Patient Safety

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Innovation 'Elevator Pitch':
MyHomeReach is a digital platform that addresses Isolation, Medication Adherence, Chronic Disease Mngt and Maintenance of living environment. It provides personalized services key for the individual while delivering efficiencies to the care giver.
Overview of Innovation:
People want to age in the familiarity of their own homes. They want to continue with their daily routines while maintaining their independence in a safe and secure environment, in a way that contributes to their well-being and quality of life.
MyHomeReach™ enables independence with the reassurance that family, friends, and health care professionals are only one touch away, reducing stress and concern of isolation. This unique solution makes it easy, affordable, and convenient to connect a care recipient with their community i.e. care professionals, family members and social services.
Both formal and informal care givers are able to continuously interact, monitor wellness, record service, and react to alerts. Anyone that is important as a ‘care provider’ can be included in the community of care.
MyHomeReach™ enhances independent living with the comfort that assistance is only a touch away
Desktop/Tablet Application:
MyHomeReach™ makes it easy to manage calendars, share important information. The important resources, services, and community connections you need to age at home in a safe and secure environment are unified in this revolutionary approach to empowering independent living.
MyHomeReach™ simplifies connection to the network of care, medication & appointment reminders and the co-ordinating of schedules.
 
The Mobile Application:
MyHomeReach™ is also available on the go for Care Recipient and CARER via smartphone. In addition to the standard features the phone will have Personal Emergency Response (PERS) capability. Being lost, isolated or confused just press HELP. MyHomeReach™ will raise an alert and send details of your location making it easier and quicker for assistance to be received.
Connect with credentialed service providers so that seniors living independently have a trusted community-vetted resource for transportation, home improvement and service, plumbing, electricians, grocery delivery and other daily assistance
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Improved more efficeny delivery of service; 
•Reduced reliance on manual processes, with increased secure and robust automation of information collection, sharing and analysis to free up resources.
•Streamlining offices processes allowing more focus on client care
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Improved client experience;
•Clients will become active participants in their health care journey and be better informed on their treatment options which increases their engagement and understanding of their care
•Family and Friends engaged
•Ensuring better carer / client matches
•Ensure client concerns are heard and issues resolved via a quality tracking system
Current and planned activity: 
No current engagement with NHS
What is the intellectual property status of your innovation?:
There is no IP
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Paul Mooney 26/09/2016 - 16:59 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
Patients are increasingly turning to private doctor services as a result of the long waiting times to see their GP. The person they next turn to when they can’t get an appointment is their local Pharmacist. Now each Pharmacy can offer this service.
Overview of Innovation:
Patients are increasingly turning to private doctor services as a result of the long waiting times to see their own GP. The person they next turn to when they can’t get an appointment is their local Pharmacist.  We want to introduce technology into the Pharmacy. Not only can Pharmacies’ provide access to an online Doctor for non acute general conditons, but also offer a range of other services, including vaccinations, STI and allergy home testing kits as well as take advantage of additional software applications that will improve and enhance the services offered by the Pharmacy.  Customers can also order medication online with the confidence that it is genuine and coming form their local Pharmacy. From a technology perspective we want to become the App store for the Pharmacy, providing secure, confidential and discreet services from every consultation room in the UK.  Through the provision of technology we are able to revolutionise the services that a Pharmacy shall be able to offer its customers in future.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Our solution reduces pressure on the NHS and introduces efficiency as well as reduces waiting times for patients to see GPs when they are overloaded or unavailable. We are keen to work closer with the NHS to help improve their efficiency, provide patients a more flexible and speedier service as well as help the NHS reduce their costs. Deploying technology like ours is not only more cost effective, but can improve the level of service to patients.
Initial Review Rating
2.80 (2 ratings)
Benefit to WM population:
We looking to deploy the service in every Pharmacy in the West Midlands. Reducing waiting times for patients and providing faster access to GMC registered doctors willl benefit all customers as well as Pharmacies in the region. We are also looking to add further UK GMC regstered Doctors on to the serivce to that maybe working from home, on maternity leave and have spare hours or simply want to take up and offer addiotional hours of services. The pharmacy is regarded as a place where paients can get addiotnal advise and help, especially when they have been unable to see their GP.  We want to make healthcare even more accessible to people and introducing techology into the Pharmacy is one of the ways in which this can be done.
Current and planned activity: 
We are currently finalising our service ready for launch.  We now have a fully functional system and are under going the approvals process for CQC.  We would like to talk the right people within the NHS about our system and offereing.
What is the intellectual property status of your innovation?:
The GP Service (UK) Limited is then entity that owns all the IPR in relation to the offering. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Regional Scalability:
The plan would be to role out to Pharmacies nationwide but as the Midlands office is based in Leicester, the inital rollout would focus in that area. Initally the service is aimed at the "Independent Pharmacies" however interest has also been recived from the larger "groups" though this is not being pursued as yet.  A survey of the Leicester area Pharmcies carried out by MBA students at De-montford showed that Pharmacies were extrememly interested in such a service, particularly with the expected government cuts being pushed to be implemented in the near future.
Measures:
The company has set out a number of Key Performance Indicators and implemented Policies and Procedures as per the guidelines set out by the Care Quality Commission. This includes a Medical and Clinical Director and the appointment of a Registered Manager to overlook the quality and safety of the service.

Key Performance Indicators the company will be measuring against include:
  • Number of pharmacies offering the service.
  • Ensuring there is good coverage geographically in the UK - starting centrally from the West Midlands Region.
  • Monitoring the number of consultations undertaken.
  • Measuring the number of patients that use the service and are returning customers.
  • Review of the quality and satisfaction of the service from the patient perspective by implementing tool such as the TrustPilot service.
Other measures for safety and quality will be determined by implementing the various processes as per our policies and procedures declared to the CQC to attain registration. These include:
  • Regular Auditing of the service - Clinical Record, Prescribing Patterns, Adherence to the Policies and Procedures.
  • Receiving and Acting on Complaints.
  • Ensure all persons employed are fit and appropiate for their role (i.e. full vetting of their qualifications, registrations and employment history).
  • Regularly monitor and update our policies and procedures.
  • Annual staff appraisals.
  • Full induction and training programme for all new staff.
Adoption target:
There are currently circa 500 pharmacies in the West Midlands regions of which we expect around 50% of these to be indpendently owned. The expected take up of the service will be 50% of these within a two year period, although, marketing suggest higher market share may be achievable due to the recently announced pharmacy funding cutbacks.
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Atul 04/10/2016 - 15:31 Sign Posted Login or Register to post comments
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Innovation 'Elevator Pitch':
Incredible amounts of expensive drugs are thrown away by pharmaceuticals companies, health trusts & GP surgeries due to refrigeration problems. Everyware technology enables remote data monitoring & intervention for pharmaceutical & food storage
Overview of Innovation:
The problem. Correct handling and storage of drugs and medicines is critical in ensuring that they remain functional and safe to use. Regular monitoring and data capture highlights trends and issues not evident from manual record keeping. Over weekends and during holiday periods readings may not be recorded. Failure of a refrigerator or break in power supply could render contents unusable or remain undetected
 
EveryWare has developed an intelligent software platform with smart sensors, integrated and modular, in conjunction with clinicians to tackle this major problem. Local devices monitor a range of parameters, including ambient temperature, pressure and humidity; together with refrigeration temperatures at different levels within each unit
 
Local and remote alerts can be triggered when your own defined rules are breached. Alerts may be visual and audible in a monitored location with users receiving direct notifications via email, SMS and other channels. Data is visualized and accessible on computers, tablets and smartphones
 
Testimonial
Clinical bodies and Trusts’ guidelines require regular monitoring of critical storage temperatures. Legislation requires that records are kept and this is often a manual task with readings taken at up to 24 hour intervals
 
Successful trials yielded a wealth of information for pharmacy staff to gain immediate, real time insight into how efficient their refrigerators are and how ambient conditions and working practices affect them. Clinicians benefit from the reduced workload and the availability of high resolution data proves compliance with healthcare guidelines 24/7

Differences between types of refrigerator become evident. Recovery time following prolonged periods of access can expose the contents to raised temperatures for longer; trend data clearly demonstrates the effects of daily routines and identifies opportunities for training that will improve the safe storage and dispensing of critical medicines
 
EveryWare’s unique modular system means that the unit cost of the sensors is low. All other costs are capped, so no need to worry about data rates and variable costs. Annual cost of the system is a fraction of the cost of the assets or processes being monitored. System is designed from the ground up to be completely user-configurable to suit local and business requirements. Security is paramount; all cloud systems and data are network-isolated, multiple-passkey protected with encrypted communications.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Compliant drug storage
There is a legislative requirement to store critical medicines within specified parameters. Moreover, it is imperative that safe storage can be demonstrated and that only safe products are used.
 
Equally, any fault or disruption to the storage infrastructure doesn’t automatically render the products beyond safe use. Smart monitoring, reporting and validation afford peace of mind. Efficacy of the drugs can be evidenced and detect abnormal patterns of behaviour or access issues e.g. refrigerator door left open.
 
Broad clinical guidelines indicate that regular, period monitoring by technicians will suffice; often once every 24 hours and often not during weekends and holiday periods.
 
There are several risks with this approach that can render expensive drugs ineffective and worse still, fail to deliver the anticipated results. A power outage in the early hours or over a weekend may be masked by a reinstatement long before working hours. The damage may already be done if excessive temperatures have been realised.
 
The solution is to introduce smart monitoring with remote data logging and alerts. Continuous, electronic monitoring not only captures specific events 24/7 and raise alarms but provides valuable trend data. Battery backup will buffer mains failure without disruption to the monitoring or connectivity. Real time monitoring has clearly shown systematic issues occur out of working hours and variations within specific refrigerated facilities. Clinical practices will also affect the storage conditions; a feature that is evident from trend data. The effects of prolonged loading and unloading with the refrigerator open shows the impact upon refrigeration temperatures and the extended recovery time to achieve safe storage temperatures when eventually closed. Access to the refrigerators out of prescribed hours may also raise an alert if there is a security concern.
 
EveryWare has installed local monitoring systems in hospitals and clinical environments that are capable of tracking a range of critical conditions. Not just in refrigeration units but ambient conditions in key locations may be monitored through a common network. Within treatment, theatre, storage or living areas the network of wireless devices can track temperature, relative humidity and pressure along with other factors such as controlled access and refrigeration performance.
 
In homes EveryWare could be used with ambient and movement sensors to detect risk of hypothermia or falls.
 
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
Overall benefits summary
Installations of the system have already demonstrated potential savings in recent trials.
  • Money saved by GP surgeries and health trusts through proper refrigeration of medicines
  • Money saved by pharmaceuticals companies through proper refrigeration 
  • Money saved by pharmaceuticals companies by not having to pre-emptively over-produce product to compensate for GP and trust wastage
  • Quality of patient care increases as a result of cost savings throughout the medicine supply chain
  • Meets strict legislative requirements ((strict environmental monitoring protocols are now required by CQC. Failure to comply requires drugs be destroyed at very high cost).
  • Modular (easy to add on additional ambient sensors, movements detectors etc)
  • Quick to install and upgrade
  • Predictive analytics software enables custom ‘rules based’ alerts to be created easily
  • Monitor multiple installations and multiple sensors from a single location (Dashboard)
     
Quality control
  • Constant monitoring of refrigeration and the ability to react instantly minimises the amount of wastage caused by medicine being spoiled by high temperatures. The unique modular design enables additional sensors to be quickly integrated. Predictive analytics software enables custom ‘rules based’ alerts and monitoring protocols to be easily created and monitored.
Legislation
  • The easy monitoring of temperatures makes it much easier to comply with the strict legislation imposed by health bodies such as the MHRA and CQC.
     
GP Surgeries
  • Surgeries and trusts are able to monitor the temperature of their drugs in the refrigerator and react instantly should parameters be broken.
     
Patient care
  • The cost savings made by reducing wastage can be channelled back into the healthcare system, improving overall patient care.
For more information see: http://www.everyware.uk.com/products/21st-century-drug-monitoring
Current and planned activity: 
Current Activity
Successful trials have been conducted with SWFT Clinical Services Ltd (a subsidiary of the South Warwickshire NHS Foundation Trust) which yielded a wealth of information for pharmacy staff to gain immediate, real time insight into how efficient their refrigerators are and how ambient conditions and working practices affect them.
 
Positive actions were taken to improve the effectiveness and avoid potential problems that might have occurred. Clinicians benefit from the reduced workload and the availability of high resolution data proves compliance with healthcare guidelines 24/7.
 
We have recently entered discussions with GP practice in Norfolk in response to CQC’s strict environmental monitoring requirement for drug storage.

Planned Activity
  • We would welcome NHS input in our systems design and further development
  • We wish to increase awareness within GP and CCGs
  • We are seeking additional trial sites
What is the intellectual property status of your innovation?:
All IP resides with the company
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Nigel Maris 18/10/2016 - 10:42 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':

Converting Clinical lab based Xanthochromia procedure into Near Patient testing/Point of Care Procedure using pocket sized spectrometer.

Overview of Innovation:

I am thinking of converting Xanthochromia lab based spectrophotometry procedure (SAH/fatal accidents/Head injuries) into Point-of-care/Near patient testing (POCT) procedure. A small pocket sized spectrometer is going to come soon in the market.

The device is a molecular sensor with cloud based database. The company offers developmental tools to build the database, by scanning  every material that exists in this world..from paracetamol to material science. 

Converting this to POCT offer some advantages: The patient's sample need not travel long from A/E to Lab. AE consultants/Nurses themselves without much technical comptency can perform the procedure with ease and early intervention/timely diagnosis is made possible: facilitating quicker clinical decisions, reduce length of stay..improve morbidity and mortality. The Challenge ahead is converting this device into a FIT FOR PURPOSE medical diagnostic POCT device.

Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Clinical trials and evidence / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:

Converting this to POCT offer some advantage: The patient's sample need not travel long from A/E to Lab. AE consultants/Nurses can perform the procedure with ease and early intervention/timely diagnosis is made possible: facilitating quicker clinical decisions, reduce length of stay..improve morbidity and mortality. The Challenge ahead is converting this device into a FIT FOR PURPOSE medical diagnostic POCT device.

Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:

Converting this to POCT offer some advantage: The patient's sample need not travel long from A/E to Lab. AE consultants/Nurses can perform the procedure with ease and early intervention/timely diagnosis is made possible: facilitating quicker clinical decisions, reduce length of stay..improve morbidity and mortality. The Challenge ahead is converting this device into a FIT FOR PURPOSE medical diagnostic POCT device.

Current and planned activity: 

Contacted the chief technology officer of the Company (Consumer physics) awaiting response for modifying the device into POCT medical diagnostic device. If green signal given may discuss with NHS trust and start the joint development/clinical trial/evaluation/validation/verification using NHS trust as base 

What is the intellectual property status of your innovation?:

N/A

Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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GANAESH 27/10/2016 - 03:21 Publish Login or Register to post comments
4
1
Votes
-99999
Innovation 'Elevator Pitch':
A functional, digital, patient-centric, diabetes self-test system providing: self-care; patient-professional shared decisions; proactive interventions; complications prevention; data integration pan NHS provider; multi-faceted NHS costs savings.
Overview of Innovation:
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Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
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Benefit to WM population:
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Current and planned activity: 
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What is the intellectual property status of your innovation?:
fwergq3r5g
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Baldev 31/10/2016 - 14:26 Archived Login or Register to post comments
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0
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Innovation 'Elevator Pitch':
65m urine specimens analysed annually in the UK breaks down to 250,000 every working day, of which 45,000 will be unreliable. This means 45,000 patients daily who will not be treated for urine-based infections. Peezy Midstream means they can.
Overview of Innovation:
Peezy Midstream can save the NHS £30m in reduced retesting of the most common diagnostic procedure.

It is a simple but innovative device that automatically captures clean-catch urine from men, women and children (from toddler age). It is especially valuable for the elderly and pregnant women for whom accurate urine screening is essential.

The average national mixed growth rate reaches from 0.38% to over 70%; the average is 18% - that's nearly 1 in 5 patients who will not receive accurate right-first-time treatment from their urine specimen.

Peezy Midstream reduces mixed growth rates to 1.5%, which means many more patients will be treated right-first-time, saving the NHS as a whole over £30m in direct retest costs and over £1bn indirectly through saving repeat staff and resource time.

Peezy Midstream captures urine specimens hygienically - it prevents spills and splashing, improving infection control in healthcare settings. It can be held by the tube if help needs to be given - the assistant does not risk becoming soiled either.

Dignity is implicit; easy Peezy is comfortable, quick and removes the need to start-stop-start when giving a midstream urine specimen.

There is no down-side to using Peezy Midstream. It saves lives, saves time and money and reduces unnecessary broad spectrum anitbiotic prescribing. Peezy is poised to make novel cancer urine tests more efficient too.

Each Peezy kit costs just 87p on the NHSSC; use ten for every retest. Available on the NHS Supply Chain and on the UK Drug Tariff - growing in popularity with midwives and care givers to the elderly.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Peezy Midstream delivers huge cost and efficiency savings plus clinical benefits:

(See attached WM mixed growth data and separate cost savings model)
  • Reduction of average West Midlands mixed growth rate of 17.5% to 1.5%
  • West Midlands direct savings of £307,798
  • West Midlands indirect savings of £12,339,337 (see attached WM cost savings model)
  • reduced urine specimen mixed growth from West Midlands average  to 1.5%
  • right-first-time urine analysis, diagnosis and treatment - don't see the same patient twice for the same problem
  • delivers specimen into 10ml tube that fits most automated laboratory urine analysers (no decanting in lab)
  • no soiling, dry tube, clean toilets: more hygienic for healthcare professionals
  • targeted prescribing, reducing need for broad spectrum antibiotics
  • improved infection control: no spills or splashing of urine
  • works equally for men, women and children (from toddler age)
  • excellent for pregnant women where antenatal screening must be super-accurate; they don't have to see the funnel is in place - they can feel it
  • antenatal screening accuracy for maternal diabetes, pre-eclampsia
  • excellent for the elderly prone to UTI, which can affect both wellbeing and behaviour
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
  • West Midland Patient Savings of £90 (please see attached WM cost savings model, Patient Savings tab)
  • Accurate urine specimens mean prompt, accurate diagnoses
  • Patients will no longer need to visit their GP more than once for urine-related illnesses
  • They will receive the correct, targeted antibiotic, helping the fight against anitmicrobial resistance, encouraged by over prescribing of broad spectrums
Current and planned activity: 
  • Peezy Midstream is on the NHS Supply Chain at 87p (Peezy, tube, genital wipe)
  • It is approved by NHS Prescription Services and on the Drug Tariff for prescribing
  • Quality Improvement Audit at Barts (London) shows reduction in mixed growth from 17.5% to 1.5%
  • Quantative clinical study results pending from Stanford Medical School
  • Peezy currently part of MS Rapid Diagnostics Pilot, London
  • Prescribing growing amongst antenatal population
  • In use within some NHS departments: urology, outpatients, pre-admission, antenatal, A&E, Ambulance Services
What is the intellectual property status of your innovation?:
Patent and trademark granted:
  • UK
  • USA
  • Europe
  • China
  • Australisa
  • Asia
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
Easy; Peezy is available through the NHS Supply Chain
Forte Medical is happy to attend your location and brief staff on usage and instructions if necessary
Measures:
Reduced mixed growth
Reduced retesting
Reduced repeat appointments
Cost and efficiency savings
Adoption target:
6 months
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Giovanna Forte 09/11/2016 - 15:50 Detailed Submission 1 comment
4.7
3
Votes
-99999
Innovation 'Elevator Pitch':
Peezy Midstream delivers right first time urine analysis, diagnosis & treatment by reducing mixed growth from national average 18% to 1.5%. Reduces costly retesting, repeat appointments and unnecessary antibiotic prescribing. Saves time and money.
Overview of Innovation:
Peezy Midstream is new technology that guarantees midstream urine for essential tests and routine screening. It reduces the national average mixed growth rate from 18% to 1.5%; Peezy meets all the criteria for the Department of Health's Getting It Right First Time Programme.

Peezy is on the NHS Supply Chain and the National Drug Tariff, which means it can be prescribed for antenatal and elderly use, where truly accurate results are essential for mental and physical wellbeing of patients.

Urine analysis is used for myriad routine and exceptional diagnoses from chronic urinary tract infection to bladder cancer; prompt and efficient treatment brings benefits to clinicians and patients alike saving valuable time and money.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Giovanna Forte 21/11/2016 - 14:10 Archived Login or Register to post comments
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Innovation 'Elevator Pitch':
Heart DNA is a genetic testing kit for patients at increased risk of developing atrial fibrillation and other cardiovascular diseases, the results are reviewed and assessed by a consultant who is well informed about the patient’s medical history.
Overview of Innovation:
“Heart DNA” is a genetic testing service for patients at increased risk of developing cardiovascular diseases and for cardiologists and genetic counseling officers/geneticists who would want to work with us in delivering this service to the public.

We are partnering with healthcare professionals who will review (online) the genotyping reports coming from our well established partner lab and will be giving their health assessment based on both: the patient’s health profile/medical record, which our users will be asked to fill in early on our website, and on the genetic predispositions that may be found in the patients DNA. In esssence, our consultants will be able to give an informed screening assessment that covers: the detection of inherited conditions and an assessment to the patients’ response to certain drugs that may well be administered to treat CVDs.

Heart DNA is a simple saliva-based test that is supported by scientifically validated research and an extensive amount of studies. Heart DNA analyses the patient’s unique genetic markers, which influence a broad range of heart-related conditions, our gene panel list consistc of 96 markers that cover: Atrial Fibrillation, Coronary Artery Disease, Myocardial Infraction, Cholesterol levels, and risks for hypertension. It can also help identify a patient’s propensity for increased risk towards certain heart medications, eight classes of drugs that affect the cardiovascular system are examined; anti-platelets, anti-coagulants, statins, stimulants, beta-blockers, ACE inhibitors, calcium channel blockers and hormone therapies.

Our test provides information that allows Doctors to;
1. Monitor a patient’s specific health conditions thoroughly.
2. Prescribe a more optimal medication and dosage for a patient.
3. Suggest early lifestyle and diet interventions to help combat and prevent certain heart conditions.

Overall, the aim is to enable doctors and patients to bridge the gap in genetic information that has proved over an extensive amount of studies and research to be pivotal in the design of better prevention and treatments regimens. Our focus is to cause a change in the architecture of complex care routines that would address the challenges of working at scale, and which can capitalize on the associated opportunities that we will enable by striking business partnerships with medical consultants to create and deliver a distinctive competitive advantage over all competing genetic testing companies. 
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
DNA testing is not available at the point of care, regardless of its imperative potential to mitigate treatment regimens and enhance disease prevention pathways. Moreover, once an individual is diagnosed as having a cardiovascular condition, the challenge exist in prescribing the right medication at the right dose in the right time.
Tools promoting optimal direction for healthcare service and moving patients towards the digital space will be hugely disruptive in a market where faster processes and cheaper costs are imperative to its evolution. Products that can enhance the working process inside GPs offices and provide more rapid, reliable and robust diagnosis decisions within primary care, that could enhance workflow for healthcare professionals, assisting earlier triage and potentially redesigning GP care pathways; such products have the potential to save the healthcare and biotech industries over £1bn every year, just in labour time. 

The current pathway to obtain a genetic test for a single cardiac condition through the NHS is lengthy, complex, costy and is not accessible for everyone; with multiple visits and referrals to see healthcare specialsits (Annex; Figure 1). 
Our system workflow has been designed to empower patients within an innovative framework, that ensures having a certified partner cardiologist assessing their health condition before a patient can receive his/her genotyping results. It will also ensure that patients and doctors have an easy access for booking appointments to follow up, when the need is present. Our comprehensive service will cut down the turn around time from several months to 2 weeks with as little steps as the figure shows (Annex; Figure 2). 

Moreover, our database will later provide an electronic medical record through which other healthcare consultants can opt to review when they need to access the patient’s genotype before prescribing a certain drug at any stage of the patient’s life. Thus, cutting down the path of trial and error before the the right medication is prescribed to the patient. 

Early screening for genetic predispositions and having an early risk assessment for patients who may develop Arterial Fibrillation or any other CVD will significantly allow the NHS mitigate prevention regimen for the general public before they become patients. Thus, signinficantly reducing the £15bn bill of CVDs every year (BHF stats 2015).

 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
The major risk factor associated with Atrial Fibrillation and all other CVDs is having a family history with the disease. By family history we are referring to the genes that have passed from the parents to their offspring, which (if found to be mutated as well) can increase the risks of that individual developing the same disease. 
While it is well accepted that such risk factor could not be changed or adjusted (at least for the time being), hence the term "non-modifiable" risk factor, it is also accepted that if such risk is detected then the patient would be better positioned to manage the other "modifiable" risk factors early on, which can significantly change the course of the patient's life and the development course of his/her inherited condition. 

We believe that well informed and educated individuals about their risk factors will allow them take better decisions and have more enlightened judgments when it comes to managing their risk factors and altering their lifestyle and daily habits. Modifiable factor like quite smoking, being fit, eating healthy and managing diabetes, obesity and cholesterol levels, are all found to be imperative in managing AF and other CVDs from an early stage, the earlier the intervention, the better the outcome. 

Moreover, we believe the greatest benefit to the WM population will come at a later stage through our Data Bank which will provide the perfect reference tool to better direct prevention and treatment regimens withihn the WM population, risk factors such as race, age and sex will all be considered in the future direction towards an advanced and precise person-centerd system.



 
Current and planned activity: 
Business partnerships have all been established for the development and delivery of our product/service. Funding is currenly sought to finance our outsourcing agreements:
  • Genotyping analysis will be conducted at a well established genotyping lab in the UK.
  • Our saliva collection kits will be outsourced from a supplier in the UK. 
  • Our service content is all in place and the gene panel list has been put together through an extensive amount of well researched and accredited reference genetic testing studies, the online platform will be developed by website developement agency in Birmingham.
  • Our box and packaging have been designed and the order is to be placed.
  • An initial agreement has been established with a reputable cardiologist consultant to review the patients results and put his recommendations to each genotyping report being assessed.
  • A pilot study is currently being designed by our Medical and Research Officers (both are GPs at the QE hospital). 


 
What is the intellectual property status of your innovation?:
The company will be developing additional patents and intellectual property related to response and side effect prediction for further treatments of hypertension and other Cardiovascular disorders through its DTC kits and the databank that it will generate from its lab based genotyping services. These will be offered to the BHF and all other concerned research groups in the field of Cardiac Health.

In terms of our regulatory path, there are no specific regulations outside consumer protection, data storage, and for storing biological samples “saliva” we will apply control regs that deal directly with this. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
Please refer to our commercial information section (Business Strategy)
Measures:
​We are here to help; we believe that we have a relevant and compelling solution that (if adopted) can save lives and enhance the prevention and treatment regimens for patients with cardiovascular conditions.
We will measure our performance based on the value that we are delivering. Hence, by the end of year one we are looking to exceed the 1000 kits sale and have a strong clinical data that would support our proposition, in regards to giving patients better options to mitigate their risk factors and to healthcare professionals to administer drugs that are better suited for certain subpopulations; based on genetic makeup and the health profile "environmental factors" for each individual patient.
These assessments will be made through our end of year statistical study that we will run on all the patients whom we have tested. 
Adoption target:
The adoption target is to demonstrate a successful, valuable and cost efficient systematic framework that would address the core objectives of the NHS Sustainability and Transformation Plans in drving a genuine chnage to patients experience and health outcomes of the longer term.
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Abdullah Sabyah 26/11/2016 - 15:10 Sign Posted 12 comments
0
0
Votes

Innovation 'Elevator Pitch':

Heart DNA is a genetic testing kit for patients at increased risk of developing atrial fibrillation and other cardiovascular diseases, the results are reviewed and assessed by a consultant who is well informed about the patient’s medical history.
Overview of Innovation:
“Heart DNA” is a genetic testing service for patients at increased risk of developing cardiovascular diseases and for cardiologists and genetic counseling officers/geneticists who would want to work with us in delivering this service to the public.

We are partnering with healthcare professionals who will review (online) the genotyping reports coming from our well established partner lab and will be giving their health assessment based on both: the patient’s health profile/medical record, which our users will be asked to fill in early on our website, and on the genetic predispositions that may be found in the patients DNA. In esssence, our consultants will be able to give an informed screening assessment that covers: the detection of inherited conditions and an assessment to the patients’ response to certain drugs that may well be administered to treat CVDs.

Heart DNA is a simple saliva-based test that is supported by scientifically validated research and an extensive amount of studies. Heart DNA analyses the patient’s unique genetic markers, which influence a broad range of heart-related conditions, our gene panel list consistc of 96 markers that cover: Atrial Fibrillation, Coronary Artery Disease, Myocardial Infraction, Cholesterol levels, and risks for hypertension. It can also help identify a patient’s propensity for increased risk towards certain heart medications, eight classes of drugs that affect the cardiovascular system are examined; anti-platelets, anti-coagulants, statins, stimulants, beta-blockers, ACE inhibitors, calcium channel blockers and hormone therapies.

Our test provides information that allows Doctors to;
1. Monitor a patient’s specific health conditions thoroughly.
2. Prescribe a more optimal medication and dosage for a patient.
3. Suggest early lifestyle and diet interventions to help combat and prevent certain heart conditions.

Overall, the aim is to enable doctors and patients to bridge the gap in genetic information that has proved over an extensive amount of studies and research to be pivotal in the design of better prevention and treatments regimens. Our focus is to cause a change in the architecture of complex care routines that would address the challenges of working at scale, and which can capitalize on the associated opportunities that we will enable by striking business partnerships with medical consultants to create and deliver a distinctive competitive advantage over all competing genetic testing companies.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
DNA testing is not available at the point of care, regardless of its imperative potential to mitigate treatment regimens and enhance disease prevention pathways. Moreover, once an individual is diagnosed as having a cardiovascular condition, the challenge exist in prescribing the right medication at the right dose in the right time.
Tools promoting optimal direction for healthcare service and moving patients towards the digital space will be hugely disruptive in a market where faster processes and cheaper costs are imperative to its evolution. Products that can enhance the working process inside GPs offices and provide more rapid, reliable and robust diagnosis decisions within primary care, that could enhance workflow for healthcare professionals, assisting earlier triage and potentially redesigning GP care pathways; such products have the potential to save the healthcare and biotech industries over £1bn every year, just in labour time. 

The current pathway to obtain a genetic test for a single cardiac condition through the NHS is lengthy, complex, costy and is not accessible for everyone; with multiple visits and referrals to see healthcare specialsits (Annex; Figure 1). 

Our system workflow has been designed to empower patients within an innovative framework, that ensures having a certified partner cardiologist assessing their health condition before a patient can receive his/her genotyping results. It will also ensure that patients and doctors have an easy access for booking appointments to follow up, when the need is present. Our comprehensive service will cut down the turn around time from several months to 2 weeks with as little steps as the figure shows (Annex; Figure 2). 

Moreover, our database will later provide an electronic medical record through which other healthcare consultants can opt to review when they need to access the patient’s genotype before prescribing a certain drug at any stage of the patient’s life. Thus, cutting down the path of trial and error before the the right medication is prescribed to the patient. 

Early screening for genetic predispositions and having an early risk assessment for patients who may develop Atrial Fibrillation or any other CVD will significantly allow the NHS enhance its' treatment regimen for the general public and prevent high risk individuals from becoming patients. Thus, causing a substantial reduction in the £15bn bill of CVDs every year (BHF stats 2015).
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
The major risk factor associated with Atrial Fibrillation and all other CVDs is having a family history with the disease. By family history we are referring to the genes that have passed from the parents to their offspring, which (if found to be mutated as well) can increase the risks of that individual developing the same disease. 

While it is well accepted that such risk factor could not be changed or adjusted (at least for the time being), hence the term "non-modifiable" risk factor, it is also accepted that if such risk is detected then the patient would be better positioned to manage the other "modifiable" risk factors early on, which can significantly change the course of the patient's life and the development course of his/her inherited condition. 

We believe that well informed and educated individuals about their risk factors will allow them take better decisions and have more enlightened judgments when it comes to managing their risks and altering their lifestyle and daily habits. Modifiable factor like quite smoking, being fit, eating healthy and managing diabetes, obesity and cholesterol levels, are all found to be imperative in managing AF and other CVDs from an early stage; the earlier the intervention, the better the outcome. 

Moreover, we believe the greatest benefit to the WM population will come at a later stage through our Data Bank which will provide the perfect reference tool to better direct prevention and treatment regimens withihn the WM population, risk factors such as race, age and sex will all be considered in the future direction of our research through our advanced and precise person-centerd system.
 
Current and planned activity: 
Business partnerships have all been established for the development and delivery of our product/service. Funding is currenly sought to finance our outsourcing agreements:
  • Genotyping analysis will be conducted at a well established genotyping lab in the UK.
  • Our saliva collection kits will be outsourced from a supplier in the UK. 
  • Our service content is all in place and the gene panel list has been put together through an extensive amount of well researched and accredited reference genetic testing studies, the online platform will be developed by website developement agency in Birmingham.
  • Our box and packaging have been designed and the order is to be placed.
  • An initial agreement has been established with a reputable cardiologist consultant to review the patients results and put his recommendations to each genotyping report being assessed.
  • A pilot study is currently being desinged by our Medical and Research Officers (both are GPs at the QE hospital).
What is the intellectual property status of your innovation?:
The company will be developing additional patents and intellectual property related to response and side effect prediction for further treatments of hypertension and other Cardiovascular disorders through its DTC kits and the databank that it will generate from its lab based genotyping services. These will be offered to the BHF and all other concerned research groups in the field of Cardiac Health.

In terms of our regulatory path, there are no specific regulations outside consumer protection, data storage, and for storing biological samples “saliva” we will apply control regs that deal directly with this. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
Please refer to our commercial information section (Business Strategy)
Measures:
We are here to help; we believe that we have a relevant and compelling solution that (if adopted) can save lives and enhance the prevention and treatment regimens for patients with cardiovascular conditions.
We will measure our performance based on the value that we are delivering. Hence, by the end of year one we are looking to exceed the 1000 kits sale and have a strong clinical data that would support our proposition, in regards to giving patients better options to mitigate their risk factors and to healthcare professionals to administer drugs that are better suited for certain subpopulations; based on genetic makeup and the health profile "environmental factors" for each individual patient.
These assessments will be made through our end of year statistical study that we will run on all patients whom we have tested. 
Adoption target:
The adoption target is to demonstrate a successful, valuable and cost efficient systematic framework that would address the core objectives of the NHS Sustainability and Transformation Plans in drving a genuine chnage to patients experience and health outcomes of the longer term. 
 
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Abdullah Sabyah 30/11/2016 - 10:18 Approved Login or Register to post comments
3.7
3
Votes

Innovation 'Elevator Pitch':
We develop board games that engage and educate frontline staff. 
They improve care delivery and patient safety by giving staff the knowledge, skills and confidence to make beneficial changes.
Overview of Innovation:
Since 2004 we have been developing board games that improve learning and development by making face-to-face engagement easier and more effective. They bring staff together and encourage them to discuss new ways of working. They get people talking and sharing; players learn from each other.
 
Our games improve performance by delivering the knowledge, skills and confidence that staff need to change the way they work, communicate and behave. Games encourage players to relax and have fun making them more receptive to new ideas and more willing to discuss difficult subjects. While the games are delivering structured and engaging learning it doesn't feel like formal learning. This is very important for unqualified support staff (bands 1-4) who may have fear of formal classroom learning for a variety of reasons.

Our games are designed to be extremely flexible and can be played in the workplace without a specialist facilitator or as part of a more structured formal training programme or workshop. This is intentional and is designed to bridge the gap between solitary learning such as eLearning (which may not be engaging or effective) and formal instructor lead training (which can be effective but expensive and scarce).

We have developed over 40 games and most of them are specifically for use in health and social care settings to address specific clinical and organisational issues. Many of the games are designed to reduce avoidable harm and improve patient safety by encouraging continuous improvement among frontline staff. Games cover a range of issues including:
  • Medication errors
  • Sepsis management
  • Pressure ulcer prevention
  • Malnutrition & dehydration
  • Dysphagia management
  • Stroke pathway
  • Communication skills
  • Team working in health and social care
  • Information governance
  • Genomics
  • Cystic Fibrosis (for children with CF)
All of our games are developed in partnership with leading academics, clinical practitioners, educators and frontline staff. We have formal agreements and partnerships with a range of national and local NHS organisations including NHS England, Health Education England, NHS Improvement, NHS Scotland, and NHS Education for Scotland.

We have formal partnerships with a range of organisations in the Midlands including City University Birmingham, Birmingham Community Healthcare NHS FT, Health Education West Midlands, Coventry & Warwickshire Partnership NHS Trust.

Our biggest challenge is publicising our games. This is why we would like funding from the SME Innovation Fund.

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Patient safety and avoidable harm are huge problems for the health and social care systems and for wider society. Many of the changes needed to improve safety are relatively simple and can be carried out by frontline staff without the need for new equipment or complex system or process changes. But these changes cannot happen without effective training and support. Without them frontline staff cannot improve their performance. While evidence based medicine is practiced it is not supported by evidence based training and we believe that within health and social care training is either absent or has no evidence to support its efficacy.

The widespread adoption of eLearning and other remote learning resources are appealing to the organisation because they appear cost effective but can be isolating and unpopular with frontline staff. It's easy to conclude that if these methods of delivering training were effective then the incidence of avoidable harm and patient safety incidents would have decreased or disappeared. They have not.

We believe that the most effective way of engaging and training frontline staff is face-to-face in groups where staff members learn from each other. If this happens it often involves a slide show or lecture and neither of these engage the learners in any discussion nor challenges them to process new information and ideas.

We develop board games to achieve these levels of engagement. A simple board game based on recognisable games such as Snakes & Ladders are very simple to play, widely recognised and have cross cultural and generational appeal. Our games don't require any structured facilitation and can be played by anyone anywhere. Within minutes players are laughing and joking while focussing intently on discussing the questions and scenarios presented within the game.

Independent university and NHS studies strongly suggest that our games are very effective for knowledge transfer, knowledge retention and developing the confidence players need to implement what they've learned during the game. There are also clear indications, from within the NHS and care homes, that playing games can have a measurable effect on patient safety and avoidable harm but this needs more investigation to confirm. 

Any reductions in avoidable harm and improvements in patient safety will have a significant benefit on finances across the system and of course the benefit to patients and carers is clear. Staff morale can also be improved.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
As described earlier in this submission we have contractual and commercial relationships with several organisations in the West Midlands. The sale of our games generates revenue for these organisations that can be reinvested by them to improve the services that they deliver to the residents of the WM. We anticipate more of these commercial relationships as our company grows so our games would be creating wealth within the WM economy.

The direct benefits to patients and carers of less avoidable harm and improved patient safety is clear and the financial implications for the WM economy could also be significant.

The reputational benefits for service providers should not be ignored and the improvements in staff morale could also be a beneficial side-effect.
Current and planned activity: 
We have formal agreements and partnerships with a range of national and local NHS organisations including NHS England, Health Education England, NHS Improvement, NHS Scotland, and NHS Education for Scotland.

We have formal partnerships with a range of organisations in the West Midlands including City University Birmingham, Birmingham Community Healthcare NHS FT, Health Education West Midlands, Coventry & Warwickshire Partnership NHS Trust.

We also have relationships with a range of Royal Colleges, charities and patient groups including Royal College of Nursing, Royal College of Midwives, The Patients Association, UK Sepsis Trust, Chest, Heart & Stroke Scotland and the British Dietetic Association.

We cannot develop our games without the support of subject matter experts from these organisations and we will continue to strengthen these relations and create new ones.
 
What is the intellectual property status of your innovation?:
In most instances we entirely own the IP related to our games. In some instances the IP is owned, or partly owned, by our partners and we sell the games under licence from them. We recently had an IP Audit carried out on all of our games and associated commercial agreements and partnerships. When this report is finalised we would be willing to share it with the SME Innovation Fund.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
In terms of scalability many thousands of existing games are already being used in hospitals, universities and care homes across the UK and overseas. The WM is well-represented in terms of games already in use. Funding from the SME Innovation Fund would be used to broaden the scope of existing activities and ensure that more games are sold and used in the WM and elsewhere.
Measures:
Because this submission is related to the promotion of a range of products success will be measured in numbers of additional games sold. However, individual games are assessed for their efficacy in knowledge transfer, knowledge retention and confidence levels of players to make changes to care delivery and behaviours. Independent studies carried out by universities and NHS employees all conclude that the games are effective. We assume that more games being used by frontline staff will translate into improved care delivery.
Adoption target:
The company is currently viable. The loan would help generate extra sales and this revenue will be used to further grow the business. Existing games cover almost the entire health and social care sector and so potential buyers and users in the WM could be any NHS trust, university, care home or other service-provider.
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Andy Yeoman 09/12/2016 - 17:19 Sign Posted 2 comments
3.2
2
Votes

Innovation 'Elevator Pitch':
More people die of SUDEP (Sudden Unexpected Death in Epilepsy) than in house fires every year.
 
Every home has smoke detector, so why shouldn’t all epileptics have a device that alerts people close by so that they can provide assistance when needed?
Overview of Innovation:
Embrace is the world’s 1st system for seizure detection based on analysing multiple physiological data sensed at the wrist.



Should someone with Epilepsy experience an ‘unusual event’, such as a convulsive seizure, an alert will be sent via their smartphone to parents, friends or caregivers, summoning immediate help. Additionally, a caregiver can also wear a 'companion' Embrace. When the two Embraces are within range (e.g. in nearby rooms), the 'companion' Embrace worn by the caregivers will vibrate to alert them.

The Embrace watch has received awards for its design & innovative technology. The watch monitors Electrodermal Activity (EDA), also known as Galvanic Skin Response (GSR), which is autonomic data that is activated by regions deep in the brain involved in emotions such as fear, anxiety & excitement.
 
Embrace watch also functions as a sleep monitoring & activity tracking device.
 
What else do Embrace sensors monitor?
Embrace comes with an app called Mate. Mate combines events that are entered manually with events that are sensed by Embrace. Mate helps see how patterns of sleep, autonomic stress, skin temperature and physical activity may interact with seizure events. (NB: initial release of Mate app features rest and activity information, while features like autonomic stress monitoring, are still in development and will be added later). For example, if there are an increased number of absence seizures when stress levels have been high and sleep has been irregular, then these can be tracked to see if changing these patterns reduces the number of seizures.
 
Embrace and Alert app system for seizure detection is for investigational use only. The system is currently not clinically proven to detect seizures. Evidence of seizure characterization using the technology in Embrace has been gathered in a number of clinical trials since the initial discovery of skin conductance changes during a seizure was published in 2012. Empatica is currently conducting clinical trials to evaluate seizure detection of generalised tonic clonic seizures (GTCS) using the Embrace watch & Empatica Alert app.
 
The automatic physiological data logging provided by the Embrace system is valuable when someone experiences a seizure as they may not remember what has happened themselves. A diagnosis is often based on finding out what happened to the individual before, during and after a seizure.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The number of people in the UK diagnosed with epilepsy has risen sharply in recent years. There are around 65 million people living with epilepsy in the world, with an estimated 600,000 people in the UK.
 
Every day in the UK, 87 people are diagnosed with epilepsy. Only 52% people with epilepsy in the UK are seizure-free.
 
During 2013, 1,187 people in the UK with epilepsy died earlier than expected (premature death). Some of these deaths could have been prevented. A clinical audit of epilepsy deaths in 2002 found that 64 per cent of adult deaths and over half of child deaths were possibly or probably avoidable.
 
Epilepsy is misdiagnosed in 20-30% of cases: most commonly, non-epileptic conditions are incorrectly diagnosed as epilepsy. Up to 40% of children referred to a tertiary clinic do not have epilepsy.  In 2004, the National Institute for Clinical Excellence (NICE) estimated the direct costs of epilepsy misdiagnosis (including inappropriate treatment, but not including individuals’ lost productivity from misdiagnosis) to be between £130m and £190m per year (NICE (2004) Epilepsy, second consultation, Appendix G).
 
Limiting the rate of misdiagnosis will help to reduce the risk of teratogenicity in wrongly diagnosed patients and will prevent patients wrongly diagnosed with epilepsy from facing, for example, unnecessary restrictions in employment and in other areas of life. Better diagnostic services are also likely to reduce any treatment gaps or inequalities, and, through encouraging independent living, improve the rate of employability for people with epilepsy. Finally, patients will have a greater choice of treatment options and a greater sense of empowerment
 
Epilepsy is an ambulatory-sensitive condition, meaning that better management in the community or primary care setting can effectively avoid unnecessary visits to the emergency department and non-elective hospital admissions.
 
Prevention of 15 admissions to hospital would Save the salary of a single epilepsy nurse
Estimate from National Audit of Seizure Management in Hospitals 2 (NASH2)
 
In 2009, there were 13 million prescription items of anti-epileptic drugs dispensed in the community in England, at a net ingredient cost of £300 million (NHS Information Centre Prescription Cost Analysis 2009. The net ingredient cost is the cost of the drug before discounts, not including any dispensing costs of fees).
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Epilepsy affects 54,000 people in the West Midlands (Source Birmingham City Council May 2016). The economic and social costs of managing this cohort is very significant.
 
Gaining control of one’s epilepsy not only saves direct health related costs in terms of fewer emergency or longer term hospital admissions, but also enables individuals with epilepsy to continue working and maintain their independence.
Current and planned activity: 
Current activity:
The Embrace device was only recently launched in the UK in November 2016. Currently clinical trials are taking place in the USA.
https://support.empatica.com/hc/en-us/sections/200817625-Seizure-Characterization-Clinical-Trial-monitoring-with-Embrace
 
We have taken orders from a number of Local Authority Assistive technology departments and are keen to engage further with the NHS.

Planned/future activity:
The published trial results cited above were from predicate devices. We need to collect more data using the Embrace and Alert app to complete the medical and FDA certification processes before we are able to make any claims regarding seizure detection performance of this system.
 
We are very keen to work more closely with any West Midlands network that provides support to people with Epilepsy or Autism.
 
What is the intellectual property status of your innovation?:
Patents Held by Empatica – further info available upon request.

The device is currently being fast tracked through FDA approval.

It also holds - Certifications:  CE Mark, FCC CFR 47 Part 15,  RoHS.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Ben Carter 19/12/2016 - 13:34 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Patient Centricity; A Health Engagement Platform to improve health outcomes and reduce costs.
Overview of Innovation:
Over the next 12 months, the project plan is to co-create with a health provider (we have an agreement in place with a US provider), a patient engagement platform which personalises and transforms the patient-provider relationship, and gather the evidence base from a pilot which shows the improved health outcomes for the patients and reduced cost of delivery for the provider. We are confident that by opening a communication channel between patients and providers, we can increase compliance for treatment plans and get a much higher level of data input from patients outside of regular visits. We also believe this could be a two-way channel where providers can push information out to patients as well. Having better engaged patients, we expect to see higher health outcomes.
 
The ambition is to develop the commercial model alongside the product development process, and to secure revenues and commercial contracts. Co-production of the solution within an organisation delivering services and having access to their clients, will reduce the risk of failure. In addition, we will plan a wider market roll-out of the service to take advantage of the requirement and trend towards patient engagement services. 
Stage of Development:
Ideas stage - Early concept and ideas stage
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Platform capabilities that engage patients along the healthcare value chain have the potential to improve patient-provider relationships and improve health outcomes and lower the cost of delivery.
Potentially the platform could include interactive patient education tools, virtual health coaches, data sharing and integration, patient-provider shared decision making, chronic disease management and behavioural intervention programs, digital care plans, remote health monitoring and communication systems. 
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
Apart from the potential improvement in health outcomes, we'll be creating digital pathways to services, which will remove a number of barriers for patients to access services and provide a route to improving one's health for the underserved. Using everyday affordable technology allows us to reach a large a population as possible, but also makes the solution scalable for providers.
On wealth creation, we as a business will support the WM population 2 ways:- Firstly we will look to make initial key hires from within the WM population and secondly a healthier population is more productive in the workplace and have less sick days, recover quicker and less likely to suffer from long term conditions. This not only increases the morale of the population but for local employers it positively impacts productivity and business performance. 
Current and planned activity: 
We are currently at development stage with the aim to create a solution that is designed for providers to offer secure, scalable, affordable and accessible digital pathways to their services and improve engagement and deliver better outcomes for patients and their services through an approach that complements and augments their current face to face practices. 
We are seeking funding to support the business during this exploration stage.
What is the intellectual property status of your innovation?:
No solution so none at this stage
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The team at HCL will build the solution based on deep existing knowledge of how community and statutory services are delivered and where improvements can be made. We can accelerate the design process with this prior knowledge. However, we will also improve the solution based on the learning and the collaboration initially with our US partner and work with a local NHS Trust to build the UK evidence base, scaling locally and then nationally. The team at HCL previously co-created the multi-award winning Buddy App, which scaled from one Mental Health NHS Trust in London to 12 nationally, so have previous experience of bringing a product to market and scaling.
Measures:
The aim is to create a solution that is designed for providers to offer secure, scalable, affordable and accessible digital pathways to their services and improve engagement and deliver better outcomes for patients and their services through an approach that complements and augments their current face to face practices. 
For providers, the service will mean they can improve patient engagement, gather richer insight into the lives of their patients, make more time in sessions to focus on problem solving rather than catching up, and reduce costly no-show missed appointments. 
For patients, the service will enable them to spot patterns in their behaviour that affect their health; to improve communication with their provider, enabling them to connect via SMS, text chat, video or in-person; put them in control of their healthcare and empower them to practice self-care and take responsibility for their health and wellbeing. We will work with our partners in the design phase to create a suitable measuring tool that enables all to see the efficacy of the solution both clinically and commercially.
 
Adoption target:
Initially, we're looking to work with one NHS Trust within the WM region. Once we've built the business case, we will be work with the AHSN to seek their support to help our solution to be part off the NHS Innovation and Adoption Tariff, which will make it simpler for the solution to scale nationwide.
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Syed Abrar 20/12/2016 - 15:13 Approved Login or Register to post comments
1.9
1
Votes

Innovation 'Elevator Pitch':
GroundVision provides the next generation of patient observations, and a range of dashboards, including our specialised Rapid Detection and Response (RADAR) view, to enable an efficient, proactive response to the deteriorating patient.
Overview of Innovation:
Over 6,000 people die every year in hospital as a result of “failing to rescue” a deteriorating patient. GroundVision provides a simple and cost effective system to record and calculate EWS (Early Warning Score) and a variety of other observations and assessments, from Bristol Stool to Fluid Balance, at the patient bedside to ensure that deteriorating patients are quickly and accurately identified.

As well as the ability to record patient observations at the bedside, GroundVision provides a variety of specialised views for different departments of a hospital:

Ward View
Displays information and observations about all patients on a ward.
 
Critical Care View
Displays information and observations about all patients in the Trust, with filtering capabilities, enabling searches for groups of patients (e.g. those that are deteriorating).
 
Infection Control View
Displays information about Bristol Stool Samples and infectious patients, enabling better control of infection outbreaks.
 
Ops Team View
Displays all side rooms in the hospital, with information about their occupancy, including a reason and priority for the isolation of a patient.
 
Dashboard View
Allows users to create customisable reports/graphs about a wide range of patient and observation related information.
 
RADAR (Rapid Detection And Response) View
Provides a view that shows all deterioration patients within their “score banding” who have not been responded to. The solution also graphically shows their health trajectory enabling healthcare staff to intervene before the patient triggers. This real-time view can be displayed via tablet, desktop or electronic whiteboard onsite or remotely.

Our solution has been developed alongside nurses, so it is easy to use as well as being low cost. It can be used on any device and accessed remotely as well as on site.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
GroundVision can provide a variety of benefits to the NHS:
  • Reduction in patient mortality
  • Reduction in hospital length-of-stay
  • Reduction in time taken to record/calculate Obs/EWS
  • Improvement in the accuracy of EWS calculations
  • Increased levels of clinical attendance
  • Increase compliance with hospital protocols
  • Reduction in the number of unexpected cardiac arrests
  • Fewer admissions to ICU
  • Reduction in the number of ICU days
  • Reduction in the number of infection outbreaks
As well as this, it brings the NHS one step closer to being paperless.
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
It can help NHS organisations within the West Midlands area by improving patients safety and patient outcomes.
Current and planned activity: 
We have been engaged with Surrey and Sussex Healthcare NHS Trust, co-developing our solution alongside them and providing pilot projects, rolling out our solution to several wards.

We are also currently engaged with other NHS organisations within that area, such as Kent Community Healthcare NHS Foundation Trust.

We will continue to engage with as many NHS organisations as we can as well as continuing to develop our solution, to increase the wealth of observations and assessments that we have available to contribute towards improving patient safety.
What is the intellectual property status of your innovation?:
Simply Clever Ltd (trading as GroundVision) own the intellectual property 100%
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
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Anonymous 12/01/2017 - 17:24 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
SMC provides an innovative, integrated, digital platform solution that deliver better patient outcomes, greater self-management and delivers healthcare more efficiently. The system is highly configurable and customisable and deployable at scale.
Overview of Innovation:
SPS have created an open, future proofed digital platform that harnesses and integrates a range of mobile, communication and wearable technologies to pre-emptively and pro-actively support improved patient outcomes while enabling more efficient healthcare service delivery across primary, secondary and social care environments.
Our mobile health (mHealth), telemedicine and telecoaching solutions use familiar mobile and ‘cloud’ based technology. It has been proven to  support service redesign and deliver more efficient, patient centric healthcare that’s cost effective, simple to use and easy to implement at scale.
Our ‘open’ architecture and web based platform enables more holistic Long Term Condition management services by leveraging a range of technologies across mobile, tablet, text, video and voice to deliver a highly flexible solution for healthcare professionals and patients. Mobile health (mHealth) enhances patient outcomes by enabling clinicians to pro-actively and pre-emptively monitor patients remotely while also enabling the individual to better understand and manage their condition that results in improved patient outcomes, reduced visits to hospital and local GP’s Surgeries.
Our SMCTM solution can be customised to meet any Long Term Condition (LTC), co-morbidity or medical condition that an individual may suffer from. It can support one or multiple LTCs, as well as any other health or mental health condition where a question or vital sign measurement can be of benefit. To date core commissioning has been focused on supporting people who suffer from Heart Failure, Coronary Heart Disease, Hypertension, Chronic Obstructive Pulmonary Disease, Asthma and Diabetes, but we have also developed profiles to support Urinary Tract Infection, Falls Prevention, Dementia and Depression management, Cystic Fibrosis, Obesity and end of Life.
The SMCTM solution is deployed across multiple CCG’s and provider in the UK with over 10,000 patients benefiting from the system over the past 5 years. We have supported different operational and clinical pathways, including effective system deployment into patient homes and Care Home environments that can then enable pro-active and pre-emptive alerts to be raised with a Clinical care team.  Our technology and services have also been selected by a wide range of organisations including BT Health, Alere, Welch Allyn, MSD Commercial, Healthcare @Home to support new and existing service models in the field of telehealth.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Key deliverables achieved with SMCTM solution:
  • Facilitate early patient discharge and reduce bed days: Harrow CCG, 2014: achieved a 50% reduction in unplanned admissions and 63% bed day reduction to deliver an ROI of 159% and net savings of £3,444 per COPD and cardiac patients.
  • Improve prevention and early intervention:  Derbyshire Community Hospital, 2014: achieved a 68% reduction in unplanned admissions; 415 bed day reduction across 187 patients in a 6 month period with a net saving of c£100,000.
  • Improve service value and efficiency of service provider: Bristol CCG, 2013: within just 30days of the telehealth service starting the number of contacts reduced by 26% with an 18% reduction in face to face time and 40% reduction in telephone contacts
  • Sustain independent living and improve patient outcomes: Birmingham Community Health, 2014: Surveyed 312 patients with 86% of patients stating system helped them manage their condition; 84% more involved in their care; 90% happy to reduce the number of routine hospital visits.
     
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
SMC offers multiple benefits for patients:
  • Personalised care modules: supports an individual's care needs using the most relevant questionnaires, vital signs and content.
  • Embedded educational content: on demand video aids training, behaviour change, understanding and the confidence for patients to self-manage their condition.
  • Sustains independent living: the use of relevant, integrated and familiar technology empowers patients to better understand and manage their conditions at home.
  • Easy to use and "out of the box": use fo familiar smartphones and tablets with wireless peripherals; audio and multi-lingual options.
  • Remote access and support software: touchscreeen enabled device support over the phone.
  • Video tele-consultation: remote "face to face" clinical consultation to aid better clinical intervention.
  • Text messaging: enable cost effective self-care.
  • Better patient outcomes: improves quality of life, reduces anxiety and increases confidence.
Current and planned activity: 
The SMC solution is deployed across multiple CCG’s and provider in the UK with over 10,000 patients benefiting from the system over the past 5 years. We have supported different operational and clinical pathways, including effective system deployment into patient homes and Care Home environments that can then enable pro-active and pre-emptive alerts to be raised with a Clinical care team.   Our technology and services have also been selected by a wide range of organisations including BT Health, Alere, Welch Allyn, MSD Commercial, Healthcare @Home to support new and existing service models in the field of telehealth.
We have long standing partnerships with Somerset CCG, Cornwall Foundation Trust Rotherham NHS Foundation Trust, and Dudley CCG and have been awarded innovator partnership on two Test Beds, one in Surrey and one in Manchester (with MSD Commercial.)

We support other conditions and pathways: Cystic Fibrosis, Falls and UTI, Spina Bifida children, LTC6 and E5QD quality of life.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Elisabeth Barbosa 12/01/2017 - 17:57 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
This novel approach  involves people reviewing their medicines in a 3/4 hour session with two health professionals.
We provide people with their own notes in the form of a written action plan, which they can share with clinicians.
Overview of Innovation:
Our work introduces a novel approach to helping people manage their medicines and treatments.

It involves group sessions for patients on medicines, covering what ‘medicines’ are (not just prescribed substances), how they work, side-effects and interactions, alternatives to medicines, finding trusted information and how to have a productive conversation with your Doctor / Health Professional on medicines and treatments.

Following this we offer optional individual support sessions where people can talk about their medicines and treatments in confidence, with two health professionals, one of whom is always a Pharmacist. We developed this novel approach as part of a project commissioned by the Department of Work and Pensions.

Most people received the information they needed from the group sessions. Less than one third of the attendees went on to have an individual session. Those who attended individual sessions were people with more complex issues, including people who are classed as ‘high cost’ e.g. frequent attenders at G.P Surgeries, those on multiple medications, and people with substance misuse issues. In these individual sessions, participants felt able to share information on their medicines, treatments and overall wellbeing that they haven’t previously shared with anyone. For some this included areas where they felt unsafe and had not talked about to professionals before. On several occasions, we have been able to provide information on safeguarding options, and maintaining safety. This included signposting people to available services, they previously either avoided or had been unaware of.

The success criteria for the DWP funded project, which were all met, related to helping people back on the route to employment. By collecting accounts from attendees, we also found that our sessions appeared to lead to a reduced number of prescribed medicines and more appropriate contacts with services. Indicating that adopting this approach as part of core services will be self-sustaining.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Benefits identified to date include improved adherence with medicines; improved quality of life; reduced unnecessary medicines; identification and actions on previously unreported patient safety issues. A thematic analysis of the feedback showed that out of the 28 people who had an individual session 19 were given advice on referral pathways; 9 signposted to existing resources (such as Medicines Use Reviews) and trusted source of information; 9 people were recommended to ask for a clinical medicines review, 4 were advised on options for opioid switches and 10 on dosage, side-effects or interactions. This prompted one person to comment:
‘In the support session you listened to me, and helped me work out what I needed to say. I gave the notes to my G.P. who changed my medicines and made the referrals you suggested. I now no longer walk with a stick, and feel a lot better. I thoroughly recommend these sessions’
 
We also carried out a thematic analysis of the presenting issues in the individual sessions, based on the feedback and on our reflective log. The top five issues were mental health problems (13/28); suicidal ideation (5/28); use of non-prescribed medicines, including borrowed and illicit substances (5/28); anger issues (5/28); previously unreported risk or safeguarding issues (3/28).
 

In summary, we found three main areas of benefits:
  1. Addressing the fact that specialists in different areas of medicine only ever review the medicines they have prescribed. So people end up with a continuation of medicines they don’t need and often medicines which make things worse.
  2.   Helping bring out the things people don’t normally tell their doctors (we all do this). In the jargon this is called ‘intentional non-adherence’. This increased trust and openness seems to be because we deliver these reviews as part of larger project led by users of services, so by the time we see people they have built up a degree of trust in the process.
  3. We’re finding some unexpected patient safety benefits. We’re learning that, as a result of the way the sessions are carried out, some people feel able to share information on their medicines and treatments with us that they haven’t previously shared with anyone. On a number of occasions we have been able to give advice on medicines safety and signpost people to services they need, but had previously either avoided or been unaware of.
 
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
As a result of the sessions and individual reviews, this approach can be tailored to promote local services and resources, and meet the needs of differing patient groups from all backgrounds.
Current and planned activity: 
Onoing projects in the South West and devleoping links to London Trusts. Presented to NICE Mediciens and Prescribing Associates.
What is the intellectual property status of your innovation?:
The name Patient Led Clincial Education (TM) related educational materials, governance policies and procedures are the property of Care Right Now CIC.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
3
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Steve Turner 16/01/2017 - 12:40 Publish 2 comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
A system to allow effective and robust communiation of safety critical clinical information within and between clinical teams, as well as with the patient.
Overview of Innovation:
The CAREFUL platform has been developed by a practising doctor. It allows safe handover of patients within teams, by creating a clear clinical plan - based on actions - which are then transfered between clinicians during the handover process.

This mechanism can then be extended betwen clinical teams and to the patient themselves.

A minimum viable product (MVP) has been developed and is at the beginning of testing within the NHS.

We have received a request from Birmingham Children's Hospital to develop this further, to create more structured data and clinical pathways.

To do this we need additional funding to speed-up development in these two areas.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
The system is cloud-based, so the system can be deployed immediatly, with no startup or implemetnation cost in any NHS team. The system grows to encompass those teams that adopt it.

The system is designed specifically to act as the 'glue' to hold other systems together.
Initial Review Rating
2.40 (2 ratings)
Benefit to WM population:
By working with Birmingham Children's Hosptial we will be providing both patients and clinicians with better quality data and a better handover environment.
Current and planned activity: 
As described, we plan to work with BCH to ensure this is deployed as quickly as possible to the clinical teams in the hospital.
What is the intellectual property status of your innovation?:
Designs and code are fully owned by Careful Systems Ltd, a privately held limited company.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
The intention is to remove all barriers to user acquisition by using a 'Freemium' model. Our business model is therefore predicated on the capacity to scale. This is also built-in to the product's design.
Measures:
The system is designed to improve patient safety by improving communication. We know that in excess of 300,000 people a year die from preventable medical error in the USA. In the UK, the number may be as high as 25,000. Of these, it is estimated that 80% are due to poor communication. Improvement in this area is hard to measure since adverse events and serious incidents are multi-factorial. Our aim, however, is that this system will contribute to a reduction in communiction-related preventable harm. We recognise that we will have some difficulty proving that.

However, since the business model makes the use of this system almost entirely voluntary, we can use growth in user activity as our proxy for the effectiveness of the system. We have also designed a user-facing app that will allow pateints to access to their own data. Growth of patient-user numbers will also provide us with reassurance that the app is effective.

The other side is in providing a system which improves efficiency. Our expectation is, in particular, that this system will save time for junior doctors in the acute sector. Whether this can be translated into cost savings — e.g. by reducing the number of staff — is unlikely. Improving efficiency will, we hope, result in better quality of care by allowing more patient-facing time for clinical staff.
 
Adoption target:
We would hope to be adopted by 2-3 hopsitals with a user penetration rate of about 250 users per hospital. However, the app is applicable across the acute/community divide and so we are keen to find customers in the wider health network - e.g. community outreach services, GP surgeries, District Nursing services, etc.
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Anonymous 01/02/2017 - 10:34 Sign Posted 1 comment
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0
Votes

Innovation 'Elevator Pitch':
Our invention will monitor vitally and medically significant parameters (blood microcirculation) in real time, wirelessly supplying individuals with efficient CV information to smartphones
Overview of Innovation:
In the next few years, non-invasive technology will have revolutionised medicine. Wearable devices and smartphones can serve as the hub for new diagnostic and treatment technologies. With new tech will come new opportunities for our healthcare: improving the accuracy and usefulness of information we can gather on our health as citizens and patients; changing how and where care is delivered; offering new ways to prevent, predict, detect and treat illness. Aston Smart Light Ltd. (ASL Ltd.) focuses on the development of advanced medical tech to continuously monitor human health state and will potentially aid in the development of fast and affordable body control without specialist knowledge. Our mission is to employ this experience and our previously developed devices to release cutting edge technology more complex and clinically informative than anything currently available, to the specialised and commercial markets. Our inventions relate to non-invasive devices that are suitable for simultaneous monitoring of body conditions. The main goal is to perfect the technology as well as manufacture a smartwatch style device capable of monitoring human body conditions, while wirelessly sending this information to your smart phone.
 
SmartWatch is a highly innovative project. The aim of this project is to manufacture a smartwatch style device capable of monitoring human body conditions based on Doppler flowmetry (DF) for healthcare and self-monitoring. Such monitoring is required in hypertensive patients to prevent heart failure (HF) and acute ischemic stroke (AIS) as well as for individuals seeking control of their physical and emotional state. The research, based on ultra-low power laser devices will advance the field of personalised medicine by allowing the watch-like devices design and fabrication. The proposed device will provide constant monitoring of patient cardiovascular conditions and would allow doctors and to give personalised advice and treatments. While there are devices already providing health monitoring, all of them are based on heart rate sensing and cannot monitor advanced health condition. Our smartwatch style device is suitable for detection of blood microcirculation and represent an entirely new, clinically relevant application with no current competition.
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Igor Litvinov 02/02/2017 - 15:55 Archived 1 comment
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0
Votes

Innovation 'Elevator Pitch':
Aptvision is revolutionary to the radiology sector providing a paperless & cost effective workflow.  Designed with radiology experts, practiced in-depth and customised to meet the specific needs of today’s modern & demanding radiology environment.
Overview of Innovation:
Total Radiology Solution including RIS and other innovative solutions has been designed to increase efficiency in hospitals and clinics - not just to store patients’ data. It’s unique innovation can be seen in:
  • Cost savings and increased productivity
  • Increase revenues for hospitals and clinics: web booking, schedule optimisation
  • Reduce errors and staff duties
 
Aptvision RIS is the most innovative RIS on the market offering fully paperless workflow from start to finish: eReferral letters automatically attached to the RIS, e-consent forms, Online Results, etc. Aptvision RIS also assures:
  • Electronic access to all documentation and forms
  • Quick access to all medical history
  • Fully web based, no installation - just the web browser
  • Ability to report on studies from any location without a need of installing dedicated software on individual doctor’s PC.
 
Much more than a standard RIS, Total Radiology Solution offers:
  • Fully integrated Web Booking in which patients can book their appointment like a seat on an airplane. From the clinic’s website patients can see which appointments are available for the type of exam they need and book it immediately.
  • Aptvision’s system automatically provides a call back from a clinic’s Call Centre, to verify the selected appointment and go through safety questions. The operator is prompted by the system to ask the appropriate questions.
  • This feature has reduced the 40% dropped calls rate to zero and practically eradicated no shows and errors.
  • Before the appointment, the patient receives a SMS Reminder of their visit and gains access to the Online Consent Form. They can complete it on their phone or computer before their visit day.
  • On the appointment day, patients can use Online Registration in the clinic using the interactive kiosk or tablet & without the need to stand in a long queue at the reception. They can also monitor their live updated waiting time on dedicated monitors.
  • The electronic consent form as well as all previous medical history is attached to patient’s record in Total Radiology System leading to completely Paperless Workflow. Once the appointment is completed, patient is informed with an SMS telling them their results are ready and can be viewed in the Online Results portal if this is appropriate.
  • Voice Recognition to more quickly create medical reports
  • Scan Audits to improve the quality of the reports and enable sharing of expertise.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Revenues increase
  • Across 16 clinics in Ireland we have facilitated savings of up to €600,000 per clinic through reducing no-shows, errors and through modality optimisation
  • We have also increased revenues by €2.4 million in an 18-month period through web-booking and e-referrals
 
Efficiency increase and cost reduction
Through fully paperless workflow
  • An advanced, configurable, fully integrated e-referral platform feeding actual availability of modalities
  • E-referral letters automatically attached to the RIS, e-consent forms, Online Results, etc
  • Electronic access to all documentation and forms
  • Quick access to all medical history
  • ensure scan is possible and safe for patient (availability & safety questions)
Reduction of manual processes
  • Fully business rules driven without manual intervention
  • Built-in processes for auto scheduling and bulk appointment operations
  • No re-typing of information
  • No web booking missed
  • Medical call centre takes over all calls so reception could focus on patients and their needs
  • Interactive kiosks, tablets and monitors allow patients to register online without a need to come to reception
Improved Patient satisfaction
  • Reduced waiting times for scans and results
  • Ensures patients safety and enhances patient experience at all stages of their appointments (web booking, online forms and results, SMS notifications, online registration etc.)
 
Quality improvement
Peer review feature that allows anonymous review of radiology reports by random peer
 
Better hospital/clinic management
Live updated personalized dashboards for quicker decision making and detailed reporting: revenue reports, comprehensive operations reports, etc.
 
Savings in time
  • Quick system implementation - within few days, not months
  • Easy and intuitive up and running in 30 mins
  • Improvements visible from day one
 
Existing customers have reported statistics of:
  • Modalities capacity increase of 30%
  • 1 extra scan per hour
  • 10 more booking per day
  • Reduced reporting time 20min -> 4min
  • 50 reports per day vs 15
"Aptvision is revolutionary to the radiology sector and is the key to a paperless workflow. It improves daily operations and leads to quicker reporting times and early diagnosis. My experience suggests that Aptvision RIS increases a clinic's efficiency and bottom line from day one and has been the answer to our digital problem in one step."

Prof. Michael Maher
Consultant Radiologist, Cork University Hospital
Professor of Radiology, University College Cork
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
With rapidly increasing demand for diagnostic imaging and hospital and clinics workflow heavily relying on paper and manual duties radiology providers are sometimes unable to cope with that increased demand and provide their diagnostic in efficient and timely manner which can result in patient dissatisfaction and in some cases even lost lives.

Aptvision Total Radiology Solution offers a solution that can revolutionize radiology industry by promoting efficiency and paperless workflow that increases productivity in hospitals and clinic and ultimately benefits patients and their lives.
Our innovative features can benefit patients in numerous manner including:
  • Better and quicker access to radiology
     
  • Reduced waiting times for scans and results which can save lives
     
  • Ensures patients safety and enhances patient experience at all stages of their appointments (web booking, online forms and results, SMS notifications, online registration etc.)
     
  • Quality improvement - Peer review feature that allows anonymous review of radiology reports by random peer. It improves the quality of the reports, enhances share of expertise and allows discussion of interesting cases with experts in anonymous manner. This hugely benefits patients and again helps to save lives
     
  • Make use of modern ecommerce technologies to patients
Current and planned activity: 
Aptvision has just completed the Serendip programme.

We have applied for late inclusion into supplychain RIS/PACS frameworks.

We are actively engaging with Queen's hospital (BHR hospitals trust). We have presented the system and received a very positive response and we are currently organising a full day workshop with all staff.

We are presenting shortly to Black County Alliance.

We are seeking to work in partnership with an NHS Trust to deliver an early demonstrator for the NHS.
What is the intellectual property status of your innovation?:
Full intellectual property of all applications and solutions is owned by Aptvision Ltd.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
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Fiona Smith 14/02/2017 - 12:23 Publish Login or Register to post comments
6
2
Votes
-99999
Innovation 'Elevator Pitch':
DIMEC synchronises patients’ smartphones with GP records of any clinical system & pharmacies; pairing convenient, 24/7 patient-initiated repeat prescription management with proven adherence modifiers: empowering patients & decreasing medicines waste.
Overview of Innovation:
DIMEC uniquely connects patients to their GP and chosen Pharmacy enabling instant, patient-initiated prescription ordering & dispensing. Through in depth NHS integration, patients can order their repeat prescriptions 24/7. 

DIMEC integrates with EMIS Web and INPS Vision via GPSoC Interface Mechanism 1 Assurance Framework (governed by NHS Digital), enabling patients to synchronise their iOS or Android device. 

Repeat drug & allergy histories are downloaded automatically so patients can request repeat prescriptions directly into GPs’ workflows without pharmacy involvement. Patients are actively encouraged to order only the medicines they require to prevent stock piling & over-ordering thus decreasing medicines waste.

DIMEC promotes patient choice as to the dispensing Pharmacy as well as strengthening three-way communication between the patient, GP surgeries and pharmacies. Push notifications via the App enable patients to track every stage of their prescription to collection from their Pharmacy.

£300M/year of medicines are wasted in the UK, not accounting for those disposed of via domestic waste. A large proportion of this is due to over-ordering & stock-piling which can be dangerous. By stopping pharmacies initiating prescription requests, CCGs have calculated savings of £1M-£6M/year due to reduced prescribing and medicines waste. The DIMEC App absolutely promotes safe & responsible, patient-initiated ordering.

£500M/year of medicines are wasted through poor adherence; whilst some of this is unpreventable, over £250M/year can be avoided. Patients are empowered to manage their own healthcare, improving adherence with customisable reminders. Studies have shown reminders & push notifications to be effective ways of promoting behaviour change & motivation in a variety of health arenas.

DIMEC’s Co-Founders are UK registered Pharmacists with community, hospital & military experience. We are supported by Chee Wong, the previous COO of Shazam and CTO of Hailo Apps. Although located on Keele University Science Park, DIMEC is piloting in five Eastern Cheshire practices.

DIMEC promotes convenient, 24/7 patient-initiated repeat prescription management whilst engaging all stakeholders and enabling adherence. These features provide cost savings to the NHS by tackling medicines waste from a variety of different angles without sacrificing patient convenience. Ultimately this results in a healthier population, reduced hospital admissions with other reduced economic on-costs.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
As the population ages, diagnostics develop & medicines become more advanced, the health and economic cost of pharmacy will escalate. People will be diagnosed earlier and prescribed more effective but more costly drugs for longer life spans.

Arguably, medicines are tools used to lessen or alleviate the burden of disease to enable people to continue to contribute to society at the fullest of their ability. Fundamentally, drugs should be cost effective with regards to their clinical outcomes; easy to access and taken as prescribed so as the NHS gets the best value for money & the patient gets the best outcomes.  

Unfortunately, £300M of medicines are wasted each year, not accounting for medicines disposed of via normal domestic waste. A large proportion of this is due to over-ordering of medicines and patients stock-piling. Not only is it dangerous to have large amounts of prescription medicines in domestic cupboards, but as it goes out of date and they are returned to pharmacies for destruction, it produces an incredible amount of waste. By stopping pharmacies ordering repeat prescriptions and making patients order what they need themselves, numerous CCGs have estimated they will make savings of £1M-£6M/year in reduced prescribing and medicines waste. The DIMEC App completely promotes this idea of responsible, patient-initiated ordering and can make a huge contribution to these cost savings per CCG.

Furthermore, £500M/year is wasted due to poor medicines adherence. Whilst the NHS admits that up to half of this figure is unpreventable, over £250M/year of this can be avoided. In using the DIMEC App, patients are empowered to manage their medicines in one convenient, improving adherence to their medication by being responsible for its ordering and reminders. Ultimately, this results in a healthier population, reduced hospital admissions and other economic costs such as lesser sick days.

Studies have shown push notifications to be effective tool for promoting behaviour change and motivation in a variety of healthcare scenarios. This, alongside the promotion of patient initiated repeat ordering, the DIMEC App will provide cost savings to the CCG and tackle medicines waste from a variety of different angles without sacrificing patient convenience. 
Online Discussion Rating
5.50 (2 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Within the West Midlands area, more and more CCGs are scrapping (& planning on scrapping) pharmacy initiated ordering. Although this has been proven by NHS Luton CCG to effectively decrease the cost of medicines wastage, it does impact convenience & ultimately adherence. Luton’s own report records the concerns of prescribers that the consequential lack of service access (easy repeat ordering) has driven repeat prescription users to stop ordering their medicines completely. It is impossible to determine at this early stage whether the ultimate cost (health & economic) of foregone health gains due to non/poor adherence are greater than the savings achieved from scrapping pharmacy led ordering.

NHS Coventry CCG & Dudley CCGs have piloted the POD system. Through FOI requests we have been able to determine that this manned telephone system approach costs c. £650k (£1.33per head), however it is only open 10am-2pm on weekdays and the additional on-costs of staff have not been compensated for. 

The POD service is also deployable for CCGs whose GP Surgeries operate EMIS Web. The DIMEC App pairs with both EMIS Web & INPS Vision; we are due to start the development works with TPP SystmOne & Microtest Evolution with completion dates of the end of year. 

The DIMEC App can be deployed to the majority of West Midlands CCGs due to the distribution of EMIS Web & INPS Vision. Our local CCGs can feel confident to make evidence based cost savings through scraping pharmacy led ordering, whilst deploying a more cost & labour efficiently than the POD, offer a convenient 24/7 method for submitting patient initiated prescription requests.
Current and planned activity: 
DIMEC has a successful proof of concept App that launched March 2016; this does not synchronise with GP systems. Downloads for this version 1 are c. 1000 with 500 sign ups; we have published some feedback on our site. We applied feedback received to our NHS assured version.

DIMEC has undertaken assurance with NHS Digital. Subsequently we have been assured by EMIS  & INPS (64% coverage); Microtest & TPP development will commence imminently, concluding at the end 2017. 

The DIMEC App is piloting in five GP practices in Eastern Cheshire & we are in talks with Dudley CCG too. We plan to increase patient penetration, gathering ePACT data to statistically support the DIMEC App above that available in the literature regarding medicines waste & adherence etc. During pilot we will use feedback on App usability and apply this to a fundamental redesign.

We have had agreement of NHS Digital’s Digitising Medicines Domain for us to pair with EPS Tracker (first of type) thereby unlocking extra features.
What is the intellectual property status of your innovation?:
DIMEC, as a company, wholly owns the copyright and IP of its software. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
The DIMEC App utilises the Patient Facing Services available from the Principle GP Clinical Systems. This integration means that it is as scalable as a ‘normal’ mobile app. On completion of the small Eastern Cheshire pilot we plan to open this to the whole patient cohort of the five surgeries. As we over haul & redevelop the graphical user interface we will seek feedback from patients and users. 

We are keen to not scale too soon until our app has been accurately reviewed by its users as we can ascertain the appropriate ePACT data from participating piloting CCGs. The only limitation in this is granting local pharmacies username & passwords to our browser based system, however this is a very quick process and no additional software is required.

We intent to roll the app out to one CCG at a time, continuing to build an arsenal of evidence for the innovation, so as we can eventually pitch the concept, with the right support to NHS Improvement.
Measures:
The fundamental variables regarding pilot outcomes have not been decided. In the first instance we are interested in qualitative user feedback from surveys that can be quickly quantitated. This will become more statistical significant and impact feature & interface design as the pilot population increases. We also hope to ascertain feedback from our GP colleagues and their support staff as to a change in burden from prescription work.

With regard to clinical outcome measure from ePACT data, this will thoroughly depend on the data sets that piloting CCGs make available to us. We hope to quantify total change prescribing costs with particular to ‘when required’ medications and those for long term conditions such as diabetes & COPD. This will be analysed against NHS Business Services Authority dispensing volume figures for community pharmacies within the piloting CCGs.

We will continue to revisit our Hazard Log, a requirement of SCCI 0129, clinical risk management in the development of healthcare software. This is a living document; reviewed monthly by a multi-disciplinary team and will soon be used to prioritise user interface and feature-set development.  
Adoption target:
DIMEC utilisation is not restricted by locality & thus we do not have specific adoption targets. With limited contacts & access to CCGs we will engage with CCGs based on their responses to our cold contact.

We intend to roll out in clusters as this will better support patients across boundaries & as INPS Vision and EMIS Web users come in clusters.
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Andrew Bailey 16/02/2017 - 17:47 Sign Posted Login or Register to post comments
3.6
1
Votes

Innovation 'Elevator Pitch':
doDOC streamlines collaboration by bringing people and processes together into a single platform, with end-to-end auditability, saving up to 70% in documentation time.
Overview of Innovation:
Life Science and Academic organizations operate in an extremely document-intensive, highly regulated environment. doDOC support this critical process of producing collaborative, compliant, quality documents within tight deadlines.
Whether working with a few individuals or large geographically diverse teams, doDOC makes the co-authoring, review and approval process less painful and more efficient by ensuring neither document quality nor deadlines are compromised in a integrated platform solution.
 
Documentation processes are typically managed in silos by multiple software in each working group of individuals leading to errors, duplicated information and delays, wasting billions of working hours every year.
 
doDOC proposal is simple: a single collaborative platform for the creation of documents with granular control over information processes and a system capable of integrating information from multiple sources avoiding duplication and manual tasks, generating a comprehensive audit trail with measurable effectiveness.


 
How doDOC does that?
1 – Streamlining collaboration and avoiding typical project miscommunication problems;
2 – Automating workflows, ensuring that the right people is doing the right thing in the right moment;
3 – Changing the writing process from a step by step reality to a concurrent and symbiotic experience;
4 – Bringing automation to technical tasks related with document production that until now undermine productivity;
5 – And since doDOC tracks every single event over the entire project, doDOC provides unique insights to allow managers and team members to track progress and access performance in real-time.
 
This change in the technology behind the creation of information allows doDOC users to decrease immensely the total time for the execution of their document-based projects.
 
doDOC Features:
Absolute Security: Full confidentiality, integrity, availability and auditability;
Real-time Collaboration: Collaborate in real-time across departments, regions and organizations.
Automatic Formatting: Full focus on content and automated publishing;
Full Control: Notifications, roles and accesses controlled automatically;
Information Integration: Centralize all records and information in one place;
Custom Workflows: Drive processes automatically and improve efficiency;
Simple Project Management: Optimize virtual teams and operations;
100% Traceability: Provide real-time insight with activity dashboards.

More about doDOC Platform: doDOC Product
More about doDOC: Website
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Wealth creation / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
doDOC is a proven cost effective solution for the document co-authoring, review and approval process, providing an excellent return on investment (20X ROI) with both tangible and intangible benefits.
 
Key benefits to NHS by the use of doDOC is the streamlining of cooperation among healthcare professionals with impact on the following areas: patients, processes and knowledge.
 
Improved Patient Care: The complexity of managing patients’ health records requires a cooperative effort that encompasses all of the healthcare professionals involved in their care, each in his/her area of expertise, in order to achieve the best outcomes. doDOC streamlines report generation, focus on the content and decrease the time spent in administrative tasks.
 
Better Process Efficiency: Another variable mentioned when analyzing the usefulness of working together was improving the process. By employing doDOC, the organization is automating the application of standard operational procedures and ensuring compliance with best practices. This improvement in the processes leads to greater efficiency and to an increase in the quality of the healthcare given to the patients.
 
Promoting Knowledge: The importance of collaborative work was also noted for facilitating knowledge among professionals, optimizing time and resources. doDOC allows sharing information in a more effective manner. By controlling information across the network, professionals provide knowledge that is securely shared, with improved health being the result.
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
doDOC will promote greater collaboration between the West Midlands Health Organizations: Universities / Hospitals / Companies have with doDOC a single collaborative and secure platform to create value and generate positive impact for the local population.
Current and planned activity: 
doDOC currently works with Top10 Pharmaceutical Companies and world-leading research organizations.
doDOC aims to streamline collaboration across life science and healthcare institutions by simplifying the collaborative effort within document-based projects.
What is the intellectual property status of your innovation?:
Registered Trademark
Trade Secret
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Carlos Boto 17/03/2017 - 18:33 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Ingenza has developed an NG tube placement verification assay that is more sensitive, lower cost and consistent with current medical practice that could reduce unnecessary X-rays by >90%.
Overview of Innovation:
~1 million nasogastric (NG) feeding tubes are used annually in the UK, (10 million in the EU), with use growing at 7% per year driven by an ever aging population.  NG feeding tubes are inserted into the stomach via the nose and esophagus to feed and medicate hospital patients and others requiring enteral nutrition.  NG feeding tube misplacement (to the lungs) is a major unresolved problem causing patient injury or even death.  Prior to initiating patient feeding/medication, correct NG tube placement in the stomach must be confirmed by bedside pH paper assay of a tube aspirate reading ≤pH5.5 (due to gastric acid).  Up to 40% of NG intubated patients have reduced/no gastric acid and so require chest X-rays to confirm tube placement before feeding/medication.  Confirmation of NG feeding tube placement through X-rays result in (i) increased NHS costs, exposure of patients to ionising radiation, treatment delays, and poor patient/bed management.  Ingenza has developed an NG tube placement verification assay that is more sensitive, lower cost and consistent with current medical practice that could reduce unnecessary X-rays by >90%.  Ingenza conceived a new enzyme-based diagnostic test for NG tube placement verification.  Our test is simple and low cost with high sensitivity/specificity.  Moreover, by augmenting the current pH-based placement test, our assay requires no alteration to existing NHS procedures and no additional training for deployment in clinical practice.  Our test detects the impact of organic acid release from an ester substrate (impregnated onto modified pH paper) by the action of a stomach-specific enzyme - human gastric lipase (HGL).  An Innovate UK BioMedical Catalyst-funded multi-hospital trial of Ingenza’s assay is underway involving >200 patients.  Ingenza is actively seeking collaborators/partners to: (i) accelerate clinical evaluation/adoption of our proprietary NG feeding tube placement assay and (ii) make, market, distribute and sell Ingenza’s enhanced NG tube placement verification assay.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Wealth creation / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Our enzyme-augmented diagnostic test, being more sensitive than current alternatives, could greatly reduce reliance on expensive chest x-rays to confirm NG feeding tube placement.
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
​Our enzyme-augmented diagnostic test, being more sensitive than current alternatives, by greatly reducing reliance on expensive chest x-rays to confirm NG feeding tube placement will improve patient health/safety, reducing lengthy feeding delays and inefficiencies in patient management.
Current and planned activity: 
In 2011 Ingenza completed a feasibility study at St Mary’s Hospital.  The 36 patient trial demonstrated tributyrin-impregnated pH strips to be >97% accurate in confirming correct NG feeding tube placement, compared with the 65% accuracy of standard pH strip tests, a significant improvement in test sensitivity.  Ingenza and Imperial College secured an £800,000 IUK Biomedical Catalyst award in 2015 to fund a larger trial of the augmented pH strips.  The is currently underway with >200 patients in multiple NHS hospitals and Trusts.  The BMC award also supports development of a 2nd generation enzyme-augmented pH assay that can provide a potentially simpler “yes/no” output, analogous to a pregnancy test.  The award also funds development of ISO-compliant strip manufacturing protocols and, via the NIHR-DEC, a techno-economic analysis as well as an investigation into potential barriers to adoption and human factors, all in support of effective product adoption. 

 
What is the intellectual property status of your innovation?:
Ingenza has filed patents worldwide to protect its intellectual property on the enzyme-augmented NG tube placement verification assays.  The US patent was granted in 2014.  There is a notice to grant in European countries and the company is currently pursuing patent issuance in India and Canada.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Investment activity:
Investment to date in developing the improved NG feeding tube placement verification assay has been through a combination of grant funding from Scottish Enterprise and Innovate UK (to Ingenza and Imperial College / St. Mary's Hospital) as well as support from Ingenza's internal funds.
Regional Scalability:
Ingenza's improved NG feeding tube placement verification assay involves the use of a modified pH paper.  As such it requires not change in medical practice for deployment in patient care and it is fully scalable across all NHS regions.
Measures:
Ingenza key product outcomes/metrics include (i) a significant (>90%) reduction in unecessary x-ray costs/exposure associated with misinterpretation of NG feeding tube placement, (ii) a significant (>90%) reduction in feeding/medication delays and hosiptal stays/bed occupation associated with such uncessary x-rays and (iii) an elimination of patient injury/death associated with NG feeding tube misplacement.
Adoption target:
We expect a 100% replacement of current NG feeding tube placement assay beased on current unmodified pH paper strip tests.
Investment sought:
N/A.  Ingenza is fully able to support the production/distribution of our improved NG feeding tube placement assay.  We are seeking support from the NHS for the adoption and recommendation use of our improved assay.
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David McElroy 20/03/2017 - 16:52 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Monsenso is an innovation leader within mHealth for mental health, providing a Class 1 CE-marked medical application for data collection and sharing, to support better mental health at lower costs.
Overview of Innovation:
Monsenso is a solution that enables easy development and deployment of user-centred monitoring and feedback systems, which are tailored to a specific mental health problem, such as bipolar disorder. The system is configurable, which enables accommodation of clinical needs and easy implementation within clinical settings. The core of the system is to support a continuous monitoring and feedback loop that allow data to be sensed and entered by the individual, while the system then use this collected data to provide appropriate and situated feedback to the individual, as well as sharing data with a care provider and, if appropriate, a caregiver.


As illustrated in above figure, the Monsenso Solution provides individuals with a smartphone application, on which they perform daily self-assessments. Furthermore, the individual's’ physical condition can be monitored automatically through the embedded sensors in the smartphone. The system can detect behavioural changes through configured triggers and early warning signs to give individuals useful feedback.Furthermore, the app provides the individual with action plans for tackling certain situations that they might encounter.
All this information is visualised for the individual through graphs, and simultaneously synchronised in real time to a web portal for care providers, giving them the needed overview and information about their assigned individuals’ mental health. This way the care provider can channel efforts towards individuals who really need help and physical consultations. When the individual then comes in for a consultation, the care provider has a broad historical overview of the individual’s mental health over the past period, instead of relying on the individual to share this information.
 
The Monsenso Solution allows individuals to grant access to caregivers, to receive aggregated data regarding the individual through the app. This keeps caregivers informed remotely of the wellbeing of the individual, and enables them to provide input for both individuals and care providers. Not only does the solution keep the caregiver informed about the state of the individual, it also helps the caregiver cope in situations that might arise. 
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Drew MacKenzie 29/03/2017 - 12:00 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
In healthcare settings, Splunk is a powerful, easy-to-use business intelligence tool that analyses real-time data from multiple sources — enabling managers to run more efficient healthcare services.
Overview of Innovation:
Unlike other business intelligence tools, Splunk is platform-agnostic and can address ‘ad hoc’, non pre-programmed questions. Converging Data Ltd provides secure, on-premise or a hybrid cloud solution that combines and analyses structured & unstructured data from multiple sources, including but not limited to HL7 data, even collecting data directly from internal data networks.
 
This data can be interpreted without the need for predefined schemas and structures, providing real-time performance monitoring across entire care pathway.
 
Converging Date Ltd has created specific healthcare applications utilising the Splunk software platform.

Splunk makes it simple to collect, analyse and maximise the value of big data generated by security systems and business applications and improve operational performance and results.

Healthcare Intelligence
Healthcare Services & Care Pathways can be visualised and analysed using the IT Health Intelligence solution & HIX (HL7 Health Intelligence Connector).
 
Gathering data from multiple sources, in different formats and without consistent standards is what Splunk does best. HIX takes HL7 data from PAS, Pathology, Pharmacy or Electronic Health Records and provide a clear picture of how care is being delivered in real time.


HIX allows organisations to easily collect HL7 data commonly transferred between clinical and administration systems.
 
The Care Pathway Profiling tool allows data to be represented in a form that can be mapped to local physical or logical care pathways.  Alerting options ensure that the right people are notified when thresholds in service levels are reached.
 
Patient Flow
This powerful, easy-to-use business intelligence tool analyses real-time data from multiple sources, enabling managers to run more efficient healthcare services. By gathering existing structured and unstructured data from across the organisation Splunk allows healthcare providers to view the entire care pathway and direct resources to address rapidly changing conditions.
 
The Patient Flow module can easily be tuned to match local care pathways and service delivery models. Advanced analytics can be used to track organisation’s KPIs and highlight anomalies & identify root causes.

The Patient Flow module uses the Healthcare Common Information Model (HCIM) that ensures data received from multiple systems can be mapped to HL7 standards and local nomenclature. HCIM allows searching and reporting across systems which are interdependent, but not interconnected.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Digital health / Patient and medicines safety
Benefit to NHS:
The use of real-time data allows resources to be more efficiently deployed and problems to be more easily identified and addressed. Our ability to deploy across existing data sources means it’s fast to deploy and can demonstrate value within days.
 
We have worked with healthcare organisations to improve operational efficiency tracking patient flow, demographic breakdown of A&E arrivals, real-time location services within healthcare organisations. This allows more to be delivered with fewer resources and equipment and services to be tracked and located more quickly.
 
We have also provided detailed reporting and analysis of operating theatre utilisation and the actual costs associated with delivery of specific procedures. The real-time nature and alerting capability means that this is no longer a retrospective view, but an up to date view of what’s happening right now within a complex organisation.
 
Our Analytics Capability can also be used to address cyber security. The Splunk platform once deployed, delivers a powerful analytics driven Security Information and Event Management (SIEM) capability.
  • Splunk is installed within the NHS, and within one of the UK’s largest private hospitals.
  • Splunk is used to support NHS Digital services such as Spine and NHS Choices. 
  • Internationally we are working with Public healthcare organisations in Australia.
 NHS Choices: ‘By using Splunk Enterprise, NHS Choices has been able to improve the service it delivers to website users. The organization is now looking at new ways to deliver value from its website data, including helping the partner team track usage of content provided to over 600 syndication partners, and building product-specific dashboards for the product owners showing detailed performance and transaction status for key areas of the site’.

www.convergingdata.com
 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Benefits from the deployment of this technology will be realised through better utilisation of resources and the ability to view the status of the organisation in real-time.
Current and planned activity: 
Current NHS Activity:
Rotherham NHS Trust (Pathology and Laboratory Data Services) - use Splunk to collect HL7 Data and provide visibility across Pathology and Laboratory activity.

NHS Digital: Splunk is used by NHS digital to support national IT infrastructures such as Spine and NHS Choices.

Planned/Required Activity: Planning Stage
Luton & Dunstable NHS FT  - NHS Patient Flow and Capacity Management System – to provide visibility across the patient care pathway. Splunk will be used to ‘pull’ data from clinical and administrative systems from across the Trust, including HL7 Data, creating dashboards, reports and alerts to show activity and highlight bottlenecks. Deployment initially with internal systems then rolled out to 3rd party organisations who provide care.

International:
  • Middlesex Hospital USA
  • Ongoing projects with Australian Department of Health and the Australian Digital Health Authority.
  • We are also supplying analytics capabilities into one of the UK’s largest private hospitals.
What is the intellectual property status of your innovation?:
IP protection is afforded by a mix of proprietary applications with Converging Data IP in some connectors and point applications.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Neil Murphy 29/03/2017 - 16:34 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
A modular university accredited programme which builds the skills, understanding, tools and confidence of NHS junior and middle managers to implement innovations leading to greater efficiency and rapid improvement in services for patients
Overview of Innovation:
The gap between research evidence and practice is significant for healthcare organisations.  Healthcare interventions which we know to be effective can take a long time to enter common practice, whilst others which we know to be ineffective can take a long time to be discarded. The implementation rates of quality improvement (QI) initiatives, for example, are believed to be lower than 50%. Implementing innovations is demanding of employees and organizations--cognitively, emotionally, and physically.. When attempting to implement innovations, organizations face challenges such as misaligned incentives, professional barriers, competing priorities, and inertia.
Studies of innovation implementation in health care settings have shown that middle managers can play an important role in enabling innovation, and supporting healthcare innovation implementation as information brokers - communicating, diffusing and mediating information flow between senior leaders and frontline staff. Middle managers with the capability and confidence to innovate and to lead service improvements are therefore essential if the NHS is to deliver radical and transformational change across whole healthcare systems. But evidence suggests that middle managers are often slow to adopt innovations, whether through generating ideas for improvement or creating opportunities for spread of good practice across departments and organisations.The enablers for junior and middle managers to become improvement leaders have been identified as:
  • proficiency with management skills and tools, (including financial, HR and workforce, programme, operational and strategic management),
  • skilled use of improvement science and quality methods,
improved personal impact on the wider system, through understanding how to influence, motivate and engage effectively with other practitioners at all levels. 

This new programme seeks to bridge the research/practice gap through combining academic theory and conceptual frameworks with practical skills-based learning and behavioural development approaches to support junior and middle managers to become confident improvement practitioners. The programme combines classroom-based learning with application to identified improvement projects, ensuring that academically-rigorous teaching is linked to work-based practice and is grounded in the needs of managers, their organisations and the people who depend on health services. 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Every £1 spent on management development in the NHS needs to  be  justified.  Research   suggests   that   the   financial   benefits of   effective  programmes  are  potentially  hugely  significant:  equivalent  to  up  to  £15,000 per programme participant due to staff retention, innovations and  improvements  which  lead  to  cost-benefits  and  better  patient outcomes.   This   is   set   against   an   average   programme cost per participant of <£5500.
The development of junior and middle managers with the confidence and capability to lead and support innovation and improvement will have multiple benefits for the NHS. For instance, the swifter adoption of improvements in process efficiencies will generate cost benefits; innovations in support to patients will lead to improvements in patient experience; adoption of new technologies will lead to innovative ways of working across multi-professional teams; the spread of good practice will be enabled.
The programme will be relevant to acute, community and mental health organisations across the West Midlands.Relevance to primary care and general practice will also be key, and longer term to social care providers potentially.  It should also be noted that these organisations are small and medium enterprises and by coming together on this programme may generate opportunities for collaborative improvement efforts.
Through the development of a cadre of peer-evaluators the programme will also support the building of a critical mass of junior and middle managers in the West Midlands health system, aiding succession planning and ensuring that the business of innovation and improvement is not confined to senior leaders or to specialist practitioners.
 
 
Online Discussion Rating
5.00 (1 ratings)
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Managers will come to the programme with ideas for a change they want to implement, or recognition of a problem to resolve. These could include a focus on the adoption of new technologies, introducing new skill-mix to service delivery teams, developing fast-track surgical pathways, developing whole system approaches to improving long-term conditions pathways of careasset-based approaches to person-centred care, improvement in the management of mental health problems in A&E, home-based exercise for older people to prevent falls, opportunities for cost-saving through better sharing of data. Since most, if not all, of these issues will call for multi-professional involvement, we will encourage participants to come on to the programme in pairs, trios and small teams. This will aid the rapid spread of ideas for improvement, and have immediate impact on services.
 
The programme will also enable junior and middle managers to swiftly assess and select between competing opportunities for improvement, develop workable project plans and compelling business cases, secure engagement of key supporters and manage resistance, and develop appropriate metrics to measure progress towards anticipated benefits.
The programme will be constructed as a proving ground: a space in which participants can test their ideas for improvement, learn from experience of application and develop the learning, skills and competencies they need to be influential managers. As such the participants will develop their skills as innovators and entrepreneurs.

The programme will use peer-evaluation of progress as an element in the assessment of the Certificate, recognising that one test of managerial skill is the impact on others. In this way participants will become skilled evaluators and assessors of innovation, developing skills which are immediately transferable to the workplace. Finally the design of the programme will enable participants to build relationships across professional and organisational boundaries, one of the key enablers for more effective and productive system-level  innovation
Current and planned activity: 
In 2017 the HSMC undertook research work on behalf of the University of Birmingham Health Leadership Group. This involved meetings and interviews with the most senior leaders in health and social care across the West Midlands to ascertain the learning and development gaps in their workforce. A key theme emerging from this research work was the need in the NHS for further development of the practical skills needed by junior and middle management in order to properly and effectively improve services; implement innovative practices; lead people; manage resources; and enable change. Aligned to this feedback was a request to support team development and multi-professional education and training. We have continued to work with NHS organisations and leaders to develop the ideas which underpin this programme proposal, which now includes opportunities for peer challenge and support, shadowing and developing system sightedness amongst junior to middle managers.
What is the intellectual property status of your innovation?:
The IP resides with HSMC at the University of Birmingham.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Rejection Reason:
Board decided not to support - feedback provided and innovator decided not to pursue
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Anonymous 04/04/2017 - 14:23 Rejected 1 comment
3.5
5
Votes

Innovation 'Elevator Pitch':
Airglove is a patient warming system that gently heats the arm, raising fragile or hidden veins, making them easier and less painful to access.
 
“Up to 35% of patients require heated cannulisation due to fragile or hidden veins”
 
Overview of Innovation:
Airglove is a unique warming system developed to enable access to the veins in a patients arm for the delivery of intravenous drugs. It gently heats the patients arm up as it forces warm air through a single use double walled polythene glove.


www.greencrossmedico.com/products/airglove

Patient Solution
Airglove warming system works in just 3 minutes gently heating the patients arm to the selected temperature. Its so easy to use the nurse/practitioner simply selects the chosen temperature setting according to the patients skin type, places the patents arm in the double walled polythene glove and selects start. The patient will feel the warm air fill the glove up and vent away through a single slit perforation and after 3 minutes the machine will automatically stop with an alert sound.

Patient Clinical Considerations
With extended courses of treatment such as chemotherapy repeated cannulation is often required. Airglove can benefit fragile or hidden veins by warming the local area which gently raises the veins allowing for the insertion of the cannula. This reduces the time taken, costs and the number of attempts required which is more comfortable for both the patient and nurse/practitioner.

Patient Comfort
In addition to the benefits of easier cannulisation Airglove can help to make the patient more comfortable and relaxed with its gentle warming system with the confidence that the nurse practitioner will be able to access their veins.

Temperature Settings
The temperature can be selected to suit each skin type sensitive 31.5C, normal 35.5C or slightly heavier 38.5C with the Airglove automatically re-setting itself to normal skin type (setting 2: 35.5C) after each use. After 3 minutes the Airglove unit automatically switches off with an alert sound.

Patient Safety
No more improvisation with warm water, heat packs or even heated towels to try and gain access to patients veins which can be a Health & Safety issue.

Approved Medical Device
Airglove has taken 5 years of development, research, testing and trials by Green Cross Medico in conjunction with NHS Innovations South East and The Maidstone and Tunbridge Wells NHS Trust hospital. It was developed as there was a clearly defined and acknowledged need by medical professionals at The Maidstone and Tunbridge Wells NHS Trust hospital oncology department. Further trials will be starting shortly with Beatson West of Scotland Cancer Centre, Glasgow.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Patient and medicines safety / Person centred care
Benefit to NHS:
Airglove was initially developed for chemotherapy patients who have hidden or fragile veins and especially in patients who are in their 5th or 6th cycle of therapy.

The use of Airglove affords easier cannulation with fewer attempts being required (sometimes up to 6 attempts by 3 different staff can be attempted to access a difficult vein). This improved ease of access not only makes the patient’s experience far less traumatic, but ensures a better clinical outcome and saving valuable nursing/practitioner time and consumables.

Data regarding patient experience and resource savings. Patient evaluation trials at Maidstone and Tunbridge Wells Hospital NHS Trust showed 87.5% success in cannulation on first attempt with the most difficult to cannulate patients. With cannulation success, the potential cost savings on consumables are up to £50k per oncology unit, plus the nursing/practitioner’s time. Airglove is now available and is in use or on trial in over 10 hospital trusts with more waiting for demonstrations.

Improved hygiene and reduced risk of cross infection will result from the use of Airglove vs currently used methods of locally heating the arm e.g. hot towels or buckets of warm water. Only Airglove’s single use only, double walled polythene sleeve comes into direct contact with the patient’s skin. Heated air is circulated between the double wall of the sleeve and is not directly blown across the skin and so the risk of cross contamination is reduced.

Airglove can also be used for other interventions where venous access proves difficult due to fragile or difficult to find veins e.g. routine phlebotomy.

Airglove has been developed in partnership with NHS Innovations South East and The Maidstone and Tunbridge Wells NHS Trust Hospital (MTW). It has undergone testing by the Electronics and Medical Engineering (EME) trials for temperature control and stability, and on a cohort of healthy volunteers. The Maidstone & Tunbridge Wells NHS Trust has completed the patient evaluation trials with the oncology department. They achieved 87.5% 1st time success with their hardest to cannulate patients (MTW report available).






 
Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:
The West Midlands patients and healthcare system would equally share the benefits described above for the NHS in general.

There are 13 NHS Trusts within the West Midlands having oncology departments.
 
Current and planned activity: 
Airglove is now available in the UK.

If you would like to trial Airglove for 4 weeks contact Sheena Jack 07944 519796 or email: sheena.jack@greencrossmedico.com

Airglove has been developed in partnership with NHS Innovations South East and The Maidstone and Tunbridge Wells NHS Trust Hospital (MTW). It has undergone testing by the Electronics and Medical Engineering (EME) trials for temperature control and stability, and on a cohort of healthy volunteers. The Maidstone & Tunbridge Wells NHS Trust has completed the patient evaluation trials with the oncology department. They achieved 87.5% 1st time success with their hardest to cannulate patients (MTW report available).




We are also working on a further evaluation with the Beatson West of Scotland Cancer Centre, Glasgow, along with NICE Medical Technologies Evaluation Programme.


 
What is the intellectual property status of your innovation?:
Airglove is a registered Trademark.

Airglove is Patented Internationally.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Regional Scalability:
We have not implemented in scale in any other region yet, as the product will not be available commercially until June 2018. From this point on it will be available to purchase across the West Midlands region directly from Green Cross Medico until available through NHS supply Chain.
Measures:
The success of the innovation will be measured by the uptake of Airglove throughout all 160+ oncology units throughout the UK.

This will also be determined by the cost savings to the NHS, along with patient comfort and safety, which will be assessed from the success of the patient evaluation and clinical trials.

Adoption target:
If Airglove is adopted by the 13 NHS Trusts in the WM region into their respective 14 oncology units, supplying 3 Airglove units per oncology unit, this represents 42 Airglove units using 127,400 gloves per annum.

This could generate potential savings of £369,460 per annum to the Regional NHS.

Our trials and experience to date has demonstrated that the use of the Airglove system improves the efficiency of the nurse/practitioner, coupled to the direct consumable cost savings mentioned previously....in addition to the patient comfort benefits.

We can see from the Maidstone & Tunbridge Wells service evaluation how much of a difference it makes to the patients comfort and safety when they can be cannulated successfully on the first attempt, and to take this to the next level where all patients not just oncology can get the benefit as there are a lot of 'old and cold' as we say that are hard to cannulate and are dehydrated too.
Adoption target:
If Airglove is adopted by the 13 NHS Trusts in the WM region into their respective 14 oncology units, supplying 3 Airglove units per oncology unit, this represents 42 Airglove units using 127,400 gloves per annum. 

This could generate potential savings of £369,460 per annum to the Regional NHS.
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Sheena Jack 10/04/2017 - 15:29 Detailed Submission 1 comment
5
1
Votes
-99999
Innovation 'Elevator Pitch':
PharmacyFace matches community pharmacy services to the needs of their community to encourage medicine adherence and heathy lifestyles. 

 prevents illness, manages long term conditions, promotes healthy living and effective self-care whilst reduc
Overview of Innovation:
PharmacyFace uses search engine marketing and online booking to make gaining healthcare support from a pharmacy easier.  As many pharmacies are becoming more aware of the need to be 'more service' rather than dispensary-driven, PharmacyFace makes this process easier for the business and patient.

This offers an alternative solution to the increasing pressures on GP surgeries capacity and a viable option to out-of-hours hubs to direct relevant customers to community pharmacy.

The PharmacyFace online booking widget is easy to implement on the pharmacies website with one line of code. We can also develop websites for pharmacies which do not yet have one.  Any service provided by that particular pharmacy can be added to their booking widget, with private / NHS services clearly labelled.

Further plans include the ability for the pharmacist to send an MUR proposed booking time out to their patient through their preferred channel (text or email); ability for a patient to cancel and reappoint a booking through their mobile/online; integration with popular PMR systems; an app which enables the public to locate and book in with the pharmacy convenient to them based on location.

The pharmacy gains insights on how well their current offerings are matched to public need, eg whether staffing levels/appointment capacity is correct at peak times and whether they are losing any customers as a reult of this. Pharmacist can easily locate, cancel and move a booking, create linked bookings rapidly (eg. smoking cessation or weight management courses).

The PharmacyFace system will also deliver open-ended questioning techniques / training videos which can help pharmacists to gain better customer 'buy in' to medicine adherence. Evidence-based guidance to NICE guidelines.
Eg. Suggested questions to parents of a child with asthma ‘how is your child sleeping’ and ‘how are you sleeping as a result’.  This opens up a different conversation instead of focusing solely on the technical aspects of taking the medication. How much exercise does the child get?  Has he/she ever felt excluded from exercise or social activities he/she would like to do as a result of the condition?  It is proposed that linking these real-life priorities can lead to the patient and parents of the patient understanding the specific benefits to them of medication adherence. The pharmacy then sends an online review request to the parents to receive feedback which could be posted via NHS Choices, social media etc. 
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
57 million GP appointments/annum are taken up with minor ailments in England. 1 in 6 hospital visits could be prevented with correct adherence to medication, with 30-50% medications estimated to be taken sub-optimally (costing £1.42Billion/annum - R Pharm Soc.)  GP’s would like to spend more time with patients with complex physical and/or mental health conditions but capacity is an issue.
 
Greater 24/7 access for patients to an alternative to GP surgeries for minor ailments, leading to cost savings and greater capacity. Faster access to a community healthcare professional for appropriate signposting which can prevent health conditions worsening and resulting in costly hospitalisations (by improving digital access to community pharmacy).  Potential to connect community pharmacy and community health trainers who could deliver healthy lifestyle support within pharmacy branches which have less capacity to offer servcies beyond dispensing at present and have under-utilised consultancy rooms. (Initial discussions have taken place with healthcare trainers.)  

An opportunity to show community pharmacists that helping support customers to make healthy lifestyle choices will benefit their reputation commercially through customer loyalty, word of mouth and OTC sales, improve job satisfaction and staff retention, creating longer term buy-in.  This long-term buy in with community pharmacy can help to unlock pharmacy as an 'untapped resource' in the prevention of LTC through healthy lifestyle and better medicine optimisation. Training support for on effective questioning (during MURs) for speciific conditions (following NICE guidelines and evidence-based) will help to build confidence and community pharmacies capacity to unlock better medicine adherence amongst their customers who may have felt they have their condition under control (e.g. asthma) when behavioural evidence suggests otherwise (eg. high use of reliever inhalers, low use of preventer inhalers).

We also have plans to increase awareness via schools etc.  Enabling lead nurses the time to book phone time online (and eventually face to face screen time) with a pharmacist enables them to collate questions from their colleagues regarding patients medications and get them answered by the pharmacy they have an existing relationship with in a more efficient manner, promoting better medication adherence and reducing risk of more complex and costly problems later on.
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
Better access 24/7 to advice on medications,  Self-employed who have avoided blood tests, blood pressure checks etc.as they do not want to 'lose a days work' can book in for an appointment with the pharmacy able to provide the service they require.
 
Expansion of PharmacyFace sales and pharmacy support staff will increase employment and wealth creation within the area. We also use local printing, graphic design and web development personnel to maximise the economic benefit in the region whrn commercially viable to do so.
Current and planned activity: 
We have had meetings with pharmacies in Coventry, Solihull and Birmingham who have expressed a desire to have the PharmacyFace widget implemented on their website. Tested training staff in a pharmacy showed very few problems with using the PharmacyFace system.  We are also developing websites currently for two pharmacies who wish to use PharmacyFace. Two pharmacies wish to use the system for their travel vaccinations initially whilst they bring in other services. Having had initial conversations with community pharmacies in Walsall we are now starting to gain personal referrals to other pharmacies in that area.  All pharmacy websites using PharmacyFace to have SSL certificates to improve security of any emails customers choose to send the pharmacy. The majority of community pharmacy websites do not currently have this.
Build network of pharmacies using the system in the region through email marketing combined with useful content to build awareness, direct contact/sales. 
 
What is the intellectual property status of your innovation?:
Currently under advisement.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
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Jason Lyndon 11/04/2017 - 11:15 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
PharmacyFace matches community pharmacy services to the needs of their community to encourage medicine adherence and heathy lifestyles. 
Overview of Innovation:
PharmacyFace uses search engine marketing and online booking to make gaining healthcare support from a pharmacy easier. As many pharmacies are becoming more aware of the need to be 'more service' rather than dispensary-driven, PharmacyFace makes this process easier for the business and patient.

This offers an alternative solution to the increasing pressures on GP surgeries capacity and a viable option to out-of-hours hubs to direct relevant customers to community pharmacy.

The PharmacyFace online booking widget is easy to implement on the pharmacies website with one line of code. We can also develop websites for pharmacies which do not yet have one. Any service provided by that particular pharmacy can be added to their booking widget, with private / NHS services clearly labelled.

Further plans include the ability for the pharmacist to send an MUR proposed booking time out to their patient through their preferred channel (text or email); ability for a patient to cancel and reappoint a booking through their mobile/online; integration with popular PMR systems; app enabling the public to locate/book in with the pharmacy convenient to them based on location.

The pharmacy gains insights on how well their current offerings are matched to public need, eg whether staffing levels/appointment capacity is correct at peak times and whether they are losing any customers as a reult of this. Pharmacist can easily locate, cancel and move a booking, create linked bookings rapidly (eg. smoking cessation or weight management courses).

The PharmacyFace system will also deliver open-ended questioning techniques / training videos which can help pharmacists to gain better customer 'buy in' to medicine adherence. (Evidence-based guidance to NICE guidelines).
Eg. Suggested questions to parents of a child with asthma ‘how is your child sleeping’ and ‘how are you sleeping as a result’. This creates a different conversation instead of focusing only on the physical aspects of taking medication. How much exercise does the child get? Has he/she ever felt excluded from exercise or social activities he/she would like to do as a result of the condition? It is proposed that linking these real-life priorities can lead to the patient and parents of the patient understanding the specific benefits to them of medication adherence. The pharmacy sends an online review request to customer to receive feedback which can form the basis of a personal endorsement of the pharmacy with customers online contacts.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
57 million GP appointments/annum are taken up with minor ailments in England. 1 in 6 hospital visits could be prevented with correct adherence to medication, with 30-50% medications estimated to be taken sub-optimally (costing £1.42Billion/annum - R Pharm Soc.) GP’s would like to spend more time with patients with complex physical and/or mental health conditions but capacity is an issue.
 
Greater 24/7 access for patients to an alternative to GP surgeries for minor ailments, leading to cost savings and greater capacity. Faster access to a community healthcare professional for appropriate signposting which can prevent health conditions worsening and resulting in costly hospitalisations (by improving digital access to community pharmacy). Potential to connect community pharmacy and community health trainers who could deliver healthy lifestyle support within pharmacy branches which have less capacity to offer servcies beyond dispensing at present and have under-utilised consultancy rooms. (Initial discussions have taken place with healthcare trainers.) 

An opportunity to show community pharmacists that helping support customers to make healthy lifestyle choices will benefit their reputation commercially through customer loyalty, word of mouth and OTC sales, improve job satisfaction and staff retention, creating longer term buy-in. This long-term buy in with community pharmacy can help to unlock pharmacy as an 'untapped resource' in the prevention of LTC through healthy lifestyle and better medicine optimisation. Training support for on effective questioning (during MURs) for speciific conditions (following NICE guidelines and evidence-based) will help to build confidence and community pharmacies capacity to unlock better medicine adherence amongst their customers who may have felt they have their condition under control (e.g. asthma) when behavioural evidence suggests otherwise (eg. high use of reliever inhalers, low use of preventer inhalers).

We also have plans to increase awareness via schools etc. Enabling lead nurses the time to book phone time online (and eventually face to face screen time) with a pharmacist enables them to collate questions from their colleagues regarding patients medications and get them answered by the pharmacy they have an existing relationship with in a more efficient manner, promoting better medication adherence and reducing risk of more complex and costly problems later on.
Online Discussion Rating
6.00 (2 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Better access 24/7 to advice on medications, Self-employed who have avoided blood tests, blood pressure checks etc.as they do not want to 'lose a days work' can book in for an appointment with the pharmacy able to provide the service they require.

Expansion of PharmacyFace sales and pharmacy support staff will increase employment and wealth creation within the area. We also use local printing, graphic design and web development personnel to maximise the economic benefit in the region whrn commercially viable to do so.
Current and planned activity: 
We have had meetings with pharmacies in Coventry, Solihull and Birmingham who have expressed a desire to have the PharmacyFace widget implemented on their website. Tested training staff in a pharmacy showed very few problems with using the PharmacyFace system. We are also developing websites currently for two pharmacies who wish to use PharmacyFace. Two pharmacies wish to use the system for their travel vaccinations initially whilst they bring in other services. Having had initial conversations with community pharmacies in Walsall we are now starting to gain personal referrals to other pharmacies in that area. All pharmacy websites using PharmacyFace to have SSL certificates to improve security of any emails customers choose to send the pharmacy. The majority of community pharmacy websites do not currently have this.
Build network of pharmacies using the system in the region through email marketing combined with useful content to build awareness, direct contact/sales. 
What is the intellectual property status of your innovation?:
Under advisement.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
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Jason Lyndon 11/04/2017 - 12:15 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Complicated and laborious document production processes become easier to manage through intelligent workflow software that remembers and organises information with built-in reporting to manage production targets.
 
Overview of Innovation:
Epro Scrik is a third generation dictation, forms and documentation management mobile technology solution, designed by clinicians.
 
The solution uses a unique combination of structured data, dictation, templating, speech recognition and usability to revolutionise clinical correspondence and document production workflows for clinicians saving time and money. 
 
Scrik then leverages these a second time to enable clinicians to access and search patient documentation and notes quickly, presenting information in the fastest, most convenient way possible.
 
Complicated and laborious document production processes become easier to manage through intelligent workflow software that remembers and organises information with built-in reporting to manage production targets.
 
The solution is fully interoperable and very flexible. It can enhance legacy EPRs and integrate with legacy PAS systems. It can be combined with Epro’s wider group of clinical functionality for clinical workflow, patient journey and document management to help NHS trusts improve patient safety, increase efficiencies and achieve a paperlight working environment.
 
 
With Epro Scrik, you can:
 
  • Create templated clinic letters with just five clicks.
 
  • Make more informed medical decisions with greater access to current and historical information
 
  • Reduce risk of clinical errors by facilitating more legible, complete and accurate information
 
  • Meet your document delivery targets through faster letter production
 
  • Make better use of staff time and skills by removing or automating repetitive tasks
 
  • Save money on paper, printing and postage
 
  • Improve coordination and correspondence with other care providers, such as GPs
 
  • Increase clinical efficiency with speedy, consistent access to patient information at the point-of-care
 
 
 
Core features:
 
  • Capture clinical information with industry leading digital dictation, speech recognition and snippet technology
 
  • Enable mobile working for clinicians
 
  • Chronological view of historical patient information
 
  • View, manage and schedule clinic appointments
 
  • Integrate with / record SNOMED coded patient allergies information
 
  • Full visibility of patient admissions, transfers and discharges
 
  • Safeguard patient information by specialty or department
 
  • Electronically distribute documents to GPs and other care providers
 
  • Powerful reporting functionality
 
Links seamlessly with patient administration systems Import ad hoc documents 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
Video case study: Transforming clinical correspondence performance at Taunton and Somerset
Watch the video here: youtube.com/watch?v=uCJpF86jslo
Anticipated outcomes:
 
Epro worked with Taunton & Somerset NHS Foundation Trust to transform its clinical correspondence. The trust reported improved patient experience (due to speedier communication), decreased stress among staff, faster clinical access to patient letters, reduced clinical errors, and compliance with audit and access requirements.
  • £1.1m of secretaries’ and clinicians’ time
  • £11K on administrative costs £4.3K spend on printing
  • 96% reduction in letter transcription backlog
  • 100% compliance with 7 day letter delivery CQUIN

£4.3K spend on printing
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
We are launching a telemarketing campaign on the 6th June across the West Midlands offering a FREE of Charge Paperlight Clinic to any NHS Trust in the West Midlands.
Current and planned activity: 
We are launching a telemarketing campaign on the 6th June across the West Midlands offering a FREE of Charge Paperlight Clinic to any NHS Trust in the West Midlands.
What is the intellectual property status of your innovation?:
IP is with Epro only
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Keli Shipley 04/06/2017 - 22:43 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Our Game Based Learning platform, could be easily deployed to support the WM Mental Health community - parents, carers, teachers, clinical staff, in early recognition, intervention and prevention, especially for early intervention of young people.
Overview of Innovation:
Our Game Based Learning platform has a unique difference over 'other' digital / serious games providers. Our platform provides the ability to easily change, update and amend game experiences, so that any investment in an experience is extended to address an organisations ever changing requirements. Our platform allows a Game Based Learning experience to be developed in under 10 days and can be changed / updated in minutes. The platform is available 'locally' or in the Cloud and can be deployed on Tablets, PCs or via the Internet. We have already successfully worked with and developed a number of games within the Healthcare Industry - namely around the subject of 'Stop the Pressure' - Pressure Ulcer training for Tissue Viability professionals.

We believe that our Game Based Learning platform could be deployed to assist the Mental Health community to drive communication, early intervention and help with prevention of Mental Health - especially within the area of young people, as a Game Based Learning experience is un-intrusive, engaging and enjoyable, thus suiting the demographics for the younger generation.

Game Based Learning, provides an engaging conduit to deliver knowledge in an enjoyable format, games generally result in players relaxing and engaging in the defined subject. This creates a learning platform that is open to all levels of intelligence and education, providing an level playing field for the overall audience.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The 'Future in Mind' report commissioned by the NHS, clearly discusses the benefits of early intervention relating to mental health, especially for the younger population. To achieve early intervention successfully, the whole 'mental health' community must be involved - peers, parents, teachers, friends, professionals etc. Applio believes that a proof of concepts - Game Based Learning experience, would greatly assist in breaking down the barriers in the 'openness' and 'discussions' relating to this difficult subject. Games have the ability to really engage an audience, provide an enjoyable way to discuss a subject, break down perceived barriers and drive engagement within the younger community - they are after all, already playing digital games!
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Delivering a proof of concepts Games Based learning platform as a trial within the West Midlands Mental Health arena, would provide the West Midlands with the required analytics required to measure the impact of what we are proposing. Should the analytics prove to be beneficial, then the West Midlands would benefit in relation to the whole Mental Health community being able to successfully communicate, provide early intervention and improve prevention in the younger generation of the West Midlands. This could then be showcased to the greater community of the NHS.
We believe that the proof of concepts would only require approximately 20 to 25 days of time from Applio, obviously we would require input from experienced practitioners, which we estimate to be between 3 and 6 days.
Current and planned activity: 
We have already provided Game Based Learning experiences to the NHS in partnership with WMAHSN, we created two experiences relating to 'Stop The Pressure' - Pressure Ulcer training for Tissue Viability professionals. One experience was 'story' based - about a patient called Angela Smith. The other a competitive team vs. team experience that contained numerous questions and scenarios addressing the very technical issues of Pressure Ulcers. The games were played at team meetings and the feedback was excellent:

‘What a great way to learn, really enjoyable and engaging’
‘So much better and engaging that listening to a PowerPoint presentation’

Applio would recommend as next steps that we arrange in partnership with the NHS a 2hr workshop with a relevant Mental Health professional to hold initial discussions that would provide Applio with enough information to develop a 'demo' game experience, this would prove the technology and provide the foundation to drive this initiative forward.
What is the intellectual property status of your innovation?:
Currently Applio is in discussions with an IP specialist firm, which is looking into the applicability of IP for our Games Based Learning platform.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Tony Chamberlain 11/07/2017 - 15:55 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Milestones DM2 combines nutritional and digital innovation to help people with T2DM lose at least 15kg of bodyweight, which will improve diabetes treatment targets, reduce complication rates and generate NHS cost-savings.
Overview of Innovation:
The challenge:
Diabetes costs the NHS £10 billion a year, approximately 10% of the entire NHS budget, much of which is spent treating complications that can be prevented through good diabetes control defined as achieving ‘treatment targets’ in blood glucose (HbA1c), blood pressure & cholesterol. Most T2DM patients do not achieve these targets, but weight loss can help.

NICE recommends T2DM patients with a BMI over 30kg/m2 be considered for bariatric surgery & that all patients referred to bariatric surgery enter a tier 3 weight management service to attempt medical management. However, provision of such services is variable & existing services are limited in accessibility & cost-effectiveness.



Our solution:
Milestones DM2 provides an effective alternative to traditional services utilising digital technology for a remote, high-frequency, multi-disciplinary service via initial face to face then phone calls, online learning and a smartphone app. This ensures lower delivery costs by not requiring continuous face-to-face clinics, increased accessibility and improved effectiveness as patients are provided with the high frequency support shown in clinical trials to be superior to low frequency care.
 
Milestones DM2 builds on evidence which has shown a medical weight loss programme using 8-12 weeks of 800kcal total diet replacement (TDR) followed by supported food reintroduction can achieve 15kg bodyweight loss, with 60% of those with T2DM for <4 years reducing and maintaining their HbA1c to <48mmol/mol at 9 months. **
 
As such, Milestones DM2 is delivered over 12 months by a remote multidisciplinary team (MDT) of diabetes specialist dietitians and nurses, along with psychologists, exercise therapists and endocrinologists.
 
The patient journey in 3 phases:

1. Eight weeks of an 800 kcal TDR (OPTIFAST® from Nestlé Health Science). Note that the option of intermittent TDR (2 days/week for 27 weeks) is available for those who cannot tolerate continious TDR (7 days/week for 8 weeks)
2. Four weeks supported food reintroduction
3. Nine months of maintenance
 
             

Patients receive weekly healthcare professional support throughout Phases 1 & 2 and then monthly during Phase 3. This is provided via phone calls and/or text and video support via the Milestones DM2 smartphone app (which can also be used for self-monitoring). The technology enabling remote care for Milestones DM2 is provided by Oviva UK Ltd, an SME focused on provision of digitally enabled dietetic services across 17 NHS CCGs.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Alignment with strategic priorities:
 
Milestones DM2 is closely aligned to NHS strategic priorities, including the NHS England Five Year Forward View by reducing variability in quality and improving access to treatment in complex obesity. Furthermore, it helps drive significant efficiencies by ‘getting serious’ about preventing complications in obesity and diabetes such as heart disease and cancer, and innovates with a new model of care. Implementation will also support NHS commissioners and primary care to meet targets in the Improvement and Assessment Framework regarding diabetes treatment targets.
 
Improvement in clinical outcomes:
 
In its existing clinical services, Oviva UK Ltd, the provider of the technology and clinical services associated with Milestones DM2 achieves superior engagement from its high-frequency remote approach, with >90% programme completion rates. In turn, this achieves 7% bodyweight loss at 1-year in morbid obesity, vs. c. 0% in typical T3WM programmes. This drives improved management of diabetes, thus reducing patient risk of devastating complications such as amputation, sight loss and renal failure.
 
Cost efficiencies:
 
Frontier Economics completed a health economic assessment of potential cost savings for the Milestones DM2 programme, based on clinical outcome data to date. From this, estimated cost savings are at least £10,000 per patient in year 1 (through direct costs such as avoidance of bariatric surgery and reduced prescribing of medications), and £14,000 by year 5 (through indirect costs, such as service utilisation in primary, secondary and urgent care and treatment of complications).
 
Improved access and experience:
 
The remote nature of the service expands accessibility to patients that are less likely to access traditional services due to the time and cost required to attend face-to-face clinics, such as those of working age, people with caring responsibilities, mobility issues, or other characteristics associated with inequity in healthcare access – particularly as many existing Tier 3 services are only available on specific times of the day during the week. Mobilisation of the service includes engagement with ‘hard to reach’ groups, and Oviva’s existing services have uptake rates of c.90% and very low DNA rates.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
There are an estimated 360,450 people in the West Midlands with diabetes, when adjustments are made for age, sex, ethnic group and deprivation. This is 8.1% of the adult population, higher than the average prevalence for diabetes for England of 7.4%.
 
By 2030, levels of diabetes in the West Midlands are expected to rise to 488,711 people or 10% of the adult population, compared with 8% for. However, 80% of all cases of Type 2 diabetes are preventable.
 
Diabetes has a huge impact on life expectancy, with Type 2 diabetes reducing a patient’s life by up to 10 years. Both patients and the NHS bear the brunt of this disease, with an estimated cost of £10 billion for treating diabetes.
 
The indirect costs of diabetes (such as increased mortality and morbidity, work loss and the need for informal care) are currently estimated to be £13.9 billion per year, rising to £22.9 billion in 2035/6.
 
Deaths from diabetes in 2010/11 are estimated to have resulted in over 325,000 lost working years.*
Current and planned activity: 
Our approach to engaging with the NHS & other stakeholders has been to focus on working with the AHSN network to help us diffuse our innovation & better understand the needs of local NHS commissioners/providers. Through Oviva’s role in the Diabetes Digital Coach NHS England test bed we are hoping to offer Milestones DM2 to a number of patients to further demonstrate impact & a clinical trial is underway at University Hospital South Manchester
 
Support sought

- Identify opportunities to offer Milestones DM2 to patients in the region in order to improve health outcomes & demonstrate cost-savings
- Learn from WMAHSN's LTC Network regarding their work on the use of telehealth & telecare & how we might engage with this work stream

The programme is flexible & can meet local/regional NHS requirements as well as complement established NHS diabetes & weight management services. Milestones DM2 is delivered by Oviva UK Ltd meaning minimal impact on existing NHS resources in terms of cost or staff time
What is the intellectual property status of your innovation?:
Nestle Health Science and Ovivia UK Ltd’s IP will be preserved.
Milestones DM2 is the intellectual property of Nestle Health Science.

OPTIFAST® is a total diet replacement (TDR) for weight control. It provides all essential nutrients for the day and is for use under medical supervision only.
 
It is available as three easy-to-prepare shakes (chocolate, strawberry or vanilla), and a vegetable soup. Each OPTIFAST® sachet provides approximately 200 kcal per serving.
 
OPTIFAST® is bound by the EU FSMP (Food for Special Medical Purposes) Directive 1992/21 EC and is subject to FSMP regulators. It comes under EFSA control and is nutritionally complete
 
Nestle Health Science adheres to the National Dietetic Guidance set out in the 1991 Dietary Reference Values (DRV) DoH publication.
 
Technology provided by Oviva UK Ltd complies with all NHS data protection standards, and has IG Toolkit level 2 accreditation. All clinical staff involved in delivery are registered with the relevant professional body (e.g. HCPC, RCN, RCP), and undergo NHS pre-employment checks.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Peter Swales 14/09/2017 - 17:48 Archived Login or Register to post comments
Innovation 'Elevator Pitch':
Give Vision develops electronic goggles that allow patients with sight impairment to manipulate a digital live stream to enhance image features that are compatible with their residual sight.
Overview of Innovation:
Give Vision have developed wearable low vision aids since 2014. We are now at a stage where we have a near-market-ready prototype while developing the next generation of our device funded through Innovate UK. Many people that have tried our prototype encouraged us to roll it out as a low-cost option. Before doing so, we want to make sure that we comply with any regulatory and safety requirements so that the device can be used safely long term. It would be great to have support in that area.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
A wearble low vision aid offers benefits to the NHS by improving quality of life and an associated reduction in the burden on service. Based on feedback on our prototype, the ability to utilise residual vision allows patients to re-gain indepence and re-engage in various activities of daily life (social, domestic and work), which should reduce thecurrent over-representation of depression in this patient segment. We will perform the first long-term follow-up study in the next months to provide evidence for this.
Benefit to WM population:
Our device is already popular with testers and early adopters from the West Midlands population, and we hope that through formal product launch we will be able to help a much larger number of visually impaired used their remianin sight. Just for comparison, there are currently around 10,000 children aged 5 to 17, 85,000 working age adults and 250,000 retirees registered as sight impaired/severly sight impaired in the UK. We could support a large number of those not only in the WM, but across the UK.
Current and planned activity: 
We are working with specialists from Moorfield's Eye Hospital to focud design directly on patient requirements and have received funding from Innovate UK for the development of our next generation prototype. We have in the past received smaller scale funding from several bodies including support from Birmingham City Council. Given the stage of our fisrt generation prototype, we would specifically like support on safety testing, regulatory approval and clinical trials.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
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Anonymous 25/09/2017 - 11:50 Sign Posted Login or Register to post comments
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Innovation 'Elevator Pitch':
New proforma: VTE risk assessment
Overview of Innovation:
Venous thromboembolism is a preventable complication of immobility and hospital admission in medical and surgical patients. It is compulsory to assess the risk of every patient on admission and prescribe appropraite preventative thromboprophylaxis measure to prevent clots in the legs and subsequently lungs which could be fatal. It is both a NICE and trust requirement. Often, patients are initially clerked and admitted through junior doctors who may not have enough time or understand fully how to effectively assess the risk and prescribe appropriately. Often in audits, VTE thromboprohylaxis compliance figures are low. It is a simple intervention which should achieve 100% compliance. This project looked at the factors affecting complaiance and designed a new VTE risk assessment proforma which is more user friendly and more likely that the patient receives appropriate risk assessment and treatment.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Wealth creation / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
cost saving as there are penalties for incomplete VTE risk assessment
patient safety
more effective and saves time in the workplace, increasign productivity and accuracy/efficacy
also aids training and education for junior doctors 
Benefit to WM population:
can be incorporated in WM trusts to allow patient safety and cost effectiveness in healthcare provided
Current and planned activity: 
Proforma is developed. Audit cycle completed. Evidence is present for implementation. Plan is for implementation within the trust alongside providing appropriate guidance/education and training for doctos on how to complete it properly.
What is the intellectual property status of your innovation?:
The idea and development of the proforma is mine.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Rejection Reason:
Requires further clarification on IP support before we can pursue.
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Saraswati Aryasomayajula 27/09/2017 - 23:34 Rejected 1 comment
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Innovation 'Elevator Pitch':
Unique evidence-based app that teaches doctors & nurses to manage stress & avoid burnout. Designed specifically for, and with, NHS staff. The efficacy of Working Stress was proved by a Randomised Controlled Trial (RCT) with 227 NHS doctors in 2016.
Overview of Innovation:
Being a doctor or nurse can be extremely challenging and the negative effects of work-related stress are significant. They affect patient safety, sickness absence and job satisfaction. However, staff can learn to manage stress and develop resilience if they are given effective and practical support to acquire these skills.

Working Stress is a unique evidence-based App that offers this vital support, it teaches individuals to manage stress, grief and avoid burnout. Working Stress was developed specifically for NHS staff by leading psychologists in consultation with practicing doctors. Efficacy of the underlying interventions was proved by a Randomised Controlled Trial (RCT) with 227 NHS doctors in 2016:

Reduces:
  • Psychological symptoms such as anxiety, psychiatric morbidity and emotional exhaustion
  • Physical symptoms such as insomnia and changed eating habits
  • Maladaptive coping mechanisms such as alcohol and drug use
Increases:
  • Positive ways of coping with stress such as emotional support and humour
Working Stress offers clinicians 2 modules
  1. Managing Stress & Burnout – relevant to all clinical staff
  2. Dealing with Patients’ Death – for those particularly affected by the death of patients
A single 15-minute interaction with the App is effective. No other commitment is required. If Effectiveness = Adherence x Efficacy Working Stress is perfect for busy professionals and their employers.

The App works on any mobile device or PC. When offered to all clinical staff in a Trust, it can reduce the incidence of workplace stress across the organisation. Deploying Working Stress in a Trust is fast and efficient and the benefits are realised rapidly. Working Stress is a cost-effective way for the NHS to reduce workplace stress and its consequences. 

The benefits for individual clinicians are clear, the benefits for employers are potentially significant; healthy employees are more productive and provide a better and safer quality of care. Doctors who completed Working Stress in the RCT evaluated their organisation more favourably, saying that they receive the respect they deserve and that salary and work prospects are adequate.

Working Stress is an immediate intervention that teaches individuals to recognise and manage their own stress more effectively. No customisation is required and Working Stress is easy to deploy, easy-to-use, anonymous and cost-effective. It can be used during formal induction programmes for new employees and with existing staff at any time
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Work related stress accounted for 43% of all lost working days in 2014/2015 (Buckley, 2015; Beheshtifar & Nazarian, 2013). 37% of National Health Service (NHS) staff reported feeling unwell due to stress and pressure at work (The Picker Institute & National Health Service, 2015). Moreover, Goodwin et al. (2013) meta-analysis revealed a much higher percentage of health care professionals and NHS staff were suffering from a common mental disorder (psychiatric morbidity; 32%) compared with general population (19.1%).

Poor occupational health in the NHS is costly and puts patient safety at risk. For example, Boorman (2009) calculated that better staff health might be associated with up to a million extra working days a year and could save approximately £13.7 million a year to NHS as a whole. The cost of sickness absence alone has been estimated at £2.4 billion a year.

80% of NHS staff admit that their state of health has an impact on a patient’s care (Boorman, 2009). A number of systematic reviews and meta-analyses showed that occupational health is negatively linked to a patient’s care, satisfaction and safety outcomes (Boorman, 2009; Edwards, Burnard, Park, MPhil, & Edwards, 2003; Hall, Johnson, Watt, Tsipa, & O’Connor, 2016; Nahrgang, Morgeson, & Hofmann, 2011), leads to lower job satisfaction, poorer performance, work-life imbalance (Edwards et al., 2003), intention to leave an organisation and earlier retirement (Buckley, 2015; Taylor et al., 2007).

Our academic partners, Dr Caroline Kamau and Asta Medisauskaite, published Prevalence of oncologists in distress: Systematic review and meta‐analysis assessing occupational distress among oncologists. Their analyses showed that:
  • Up to 69% feel stressed at work
  • Up to 51% positive for depression
  • Up to 44% have sleep problems
  • 32% have a high level of burnout
  • 27% have psychiatric morbidity
In response to their own research Kamau & Medisauskaite designed 3 simple online interventions to help reduce levels of occupational distress and burnout. These interventions were tested with a Randomised Control Trial (RCT) Occupational Distress in Doctors: The Effect of an Induction Programme. The participating doctors (n=227) came from a range of specialities and seniority, including consultants. The Working Stress app has been built around these 3 interventions. The potential benefits are clear.
 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The impact of occupational health for the wider NHS and its patients have been investigated and documented. The potential benefits of improving occupational health for the wider NHS are clear. It can be assumed that the WM would derive identical benefits if Working Stress were offered to NHS clinical staff in the WM.

A number of systematic reviews and meta-analyses showed that occupational health is negatively linked to a patient’s care, satisfaction and safety outcomes (Boorman, 2009; Edwards, Burnard, Park, MPhil, & Edwards, 2003; Hall, Johnson, Watt, Tsipa, & O’Connor, 2016; Nahrgang, Morgeson, & Hofmann, 2011), leads to lower job satisfaction, poorer performance, work-life imbalance (Edwards et al., 2003), intention to leave an organisation and earlier retirement (Buckley, 2015; Taylor et al., 2007).

Poor occupational health in the NHS is costly. For example, Boorman (2009) calculated that better staff health might be associated with up to a million extra working days a year and could save approximately £13.7 million a year to NHS as a whole. The cost of sickness absence alone has been estimated at £2.4 billion a year.
Current and planned activity: 
Discussions about the Working Stress app are ongoing with NHS England, NHS Innovation, NHS Employers, NHS Resolution, MIND and a growing number of individual NHS trusts.

Working Stress is being offered to the clinical, occupational health and finance leadership within targetted NHS trusts. The intention is to create ongoing commercial relationships with NHS trusts whereby Working Stress is offered to all frontline doctors and nurses in a single programme to address immediate issues. Working Stress would then be added to formal inductions for all new staff members and also for existing staff who are facing a significant change their professional personal circumstances. Long-term sustained cultural change is the objective. 

NHS Practitioner Health Programme has confirmed a formal partnership and is working with Focus Games Ltd to develop a face-to-face group intervention to complement the Working Stress app. This is a board game.
What is the intellectual property status of your innovation?:
Intellectual property is wholly owned by Focus Games Ltd, the developers of Working Stress.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The app is very scalable. It can be easily deployed anywhere in the world.
Measures:
For individual clinicians the proven benefits of using Working Stress are:

Reduce:
  • Psychological symptoms; anxiety, psychiatric morbidity and emotional exhaustion
  • Physical symptoms; insomnia and changed eating habits
  • Negative coping mechanisms; alcohol and drug use
  • Root causes of Chronic Embitterment
Increase:
  • Positive coping mechanisms; emotional support and humour
  • Improved perception of employer and working conditions
The benefits for NHS employers, and wider society, are reasonably well-documented regarding reduced staff absenteeism, staff turnover and patient safety risks.
 
Adoption target:
Ideally all employers will recognise the benefits but this will take time. In year 1 we would aim to have 4 medium sized West Midlands Trusts contracted.
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Andy Yeoman 28/09/2017 - 10:13 Detailed Submission Login or Register to post comments
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Innovation 'Elevator Pitch':
Currently, a GP refers Obstructive Sleep Apnoea patients to an NHS Specialised Sleep Centre. Averaging 24 wks & 3-5 hospital visits before the Patient starts treatment.
Now, a GP with SOMNOtouch can receive results in 48-72Hours (3days vs. 6Mths)
Overview of Innovation:
Currently
The vast majority of patients with Obstructive Sleep Apnoea (OSA) are referred by their GP to a Specialised Sleep Centre at an NHS Hospital with a Average waiting time 12 Weeks


Patients are initially seen by a Consultant or a Sleep Physiologist who would prescribe a Diagnostic Study to be performed either in hospital or at the patient’s home. Average waiting time 12 Weeks
The patient returns to have the sleep study done or to collect the monitor and then returns the device the next day. After a further waiting time of upto 6 Weeks the patient visits the hospital again to obtain the results of the sleep study and if Positive, to discuss treatment.
A letter is sent to the GP informing them of the results and if agreed, a prescription is issued by the GP for the recommended therapy this may also take an average of 6 Weeks to arrive.
 This is prior to any treatment being administered such as a CPAP where if used they attend annually to check on compliance and progress.
 
This 6 month process is dramatically reduced by the S-Med Service to just a few days before an intervention can be delivered.


Now
The GP fits SOMNOtouch, a Combined OSA/Hypertension Monitoring Device to the patient, after 24 hours they return to the GP practice where the device is removed and the GP uploads the data from the device to a secure NHS Digital Cloud Server.
SOMNOtouch NIBP - Five devices in One
Video link: http://www.s-med.co.uk/Products#nav-product-86
 
S-Med Ltd’s Qualified and Registered Physiologists interprets the study and provides a recommendation for further treatment or investigation within 24 to 48 hours to the GP surgery. (All analysis and interpretations are supervised by a senior Consultant).
 
The report is sent to the GP who would then provide a prescription for the relevant therapy to be provided.
 
Thus within 48 to 72 hours a patient can be treated or directed for additional investigations or treatment before their condition deteriorates.

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Faster response times and time to providing treatment from an average time from referral to treatment of 6 months (24 weeks) down to 4 to 5 days (1 week). With the added benefit if there are more critical underlying conditions then these may be picked up and dealt with quickly
 
Reduction in costs of patients being referred to NHS sleep centres thus less calls and pressure on such specialist clinics e.g.:
 
Reimbursement Tariffs for OSA and Hypertension
Current reimbursement guidelines from the Department of Health are:
  • For Ambulatory Sleep Diagnostic Study: £391.00
  • For 24-Hour NIBP Study: £268.00 (UCL NHS Foundation Trust, there is no NHS tariff)
  • For 24-Hour ECG Study: Recording - £268.00 plus Analysis £215.00 (UCL NHS Foundation Trust, there is no NHS tariff)
 
Cost Savings Calculation
Assuming the following:
  1. Adult Population of the England is Approx. 45 million
  2. BLF figure show approx. 10% of population suffers from OSA = 4.5 million
  3. DH figures show that approx. 30% of adult population has Hypertension = 13.5 million
  4. Public Health England shows that 1.3 million people have Atrial Fibrillation
 
The cost of referring 1% of the above population to hospital annually, will cost approximately:
  1. OSA – 45,000 £32 million per year.
  2. Hypertension – 135,000 £79 million per year
  3. AF – 13,000 £10.5 million per year
 
Total cost of £121.5 million
Cost of S-Med Service - £38.6 million
Savings to NHS = £83 million per year.
 
Aside from OSA, this equipment can be used for chronic heart conditions studies as well as more longitudinal studies adding a wealth of data for clinicians to inform them of patient’s conditions at work, rest and play without the equipment being intrusive and disturbing as current cuff based systems thereby removing the abnormal results they can provide. Thus, this equipment may also be of benefit to clinical trial units or during treatment to monitor the physiological effects experienced by patients undergoing a drug or other clinical interventions. 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
In addition to patients getting a faster diagnosis, it will reduce the burdens on NHS Trusts not only from the reduction on 1st line referrals to hospitals, but from patients conditions deteriorating, or suffering economic or social problems waiting 6 months for a diagnosis and treatment to be considered.

North West Innovation Agency (AHSN) will be conducting a pilot which will monitor 75 patients via a number of GP’s Practices. Results should be available by the End of February 2018.
As a West Midlands based company we would welcome an opportunity to work with NHS Trusts and CCG’s within the region to help us grow this service within the UK for the NHS and to increase our team to service and facilitate such requirements.  
Current and planned activity: 
Current NHS engagement
  • Embarking on a NIA application with North West Innovation Agency
  • Submitted an application into the ITP based on experience and adoption within the NWIA area.
  • Considering a NIHR project following a meeting at AHSN meeting - Speaking with West Midlands NIHR/CRN
Requested NHS engagement
  • Procurement / Adoption of: -  Would welcome assistance to gain greater Adoption by Trusts and CCGs within the West Midlands
     
  • Evaluation / Validation / Clinical Trial – Interested in trials for use of our ambulatory equipment (SOMNOtouch) within new clinical areas to show its versatility and extend its clinical use to provide validated evidence within in these new areas.
     
  • Project Assistance S-Med is interested in locating potential clinical / academic collaborators to engage in their current work and to explore other clinical applications of their technology.
What is the intellectual property status of your innovation?:
Device IP held by SOMNOmedics Germany. Clinical diagnostic and reporting service is owned by S-Med Ltd.
Reg. CE0494
We have obtained IGSoC Level 2 (ODS Code: 8JP12)
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
3
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Selwyn Sher 03/10/2017 - 13:27 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
We design and develop high-quality, video based courses that can enhance or replace classroom training and distribute them to digital devices. The authors can benefit from income generated.  
Overview of Innovation:
The Medics Academy content delivery platform is an agile web application for mobile and desk-top browser that is designed to reliably deliver high value content to the end-user.
 
The Medics Academy platform concept is to develop an online, database-driven healthcare e-learning and assessment platform. Online courses are delivered using encrypted high-definition video that is distributed to users through a fault-tolerant, low latency and worldwide content delivery network. 
With increasing demands on doctors, nurses and others involved in delivering healthcare to stay up to date with the latest advances in technology and medicial practice – and the increaisng demands faced around the world of increased expetctations of what medicine can do, coupled with aging populations in the developed world – there has never been a more important time for medical practicioners to be able to access the latest medical and heathcare education in a cost-effective and efficient way. That is what Medics Academy is dedicated to deliver.
 
We have developed a product which has proved its value and its effectivenss to doctors in the UK – we now need funding to help make that scalable and global so that we can reach all healthcare professionals globally  and help them to deliver the best possible care for their patients and families. 


 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Wealth creation / Digital health / Patient and medicines safety
Benefit to NHS:
Better training leads to a reduction in errors. The classroom based education model is not working and by developing expert driven courses supoorted by high-quality graphics and viewable any time on any device the NHS has the opportunity to train EVERY member of its workforce easily and efficiently. 
Benefit to WM population:
Safer care delivered by safer professionals. There is also a significant opportunity to use the platform to train and empower patients to manage theiir own care better. 
Current and planned activity: 
WMAHSN is our first customer and we are looking for partnerships to help us develop courses at cost to launch on our platform with a future income sharing model. We already have a number of courses available and are adding more daily. 
What is the intellectual property status of your innovation?:
We have no form patents but do have copyright on content we have developed and considerable know-how on our video and distribution platform that prevents others from copying our model. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Rejection Reason:
ITT campaign is specifically for those innovations already on the Tariff. I have emailed the innovator so that we can work on the other submission and support them. Campaign amended to be more specific
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Andy Anderson 11/10/2017 - 14:14 Rejected Login or Register to post comments
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Innovation 'Elevator Pitch':
The latest review from Havard Medical School is calling for action. Antiobiotic Resistance is a global crisis. A vastly modernised therapy and approach to the use of UV light to treat infections.
Overview of Innovation:
Overview of Innovation:
Biophotonic therapy (or Ultraviolet Blood Therapy) was initially used to treat a variety of infections prior to antibiotics in the 1940's & 50's.  

When used properly, UV light acts on blood in unique ways to produce some very positive therapeutic effects.A more modern approach and re-invention of the devices used are described below.
The primary purpose of the UltraLux UV device is to reduce signs and symptoms of diseases caused by infection with viruses or bacteria or characterized by excessive inflammation, when other treatment options have proven insufficiently effective.
Although the UltraLux UV devices may be successful as a primary treatment option, available data reviewed indicates use as a concomitant, secondary or tertiary treatment to:
  • reduce viral load
  • reduce bacterial load
  • reduce inflammation
In general, it has great potential to quiet the cytokine storm in sepsis and effectively treat some of the ESKAPE pathogens.The mechanism of action involves the UV light interacting with components of the blood (proteins and cells). It is likely that many different blood components are affected – monocytes, lymphocytes, erythrocytes, dendritic cells, neutrophils, and even proteins such as lipoproteins and immunoglobulins may be affected. The net result is that there is a significant decrease in inflammation (important for patients with sepsis and inflammatory conditions) and the natural antimicrobial activity of the host cells is markedly increased.
Ultraviolet Blood Therapy has had a history of safety.  Side effects have been minimal and are more associated with the drawing and returning of the blood as to the actual action of the light in the blood. The experience of over 200,000 human treatments has yet to uncover any serious adverse effects.  The therapy has been in continual use for the last 50 years.
As we now reach a global crisis in antibiotic resistance any alternative or additional treatments for infections are gladly welcome and should be utilised.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Clinical trials and evidence / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
An alternative to antibiotic use, 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
An alternative to antibiotic use
Current and planned activity: 
Currently trying to enage Primary Investigators for efficacy studies
What is the intellectual property status of your innovation?:
Patent in US ,Would be first to market in UK
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
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Josie Winter 12/10/2017 - 10:34 Sign Posted Login or Register to post comments
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Innovation 'Elevator Pitch':
‘Uber’ for the NHS. Hospitals crate shifts & push them to only the relevant candidates. Those interested apply with a single click. Hospital admins award the shift to the best candidate. When the job is done both sides leave feedback.
Overview of Innovation:
Megalist is a staff management platform.
The single biggest threat to the NHS is the staffing crisis which affects every other aspect of the NHS.
The is no reason why a large organisations like an NHS Trust with thousands of employees can not share employees to load balance their staffing needs. For example ITU nurses covering A&E.
The only reason for not doing that is that the NHS does not have the infrastructure to do such a thing - to load balance staff between departments, sites, hospitals or even Trusts.
It’s time to rethink the old model.
An NHS employee is an NHS employee and there is no reason that if the have the necessary skills that they wouldn’t be able to cover shifts in a different position in the NHS.
The agencies have been providing the NHS with this integrated infrastructure and charging a very hefty price for it and in all fairness delivering a mediocre service at best.
Megalist provides an innovative solution of a distributed staff management system.
Instead of one secretary calling and emailing everyone and then emailing or calling the agency who emails and calls the staff on their books and they email and call back to the agency who emails and calls the secretary who finds the consultant or the nurse in charge and they vet the agency worker and then they call and email the agency who calls and emails the doctor or nurse who might have taken another job already.
Megalist is a distributed staff management platform - meaning that many people have admin rights: senior doctors, senior nurses, site managers, secretaries, rota coordinators, departmental manages, night mangers and so on. They can all create a shift and push it directly to the relevant people who get the offer directly on their phone and who can respond with a single click.
Hundreds or even thousands of people can be notified in seconds and relevant candidates can be found in minutes not hours or days.
The admin awarding the shift has a lot more information at hand - feedback from previous shifts, how many shifts the candidate worked in the past and where, full electronic resume, photo, relevant documents in our document exchange and much more.
The main benefits are admin staff spend significantly less time finding staff and can do other tasks. Agency spending is cut drastically and having a fully staffed department means increased patient safety, increased patient satisfaction, increased employee satisfaction and thus higher productivity.
 
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
The main benefits are admin staff spend significantly less time finding staff and can do other tasks. Agency spending is cut drastically and having a fully staffed department means increased patient safety, increased patient satisfaction, increased employee satisfaction and thus higher productivity.  
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
Same as above but for the local polulation. 
Current and planned activity: 
We have ran a successful pilot in St. Thomas' A&E - for doctors only - SHOs and Registrars and in the 34 months which we were developing the platform we covered from them 1142 shifts. 

If you extrapolate that: 

Agency average margin £10 / hour / shift
Average shift 10 hours 

£3,4k / month / deparment / role (eg. doctors)
£40k / year / deparment / role (eg. doctors)

If an average department has 3 roles - doctors, nurses and nursing assistants, but most have more
And an average hospital has 10 departments but most have more 

Than the savings easily exceed £1M annualy.


Please see a short 60 second animation that explains the concept in more detail:

https://vimeo.com/232833427

And some testimonials from real end users.

https://vimeo.com/238748695/f23f1c6ce3
https://vimeo.com/239816983/781e206e76
https://vimeo.com/239817899/ed97fc21fe
https://vimeo.com/239818102/dfdad9f6ff

We are looking for help to get into and NHS Trust. 
What is the intellectual property status of your innovation?:
It is fully owned by Megalist Limited
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
Appart from building our system we have build an adjacent system that stress tests our main platform and we have tested it to 5,000,000 users without any problems. 

We are ready to scale regionally and nationally. 
Measures:
We have proven that we can cover 40-65% of shifts that are posted trough Megalist. We would like to scale this and provide safer staffing levels across other NHS Trusts. 
Adoption target:
Ideally we would like to get the first paying NHS Trust on board - provide value for them and than with that scale regionally and nationally across the entire NHS. 
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Anonymous 09/11/2017 - 21:50 Detailed Submission Login or Register to post comments
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Innovation 'Elevator Pitch':
The unique PneuX™ System monitors the endotracheal or tracheostomy tube’s seal. It measures cuff pressure and continuously adjusts itself to seal the patient’s trachea to prevent ventilator-associated pneumonia (VAP) during mechanical ventilation.
Overview of Innovation:
The PneuX™ System is for airway management in critically ill patients receiving mechanical ventilation. The system is designed to prevent ventilator-associated pneumonia (VAP) by minimising the risk of pulmonary aspiration and micro-aspiration of bacteria-contaminated subglottic secretions in patients having prolonged ventilation. The silicone material of the tube and cuff has been specifically designed to overcome the problems which cause VAP with standard endotracheal tubes, such as folds and creases in the inflatable cuff, loss of seal due to patient or tube movement and maintenance of cuff pressure. The PneuX™ System permits subglottic irrigation and drainage to remove infective material.
 
VAP - The problem
In the UK each year, 100,000 patients are admitted to critical care units for mechanical ventilation, and of these patients, 10-20% will develop ventilator associated pneumonia. Patients who develop VAP have an increased length of stay on ICU and increased mortality rate; of these 10,000 – 20,000 patients who develop VAP, between 3,000 and 6,000 per each year die in the UK with this type of pneumonia.
VAP is the leading nosocomial cause of mortality in ICU and the most common cause of VAP is aspiration of contaminated secretions from the oropharyngeal space. Aspiration occurs passed standard tubes or cuffs by three mechanisms:
  • Channels or invaginations within the inflated cuff
  • Movement of the cuff
  • Loss of cuff pressure
 
The costs of treating VAP are significant, between £10,000 and £20,000 per patient. As such, conservative estimates for prevention are savings to the NHS of over £100 million and this does not account for savings from the associated reduced length of stay.
 
The Solution
The PneuX™ System promotes patient safety through a five-pronged approach:
  • Reduced cuff leakage
  • Maintenance of cuff pressure
  • Convenient drainage and irrigation of subglottic secretions
  • Prevention of tube movement and accidental extubation
  • Potential inhibition of biofilm formation in tube lumen

The PneuX™ System is thus designed to produce an optimal seal and improve airway management to prevent VAP in ventilated patients in ICU or during prolonged major surgery.
 
The PneuX™ System attracts the Innovation and Technology Tariff (ITT), and as such is zero cost to provider Trusts to implement.  Thus, as well as improving patient safety for patients in critical care, the use of this innovation will provide a cost saving for the Trust over the life of the ITT.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Wealth creation / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Key Benefits
  • Major reduction of VAP cases within a Trust’s ITU
  • Improving patient safety and outcomes
  • Improving Patient flow - Using the PneuX™ System will likely improve the flow of patients coming to ICU (preventing VAP leads to reduced length of stay) and could enable an increase in elective surgical work.
  • Reducing Bed Stay significantly reduces the subsequent costs, treatment and hospital stay costs from anyone acquiring VAP. 
Note: There is a likely to be a small impact on the staff due to initial training requirements on the use of the PneuX™ System.  Comprehensive Training is provided by Qualitech Healthcare Limited.
 
Measuring the reduction of VAP within a Trust
To assist NHS England in assessing the impact of this innovation and its uptake there are some data collection requirements for the ITT programme (zero cost provision of the technology). These include:
  • Prevalence of VAP for the previous financial year (This is only required for the first report)
  • Prevalence of VAP during the period of reporting
  •  Number of PneuX™ tubes or other approved VAP prevention devices used on patients ventilated for 24 hours or more
 
Measuring the direct Financial Benefit
To record the impact of this innovation, Trusts engaged in the ITT programme, need to indicate the current number and cost of endotracheal tubes ordered per annum in ICU.
 
This is to establish that the PneuX™ System significantly reduces the number of endotracheal tubes being used. Whilst the current tubes may still be required, there will be a significant reduction in stock level required which will generate a cost saving. (Trusts may wish to add proposed reduction in current ETT usage)
 
The cost of the Venner TSM™ Tracheal Seal Monitor is zero to Trusts as provided on loan, with a minimum of 24 ETT’s to be ordered per year for each TSM™.
After a 2-year period the ITT will be evaluated by NHS England to determine whether it should be continued. It is recommended to use the PneuX™ System for the lifespan of the ITT.


Thus, there are key benefits to patients and Trusts through the use of Venner PneuX™ System, significantly reducing the incidence of ventilator associated pneumonia (VAP); In time, costs and administrative burden plus removing the stress from potential incident reports and investigations that may occur. In addition to ensuring the patient’s safety and quick recovery.
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
Key Regional Benefits
  • Better West Midlands’ patient outcomes and increased patient safety
  • West Midlands’ reduced incidence of VAP
    • and significant reduction in the cost of treating subsequent infections
    • reduction in stress for patients and staff where VAP occurs
    • eradication of related paperwork recording and reporting VAP cases  
  • Reduction in length of patient stay in regional Trusts
  • Reduction in regional / Trust procurement costs of buying endotracheal or tracheostomy tubes per annum
  • Free Loan of Kit during ITT to judge the value of adoption of PneuX™ System into Trusts ICU standard operational procedures.
     
Note: As the Venner PneuX™ System attracts the Innovation and Technology Tariff, there is a zero cost-implication of introducing this device. In fact, it will generate a cost saving (from April 2017 for 2 years), as there will be a reduction in the number of current standard endotracheal tubes required.
 
Please see attached document ‘PneuX Implementation Pack v4.0’ to see how your Trust can implement the PneuX System™ under the NHS England Innovation Technology Tariff
Current and planned activity: 
Current Utilisation Studies underway:
  • Bristol Royal Infirmary
  • Manchester Royal Infirmary
  • Stepping Hill Hospital
  • Ipswich Hospital
 
Recent publication:
  • JICS Journal of Intensive Care Society 0(0) 1 – 7
    “Cost of treating ventilator-associated pneumonia post cardiac surgery in the National Health Service: Results from a propensity-matched cohort study” – Heyman Luckraz et al.
    Heart & Lung Centre, The Royal Wolverhampton NHS Trust.
    Link - http://journals.sagepub.com/doi/pdf/10.1177/1751143717740804

Planned activity
January 2018 the WMAHSN will be holding an ITT/ITP workshop for West Midlands ITU and other critical care units to hear in detail about the PneuX™ System and the NHS England ITT. See www.wmahsn.org/events/upcoming/2018/01 for more details.
 
Thus, we would like to discuss:
  • Procurement / Adoption of Venner PneuX™ System: - Interested in meeting ICU teams and others to discuss the System and its adoption via NHS England ITT.
  • Establish Utilisation Studies in West Midlands ICU’s.
What is the intellectual property status of your innovation?:
Patent protected
BSI - EN ISO 13485:2012
Class II (a)
 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
3
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Nicki Dill 23/11/2017 - 11:59 Publish Login or Register to post comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
An app, designed by doctors, to promote safe and effective handover both within and between teams. With the inforamtion captured for handoer, clinical leaders can better review and manage patient flow through their team and the wider organisation. 
Overview of Innovation:
Careful is an app designed by clinicians. It helps doctors, nurses and allied health professionals share and protect critical patient information.

At its heart, it answers two pressing questions - who is currently looking after the patient and what is their clinical plan? It uses our Handover® system to keep track of the former and for the latter it provides a job-tracking system, with free-text clinical updates.

It has been designed to be simple, easy to use and mobile-first — so it can replace traditional paper-and-memory handover sheets.

This information, gathered from clinicians at the bedside, provides an exceptionally rich set of data that is currently lost in handover sheets and verbal order, or is buried in notes. By making this accessible, the app provides an overview that allows clinical leaders to review and manage the flow of patients through their team and the wider organisation.

By capturing structured information about actions and patient diagnoses, the system also creates the opportunity for 'clinical coding at the bedside' - a potentially huge cost saving.

Finally, we are developing a patient-centred app to enable patients to access and contribute to their own record and to communicate directly with the teams looking after them.

They will also, in response to the General Data Protection Regulation which comes into force in May, have direct oversight of their own record, ensuring that they can identify who has accessed it, and exercise control over who views the information.

We have tested and revised the first version of the system and are now ready to deploy version 2 of the clinician app. This is developed and ready for deployment in 2018. We need further support so that we can ensure that it is refined in response to customer feedback and to add further features. We also need funding for the patients’ app.
 
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The NHS is facing an unprecedented strain on its resources - particularly in secondary care. Many hospitals stuggle with patient flow. The object of this app is to allow doctors, nurses and other team members to share the clincial plan for patients - making the status of patients much more visible and improving the handover of clinical data. It is estimated that in the average 400-bedded trust, as many as 120 patients may be ready for discharge. We aim to improve the visibility of this information.

The cost-savings from effective patient flow managment in secondary care could run into billions, and this app will be a useful tool both to improve trusts' understanding of patients' status and to make handover more effective for the teams involved.
 
​It will also significantly benefit patients. - We know, from the investigation of serious incidents, that communiation is a prominent factor in around 80% of the thousands of incidents in which patients die each year in hospitals from preventable harm. It is also acknowledged that handover is a time of great risk for the loss of critical information.

The Careful app is designed to improve the communication and handover process between clinicians - and to encourage multidiisciplinary use, where doctors, nurses and other professionals all have access to the same information. We believe that it can save lives - although this will, again, be hard to quantify.

Finaly, the Careful app can help with the transfer of care between organisations. Becasue it is cloud-based, it is 'organisation-agnostic' and can therefore allow the transfer of patient records between organistions as easily as between teams in the same organisation. This is a perennial 'tough nut to crack' - as any clinician will tell you. We belive that the Careful app can do this without the inherent issues found in paper, fax and phonecalls. The cost and patient safety implications of this are significant.
 
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
Our intention is to use this app with Birmingham Children's Hospital. We have contacts there but have not, as yet, secured an agreement - largely because we have other trusts in Yorkshire and the South East who are further ahead in their adoption.

We would use any money raised through this process to ensure that the app was made available to all hospitals in the West Midlands.
Current and planned activity: 
We have recently finished Version 2 of this app - which has significant information governance and privacy improvments (we have attached our Privacy Impact Assessment for more information). The app has also had a complete overhaul of its user interface (UI). We have also recently completed the status-flow elements of the app, allowing us to provide overivew patient-flow data at the organisation level.

We are testing this in two NHS trusts and two private hospitals in the next 3-6 months. These trials are 'pre-revenue', designed to refine the app before being launched on the wider healthcare market. The outline terms and benefits of this trail are provided in one of the attachments.

We intend to use any further funding to expand our user base to organisaitons that will pay, and to start the devleopment of the patient app.
What is the intellectual property status of your innovation?:
We own all intellectual property in the form of code and design. We also own the Careful and Handover trademarks in the UK.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Co-Authors:
Regional Scalability:
Our businss model is based on scalablity. The app runs in the cloud (in a Microsoft Azure implmentation) and allows new organiations to be added with no overhead. Moreover, the design of the app is expressly to allow inter-organisational referrals and information sharing across the normally tight boudnaries between primary/community care and hospitals.

Scaling is 'built-in' to this app.

.
Measures:
For the business, the main meausre are user adoption and, of course, revenue. However, for the users themselves, the measurable benefits would depend on their role (see below).

Primarily, however, the financial / cost-benefit is improvement of flowand reduced length of stay

Benefits are: 

1) Juniror doctors - pimarily time-saving
  • Less time ‘polishing the list’
  • More accurate and timely communication about patient jobs and patient status / location 
2) Senior doctors and clinicians - primarily patient safey measures
  • More clarity on the individual patient status
  • No more ‘safari ward rounds’
  • Ability to monitor individual clinician activity
  • With ‘action bundles’ - the ability to standardise care for patients with particular conditions 
3) Site practitioners/Bed managers - time saving and improved flow
  • Less walking-the-floors to determine what is happening to patients
  • Clarity on the status of beds and patients throughout the organisation
  • Faster bed-turnaround times 
4) Finanical / service managers
  • Shorter length-of-stay
  • Higher bed utilisation
  • Patients admitted and discharged more efficiently
5) Information governance leaders
  • Ability to provide granular data to patients, in accordance with the General Directive on Data Protection (GDDP)
  • The ability to control which clinicians see what patient data.
  • No more IG breaches from handover sheets 
6) Coding departments
  • Faster coding - using machine-readable medical input
  • 'Codling at the bedside' in later versions
Adoption target:
As described, we want to use this in Birmingham Children's hospital initially, but we would like to see it adopted in all hopstials in the region.
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Anonymous 22/12/2017 - 12:41 Sign Posted 4 comments
3.3
2
Votes

Innovation 'Elevator Pitch':
Airglove patient warming system heats the arm raising fragile/hidden veins providing easier/less painful access.
Overview of Innovation:
Airglove is a unique warming system was developed to enable access to the patients arm for the delivery of intravenous drugs. These patients are some of the most difficult to cannulate who have hidden or fragile veins from continual cycles of chemotherapy. Airglove gently heats up the patients arm as it forces warm air though a double walled polythene glove set at the selected thermal regulation (31.5c, 35.5c, 38.5c) in just 3 minutes. The completed service evaluation by the Maidstone & Tunbridge Wells NHS Trust showed 87.5% success in cannulation on first attempt with the most difficult to cannulate patients.  With cannulation success, the potential cost savings on consumables are up to £50k per oncology unit, plus the nursing/practitoners time. Airglove is also currently doing service evaluations in the following hospitals: Royal Stoke, Royal Marsden, UCLH, and Queen Romford.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Airglove was developed initially for chemotherapy patients who have hidden or fragile veins and especially in patients who are in their 5th or 6th cycle of therapy.

The use of Airglove affords easier cannulation with fewer attempts being required (sometimes up to 6 attempts by 3 different staff can be attempted to access a difficult vein). This improved ease of access not only makes the patient’s experience far less traumatic, but ensures a better clinical outcome and saves valuable nursing/practitioner staff time and consumables.
 
Improved hygiene and reduced risk of cross infection will result from the use of Airglove vs currently used methods of locally heating the arm e.g. hot towels or buckets of warm water. Only Airglove’s single use only, double walled polythene sleeve comes into contact with the patient’s skin. Heated air is circulated between the double wall of the sleeve and is not directly blown across the skin and so the risk of cross contamination is reduced. 
 
Airglove can also be used for other interventions where venous access proves difficult due to fragile or difficult to find veins e.g. routine phlebotomy.

Maidstone and Tunbridge Wells Hospital. Evidence from trials avaliable to download 
http://www.greencrossmedico.com/wp-content/uploads/2018/01/Patient-Evalu...

"We no longer use buckets of warm water in oncology at MTW as our patients request Airglove now as they prefer it. With an 87.5% success rate in our patiemts service evaluation i can see the results which makes our life so much easier too!"
Keli Tomlin, Macmillian Lead Chemotherapy Unit Manager  – Chemotherapy Unit, The Maidstone and Tunbridge Wells NHS Hospital Trust

​"Airglove is so comfortable for our patiemts who can be difficult to cannulate with continual chemotherpy cycles. It is so efficent in just 3 minutes the patient is ready for cannulation and then theri trreatment can begin" 

Charlotte Wadey, Macmillian Lead Chemotherapy Nurse  – Chemotherapy Unit, The Maidstone and Tunbridge Wells NHS Hospital Trust

​"The warming process with Airglove is great  and very easy to use even on our patients with previous multiple cannulation and blood taking attempt.
Julia Dalstrom, Ward Sister, Teenage and Young Adult Cancer Day-care and Ambulatory Care, University College Hospital London

 
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
The West Midlands patiemts and healthcare system would equally share the benefits as described for the NHS across the UK.
Current and planned activity: 
Currently The Maistone and Tunbridge Wells NHS Trust uses Airglove in their oncology department and have just completed a Service Evaluation on Airglove. We have Airglove in the following hospitals for service evaluations: Royal Stoke, Royal Marsden, UCLH and Queens Romford. Airglove will be going into the Robert Jones and Agnes Hunt Orthopedic Hopsital and the Dudley Group of Hospitals.

NHS Health Improvement Scotland Evidence Review Commitee has advised Airglove is worthy local evaluation with the Beatson hospital, Glasgow prior to formal IMTO evidence. Airglove application has been approved to submit to NICE  for NICE Advice and NICE Guidance. Submittion has been completed MTW Service Evaluation report.

​Airglove is in process with NHS Supply Chain and NHS Scotland.
What is the intellectual property status of your innovation?:
Airglove is a registered Trademark

​Airglove is protected by international patents some of which have already been granted and others are in the application stage via our patent attorney Murgitroyd.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
We have not implemented in scale in any other region yet, as the product will not be available commercially until June 2018. From this point on it will be available to purchase across the West Midlands region directly from Green Cross Medico until available through NHS supply Chain.
Measures:
The success of the innovation will be measured by the uptake of Airglove throughout all 160+ oncology units throughout the UK. 
This will also be determined by the cost savings to the NHS, along with patient comfort and safety, which will be assessed from the success of the patient evaluation and clinical trials.
Adoption target:
If Airglove is adopted by the 13 NHS Trusts in the WM region into their respective 14 oncology units, supplying 3 Airglove units per oncology unit, this represents 42 Airglove units using 127,400 gloves per annum. 
This could generate potential savings of £369,460 per annum to the Regional NHS.
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Sheena Jack 10/01/2018 - 18:12 Sign Posted 1 comment
3.9
2
Votes

Innovation 'Elevator Pitch':
 
Lincus Integrate is a codevelopment collaboration between Rescon, Worcestershire Telecare, the Council and NHS that will analyse and share information from services, software and devices to improve clinical outcomes and stimulate regional growth. 
Overview of Innovation:
Lincus Integrate will create an integrated digital hub that surrounds a patient/service user and can connect with different health and social care systems, software applications and devices. It will analyse individual and grouped data providing insights through targeted visualisation to individuals, carers, health and social care professionals, managers and commissioners. Each user type will have customised access permissions and a user interface that has been co-developed with them and is appropriate for their needs.

Worcestershire Telecare (Worcstelecare) are rapidly expanding and to fulfil their ambitions to provide high value health and social care services to service users/patients they require a digital technology that will integrate with a range of  systems, digitial products and devices. Through a formal market scoping exercise they have selected Lincus, an at-market CE marked software as a platform product, to realise their goals.

Rescon’s Lincus platform has been chosen as the development platform as it has been codeveloped with end users and health and social care customers in the UK since 2011, and has numerous accreditations and awards. Rescon are working with Worcstelecare to integrate and develop the Lincus telehealth product to meet their full requirements (see attachments).

Lincus already integrates multiple digital evaluation technologies including patient self reporting, structured clinical and social care observation, and wireless devices including wearables and remote sensors. Currently there are 3600 users and 700 health and social care workers on the platform. As well as subjective and objective measurement of user health and wellbeing, it incorporates alerts for changing health and wellbeing markers, educational content, a calendar with reminders, planning, video and email/SMS communication functionality and meets high accredited information and clinical governance standards.

Lincus Integrate requires development work to further develop connections between services, other digital products and devices. It requires further refinement of user types with more discrimination between different service providers including GP, specialist, nurse, OT, physiotherapist, teleservice operator and community nurse specific interfaces.

Health Innovation funds will accelerate the development, adoption and delivery at scale of this unique integrated service proposition improving patient outcomes and generating wealth and employment for the West Midlands.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Lincus Integrate will build on previous work by Rescon and Worcstelecare that has demonstrated improved health and social care outcomes. Lincus is an NHS AHSN Atlas Product (http://atlas.ahsnnetwork.com/lincus-improving-self-care-and-wellbeing/) and has been used in assisting the delivery of health and social care services to people with Long Term Conditions, Learning Disabilities and Homelessness since 2013. For hypertension screening and support services Lincus use in partnership with a local service delivery charity produced at 3.21:1 return on investment in year for the Liverpool CCG.

Our Worcstelecare and Lincus integrated health and social care system solution is expected to save significant costs to both NHS and local government services whilst improving patient/service user outcomes. Preliminary modelling demonstrates a 10% across the board saving in social care provision through decreasing care needs. In addition, as lack of coordinated social care provision is a common cause of delayed discharge, we forecast that Lincus Integrate will decrease hospital inpatient resource load by at least 10% whilst decreasing readmission rates by 20% freeing up NHS resources to deal with those who need acute clinical care.

The Lincus Integrate system is applicable to multiple long term conditions and care needs. Using COPD as a working example Lincus Integrate is compliant with NICE Guidelines (CG101,2010) and will reduce non-elective inpatient COPD admissions (£1960/admission), or nationally >£160 million per year, (CG101, NIHR 2011 addendum).

Lincus Integrate will realise these savings through
1.) Sharing patient vital signs and other in community evaluation information across systems where
it will be used for better informed decision-making;
2.) Sharing and preemptively addressing social care issues prior to, or at the point of, potential admission;
3.) Creating a robust and continuous audit trail relating to patient data;
4.) Presenting information in a way that all the appropriate people in a patient’s care pathway (include patients and carers) can act on in a timely manner; and
5.) Integrating alerts and notifications for either routine, or rapid responsive, use.
The team is already working with the local STP and Council who are receptive and supportive of our approach including our evaluation of 10% reduction in social care needs, 10% reduction in bed days per admission, and 20% decreased readmissions whilst improving the health and wellbeing of citizens.
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
Worcstelecare has an exemplar telecare service which has been accredited to the highest level and has been selected as a partner with the local council to integrate health and social care service delivery in Worcestershire. They currently deliver services to 17,500 service users with mixed health and social telecare needs from West Midland bases, including their head office in Kidderminster. As a result of this partnership Rescon has also created a base in Kidderminster, and a staff member in Little Malvern, to further support their West Midlands activities.

Worcstelecare’s unique partnership agreement with Worcestershire County Council, formalised in January 2018, is addressing health and social care needs across Worcestershire. A 55 person scale-up pilot is commencing in April to test the new integrated model of care which has the aim of exceeding the care, discharge and admission metrics described above. This will be expanded across the West Midlands improving individual, community and population health whilst decreasing the load on the health and social care system and creating wealth and further jobs in the region.
 
Worcstelecare and Rescon's reach extends both nationally and internationally and there is interest from both partners existing customer base to extend the model to other regions. This will result in growth of both businesses amplifying the wealth and employment benefits to the West Midlands.
For Rescon a three year forecast of the impact of the Lincus Integrate project will have on company revenues has been uploaded in the attachment section.
Current and planned activity: 
Rescon are actively engaging and working with Worcstelecare to develop and implement the long term vision of Lincus Integrate (see attachments). The partnership has been engaging with the council over the last few months which has extended to working with local clinical teams. The first clinically driven issue the combined Worcstelecare, Rescon, Council and NHS partnership is working on is that of "frequent flyer" admissions. 

Rescon and Worcstelecare are due to commence formal work in the last week of January, but have limited resources to realise the ambitions of the project over a short time frame. The attachments outline the planned work in both infographic format and as a top level project plan. The direct development cost of this activity to Rescon is £130,000. Worcstelecare have secured £55,000 to commence activities however there is a considerable shortfall which the Innovation Fund would directly address, accelerating speed to market and revenue generation.
What is the intellectual property status of your innovation?:
The combined integrated service and technology delivery model will be owned in partnership with Rescon and Worcstelecare. The working model is that the service delivery intellectual property will be retained by Worcstelecare whereas the technology intellectual property will be retained by Rescon.
Specificallty relating to intellectual property owned and being developed by Rescon all related trademarks (Lincus, Rescon, Wellbe, One Precious Life, Rescon Technologies, -tracker, IoT-Med), IPR and copyright of source code, designs and algorithms that will be utilised for Lincus Integrate are owned by Rescon.

Lincus Integrate will utilise 2 granted patents: Medical symptoms tracking apparatus methods and system (US8941659, 9754075)

It will also leverage technologies developed from the following pending UK and International patents including:
Differentially weighted modifiable prescribed history reporting apparatus, systems, and methods for
decision support and health (IT: 20160379511) and Session Limited Passcode for Re-authentication
(US62468359)
All the searches carried out for prior art have indicated that there is freedom to operate.

Strategy for knowledge protection:
Our knowledge protection strategy involves frequent IP audits with literature scanning including patents.
We make protection decisions on the basis of patentability, defensibility, costs and exploitability. The intellectual property realised by Lincus Integrate will be secured in accordance with the above strategy.

Regulatory requirements:
Lincus Integrate software will be developed out of Rescon's existing software platform technology which has multiple accreditations including being a CE marked Class 1 Medical Device, GDPR compliance and IG certifications. Our CE marked Class 2 diagnostic algorithms relating to arrythmia detection may also be utilised by the platform depending on further engagement and requirements of clinical stakeholders.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regional Scalability:
Lincus Integrate will be rapidly scaled through the partnership with our at market partner, Worcestershire Telecare.
 
We will build on the success and scale of the Worcestershire Telecare service.  Our previous at market activities have not been with a highly ambitious partner who has a growing service.  Through the partnership we are expecting to rapidly scale both locally and then nationally and internationally with the scaling up accelerating as more features are added.
 
This at scale adoption will be only be achieved through evidence of success.  The evidence will be leveraged both locally and also used to create marketing materials to create further uptake outside the West Midlands and into the European marketplace, where we have strong contacts, especially in Spain.
Measures:
Worcstelecare were first attracted to Lincus due to its comprehensive and configurable capability in measuring outcomes of service provision.  

We intend to realise and measure the following outcomes:
  • Savings release through increasing efficiency of care delivery via new proactive preventative teleservices, and better communication systems.
    • Measurement: will compare costs post intervention with historical data and predicted spend based on profiles (regional social care data available), we will base healthcare outcomes analysis on disease specific models such as the Cardiff Diabetes Model.
  • More social inclusion and improved patient experience through wider reaching communication systems and processes. The proactive telecare model demonstrably improved health and social care outcomes including inclusivity amongst the elderly in Spain (Cabrera-Leon et al 2013).
    • We will measure both platform engagement and patient self-reported and assisted reported outcomes from baseline introduction into the programme.
  • Harm reduction through better communication and proactive care.
    • We will monitor events, interventions and incidents reported and compare to historical data.
  • Improved identification and profiling of frailty with the output of tailored personalised care plans best utilising local resources. 
    • This will be measured through cases profiled, new diagnoses and care plans.
  • Better or stabilised quality of life for service users, and carers and support staff through better systems support.
    • Measured through self and advocate-assisted report.
  • Reduced GP visits, hospital admission and delay in admission to long-term care.
    • Comparison of attendance figures for both emergency and routine admissions.
  • Increased jobs and turnover within the West Midlands.
    • Employment metrics for both Worcstelecare and Rescon.
  • Increased exports locally and internationally resulting in considerable inward investment into the West Midlands.
    • Audit of finances.
Adoption target:
Our primary adoption target is for Worcstelecare to commission Lincus Integrate for the 17,500+ users they support.  The minimum viability levels for Lincus Integrate to be sustainable is 13,700 users at £35 per annum to cover support and development costs of £40,000 per month. 
 
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Tom Dawson 21/01/2018 - 17:11 Sign Posted 1 comment
3.7
1
Votes

Innovation 'Elevator Pitch':
We plan to take preventative holisitc health care direct to the patient. Using a variety of physical, emotional, educational and social tried and tested approaches. 
Overview of Innovation:
Every GP practice in Dudley is a shareholder in Future Proof Health (FPH) part of our current role is to provide NHS Health Checks on behalf of Dudley Public Health, in the community and in the workplace, we want to expand the age group for this to include 20-40 year olds. We are consistently asked by this age group if they can have this type of MoT for themselves. There are 36,000 females and 35,000 males in this age group in the Dudley area  and we already have both the capability in the way of trained health professionals from all areas and the experience in place for delivery of this Health Check type of intervention. By targeting this age group we can advise on Smear tests, as you are aware the uptake of this is down by 30% in this age group, we can also advise on chlamidia screening, HIV testing, Breast Screening and Prostate screening. We are also carer aware accredited with Dudley MBC and are one of their preferred providers.We have all undertaken our motivation to change training and are all community information champion trained staff enabling us to advise on all aspects of daily life. We are also the Community Education Provider Network for Health Education England so can advise on apprenticeships and training opportunities. We work closely with a wide varieyt of health, education, voluntary and social organisations and have strong links with them. Alongside the expasion of the age group, by going out into the community and in the workplace we can also engage with hard to reach patients.  As well as providing detailed knowledge of the current heath situation we can mobilise into the community expeditiously through our surgery networks.
Everything we currently deliver is undertaken in accordance with our local and in-house clinical guidelines, CQC guidelines and recognised Infection Control processes.  Our systems and processes are already tried and tested with a solid evidence base of patient take up and success.  We are not complacent however, and we recognise that service take up in some areas is better than others.  We are committed to addressing this by offering a wider variety of clinical access channels to services, such as the direct to the patient, in a variety of settings thereby providing equality of availability and service provision to all the Dudley population. We will ensure that all of our data is analised ,any best practice to improve service access and uptake findings will be fed back to all appropriate chanels.
 
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Patient and medicines safety / Person centred care
Benefit to NHS:
By targetting younger adults and taking health services and holistic well- being preventative tools out to the patients, we aim to reduce the number of peole progressing to long term conditions by detecting their health problems in the early stages to reduce the imact on both the patients and the NHS as a whole. The cost savings to the NHS would be dramatic., reducing the number of GP appointments, referrals into secondary care and reducing the demand of other community based health services.
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
We aim to improve the general health and increase awareness and engagement of the local population, encouraging self-help, engagement and personal and social responsibility. By active engagement we can communicate more effectively with the working population including hard to reach members of the public - who may not have access to IT based information, Some areas in our borough are classed as deprived and patients are unable to read and/or write, so a physical approach is needed. In addition, in our experience patients will often give you more information face to face than they would put into print or on an IT based system. The benefit to the patients would be a reduction in waiting to see their GP, reduced numbers of further referrals, previously unknown health issues picked up earlier reducing the need for long term interventions. By keeping the population healthy you also keep the workforce healthier reducing sick leave and increasing productivity in addition to reducing the cost of SSP and claims for Universal Credit..
Current and planned activity: 
We currently oerate a community based NHS Health Check scheme for Dudley Publice Health targeting  the 40-74 age group.
​We are Dudley's  community education provider working for Health Education England
​We run the GP extended access scheme for the Sedgley, Coseley and Gornal area for Dudley CCG
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
Regional Scalability:
This would be very easy to scale up - as the NHS Health Check programme is a national programme, there is no additional training needed to cover the younger age group, equipment , engagement and access to the population are already in place. There would need to be some additional funding to allow for setting up and administering the programme, staff costs and dispoasble equipment costs.
Measures:
We are IG soc compliant we have health Check pro-forma sheets and patient information forms in place. All anonymised patient data would be analysed in a spreadsheet by our staff with findings, referrals and recommendations and advice recorded . The patient data including all measurements, actions required , advice and recomendations will be forwarded to the patients registered GP, no patient identifyable data will be held by FutureProof Health. 
Adoption target:
We would anticiapte that this could be adopted across the whole of the West Midlands as the basic systems and training reigime are already in palce.
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Beverley Wakelam 31/01/2018 - 20:23 Sign Posted 1 comment
3.6
1
Votes

Innovation 'Elevator Pitch':
Digital Transfer bag for essential clinical patient information such as medical, falls and frailty information, diet/nutrition/hydration etc. To improve patient safety and provide important information to HCP's for patients conveyed.
Overview of Innovation:
Creation of a Digital Transfer bag for essential clinical patient information such as medical information, falls and frailty information, diet/nutrition/hydration etc. To improve patient safety and provide important information to Health Care Professionals for patients conveyed to Emergency Departments, hospital appointments or occupational therapy services. The app can also incorporate additional elements that will help to tailor their care such as an electronic falls risk assessment (eFRAT), simple initial questionnaires i.e. recent coughs and colds, general health, mental health, stability checks. Integration of Point of Care testing such as UTI testing for symptomatic patients. Results can be emailed to GP/ night nursing services for treatment prescription if required. Quick identification and treatment can improve patient experience and reduce falls risk associated with UTIs.
Stage of Development:
Ideas stage - Early concept and ideas stage
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Frail older people living in care homes are amongst the most vulnerable in our society.  Often simple referrals for outpatient clinics are aborted due to lack of sufficient information available and availability of knowledgable staff to accompany the patient.  Calls to paramedics result in conveyances for the same reason.
Within a care home when someone is conveyed to hospital they must be accompanied by a member of staff, this could be any one who is available, and they may not have a lot, if any, medical knowledge or knowledge of the persons previous health. Using an app would mean anyone would be able to travel to hospital with the patient as they would have all the information they would require on admission.
Currently personal and clinical information and standardised paperwork is being sent along with the patient in the ambulance. This opens up the possibility of sensitive data being lost, or not passed on to the care team who need it. The app would store encrypted data within the N3 network. Could utilise DM+D (Dictionary of medicines and devices) to reduce input error for medication information.
Ideally this could be operated in a phased approach with basic services initially and others added on in a second phase.
Care homes provide a vital service within the national health and care system, however due to insurance requirements many have become increasingly risk-adverse, insisting that the slightest stumble, confusion or change in a patient be medically reviewed.  With falls alone this results in calls to ambulance services that often result in unnecessary conveyance because the information is not routinely available.  Clinical, paramedic and patient time is wasted due to repeated appointments and attends due to insufficient information available at the point of incident.
 
Benefit to WM population:
Improved, faster treatment for illnesses, remote monitoring by qualified staff reducing need for appointments and long waiting times.  Nominated professionals and individuals can hold virtual consultations using shared information.
Current and planned activity: 
Early engagement and development has been discussed as part of an existing AHSN project in the East Midlands, but this area of work is not part of that project, and has been identified as an area of innovation and improvement.
A digital platform is already available and can quickly be tailored to deliver many of the requirements here, and this constitutes the current Phase of the work.
Next steps would be to engage with selected homes of both residential and nursing home categories and varying sizes to test performance, with the aim to roll out within a twelve month period.  
The following developments would be to work with other innovation partners to integrate with others digital technology platforms to support care homes in managing their patients, it would also be further developed to enable roll out in assisted living, sheltered housing and residential properties.
What is the intellectual property status of your innovation?:
This product is in development, and this is the first time we have shared it as we are now at the point of needing further advice and assistance.  WMAHSN have been approached to support us on protecting the IPR for this innovation.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
3
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
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Andrea Baker 02/02/2018 - 20:13 Sign Posted 2 comments
0
0
Votes

Innovation 'Elevator Pitch':
Consultant Connect enables a GP to dial a single number to immediately reach an appropriate specialist.  Immediate Advice and Guidance is better for patients, clinicians & NHS. It is currently used in Elective, Urgent & Mental Health care settings.
Overview of Innovation:
Consultant Connect www.consultantconnect.org.uk is a simple CCG funded telecoms system that provides GPs with immediate access to telephone-based specialty mental health advice and guidance. By talking to a specialist, often whilst the patient is still in the surgery, the GP is better able to provide the right care first time to the patient, often avoiding an unnecessary referral or admission.  The specialist is based within a nearby NHS Trust Hospital.
 
GP calls connect directly, via a standard rate number, to teams of local specialists via their mobile phones with each specialist getting c 20 seconds to answer a call before it automatically forwards on to the next specialist. By connecting to teams of specialists, rather than to individuals, the connection rates are high.  The order in which specialists receive calls is based on a Rota of specialist availability that has been provided by the team. This rota can be either managed by us or by the team itself through an online portal.  The team of specialists are based in the local NHS Trusts.
 
Once connected, calls are recorded as highly encrypted, information-governed digital files which provide a medico-legal record which is available to the relevant GP practice and specialist team.  At the end of the call GPs are asked to stay on the line for a few seconds to rank the outcome – this gives the CCG a broad view as to the effectiveness of the system and their investment in it. Specialists are also asked to rank the outcome via text message as a back-up.
 
This service is in operation nationally across many specialties in physical and mental health.

In what instances should/can Consultant Connect be used?
The way in which this system is used is ultimately determined by the CCGs, Trust/Specialists and GP practices collectively, but it is generally accepted that calls will be made for patient-specific advice.
 
Within mental health we can connect GPs to the most appropriate mental health clinical professional (e.g. Psychiatrist, Psychologist, Cognitive Behavioural Therapist) to discuss issues such as:
  • Whether a referral is needed
  • Medication management/prescribing questions
  • Access to crisis support
We offer our service to best meet local needs between service users, GPs and Mental Health Trusts. 
 
We can tailor by service, specialty or pathway.
The speed of connection is such that the GP’s can (at their discretion) call whilst a patient is still with them.

Consultant Connect Service
https://www.youtube.com/watch?v=QWmNUubMCAE
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Why Trusts and CCGs work with us
  • Better patient experience – speeds up the care pathway, avoidance of unnecessary visits and contact with secondary care services, reductions in follow-up visits to GP Practices
  • Better GP experience – more patient episodes conclude with no follow-up work, case based learning, reconnecting with specialists
  • Better specialist experience – reduction in inappropriate referrals to secondary care services, reduction in the number of written requests for advice that require responses, reconnecting with GPs
  • Better for the mental health trust and CCG – full tracking of Advice & Guidance activity, greater ‘whole system’ efficiency, with savings available to support other hospital and community initiatives

How we perform
  • In Physical Health, across all elective care specialties, 66% of calls to Consultant Connect result in the patient avoiding a trip to hospital (referral or admission)
     
  • In Physical Health, across all of urgent care specialties, 27% of calls avoid a hospital trip that day (attendance or admission) and a further 36% of from A&E
     
  • In Mental Health, 39% of calls to our Mental Health Advice & Guidance line avoided a referral
 
What a Consultant Connect call has meant to …
… GPs
“The call enabled me to deal with some abnormal results in an efficient manner – which tests to request and what to do with the results. Saved a referral.”

… Consultants
“I took a call regarding a patient with syncope and ataxia. I avoided an unnecessary admission and got the lady seen urgently in an outpatient clinic.”

… Commissioners
“Consultant Connect is our only QIPP scheme that is over delivering against its YTD QIPP target. I’m genuinely struggling to know how to deal with all this positivity. It’s very unusual in my line of work. Great news.”
 
Testimonials:
https://www.youtube.com/watch?v=vEu7QDT4PzI
 
Initial Review Rating
4.80 (2 ratings)
Benefit to WM population:
Nearly 2,000 patients were spared an avoidable visit to hospital in the West Midlands by GPs who used Consultant Connect to contact specialists for immediate advice.
 
Doctors in the West Midlands turned to Consultant Connect, which allows them to speak to a specialist, often with the patient still in the room and can save them waiting days for a response or being sent to hospital for further checks.
 
Around 1,850 patients were spared going to Sandwell Hospital as well as Heartland and Good Hope Hospitals in Birmingham.
 
The service covers cardiology, diabetes and endocrinology, gastroenterology, gynaecology, general surgery, haematology, paediatrics, renal medicine, urology and respiratory medicine.
 
Since the phone line launched, GPs from 100 surgeries across Walsall, Sandwell and Solihull have made nearly 2,500 calls to specialists to get expert advice on the best care for their patients.
 
Consultant Connect estimates that West Midlands GPs and consultants have saved the NHS £570,000 by ensuring patients get the right treatment from the beginning.
 
When local GPs used Consultant Connect, around 50 per cent of their patients avoided the inconvenience of a trip to hospital.
 
Ref: Pharmacy Choice, 9 June, 2017
https://www.pharmacychoice.com/news/article.cfm?Article_ID=1832970
In one West Midlands CCG, the number of outpatient referrals dropped by 6 per cent over a three-month period.   This was Solihull CCG into HEFT (Heart of England Foundation Trust). 
https://www.consultantconnect.org.uk/breaking-news-ccg-establishes-consultant-connect-responsible-for-6-dip-in-referrals

We are currently working with the following CCGs in the West Midlands AHSN area:
 
Solihull CCG, Coventry and Rugby CCG, South Warwickshire CCG, North Warwickshire CCG, Worcestershire (South Worcestershire CCG, Redditch and Bromsgrove CCG and Wyre Forest CCG).  We are also working with the GP Federation Modality Partners in Sandwell.
 
We are working with the following Trusts:
  • HEFT - Heart of England NHS FT
  • SWFT - South Warwickshire NHS FT
  • UHCW - University Hospitals Coventry and Warwickshire NHS Trust
  • WAHT - Worcester Acute Hospitals NHS Trust
  • Sandwell and West Birmingham Hospitals NHS Trust - SWBH
  • George Eliot Hospital (GEH)
Current and planned activity: 
Current activity:
We are delivering Consultant Connect with over 45 CCGs across the UK, covering more than 12.8 million patients and over 1,700 GP practices.  To date we have handled 98,000 calls.

Planned/Required activity:
We would like to further roll out Consultant Connect to willing GPs and Trusts.  We would also appreciate any assistance in undertaking a formal return on investment review of our service to show very clear and robust data that we save money, and quickly.
 
What is the intellectual property status of your innovation?:
Consultant Connect Ltd own the telecoms system software and BI data reporting.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Jenny Welling-Palmer 15/02/2018 - 14:38 Publish 1 comment
6
1
Votes
-99999
Innovation 'Elevator Pitch':
Feedback Centre enables organisations to collect feedback from any stakeholder. This information is presented via a visual dashboard called Informatics, allowing health organisations to spot trends & issues and act on them or plan improvements.
Overview of Innovation:
Feedback Centre has been developed in collaboration with and for the NHS and Health & Social Care organisations.

Feedback Centre brings together public feedback, survey results and complaints, all of which can be shared directly with stakeholders/service providers. This allows data from multiple sources to be joined-up, stored in one place and shared organisation-wide. 

Feedback can be collected online, including by tablet, mobile, Facebook and via widget, as well as via SMS and kiosk. This offers a great choice for patient engagement and allows patient experience teams to gain information from a broad cross-section of society, as different social, economic and clinical groups often communicate via very different means. The system also allows offline and archived feedback collected from other sources to be imported into Feedback Centre.
                                                                                                           
Feedback Centre also includes a screen-reading and translation feature with the aim of preventing the exclusion of those with visual impairments or poor literacy skills from engaging with providers.
 
Health & Service providers are able to respond publically to feedback, shortening response times to public concerns and reducing the volume of incidents that escalate to formal complaints.
 
Our business intelligence dashboard, Informatics, presents the fastest way possible for Health organisations/Trusts to access data, understand trends and create reports. It will also provide clients with the ability to utilise their own taxonomy, categorising the data in any format required. This allows for benchmarking of providers, services and departments, as well as identifying areas for potential improvement.

Utilising sentiment analysis, Feedback Centre will determine the emotional tone behind a series of words. This can be used to gain an understanding of the attitudes, opinions and emotions expressed within a review or complaint. Thus they can be weighted for seriousness and therefore flag providers to take note and take instant action
 
To ensure confidentiality the system is hosted by EKKO securely to NHS Trust information governance standards with monthly updates provided to the platform. 
 
To see Feedback Centre in action, take a look at the following video featuring Healthwatch and NHS England: http://www.EKKOmedia.com/healthwatch-video/
 
Benefits:
  • Branded system for any organisation
  • All information available in one place
  • Secure, ISO27001 Hosted Surveys and GDPR ready
  • Less risk, all information is shared directly with client only
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
A single database for ALL experience data: The key benefit to the NHS is the storage of all user & staff experience data into a single database, which can be, used organisation-wide by an unlimited number of users with different levels of access. Hence this aggregation of data provides:

A facility removes the risk of inefficiencies due to having multiple, unconnected silos of disparate information, training is provided every step of the way by EKKO.
  • Peace of mind for GDPR compliance and ISO27001 hosting, utilising world leading hosting architecture Amazon Web Services.
  • An ability to create a snapshot or larger historic overviews of analysed data on single aspects or wider views of experiential data and trust feedback    
  • Services and providers to be benchmarked, allowing the identification of top performers or highlighting underperforming providers or departments. Alternatively it can show issues where quality or care does not match KPI’s, indicating a need for investigation or a comparison to be made. 
     
  • Creation of specific taxonomies; Trusts can categorise their data to ensure that the words and meanings meet that of their patients within in different clinical, social and ethical groups, so as to remove barriers whilst ensuring data integrity and meaning is maintained when analysed and reported on.
     
  • Through the multi-channel approach it allows Inclusivity and increased response rates while maintain data cohesion. Feedback Centre can be used to engage with a broader cross-section of society, resulting in higher response rates for surveys. e.g. young people and those within the working population are often unable to attend Patient Participation Group (PPG) meetings, meaning they are often under or not represented in survey results. Allowing those groups to complete a survey via a smartphone or Facebook application which increases the likelihood of gaining a more representative sample within the Feedback Centre database.
     
  • Cost savings on external surveys suppliers - The system can be used to administer the Friends and Family Test, as well as any other mandatory or ad-hoc NHS surveys, including staff surveys. Using the system for surveys removes the need for external partners to conduct surveys, hence a significant saving. (The system has no limit on users or the creation of custom surveys, thus no additional costs per survey). Whilst also ensuring all survey data is held by the Trust and in one place for future reference and analysis.

Initial Review Rating
4.80 (2 ratings)
Benefit to WM population:
How do the public see their responses or outcomes/results of feedback they give?



Give YOUR Patients & the Public a voice for feedback and complaints
We provide the WM population with a place to share feedback safely about services that they use. All health and care providers can feature on the system. Feedback is displayed publicly after moderation, allowing anyone to compare and benchmark providers based on real experiences.
 
The system is multi-channel, inclusive and easy to use
A significant proportion of the NHS’s engagement is done via Patient Participation Groups (PPGs). PPGs are not always representative re: age, race & gender, as well as numerous other demographic factors. This is due to people being unable to attend PPG meetings due to being at work, school or condition they are being treated for. By offering a multi-channel solution, members of the public are able to leave feedback online, increasing the likelihood of gaining direct feedback and insights from those groups. A text-reader service can be added to the site to enable those with visual impairments and speakers of other languages to give feedback.
 
Our technology can be used to broaden ways users engage in feedback. Thus we wish to work with health providers to explore & develop such processes & systems.
 
Provider responses
Service providers are able to respond to reviews publically or privately, addressing concerns before they escalate into serious issues or formal complaints. This demonstrates to the public that they are being listened to, inspiring confidence in services & can be used to intervene in more serious alerts & complaints.

Branded, secure portal
The system is branded to health clients’ guidelines to ensure uses have confidence with whom they are engaging with and responding too. Security and hosting is to NHS Trust IG standards with Amazon Web Services. All data is hosted in the UK and load-balanced, ensuring availability of systems at all times.
 
Using a secure, online portal offers a greater level of security than collecting data offline/paper, as well as providing significant cost savings. Currently, most patient experience data is collected and stored offline in a multiple, which has implications in terms of the GDPR regulations that come into effect in May 2018.
 
Monitoring & reporting on changes
Centralisation of cohesive data provides the ability to compare and contrast between service, timeframes and as a way of gauging and monitoring any changes that are made.
 
Current and planned activity: 
Current
We work with NHS trusts, CCGs, Healthwatch network & local. System is showcased at UK events with major update due -Feedback Centre 2.0. Long term aims are to roll-out across NHS, Care & Housing sectors

Regional Scalability
Explore West Mids roll out as it has not yet been scaled across an entire NHS region previously. NHS E & SWAHSN funded regional roll-out across 7 Healthwatch network organisations
 
Individual CCG, Trusts, STP, Healthwatch & GP federations uses are possible. Regional or large scale adoption could provide individual as well as wider insights to services & their performance & satisfaction levels.
 
Wish to hear from
Organisations wanting Feedback Centre demo: - GP, CCG, Trust or other health/social care provider
 
Evaluation & Validation of system benefits, monitoring delivery, ensuring + patient experience
 
Product Development – expand ways patients can engage & provide feedback
 
What is the intellectual property status of your innovation?:
Feedback Centre is copyright protected, having been created by EKKO. Data held within the system is the IP of the client, with EKKO performing the role of data processor.

Regulatory Approvals:
EKKO hold the following approvals: 

Cyber Essentials: EKKO have completed Cyber Essentials, a Government-backed, industry-supported scheme to help organisations protect themselves against the most common threats found on the internet.

GDPR Foundation Certification – EKKO have completed this certification with the aim of helping our clients prepare for the new regulation requirements.

Data Protection Public Register: ZA310893
 
IG Toolkit – EKKO are currently working towards the IG Toolkit and aim to have this completed by April 2018. 
 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Ian Hughes 15/02/2018 - 18:28 Publish 1 comment
5.5
2
Votes
-99999
Innovation 'Elevator Pitch':
Peezy Midstream: proven urine collection device, reducing specimen contamination from national average 22.5% to 2.5%. Collects specimen into either 30ml Universal Container or the 10ml lab-friendly Primary Tube. Cost: 87p on the NHS Catalogue.
Overview of Innovation:
Peezy Midstream is a proven urine collection device which reduces contamination risk from a national average 22.5% to 1.5-2.5%. 

The Peezy is key for the pre-analytical diagnostic phase because:
  • The clean collection of Urine is a key component of laboratory medicine, drug and substance testing.
  • Pre-analytical specimen integrity is just as critical to the result reported by the laboratory. Drug testing and clinical laboratories must ensure processes are in place to ensure specimen collection is clean and free of contamination.
  • Contaminates and mixed growth can lead to corrupted or rejected samples.
The Peezy is the only device that provides a clean-catch mid-stream urine, it voids the initial stream into the toilet, removing the need to start-stop-start, it significantly reduces asymptomatic bacteriuria, it is hygienic and has been designed for use in drug testing.

- ISO 15189 / Laboratory Standards
  • Using the Peezy improves ISO 15189 reporting and quality measurements

Adopting the Peezy as the standard model for all urine collection allows laboratories to measure the number of urine samples received in the laboratory uncontaminated and to compare this to the number of contaminated urine samples received as a % of all urine samples processed, a key quality measure of the pre-analytical phase.

Peezy Midstream addresses an overlooked area of diagnostic medicine, delivers accuracy, hygiene and dignity. For those who are elderly or otherwise unable to position the device themselves, help can be hygiencially given with the carer holding the tube in place by the tube. This can be done over the toilet, a commode or bedpan.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Peezy Midstream delivers right-first-time analysis, diagnosis and treatment.

It reduces retesting leading to fewer second and third urinanalysis episodes; use 10 x Peezy kits for the cost of one retest. It promotes right-first-time analysis, diagnosis and treatment and reduced antibiotic prescribing, because the root cause of infection is correctly identified first-time.

Peezy Midstream is hygienic to use, eliminates spills and splashing, results in dry collection tube and dry patient (hands and legs); simply, it promotes infection control.

Peezy meets PHE Microbiology Standars for the Investigation of Urine and WHO standards around the collection of specimens. It meets all available NHS Trust guidelines for midstream urine collection as the recommended standard for urineanalysis. 

Peezy Midstream is easy to use: see our IFU Animation: https://www.youtube.com/watch?v=UTTdiHrtpqY
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Reduced retesting leads to:
  • First time analysis diagnosis and treatment benefits clinician and patient
  • Fewer repeat appointments allowing clinicians to focus on first-time conditions or presentations
  • Reduced  retesting, leads to faster first-time lab analysis on new specimens
  • Convenience to the patient with prompt treatment and reduced repeat appointments
Current and planned activity: 
Peezy Midstream is on the NHS Supply Chain at 87p; the kit includes Peezy funnel, collection tube (choice of 10ml or 30ml) and hygienic wipe for use prior to specimen collection; this will remove surface genital bacteria and debris, which can exacerbate specimen contamination. Ten Peezy kits can be used for the price of one laboratory analysis at the average DH/NHS tariff rate of £8.86.
What is the intellectual property status of your innovation?:
Full patent granted in most global territories; Peezy name and logo are trademarked.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Giovanna Forte 01/03/2018 - 14:35 Archived Login or Register to post comments
Innovation 'Elevator Pitch':
RespiraSense demonstrated a potential for 6-12 hours earlier detection of patient deterioration when compared to the standard of care. Putting that into context, for every 30-minute delay in treating Sepsis, increases the risk of mortality by 7%.
Overview of Innovation:
RespiraSense is the world's only continuous respiratory rate monitor. Respiratory rate is the earliest and single most sensitive indicator of patient deterioration, more so than heart rate if systolic blood pressure. In fact, 26 breaths per minute are considered the earliest point of divergence between Spo2 and respiratory rate. Giving rise to 12+hours of false security is accurate RR is not measured. 

The standard of care remains the manual counting of breaths per minute, which has been shown to be biased and prone to error. With evidence showing no change in the quality of measurements for over 170 years (1846SirHutchenson) (2017Badawy). 

RespiraSense gives medical teams the advantage of being able to intervene early, thus reducing time to intervention and improving outcomes. Outcomes such as Average Lenght of Stay, Average Unit Cost of Care, and Patient Safety targets can be achieved. 

RespiraSense is a simple, wireless, and discrete wearable monitor, placed on at admission and worn/measuring continuously for upto 7 days. Each patient recieves a new sensor and a reusable electronic device or Lobe. See how the system works @ 
https://www.youtube.com/watch?v=u6KB1hBPQbM​ 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Each year, there are approximately 500,000 admissions of Sepsis and Pneumonia with an average unit cost of £4,600 per admission. These two conditions are increasing in incidence and oftentimes lead to an escalation of care due to the risk of undetected deterioration. It is shown that a 5% reduction in the escalation of care of these two pathways alone, through the use of continuous Respiratory Rate monitoring triggering decreased time to interventions (Fluids, Oxygen, Antibiotics, Steroids), can reduce the average unit cost by £300 and the average length of stay by 0.5 days. This translates into a total Net cash saving of £115m and 250K bed days. Popular opinion suggests that as high as 20% reduction is achievable - Evidence pending. 

Each event prevented, having an average cost of £25,000, will pay for a whole year's supply of sensors for one year. 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
West Midlands Trusts are driving the awareness of Sepsis through their ambulance services, patient awareness campaigns, and in-hospital initiatives. With 44,000 lives lost each year attributed to Sepsis, it is important to Prevent, Diagnosis Early, and Effectively Treat the condition. RespiraSense focused on the area of Diagnosis Early. Research suggests that NEWS2 is a more sensitive indicator of deterioration due to Sepsis than QSOFA. Both of which have Respiratory Rate as a key parameter to measure. There is clearly value in monitoring this essential vital sign accurately, and clear additional benefit to having it monitored continuously. RespiraSense achieves both with low impact of False alarm due to its innovative design, boasting advanced motion-tolerance. 
Current and planned activity: 
PMD Solutions is working with Nursing Times to launch an educational campaign on the clinical science and importance of respiratory rate monitoring in acute care clinical practice. 

In addition, PMD Solutions is looking for Respiratory and Emergency teams to partner with and create a culture of Peer Leadership in the development of best practice for respiratory rate monitoring. 
What is the intellectual property status of your innovation?:
RespiraSense is positioned to be the new industry standard in respiratory rate monitoring. It is patented in Europe, United States, China, Hong Kong, and Japan. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
2
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Myles Murray 02/03/2018 - 20:46 Archived Login or Register to post comments
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Innovation 'Elevator Pitch':
RespiraSense demonstrated a potential for 6-12 hours earlier detection of patient deterioration when compared to the standard of care. Putting that into context, for every 30-minute delay in treating Sepsis, increases the risk of mortality by 7%
Overview of Innovation:
RespiraSense is the world's only continuous respiratory rate monitor. Respiratory rate is the earliest and single most sensitive indicator of patient deterioration, more so than heart rate if systolic blood pressure. In fact, 26 breaths per minute are considered the earliest point of divergence between Spo2 and respiratory rate. Giving rise to 12+hours of false security is accurate RR is not measured. 

The standard of care remains the manual counting of breaths per minute, which has been shown to be biased and prone to error. With evidence showing no change in the quality of measurements for over 170 years (1846SirHutchenson) (2017Badawy). 

RespiraSense gives medical teams the advantage of being able to intervene early, thus reducing time to intervention and improving outcomes. Outcomes such as Average Length of Stay, Average Unit Cost of Care, and Patient Safety targets can be achieved. 

RespiraSense is a simple, wireless, and discrete wearable monitor, placed on at admission and worn/measuring continuously for up to 7 days. Each patient receives a new sensor and a reusable electronic device or Lobe. See how the system works @ https://www.youtube.com/watch?v=u6KB1hBPQbM  
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Each year, there are approximately 500,000 admissions of Sepsis and Pneumonia with an average unit cost of £4,600 per admission. These two conditions are increasing in incidence and often lead to an escalation of care due to the risk of undetected deterioration. It's shown that a 5% reduction in the escalation of care of these two pathways alone, through the use of continuous Respiratory Rate monitoring triggering decreased time to interventions (Fluids, Oxygen, Antibiotics, Steroids), can reduce the average unit cost by £300 and the average length of stay by 0.5 days. This translates into a total Net cash saving of £115m and 250K bed days. Popular opinion suggests that as high as 20% reduction is achievable - Evidence pending. 

Each event prevented, having an average cost of £25,000, will pay for a whole year's supply of sensors for one year.
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
West Midlands Trusts are driving the awareness of Sepsis through their ambulance services, patient awareness campaigns, and in-hospital initiatives. With 44,000 lives lost each year attributed to Sepsis, it is important to Prevent, Diagnosis Early, and Effectively Treat the condition. RespiraSense focused on the area of Diagnosis Early. Research suggests that NEWS2 is a more sensitive indicator of deterioration due to Sepsis than QSOFA. Both of which have Respiratory Rate as a critical parameter to measure. There is clinical and economical value in monitoring this essential vital sign accurately and clear additional benefit to having it monitored continuously. RespiraSense achieves both with low impact of False alarm due to its innovative design, boasting advanced motion-tolerance. 
Current and planned activity: 
PMD Solutions is working with Nursing Times to launch an educational campaign on the clinical science and importance of respiratory rate monitoring in acute care clinical practice. 

In addition, PMD Solutions is looking for Respiratory and Emergency teams to partner with and create a culture of Peer Leadership in the development of best practice for respiratory rate monitoring. 
What is the intellectual property status of your innovation?:
RespiraSense is positioned to be the new industry standard in respiratory rate monitoring. It is patented in Europe, United States, China, Hong Kong, and Japan. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regulatory Approvals:
Please describe any current regulatory approvals you have achieved and how they were met/ in progress/planned.
Commercial information:
Please describe how the product/service is being developed commercially, whether in development, trials, pilot or full commercial delivery. Include the results you have from any market/demand surveys and forecasts . Please include any research you have on the broader commercial opportunity for the innovation both within the health sector nationally and internationally.
Investment activity:
Please describe what stage of investment you have reached and whether you are seeking additional rounds of investment. Please include cash investment as well as investment of soft assets such as access to specialist equipment, knowledge, trial base etc. and indicate the types/sources of your investment such as grants etc.
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Investment sought:
What investment are you looking for in order to support wider adoption of this innovation and what have you managed to secure to date? Please provide a breakdown of these costs if possible.
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Myles Murray 02/03/2018 - 21:21 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
​​​This innovation empowers chemotherapy patients to undertake leucocyte monitoring in their own home. A small-scale trial has been completed showing positive feedback from patients, clinicians and carers potentially saving time, lives and money.
Overview of Innovation:
Dignio helps Health Providers (Hospitals, Clinics, Home Nursing etc) to achieve better outcomes for their patients and reduce the need for traditional face to face consultations and admissions via an integrated Telehealth, Remote Patient Monitoring, eCBT and ePROMs platform.
The side effects of chemotherapy seriously impact cancer patients’ daily lives. Managing them effectively is a long-time concern for doctors and clinicians.
Dignio Prevent is a secure, off-the-shelf, cloud based, device agnostic, Remote Patient Monitoring and Telehealth Solution. Dignio can be deployed very quickly with no input from, or impact on, current IT structures, software or licensing services. For chemotherapy patients Dignio can provide a complete remote patient vital signs monitoring solution which included an innovative, Bluetooth enabled, home based, white blood cell monitoring device.
By combining daily Remote Patient Monitoring of vital signs with CBT and frequent home based white blood cell measurement, healthcare providers can follow the patient in real-time and quickly catch any deterioration in the patient’s health and decrease the number of outpatient visits and reduce chance of hospital re-admission. 
Patients and their carers prefer to be at home, they feel more secure, more in control and less stressed. They begin to learn about and understand how they are responding to chemotherapy and begin to modify their behaviour and manage themselves.
This solution can be delivered on a "per patient per month" subscription basis.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Instances of Cancer are increasing and it is estimated that there will be 300,000 new diagnoses a year by 2020. Following publication of the Cancer Taskforce report in July 2015 there is pressure to drive down waiting times, increase diagnostic capacity and reduce outpatient visits.

Dignio Prevent can help healthcare providers to quickly catch any deterioration in a patient’s health helping to reduce treatment cost, decrease hospital readmission and improve patient experience and outcomes saving time, saving lives anbd saving money.
Online Discussion Rating
5.00 (1 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Every year, around 31,300 people are diagnosed with cancer in the West Midlands.
The Children’s Cancer Trials Team at the University of Birmingham-based Cancer Research UK Clinical Trials Unit is the only one of its kind in the UK.
Birmingham is at the forefront of childhood cancer research with the team engaged in ground-breaking cancer research, testing and clinical trials across the UK and internationally.
By combining daily remote monitoring of both somatic vital signs and mental health combined with frequent white blood cell measurement at home we can follow the patient almost in real-time and quickly catch any deterioration in the patients’ physical and mental health and decrease the chance of hospital re-admission.
Current and planned activity: 
We are currently engaged with the NHS Test Bed program across a number of use cases in multiple NHS regions.
What is the intellectual property status of your innovation?:
Source code is protected, UI design protected, branding protected
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
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Ken Garner 25/04/2018 - 11:06 Sign Posted Login or Register to post comments
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Innovation 'Elevator Pitch':
The Silhouette® solution enables integrated care ,closer to home, for patients with diabetic foot ulcers, using digital wound imaging and objective wound healing data available remotely in real time, to improve patient care and reduce system costs.
Overview of Innovation:
Digital Silhouette® solution for diabetes foot management improves clinical objectivity and patient experience 
 
Diabetes is a major health challenge in the UK with a rapidly increasing number of people affected. Active disease of the foot is a crisis situation for a patient with diabetes and requires timely referral and management. A proven solution for reliable and remote monitoring of diabetes foot ulcers, Silhouette, is available to support integrated care, releasing capacity in acute out-patient clinics and supporting safe care in community settings. 

An EMAHSN-supported demonstrator established with Derby Teaching Hospitals NHS Foundation Trust and Derbyshire Community Healthcare Services Trust has led to improvements in clinical management and patient experience:

Clinical Lead, Professor Fran Game, Consultant Diabetologist, Clinical Director R&D, Derby Teaching Hospitals NHS Foundation Trust:
“As a result of implementing the Silhouette system, we have been able to safely transfer an increasing portion of patients for treatment in community clinics and have improved waiting times in our out-patient clinic. Importantly, patients are happy with the new model of care. In a survey following introduction of digital ulcer assessment, 71% of patients reported a greater confidence in the care they had received.”
 
Service User, Patient Experience:
Patient A.S. from Kilburn said; “We only live just down the road from the clinic and it saves so much time for us, it is much closer to home than the hospital is, which means we are not spending so much time getting to and from appointments.”

Innovation Solution Deployed:
  • Silhouette® digital wound imaging & information system deployed as a telehealth solution, to build community capability for on-going treatment.
  • 3D measurement technology accurately maps ulcer size, enabling clinicians to assess wound progress & response to treatment with objective data
  • Enables reliable & remote monitoring of patients with active DFU & chronic complex wounds
Impacts to date:
  • EMAHSN independent qualitative and quantitative evaluation
    –Over-whelming improvement in patient experience
    –Positive feedback from clinicians
    –Reduction in acute Out-Patient over-crowding
     
    First year 462 (7.4%) appointments moved to community
    First year 5 camera, total investment £66k, first year savings £35k
    Business case based upon reduction in treatment/tariff costs

SilhouetteStar Camera


Dr Bruce Davey - CEO ARANZ Medical with SilhouetteStar Camera

 

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The Silhouette digital solution for diabetes foot management has been successfully deployed in an EMAHSN-supported Demonstrator. The deployment of Silhouette is enabling an integrated diabetes foot pathway in Southern Derbyshire , linking care across acute and community.
A Business Case is available on request from EMAHSN, please email Dara.Coppel@nottingham.ac.uk 
The reported benefits to date include:
Patient outcomes: Greater convenience for patients, through treatment in community, less time waiting, less travel, with remote oversight by specialists to provide joined up care
Efficiency gains: health care professionals can access the secure Silhouette digital data quickly and in real time allowing escalation and de-escalation from community to hospital based on objective clinical data on ulcer status and risk. Adminstration reduced with automated reporting of patient's ulcer treatment and progress to GPs, reducing admin time and cost of letters to GPs.
Cost-effectiveness: A shift of hospital treatment appointments to community, trending at 8% has yielded savings on tariff costs across whole system. Cost reduction on adminstration involved with reporting to GPs.  
Online Discussion Rating
5.00 (1 ratings)
Initial Review Rating
4.80 (2 ratings)
Benefit to WM population:
Health: Using objective clinical data on ulcer healing to building efficiency in acute out-patients, building community capability for care closer to home to support improvements in patient safety, experience and outcomes.
Wealth: Better use of NHS funds to enable staff to manage patients with a focus on outcomes rather than activity 
Growth of a UK SME to create jobs and new solutions for the NHS.
Current and planned activity: 
Current activity: 
Entec Health and ARANZ Medical are actively engaging with expansion of Silhouette deployment across Derbyshire county as part of the Derbyshire NHSE Diabetes Transformation programme. In addition, a number of other NHS Diabetes Foot Services are working with us to develop and deploy a Silhoeutte-enabled MDFT in Nottinghamshire and Cambridgeshire & Peterborough. These initiatives involve CCG /STP stakeholders to support sustainability plans for the innovation and transformation work for long-term gain for patients and the NHS.
Planned activity
We are seeking to work with CCGs/STPs and NHS Providers who have a vision for deploying Silhouette in diabetes foot ulcer management and chronic wound management to drive forward a patient-centred, outcomes-led, service. 
What is the intellectual property status of your innovation?:
Silhouette digital wound assessment and information management system is developed and manufactured by ARANZ Medical Limited, based in New Zealand, with ARANZ Medical Limited having ownership of IP for Silhouette brand and Silhouette technology.

 
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
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Achala Patel 25/04/2018 - 11:06 Sign Posted Login or Register to post comments
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