region”.




To meet healthcare reforms goals of High Quality Care and Better Patient Outcomes while lowering

the cost of care healthcare providers need to seek ways to delivery care by providing easy access to

Out-‐Patient options such as on-‐line appointments, and one stop counter of insurance process

services.

Infection Control is another initiative that strive to provide resources that encourage safe, efficient

and effective Patient Care through collaborative efforts and involvement of physician leadership and

the leadership of the organization governing board in Safety and Quality Initiatives .

How to increase the patient population and maintaining quality -‐ Stable Glaucoma Care Mr. Jan-‐Willem Bouman, Optometrist, Rotterdam Eye Hospital, Netherlands

Mr. Jan-‐Willem Bouman, Optometrist, Rotterdam Eye Hospital, is specialized in determining Cornea, vitreoretinal, and glaucoma pathology; Recognizing the concerns and complaints with patients and customers on common ophthalmology symptoms. He also works at the ophthalmology emergency department; -‐ Recognizing problems and complaints which concern the anterior/posterior chamber of the eye; Specialized in customizing, both, hard and soft lenses; -‐ Recognizing all kind of problems and deviations concerning refraction.


1. The position of the optometrist 2. The future of glaucoma care 3. The number of patients 4. Growth in 15 years 5. Other departments

Abstract The Rotterdam eye care hospital has been working on innovation and wants to increase patient population while maintaining quality. We would like to give a heads up about how we increased patient population in glaucoma care by using the optometrist in stable glaucoma care and looking fore new methods in future to increase and improve glaucoma care. And also how we can increase patients in other departments off the Rotterdam eye care hospital. Improving Performance in a Busy Eye & Ear Emergency Department Dr. Kristen Wells, Consultant Ophthalmologist, RVEEH, Australia

After receiving her Bachelor of Arts in Biology from the University of Texas, Austin and graduating with highest honours (GPA 4.0), Dr. Wells went on to earn her Doctor of Medicine degree from the University of Texas, Southwestern Medical School, Dallas, ranking in the top 10 of her class. She then completed her residency in Ophthalmology at the University of Iowa and became an Associate Examiner for the American Board of Ophthalmology. Her busy American private practice was complimented by several teaching awards.




In 1997, Dr Wells migrated to Melbourne, and following completion of the Australian Ophthalmologic Fellowship Examination, she was awarded the College Gold Medal for Excellence. In addition to entering private practice with Professor Gerard Crock, she has maintained a significant teaching and mentoring commitment at the Royal Victorian Eye and Ear Hospital. Dr. Wells has been an examiner for the Royal Australian College of Ophthalmologists since 2002 and currently works in the Emergency Department and is a co-‐director of the Acute Ophthalmology Clinic at the Royal Victorian Eye and Ear Hospital.


1. New models of care as part of redevelopment 2. Changes in patient flow 3. Significant improvement in performance related to targets 4. Telephone reviews are being trialled 5. Restructure of outpatient clinics

Abstract The Royal Victorian Eye & Ear Emergency Department (ED) manages 40,000 acute eye and ENT presentations each year, approximately 70% of which are ophthalmological. In late 2012 performance was sub-‐ optimal compared to the National Emergency Access NEAT Targets (NEAT). With the hospital about to undertake a major redevelopment project there was an opportunity to pilot new models of care for eye and ENT which would in turn inform design of the new ED. Some interim physical works were undertaken allowing a more visible and streamlined model for triaging and managing eye emergencies. In parallel some reorganisation of the general ophthalmology out patient service allowed the development of an acute ophthalmology review stream decreasing the number of ED based reviews by providing an alternative short term follow up pathway. In the first 12 months the NEAT seen in time target for ophthalmology patients improved from 55% to 72% (target 75%) and the NEAT 4 hour target from 71% to 86% (target 80%).

A telephone review stream was also implemented to try and reduce further the numbers of patients requiring physical face to face review. Analysis of this pilot is currently being undertaken and will be presented.

Collaboration as the key to reach the next level in quality management

Mr. Rene Baljon, Managing Director, Eye Care Network, Rotterdam, Netherlands

In 1979 Rene Baljon started his career as a regular nurse within several hospitals in Rotterdam. After his Intensive Care and Psychiatry education he started in the Burn Care Unit of the Zuiderziekenhuis/MCRZ. At that time this was the largest Burn Care Unit of the Netherlands (20 beds). During his time overthere he was involved in several nationwide committees and boards, such as the Woundcare Consultant Society (in which he is still involved as chairman), the LWOBV (de landelijke werkgroep onderwijs brandwondenverpleging), Stichting Kind & Brandwond. He was also one of the authors of the book: Brandwondenzorg. Een

multidisciplinaire benadering; R.F. Brand-‐van Tilburg, R.M. Baljon, H.J. Klasen, et.al.: Elsevier Maarsen 2000.




In February 2001 he started at The Rotterdam Eye Hospital as manager patient care. During this time he became involved with the development of the Eye Care Network. From 2006, he became manager network development of the Eye Care Network and together with Frans Hiddema and Kees Sol (respectively CEO and CFO of The Rotterdam Eye Hospital) he was concerned with the strategic development of the Eye Care Network. With a very enthusiastic team of business consultants of the service organisation of the Eye Care Network we, besides the franchise concept develop a substantial number of new products, which are of added value for our franchise core business. Such as the EYE bus, a mobile screening unit for the residents of nursing homes and their elderly neighbours (www.oogbus.nl). But we also develop all kinds of training programmes and quality projects for our network partners. The Eye Care Network became Health Care Business of the Year 2008, Of which we are very proud. The EYE bus won the Innovation Award of the Dutch Eye Fund (2009).


1. Collaboration with the focus on excellent Eye Care 2. The Eye Care Network is the platform for increase your quality of care 3. Creating ophthalmic expert teams for six clinical pathway's 4. Yearly adjust the standards to a higher level 5. Evaluate to a national standard

Abstract The Eye Care Network is an organisation that enters long-‐term relations with ophthalmology departments (partners) through a franchise-‐model. This extraordinary connection makes it possible to share knowledge and best practices. In collaboration with the ophthalmology departments we continuously improve the organisation of eye care delivered within the network. Professionals are the ones who take leadership in the process. They establish quality standards which are frequently adjusted to new improvements and current events in eye care and in relation to interests of stakeholders. We are proud of these quality standards, as they stimulate continuous improvement and create transparency on the eye care delivered. We reward our partners with official certificates as a sign of appreciation for achieved results. Dashboard to Improve Quality & Performance Ms. Evelyn Kelly, Administrator, Duke Eye Center, USA

Evelyn Kelly has been Health Center Administrator at Duke University Eye Center in Durham, North Carolina for the last ten years. She served as Project Manager for the Duke Eye Center Epic EHR system implementation and Project Manager for the newly-‐constructed Duke Eye Center Clinical building. She has previously held positions at the American Academy of

Ophthalmology, West Coast Retina Medical Group, Cleveland Clinics’ Cole Eye Institute, and the Cincinnati Eye Institute. Ms. Kelly has performed compliance and reimbursement consulting for many Universities and private practices, has authored articles regarding reimbursement and practice management, and is a contributing author to the textbook Ophthalmology Coding Coach. Ms. Kelly has been an invited speaker by the American Academy of Ophthalmology, American Society of Retina Specialists, American Academy of Ophthalmic Executives, the Vitreous Society, the Mid-‐West




Glaucoma Symposium, American Society of Ophthalmic Plastic and Reconstructive Surgery, the University of Cincinnati, Duke University, and the Cleveland Clinic.

Session 5: Patient Focused Design -‐ I Moderator: Mr. Albert Tan, Director of Operations, SNEC

Mr. Albert Tan is the Director, Operations in the Singapore National Eye Centre (SNEC). In this role, he leads and manages the centre’s procurement functions, facilities development, particularly in clinic expansion and efficient use of space, facility management including security, housekeeping, building and engineering. He successfully completed upgrading the centre’s telephony system in year 2010 to better manage the increasing number of inbound calls significantly reducing the number of abandon calls at the same time. He was subsequently appointed to lead the Appointment Centre the following year. In September 2014 he led his

team and embarked on the SingHealth IVR (Interactive Voice Response) project and successfully implemented it for SNEC in January this year. Mr Tan also initiated many award winning patient centric improvement projects in SNEC including clinic space optimisation with age friendly features and other facility enhancement.

Mr. Tan has 17 years of experience from both private and public healthcare sector which spans from consulting, regional business development and operations leadership. Prior to joining healthcare, Mr Albert Tan was a Chief Engineer in the hospitality industry for 6 years. An electrical engineer by training, he has been involved in many quality improvement projects for the last 20 years.

Environmental Sustainability and Health Architecture Ms. Kristin Moore, LEED® AP, Director of Healthcare, DIRTT Environmental Solutions

As DIRTT's Director of Healthcare, Kristin Moore understands the demands imposed by 21st century healthcare environments and how manufactured construction meets the needs of various healthcare audiences. She works with healthcare systems, architects, designers and general contractors around the world to ensure DIRTT solutions benefit patients and their families, medical staff, facility managers and owners. Kristin is an advocate of clean and rapid construction for healthcare that is cost-‐effective, adaptable and focuses on patient-‐centered design solutions. She travels extensively, supporting DIRTT's sales representatives and Distribution

Partners, educating audiences on manufactured healthcare construction, and delivering CEU-‐approved presentations for AIA and IIDA. She is also a regular keynote speaker. One of DIRTT's first employees, an industry veteran and a LEED AP since 2004, Kristin also promotes the sustainability of DIRTT solutions, and demonstrates how they meet and often exceed LEED and other green building rating systems. She has been involved in numerous LEED projects across Canada and the United States.




Design Thinking in Action for Diabetic Retinopathy Clinic Ms. Pan Chong, Senior Executive, Health Innovation, SNEC

Ms. Pan Chong is a Senior Executive in the department of Health Innovation in Singapore National Eye Centre. She has been the lead and facilitator for a number of innovation and process improvement projects in SNEC. She obtained her master degrees in both Industrial and Systems Engineering from National University of Singapore and Management Science and Engineering from Nanjing University of Science and Technology.

Abstract Design Thinking (DT) is a methodology that promotes innovation and creativity. It helps to visualize, model, prototype and test possible healthcare delivery solutions, creating innovation that transforms healthcare delivery. Singapore National Eye Centre (SNEC) initiated their first DT project aiming to improve the experience for patients from diabetic retinopathy service (DRS) clinic. Through field work, co-‐creation and prototyping, the project team came out with two prototypes of solution that could enhance patient and their loved one’s journey in DRS clinic.

A Concierge Service in the Outpatient Department: Caretaker of Patients

Ms. Marion Heres, Member of the Board, Rotterdam Eye Hospital, Netherlands

Marion Heres was Consultant Obstetrics and Gynaecology till July 2013 at the St Lucas Andreas Hospital Amsterdam, The Netherlands. She is experienced in Healthcare Management and Patient safety and started in September 2013 as member of the Board at the Rotterdam Eye Hospital (Netherlands).

Key sentences highlighting the presentation 1. Patient waiting times 2. Patients flow 3. Patient satisfaction 4. Personal service

Abstract The Rotterdam Eye Hospital will present experiences with a new service at the outpatient department of The Rotterdam Eye Hospital: the concierge as caretaker of the patient. Implementation, process and results will be presented. Finally an extra service was implemented: Patients were informed on their Estimated Time of Departure (ETD).




Development of a Technician-‐Delivered Glaucoma Screening and Stable Monitoring Service

Dr. Aachal Kotecha, Principal Optometrist for the Glaucoma Service and NIHR Senior Research Fellow, Moorfields, UK

Aachal Kotecha, BSc, PhD, MCOptom DipTP(IP), holds a joint post with both the Glaucoma Service at Moorfields Eye Hospital NHS Foundation Trust, and the BRC For Ophthalmology at UCL Institute of Ophthalmology and Moorfields Eye Hospital NHS Foundation Trust, London. She is Principal Optometrist and Clinical Lead for the Glaucoma Screening and Stable Monitoring Services in the Glaucoma Service. Her research interests include investigating ways to improve service delivery within the NHS, and examining the impact of visual impairment on the ability to undertake daily tasks. She undertook a PhD at

UCL Institute of Ophthalmology, completed in 2003, and after a post-‐doctorate at Moorfields, she was appointed lecturer and then Senior Lecturer at City University between 2005 and 2011. She left City University to continue her research interests at the Institute of Ophthalmology.


1. The presentation will describe the development of a technician-‐delivered glaucoma clinic within a UK National Health Service hospital.

2. The clinics introduce a more streamlined pathway for seeing existing stable glaucoma patients and new low risk¹ glaucoma referrals into the hospital.

3. Patient journey times and patient experiences within the service will be discussed. 4. The presentation will cover the importance of information technology and

communication systems for facilitating consultant Œremote review¹ of cases. 5. The presentation will discuss some of the challenges to implementation.

Abstract This presentation will describe the development of a technician-‐delivered glaucoma screening and monitoring service introduced to help improve capacity and the patient experience within glaucoma outpatient clinics in a London hospital.

The service involves the use of ophthalmic technicians to collect clinical data from patients, with a specialist reviewing these data remotely; thus, it removes the face-‐to-‐face doctor consultation. Glaucoma detection and monitoring makes use of automated functional testing and digital imaging technologies which aid the clinician with their clinical decision making; as such, it lends itself to a ‘remote review’ care model. However, the diverse number and costs of ‘patient management systems’ associated with each technology may be perceived as a barrier to adoption of this model; we shall discuss our strategies in managing this issue. Patient suitability and identification for the New Patient Service and Stable Monitoring service will be discussed, as well as the staffing model for the service. We shall present our streamlined pathways through the clinic, which have evolved as the service has developed. The patient journey time in this clinic averages at around 50 minutes, compared with 163 minutes in the glaucoma outpatients department. The overall first visit discharge rate for the new patient screening service is 58%; the proportion of patients attending the Stable Monitoring Service who have been rebooked into the service is now 83%. Patient satisfaction with the new service is high. The clinics took some time to run at full capacity, reasons for which will be discussed. Early analysis suggests that there exists a discrepancy between consultant reviewer management decisions for stable patients, suggesting some may be more risk-‐averse than others




when managing patients seen within this model. We will present the proportion of false negatives generated from the screening service-‐ that is the proportion of patients discharged through remote review who were later deemed to require monitoring at a face-‐to-‐face review. The role of these clinics in terms of dealing with capacity issues within the UK NHS and their potential worldwide will also be discussed.

I See You -‐ I Hear You -‐ Improving Patient Experience In the Emergency Department

Dr. Caroline Clarke, Executive Director, performance & Improvement, RVEEH, Australia

Dr. Caroline Clarke is currently Executive Director of Performance and Improvement at the Royal Victorian Eye & Ear Hospital in Melbourne. In this role she is responsible for the implementation of the change roadmap for the operationalisation of the new hospital, and for working with clinical and senior management staff around the introduction of new models of care for the hospital and the introduction of an electronic medical record. She also has Executive responsibility for clinical governance and decision support. She was previously Chief Medical Officer at the Eye & Ear and has many years of

experience as a paediatric endocrinologist. In her spare time she is a dedicated pool and open water swimmer and a regular theatre go-‐er.

Key sentences highlighting the essence of the presentation 1. Improving observation of patients in the emergency department. 2. Improving the patient experience. 3. Changing culture and including patients in decision making. 4. Staff education about communication with patients. 5. Role-‐playing workshops.

Abstract What we wanted to improve:

• Increase visibility of patients in the ED waiting area� • Improve overall patient experience and reduce anxiety during their journey through the

ED� • Change our culture for welcoming patients and making them feel seen and heard when

addressing their concerns What we did:

• Took a baseline patient satisfaction survey� • Introduced volunteers into the waiting area� • Installed a waiting room information screen� • Ran role-‐play workshops with doctors, nurses, clerks, and actors to explore effective and

ineffective communication� • Reinforced the change with shift champions, discussions at handover and huddles

What we achieved:

• A more welcoming, friendly atmosphere� • Positive patient feedback regarding their experience and journey� • Staff now feel a great sense of purpose and more part of a team�




• Role-‐playing workshops were such a success that role-‐play will be introduced into staff orientation in 2015

Leadership learnings:

• A lot more can be achieved when everyone is involved and informed� • Balancing truth with kindness in communication gets the best outcome� • Creating a vibrant, happy ED relates to how we show up day to day� • There is greater strength in having a shared vision than working only as individuals.

Session 6: Patient Focused Design II Interactive Introduction in Design Thinking Ms. Lekshmy Parameswaran, Founder and Director Fuelfor, Barcelona & Singapore

Lekshmy Parameswaran is a founding partner at fuelfor, an experience design consultancy specialised in healthcare and co-‐located in Barcelona and Singapore. fuelfor develops award-‐winning products and services using a design thinking approach that they have specifically tailored for healthcare challenges.

Their work in Singapore has supported a variety of teams from the private, public and third sectors. In 2010 they were invited by the Ministry of Health to run a design thinking workshop at HIF2010. In collaboration with the

DesignSingapore Council fuelfor has developed the healthcare curriculum of the Design Thinking and Innovation Academy, now the accredited training program for DT in Healthcare from the Workforce Development Agency. Their design consultancy work in Singapore has seen them rethinking end-‐of-‐life care for in-‐patient hospices, improving the diabetic retinopathy patient experience with SNEC and discovering what wellbeing means for Indonesians. Lekshmy is passionate about improving healthcare; encouraging clients to challenge conventional thinking, bringing the voices of patients, their families and care providers into the design process in inspiring ways and applying design thinking as a strategic tool to unlock creative solutions. She holds a Master of Engineering degree from Cambridge University in England, and a Master of Arts from the Royal College of Art in London.

Abstract In this interactive session Lekshmy will explore how design thinking, a creative method to unpack and reframe complex problems in order to generate innovative, people-‐focused solutions, can be useful for improving the patient experience in eye hospitals. Design thinking applies a designer’s sensibility and methods to problem solving and combines the benefits of being analytical and objective with being empathic and flexible.




Call Center Optimization Interactive Session

Mr. Albert Tan is the Director, Operations in the Singapore National Eye Centre (SNEC). In this role, he leads and manages the centre’s procurement functions, facilities development, particularly in clinic expansion and efficient use of space, facility management including security, housekeeping, building and engineering. He successfully completed upgrading the centre’s telephony system in year 2010 to better manage the increasing number of inbound calls significantly reducing the number of abandon calls at the same time. He was subsequently appointed to lead the Appointment Centre the following year. In September 2014 he led his

team and embarked on the SingHealth IVR (Interactive Voice Response) project and successfully implemented it for SNEC in January this year. Mr Tan also initiated many award winning patient centric improvement projects in SNEC including clinic space optimisation with age friendly features and other facility enhancement.

Mr. Tan has 17 years of experience from both private and public healthcare sector which spans from consulting, regional business development and operations leadership. Prior to joining healthcare, Mr Albert Tan was a Chief Engineer in the hospitality industry for 6 years. An electrical engineer by training, he has been involved in many quality improvement projects for the last 20 years.

Abstract Call Centres in the healthcare sector provide a diversified service to patients and caregivers. Facing increasing call volumes, higher expectations and limited resources, it has become a challenge for many healthcare organisations providing this service. The interactive session on Call Centre Optimization will give an insight to participants on how Singapore National Eye Centre effectively leveraged on available technology and clever design to achieve better than expected results.




Saturday May 23

Session 7: Improving Patient Outcomes through Benchmarking Benchmarking: Structure, Process and Trends Across WAEH members Dr. Dirk de Korne

Dr. Dirk de Korne is the Deputy Director, Health Innovation at Singapore National Eye Centre, SingHealth. He also holds a position as Adjunct Assistant Professor at Duke-‐NUS Graduate Medical School Singapore and Institute of Health Policy and Management, Erasmus University Rotterdam, Netherlands. Since 2003, he has focused on quality improvement and organizational strategy in hospital care. His implementation, research and teaching focusses on understanding the diffusion of quality and patient safety innovations and include business process and systems design, human factors & ergonomics, and performance benchmarking. He holds a MSc in Health Policy & Management

from Erasmus University Rotterdam and a PhD in Public Health from University of Amsterdam. In this session, the newest WEAH benchmarking data will be discussed and related to innovations in member eye hospitals.

To Improve Management Skills and Approaches for More Effective Operation of the Hospital

Prof. Li Xiaorong, Director, Tianjin Medical University Eye Hospital, School of Optometry and Ophthalmology

Prof. Li Xiaorong is a Vitreo retinal surgeon and Director of the Tianjin Medical University Eye Hospital, School of Optometry and Ophthalmology, Tianjin, P.R. China.


1. At present, in China, most of the leadership of the hospitals are clinical doctors who are doing both clinical work and business management.

2. Their abilities are not equal to their ambitions due to the lack of knowledge and experiences of administrative management.

3. Hospital management is a branch of management with certain rules to follow. 4. Tianjin Medical University Eye Hospital invited and cooperated with the HW Healthcare

Enterprise Management Co., Ltd to run a series of seminars and trainings aimed at the hospital strategic planning.

5. The experts from HW Healthcare Enterprise Management Co. Ltd. helped to work out the development plan for each department.




Abstract We are aware that hospital management is a complex and big scale business organisation that needs more modern knowledge and management approaches. We need to improve our management skills and abilities to effectively operate the hospital. The most important outcome we received from the seminars and trainings is that we realized what are our strengths and weaknesses and that the target for future is clarified. Improvement Results and Benchmarking

Dr. Tjahjono D Gondhowiarjdo, Director of Development and Education, Jakarta Eye Center, Indonesia

Tjahjono D. Gondhowiardjo, MD PhD, is the Director of Corporate Development and Education at the Jakarta Eye Centre (JEC). He has been in practice at JEC since 1992. He completed and MD from University of Indonesia and a PhD from the University of Amsterdam.

He plays a main role in the development and progress of ophthalmology in Indonesia and beyond. He received the APAO Distinguish Service Award in 2004 and the Arthur Lim Award for Leadership in 2010. He is co-‐founder of the ASEAN Association of Eye Hospitals and Founding Fellow of the Academy of Asia Pacific Professorship in Ophthalmology.


• Benchmarking, is an important tool and complementary to direct customer’s input. • Create a learning and continuous improvement organization. • Communicate our quality service strength. • Educate and provide personal communication channels. • Lays the fundamental cultures and methods to spread our wings.

Abstract We do believe that benchmarking, is an important tool for standard outcome; especially, in the race of the competitive quality service delivery. In order to achieve our vision and caring philosophy, we do need a continuous and reliable benchmarking, as a complement to our direct customer’s input.

To make it happened, we have to delivers better efficiency and excellence quality either from the management and the patient’s perspectives, through a learning and continuous improvement organization.

We have try to elaborate our current strength and propose it to the market; simultaneously, educate our patients and the community to be a smart customers through multimedia as well as two ways personal communication channel.

We found that we have lays the fundamental cultures and methods in both of our hospitals, that will affect to the “feels and looks similar” to our patients, which delivers a trusted quality eye services, and yet, with good cost effectiveness that they have in Indonesia. Moreover, it can be cloned and disseminated to any new branches. The growth curve achievement will surely delighting our internal stakes holders.

We do believe that benchmarking initiative that have been done in AAEH and WAEH in recent years could give benefit for all eye hospitals in the world.




ICHOM: Meeting the Demand for Meaningful Outcomes Data

Dr. Caleb Stowell, Vice-‐President Research and Development, ICHOM; Senior Researcher, Harvard Business School – Dr. Jacob Lippa, Director of Global Implementation, ICHOM; Research Associate, Harvard Business School

Dr. Caleb Stowell is Vice-‐President Research and Development, International Consortium for Health Outcomes Measurement (ICHOM) and Senior Researcher, Harvard Business School. His role involves overseeing the development of ICHOM’s Standard Sets, developed in collaboration with international physician and registry leaders and patient advocates. In the past, he worked under Michael Porter, Bishop William Lawrence University Professor at Harvard Business School to develop and expand the concepts of value-‐based health care. He holds a medical degree from Harvard Medical School. Dr. Jacob Lippa is Director of Global Implementation, International Consortium for Health Outcomes Measurement (ICHOM); Research Associate, Harvard Business School. His role involves promoting adoption of ICHOM Standard Sets internationally and preparing measuring partners to participate in ICHOM’s benchmarking communities. Over the past ten years, he has held positions as a researcher, policy analyst, and consultant to health care organizations and government agencies. He holds a master’s degree in health care policy and management from Columbia University.

Session 9: People Centred Employment

Moderator: Ms. Lim Mui Huang, Director HR, SNEC

Ms. Mui Huang, is the HR Director in SNEC. She has joined SNEC since 2013. Though Mui Huang is with SNEC for just over 2 years, she is no stranger to the healthcare industry. In the earlier part of her career, Mui Huang was working in a restructured hospital in the Medical Affairs/Clinical Services function. She was also familiar with SNEC as she was the Client Development Manager in Service Quality Centre (a joint venture between Singapore Airlines and Spring Singapore) and she partnered SNEC in charting its Service Excellence Journey in the 1997 – 1999.

Since then, Mui Huang has been in the commercial sectors in different industries ranging from Logistics, Pharmaceutical to Pest Control mainly in HR and OD (organisational development) roles, with extensive experience in both Singapore and the SEA region.




Human Centred Employment: Lessons from the Singapore Prison Mr. Chua Chin Kiat, Board Member, Agency for Integrated Care

Mr. Chua Chin Kiat graduated with Bachelor of Science First Class Honours in Mathematics from the University of Aston in 1975. He was a recipient of both the President’s Scholarship and Singapore Armed Forces Overseas Scholarship. He is currently a board member of the Agency for Integrated Care (AIC) which is the coordinating agency for all eldercare functions, including healthcare, mental healthcare and social care. Mr. Chua Chin Kiat was the Chairman of the Board of Centre for Enabled Living

Ltd (CEL) from when CEL was re-‐structured and ceded its eldercare co-‐ordinating function to Agency for Integrated Care (AIC). From 2007 to 2011, he was CEO and Executive Director of Aetos Security Management. From 1998 to 2007 he was Director of Prisons at Singapore Prison. From 1979 to 1998, Mr Chua was Director Criminal Investigation Department, Director Operations, Police HQ, Singapore Police Force. He was appointed Chairman of the Enabling Masterplan Steering Committee by Ministry of Community Development, Youth and Sports (MCYS) in Jul 2011. The committee completed its work and presented its report to the government in Feb 2012. He now sits in the Enabling Masterplan Implementation Committee chaired by the Minister for Family and Social Services. The presentation traced the prison reform journey in Singapore from 1998 to 2006. In 1998, the prison system was facing the problems of an exploding prison population, difficulty in staff recruitment and a high recidivism rate. The reform journey started with some immediate measures to stop the rot and more important longer term measures to institute a new staff culture, embodied in the tag-‐line "Captains of Lives". This process was summarized in the presentation and some leadership lessons were drawn from the successful transformation of the Singapore prison system on how to drive organizational change. Right Staff -‐ How to Make Sure to Hire and Retain the Best Staff? Mr. Mohd Fauzi Bin Kassim, Assistant Manager Human Resource cum Safety and Health Advisor, The Tun Hussein Onn National Eye Hospital, Malaysia

Mr. Mohd Fauzi Bin Kassim graduated with BSc. Human Resource Development, Diploma in Human Development, Certificate in Safety and Health Office (Malaysia) and Professional Certificate in Human Resource (Australia). He is member of Australian Human Resources Institute (MAHRI). He has experience in both government and private sector mainly focusing on human resource activities. Fauzi’s experiences with the Prime Minister Department for three years before move forward to practice in private sector. Within that period he and his team

under the Education Service Commission responsible to manage the recruitment, confirmation, promotion and disciplinary monitoring and control activities for 30,000 educations service personnel per year all over Malaysia, while in private sector he has involved in turnaround the HR functions from support service to business driven by developing clear policy, utilization of productivity, process and standard operation procedures. He is now responsible in setting up the safety and health unit and also managing the procurement activities.




Abstract Building and Developing Talent in Eye Healthcare: Attract and Retain the Gen Y

Forbes.com in January 2012 reported that most corporate structures are out of sync with the lifestyle desires of Generation Y. Organizations need to rethink the way their employees work, making major changes that will accommodate the unique work desires of Gen Y. What’s in it for organizations? They will increase employee performance by reducing turnover and have happier, more productive Gen Y employees. Studies show that by 2025, Generation Y will make up roughly 75% of the world’s workforce. With this many millennial making up the majority of the workforce by 2025 — only 10 years away — employers can’t afford not to take notice. As the rapid growth industry, are we in Healthcare sector aware of all these issues? We should agree that the Gen Y will be the next leader in the industry and it is important to attract and retain them in order to ensure the successful of the succession planning by avoiding the mismatch between their unique personality, aspiration and expectation towards the organization, culture and leadership approaches. Workforce Planning for 2040: How Modelling can Help Ophthalmology

Dr. Thiyagarajan Jayabaskar, Director Educational Development Unit, SNEC

Dr. Jayabaskar (JB) is the Director Educational Development Unit, at SNEC. He was Deputy Director, Academic Affairs, Ophthalmology Academic Clinical Program at the SNEC, Assistant Director at the National Medical Research Council (NMRC), Ministry of Health, Singapore. Dr. JB has a Postgraduate specialist diploma in Statistics and Information Management, Singapore Polytechnic, 2004, a M.Sc. by Research in Public Health, National University of Singapore, 2004 and an M.B.B.S, Tamilnadu Dr. M.G.R. Medical University, India, 1998.

Abstract Evidence-‐based manpower planning is often lacking even in developed countries with robust health care systems. As many developed countries face population aging, growth and increasing life expectancy, eye disease and demand for eye care is likely to increase. Moreover, the prevalence of several chronic eye conditions increases with age. In Singapore, the population aged 65 and above is projected to rise by 207 percent, from 0.46 million in 2010 to 1.63 million in 2050 (from 10 to 31 percent of the population). Since training is a prolonged and expensive process, preemptive planning for workforce requirements is essential. In this presentation, we will share the system dynamics model approach to forecast the supply and the number of eye care professionals required for an aging population in Singapore up to the year 2040 under several plausible future scenarios. We will also share how this one study managed to influence our allied health training strategy and the development of new training programme.




The Moorfields Way -‐ Developing a Culture of Courage and Ownership Ms. Sally Storey, Director of HR, Moorfields, UK

Ms. Sally Storey is the Director of Human Resources at Moorfields Eye Hospital in London, UK, and has held director level roles for over 20 years in a variety of NHS organisations. Sally has successfully managed large scale change, driven workforce transformation within clinical teams, and led complex turnaround programmes both within and outside HR. She holds a Master’s Degree in HR Strategy from London Guildhall University, and is a Chartered Companion of the Chartered Institute of Personnel and Development, within which she has held the role of Vice President -‐ Diversity.


1. Moorfields at its best is described by patients and staff alike as the place they would recommend to family and friends both for treatment and as a place to work.

2. As we have grown -‐ and we have doubled in size in ten years -‐ we have struggled at times to provide a patient and staff experience that is consistently world class.

3. The Moorfields Way is an ambitious programme of cultural change, based on over 1400 contributions from patients and staff.

4. The people who make Moorfields describe how Moorfields is, and more importantly, how they want Moorfields to be.

5. This presentation charts an 18-‐month journey to co-‐create The Moorfields Way, and transform the experience of our staff and through that transformation, the experience of our patients.

Abstract The Moorfields Way: building a culture of courage and ownership. Moorfields is the leading provider of eye health services in the UK and a world-‐class centre of excellence for ophthalmic research and education. We enjoy a first-‐class reputation developed over two centuries. In recent years, we have doubled in size and extended our geographical reach, increasing our locations from 13 in 2009 to 23 in 2014. As we have grown, we have seen several trends emerge. Although staff engagement is outstandingly high, we are one of the ten highest scoring hospitals in the country, we are worse than our peer group for staff experiencing bullying and harassment, or reporting errors or near misses. Our patients tell us that our communication doesn¹t always live up to our high clinical standards. Our strategic response has been a programme of cultural change. The Moorfields Way. Using appreciative enquiry, we set about involving patients and staff on a grand scale in what they felt needed to change. After over 1400 contributions, the majority through face to face meetings, we have arrived at a compelling set of commitments that we have made to each other, and a set of behaviours that bring those commitments to life. This presentation will chart our journey and the lessons we have learned as we have worked in partnership with staff and patients to build The Moorfields Way.




The Mobile Revolution: Implementing People-‐driven Mobile Technology to Improve Efficiency in Healthcare Mr. Gerrit Brouwer, CEO and Founder, Appical

Mr. Gerrit Brouwer is the founder of Appical, a venture backed start-‐up whose mission is to drastically improve the new hire experience with mobile technology providing inductions, safety training and assessments. Gerrit is enjoying a career with many 'Forest Gump' similarities.

He served as a Royal Marines Commando platoon commander and was fortunate to work for leading enterprises such as Royal Dutch Shell. After his corporate career he worked in the online gaming industry where he worked alongside highly creative and inspiring people and experience the added value of gaming

and mobile technology.

Abstract

How mobile technology is helping employees achieve better knowledge of their work environment, faster & higher productivity and improved retention levels.

Appical, the leader in employee on boarding and culture building, transforms how organizations communicate and engage with their employees through customized mobile and videos experiences for every stage of the employee life cycle, from pre boarding to new hire orientation, and even off boarding. The solution is accessible via a robust mobile platform that provides an interactive user experience and analytics on employee engagement. Appical, serves over hundreds of enterprise customers with complex work environments. By leveraging content and technology, Appical helps its customers to transform their talent into heroes, by bringing innovation to the workplace to create efficiencies by saving time and money, deliver consistent messaging and bringing humanity back to the workplace.




WAEH Exchange Program Clinical Attachment to Rotterdam Eye Hospital and Singapore National Eye Centre Ms. Aw Ai Tee, Assistant Director of Nursing SNEC, Singapore Ms. Yan Jing Head Nurse, Cornea and Refractive Surgery, Tianjin Medical University Eye Hospital, China Ms. Ilse Nederveen, Senior Business Consultant, The Eye Care Network, Netherlands

Ms. Aw Ai Tee is the Assistant Director of Nursing from SNEC involved in health care management and Nursing Research. She completed the Ophthalmic Nursing training in 2003 in Singapore Nanyang polytechnic. She went to obtain her Master on Nursing Research from University of Sydney. She is Chairperson of SNEC Nursing Research and Professional Practice Committees. She serves as a board member of Honor Society of Nursing Sigma Thetu Tau International since 2014.

Ms. Yan Jing, Head Nurse of Tianjin Medical University Eye Hospital from 2009, has obtained a bachelor degree of Medicine from Tianjin Medical University in 2005 and a master degree of nursing from Victoria University, Melbourne in 2006. Has 9-‐year experience in ophthalmology nursing, especially nursing of cataract, corneal diseases, paediatric ophthalmology and strabismus. She will be sharing the new initiatives, which Tian Jin Eye Hospital has learned from SNEC in the WAEH exchange program. In 2014, The director of Nursing from Tian Jin Eye Hospital, joined the WAEH exchange program to attach to SNEC for two weeks.

Ms. Ilse Nederveen has a master’s degree in Health Care Policy & Management. She started her career at The Rotterdam Eye Hospital in 2006 as a business consultant with a focus on business administration and economics. Next to that she also participated in projects related to the EAEH and WAEH. Since 2012 Ilse is working as a senior business consultant for The Eye Care Network (an initiative of The Rotterdam Eye Hospital). From this position she supports and advices the partners of the Eye Care Network with the aim to establish and ensure high quality of eye care (in its broadest sense). Furthermore Ilse is responsible for the international collaboration and the strategic policy and approach of The Eye Care Network.




Sunday May 23

Session 11: Emerging Trends -‐ I

Moderator: Ms. Serene Foo, Senior Quality Service Director, SNEC

Ms. Serene Foo, is a Chartered Accountant by profession. She is a Fellow CA(Singapore) and FCPA (Australia). Serene is a change-‐maker who sees an opportunity behind every challenge including rapid transformations in technology and passionately embraces change with open arms. Prior to healthcare career, she worked with a public listed holding company in Singapore that owns and operates one of the largest shopping mall and hotels in Singapore.

Serene had successfully initiating several new computerized systems and processes including starting the Finance Department from scratch. It was a good challenge and an excellent chance to be hands-‐on and solve problems. Serene had also worked as an internal auditor with another public listed manufacturing company and got to see things from the other side. As an auditor, she had trained to observe and listen including fresh or unusual ideas and challenges both from the ground and top. That has helped her in trying to bring about changes for improvement. The two-‐year stint also gave her a deep understanding of customers that would become integral to her role as innovation advocate at SNEC. Serene strongly believes that if we want to succeed, embrace change and “future-‐proof” ourselves as ongoing change is a NEW NORMAL. The Importance of Patient Experience in a Social Media World

Mr. Manoj Sharma, CEO, Singapore Service Academy

Mr. Manoj Sharma is the Founder and Chief Facilitator of the Singapore Service Academy. Having started his career with the Walt Disney company and continuing it with a technology company, he has thereafter for the last 13 years, paid special attention to how Top Notch Organizations Create World Class Cultures of Service Excellence. Manoj has synthesized the key learnings and best practices of these World Class Service organizations and developed a Culture of Service Excellence framework which is being adopted by some of the most forward looking companies around.

He has been invited by numerous Ministries, Statutory Boards, Organs of State and MNCs to assist them Create a World Class Culture of Service Excellence and is slowly and surely making an impact in the appreciation of Service both in Singapore and globally. To date, Manoj has extensively worked with tier one organizations and leaders from various industries, across Asia, Europe, Oceania, The Americas and The Middle East. As such he brings with him a truly global perspective with an intimate appreciation of local challenges.




Abstract The Importance Of The Patient Journey in a Social Media Based World. Social Media has changed the world as we know it irreversibly. Individuals have a voice and more power at their finger tips like never before and have learned how to use it. Technology has enabling and will continue to escalate interactions in a way that organisations are simply not prepared to deal with and the healthcare sector is no different. Come listen and realize that you don't have to play catch up in this new world if you go beyond just patient experience and start building your own patient journey platforms.

Keeping In Touch with Patients via Whatsapp

Mr. Samuel Sze, Business Development Manager, The Tun Hussein Onn National Eye Hospital, Malaysia

Mr. Samuel Sze heads the business development and marketing department in Tun Hussein Onn National Eye Hospital (THONEH), one of the leading eye hospitals in Malaysia. Although a graduate of the University Putra Malaysia with a Bachelor of Business Administration (Finance), he had many years of Sales and Marketing experience in the Banking and Property Industry, making the transition from property and hospital development into eye healthcare business operation in 2011.

Prior to joining Tun Hussein Onn National Eye Hospital (THONEH) in July 2014, he was the General Manager of a leading private eye healthcare company in Malaysia specializing in eye examination and refractive surgeries, e.g. ReLEx smile, Femto-‐Lasik, Implantable Collamer Lens, and Refractive Lens Exchange. Samuel Sze continuously seeks to share his knowledge and experience on eye healthcare, while learning from the industry top Ophthalmologists and experts. He is a strong advocate of the importance of eye examination, and pre eye screening with the aim to reduce avoidable visual impairment and blindness. The International (Knowledge) Export of a Mobile Eye Care Concept -‐ WAEH Cooperation Ms. Ilse Nederveen, Senior Business Consultant, The Eye Care Network, Netherlands


1. The Dutch mobile eye care concept (EYEbus). 2. Feasibility study conducted on export of mobile eye care in collaboration with WAEH

partners (TMUEH and SNEC). 3. WAEH platform made the feasibility study possible and stimulates in this way

innovation. 4. Study: research on whether implementation of the mobile eye care concept is

feasible and valuable for China and the Netherlands. 5. Results of the feasibility study and next step.




Abstract With inspiration from other hospitals and industries the EYEbus was developed in The Netherlands in 2008, with the aim to detect (preventable) visual impairments. The EYEbus is a fully equipped bus with a mobile ophthalmic examination unit. Recently the Dutch Government is addressing the healthcare market more and more as a potential export product. By subventions they stimulate organisations to invest in business abroad. One of the products they selected is the EYEbus. They have asked the Rotterdam Eye Hospital and The Eye Care Network to conduct a feasibility study on mobile eye care in China. With great support from WAEH partners SNEC and TMUEH the Rotterdam Eye Hospital was able to start this feasibility study. TMUEH is the local partner in our research. This project is therefore a beautiful example of knowledge exchange within the WAEH, leading to innovation. The study has the objective to determine whether exporting the mobile eye care concept is technically, financially, organizationally and environmentally feasible and valuable.

The Dutch EYEbus acts as an example to determine the potential export product. Next to the process of realising the feasibility study the presentation will also focus on the preliminary results of the study and plans for the future.

The Mall Based Clinic

Mr. Sta Rosa, Vice President and General Manager, Asian Eye Institute, Philippines

Before joining Asian Eye Institute, Mr. Alwin Sta. Rosa was Assistant Vice President for Comptrollership and Business Excellence Officer of First Philippine Holdings Corporation (FPHC) for about fifteen years. He was responsible for industry studies, business excellence, corporate valuation, knowledge management, performance monitoring, corporate accounting and corporate planning support. Prior to his work at FPHC, he handled several pioneering and change management projects in private, government and non-‐government institutions, including the modernization of the Philippine Elections during the early 1990s. He was designated by Chairman Christian S.

Monsod as the Director-‐In-‐Charge of COMELEC Modernization. He was a Lead Consultant of Asian Development Bank for Change Management, Knowledge Management and Policy Reform and a Lecturer in Miriam College for Management Information System and Electronic Data Processing. He is a lifetime member of the Phi Kappa Phi International Honor Society, and Vice President of the Knowledge Management Association of the Philippines. Key sentences highlighting the essential aspects of the presentation

1. The mall-‐based clinic is a prime example of the paradigm shift in healthcare from Hospital Care to Wellness Care concept.

2. Operating a Mall-‐based Eye Center requires a different mind-‐set, a different business model, and presents possible opportunities for collaboration.

3. Commercial arrangements and location within the mall are two important factors that need to be considered.

4. Different locations will have both common and unique features; to succeed, it is crucial to recognize and capitalize on these factors.

5. Mall-‐based clinics enjoy various benefits not offered in hospital or traditional clinic sites, but also offer some challenges.




Abstract The Mall-‐based Eye Clinic has proven to be a successful and sustainable business model for Asian Eye Institute. Borne out of the unique lifestyle dynamics of Filipinos, this concept offers advantages for both the patient and the health care organization that hospital-‐ or traditional healthcare facility-‐based locations cannot. By understanding our patients’ real value drivers, among which are quality, accessibility, and convenience, we are able to tailor the mode of delivery and presentation of our services into drivers for success. In this presentation, we describe the various types of arrangements and set-‐ups of this business model, and the necessity of having a thorough understanding of the local market and its preferences. We also present the five benefits of mall-‐based clinics, and finally, discuss several challenges of this set-‐up.

From Concept to Evolving Reality: Implementing Partnering with Consumers in a Specialist State-‐wide Hospital

Ms. Rebecca Power, Manager Strategy Planning and Partnering with Consumers, RVEEH, Australia

Ms. Rebecca Power is the Manager, Strategy, Planning and Partnering with Consumers at the Royal Victorian Eye and Ear Hospital, Australia. Rebecca is a qualified social worker and has worked in health settings across Australia, England and New Zealand. Rebecca has a Masters in Health administration and roles have included team and service manager, project management, and Director of allied health. Rebecca has a keen interest in planning and strategy and a passion for innovation and service developments that support the partnering with consumers agenda. Rebecca has published articles on both

data mining (with a homelessness focus) and experience based co-‐design in a workforce redesign setting.

5 key sentences highlighting the essence of presentation

1. Australian accreditation context-‐ supporting partnering with consumers 2. Partnering with consumers framework development and implementation 3. Engaging consumers, feedback and the consumer register 4. Change management supporting partnering with consumers 5. Impact and outcome of our partnering with consumers agenda to date

Abstract Partnering with our consumers to improve the quality and safety of health care has not only gained conceptual momentum over the last 5 years, but is now embedded into accreditation and performance frameworks. In Australia the safety and quality framework for health care describes a vision for consumer centred care, and sets out assessable actions.

The three key criteria for partnering with consumers are:

1. Consumer partnership in service planning �

2. Consumer participation in designing care � 3. Consumer partnership in service measurement and evaluation

The Royal Victorian Eye and Ear Hospital in Victoria, Australia, has made a fundamental shift in how we work, to move us forward on the partnership journey. As a specialist, state-‐wide hospital the




challenges in the implementation of true partnership are at times different from other generalist services. Some things have worked in our favour, while others have proved more complex. However, seeking our patient¹s experience, involvement and feedback; building our consumer register; and implementing an engagement framework has improved the understanding of why we should change. Additionally the process has also begun to en-‐grain the expectation of consumers as partners, both in the care we provide and the decisions we make.

Session 12: Emerging Trends II

Moderator: Mr. Lee Kai Yin, Chief Projects Officer, SNEC

Mr. Lee Kai Yin is Chief Projects Officer at SNEC since 2007. His roles and responsibilities include leading and managing a team on public relations and communications, domestic and overseas promotion of services and organisation of events/conferences. He also oversees corporate and strategic planning and corporate KPI reporting. To further expand the hub-‐and-‐spoke model of care of SNEC, and maintain SNEC's regional and international profile, he coordinates expansion and service enhancement projects and evaluates and implements local and overseas partnerships and collaboration programmes. Before joining SNEC, Mr Lee was with the Singapore Tourism

Board (1992-‐2007) and Changi International Airport Services (1989-‐1992). He has a BA (Hons) from the National University of Singapore.

Simulation Training in Human Factors for Ophthalmology

Dr. Melanie Hingorani, Clinical Director for Quality and Safety, Moorfields, UK

Dr. Melanie Hingorani MA, MBBS, MD, FRCOphth, qualified at St John’s College, Oxford and Guy’s Medical School, London and underwent specialist training in London including at Moorfields and the Western Eye Hospitals. During a 3 year clinical academic fellowship at Moorfields and the Institute of Ophthalmology she published her MD on the immunopathogenesis and treatment of allergic eye disease. She then undertook two subspeciality fellowships, one in cornea and the other in paediatrics and strabismus. She practices as a Consultant Ophthalmologist with an interest in paediatrics and ocular motility at Moorfields

and at Hinchingbrooke Hospital in Cambridgeshire, with a particular interest in paediatric external disease. She has had a long career in hospital clinical governance and is currently Clinical Director for Quality and Safety at Moorfields. She has published on topics such as allergic eye disorders, aniridia and Alagille’s syndrome and patient safety. Key sentences highlighting the essence of the presentation

1. Errors in ophthalmology continue to occur despite protocols and increasingly worry patients and healthcare regulators.

2. Simulation training exists and can improve safety in high-‐risk industry and medical areas such as resuscitation.

3. Moorfields and UCLH developed a new ophthalmic theatre simulation training process based on real life adverse events in our hospital.

4. Over 60 staff were trained in a simulated and filmed ophthalmic theatre scenario with facilitated feedback afterwards.

5. Feedback was high and scoring tools were developed to rate staff and teams, which




work well for ophthalmic surgical processes. Abstract Simulation training is successful tool for increasing safety in high risk industries and is used widely in medical areas such as anesthetics but there is little available for surgical specialties and none for ophthalmology. Despite establishing clear protocols and multiple improvements, Moorfields continues to have serious incidents in surgery, due to human error. Moorfields developed and ran, in collaboration with UCLH, the first UK pilot of ophthalmic surgical simulation training. Senior clinicians from MEH were recruited and underwent external training to become simulation trainers. The pilots aimed to be as authentic as possible whilst removing the risk of harm by not involving real patients. During each training scenario, full-‐operating teams worked in a simulated theatre and the scenarios were based on real Moorfields incidents such as the insertion of the incorrect intraocular lens (IOL) and wrong site surgery. Scenarios were performed using real surgical equipment and a specially adapted simulation mannequin, which could speak, be medically monitored and has an eye which could be operated on. The scenario was observed via cameras and a one-‐way mirror, and could be adapted as events unfolded.

It was filmed and scoring tools were used for individual and team performance. A full debrief followed to reinforce learning in a supportive environment. Over 60 training episodes involved consultants, anesthetists, nursing staff, trainees and ODPs. Feedback from those being trained was high, rising from 7.7/10 to 9.2/10 as comments were used to improve subsequent training sessions.

Strenghtening Tertiary Care Services through Primary Eye Care

Dr. Usha Kim, Head of Nursing Education and Head of Orbit and Oculoplastic Department, Aravind Eye Care System


1. Aravind's learning from a decade of running primary eye care centers. 2. How well designed primary eye care and increase a tertiary center's efficiency in

handling chronic conditions like DR and Glaucoma. 3. Using Primary care centers to ensure compliance to care using registries for chronic

conditions.

Abstract This presentation describes a innovation pilot study of 17 primary eye care centers covering a population of 1 million. The goal is to make the primary eye care centers enablers of effective tertiary care.




Manage Patient Safety and Reduce Risks: Focus Not Just on the Eye But on the Whole Human Being

Mr. Mark Schellekens, Manager Operations, The Rotterdam Eye Hospital, Netherlands

Mark Schellekens (MHA) is Manager Operations at the Rotterdam Eye Hospital; responsible for the OR, the cataract centre, the pre-‐operative screening and the nursing department, and the clinical pathways 'cataract' and 'vitreo-‐retinal surgery'. He has worked in several (university) hospitals in different management positions and is able to bring focus, structure and connections where necessary, and to motivate different care disciplines to cooperate to achieve organization-‐ and patient care goals. Always with a passion for quality improvement and patient safety.


1. The Dutch VMS Safety Program. 2. How to make patient safety visible and manageable. 3. It’s not only the eye we have to take care for. 4. A checklist to reduce risks in the perioperative process.

Abstract To make safety visible and manageable the Rotterdam Eye Hospital implemented a Safety-‐management system. Besides this system the Eyepass (checklist for the complete perioperative process) will be presented.

Ophthalmic Imaging in the 21st Century -‐ Reinventing the Eye Exam

Dr. Pearse Kean, NIHIR Clinician Scientist, Moorfields, UK

Dr. Pearse Keane, FRCOphth, is a medical retina specialist at Moorfields Eye Hospital, with a research interest in retinal imaging. In particular, he specializes in optical coherence tomography (OCT) research and has previously trained in this area while at the Doheny Eye Institute in Los Angeles. He is from Dublin and received his medical degree from University College Dublin, Ireland. In March 2015, he will begin a Clinician Scientist award from the National Institute of Health Research (NIHR) in the United Kingdom.


1. Optical coherence tomography (OCT) imaging has revolutionised the diagnosis and management of retinal disease.

2. A new form of OCT imaging, termed "binocular" OCT has recently been developed. 3. The design of binocular OCT devices allows patient to acquire images from their own

eyes without the need for a technician or photographer. 4. Binocular OCT devices can perform a range of other diagnostic tests -‐ such as visual

acuity measurement -‐ in an automated manner. 5. Thus binocular OCT devices have the potential to allow for comprehensive eye

examination in an automated manner.




Abstract Chronic eye diseases are a major cause of visual impairment and blindness around the world. The need for long-‐term monitoring of these diseases, with frequent, time-‐consuming visits to hospital eye clinics, places a huge burden on both patients and hospital eye services. A new form of medical imaging device, termed binocular optical coherence tomography (OCT) has the potential to reinvent the eye examination for the 21st Century, and thus greatly improve the care of patients with these conditions. In this presentation I will describe this new technology and its potential to reduce the costs and increase the efficiency of hospital eye services.

Documents

WAEH overview abstracts 14May2015 V2 · éôZ'b;®XL; 6&&p®’L; &c2MwO29fc22EwEwT28Cc,,NwA8f 9TH ANNUAL MEETING I WORLD ASSOCIATION OF EYE HOSPITALS Friday22May! Venue:TheAcademia