Digital health innovations
We are actively seeking proven digital innovations that improve the health of people in the region and raise the quality, efficiency, safety and cost-effectiveness of delivering healthcare.
We are particularly interested to hear about innovations in the following categories:
  • Health maintenance - supporting people in maintaining their physical and mental wellbeing,
  • Prevention - alerting patients, carers or professionals when there are signs that things aren’t going well, and an intervention can prevent crises or emergencies
  • Access - providing more convenient and cost-effective ways for patients and professionals to interact. (e.g. remote monitoring or virtual consultations).
  • Learning and education - delivering information and knowledge to patients about their health or condition, or to professionals to support their continuous professional development
  • Pathways - providing tailored information to patients, carers and professionals on services to signpost people to the most appropriate place.  Ideally, this could be enhanced with real-time information about capacity.
  • Research - using digital tools to promote involvement in research & clinical trials, to streamline the capture of informed consent, and to capture research data more efficiently and conveniently.
  • Integration - tools that enable the secure, appropriate sharing of information between organisations (e.g. GPs and hospital clinicians) and sectors (e.g. NHS and Social Services) to allow patients to receive seamless care.
  • Data Visualisation - innovative ways of presenting information in a meaningful way to enable more informed decisions by patients and professionals.  This may involve aggregating data from different sources, reporting tools or graphic visualisations such as heat maps.

Ideas (Publish, Detailed Submission)

Innovation 'Elevator Pitch':
Alamac work in partnership with health and social care organisations / systems to help diagnose challenges in real-time, identify key actions based on objective data, and implement changes which result in sustainable improvement.
Overview of Innovation:
Alamac are specialists in behavioural change and sustainable performance improvement. We apply a simple process, using a proven clinical method, and combine this with our technology to create sustainable change.

We work with our partner organisations to understand the flow of patients through different pathways of care - including acute / hospital care, community health, primary care and social care. We work alongside teams to gather relevant, current data and act upon it.

We develop the individuals and teams to use this data as information to drive action. Teams are able to identify the 'cause and effect' of pressure points and actions are then put in place to improve the system performance, the patient's journey and quality outcomes.

Our team bring a wealth of experience in clinical practice, operations management and senior leadership. 100% of our delivery team are clinically or NHS trained leaders with the experience, skill and credibility to deliver. They bring their experience and knowledge of working with over 45 systems/organisations across the NHS and Social care. We act as a critical friend, helping teams to think differently and create a disciplined culture of real-time improvement.

We deploy a simple process based around the transparency of daily data. Through our facilitated ‘Test and Learn Cycles’, daily use of this intelligence involving senior leads from across the system allows teams to diagnose system issues in real time, and use objective information to identify actions to tackle these issues.

Our approach creates a fundamental change in the way teams work. It supports collaboration and integration across organisational boundaries. Our process allows teams to work on objective intelligence and reality, rather than emotion and myth. We create a disciplined culture of support rather than blame and of action rather than story. Our encouragement of predictions means that teams drive the changes they want to see and become less reactive. This delivers a greater grip on the issues at hand, removes uncertainty and drive proactive actions.

By following our process every day, consistently and persistently, we create lasting culture change.
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 / Innovation and adoption
Benefit to NHS:
  • We deliver transparency of information across all parts of the organisation/system- providing ‘One Version of the Truth’ that is used daily to form actions to deliver benefit.
  • We use daily forums to fix 'in-day' problems and to monitor systemic solution delivery. During this period we help teams to identify and collate measures, understand what targets they want to set, and begin to take earlier and better decisions to deliver incremental improvement.
  • We help teams to develop a system and a forum to share intense and constructive feedback, as well as a new numerate language to drive a culture of real-time improvement.
  • The process supports individuals, teams and organisations to hold to account based on objective information.
  • We develop and coach individuals and teams in improvement methodology to deliver sustainability to the organisations and system
The outputs are:
  • Integration of and patient pathway improvement and service reconfiguration
  • Rebalance of capacity and demand (management)
  • Stabilisation of operational performance to build recovery and resilience
  • Construction of associated programme management and governance
  • Deliver in excess of 10x ROI – 30% of which is cost saving
  • Leadership development and empowerment of front line leaders and senior and executive teams
  • True ‘clinical team to board’ transparency, reporting and assurance.
  • Trained and skilled workforce in continual improvement
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Through our simple process, clinical method and technology we can support the WM to deliver improved and sustained performance; integration and collaboration and a skilled workforce in improvement methodology. Some examples our outlined below:

DTOC Reduction
In a medium sized health and social care system, a key issue impacting on patient flow was identified as underutilised capacity within the community hospitals.

We developed a key set of measures to enable a better understanding of the ‘cause and the effect’ of the underutilised capacity and supported the teams in identifying and implementing appropriate actions.

The result of the approach was an increase in community bed utilisation. The effect of this was a reduction in the number of medically fit patients in the Acute Hospital.




Improving Quality
Working with the frontline teams delivering patient care, we support them to analyse their own data, take ownership of it and develop the confidence to use and make decisions based upon it. The staff and teams feel empowered to identify and implement actions that they can monitor, in real time, to ensure actions are having the intended effect.

In one ward we identified that 45% of their falls were occurring on a Sunday.

Through working with the ward to diagnose the ‘cause and effect’ of this number the ward sister adjusted her roster (at no additional cost) to ensure a dementia champion was on duty on a Sunday.

This resulted in the number of falls on a Sunday reducing to 0 which was sustained.


By impacting on quality outcomes, such as falls, there has been a cost saving associated for our clients. The average cost of a fall to an acute hospital is £3000, (The Kings Fund, 2013).

A client example:


Releasing Time to Care
In one of our clients we were able to capture key measures required for ‘Audits of Key Performance Indicator Bundles’ at the front line, and in real time, as part of the daily standard work.

Prior to this, the audits were being completed by a clinician in each team taking 1 day a month in 21 teams away from clinical care.

We enabled the staff to rapidly complete the audits as part of the daily routine releasing clinical time back to the teams. It also released time in the governance team as the manual process was no longer needed.

The clinical time saved has been costed as:
1 day/month for 21 teams = 252 days/year
Costed at midpoint Band 5 = £24,211 savings/year
Current and planned activity: 
Alamac would like the opportunity to work with healthcare providers in the West Midlands, as well as work more closely with the West Midlands Patient Safety Collaborative, hosted by the WMAHSN, that aims to improve safety and continually reduce avoidable harm by supporting organisations in working together to develop, implement, share and spread proven safety interventions that are based on rigorous, evidence-based scientific methodologies.
What is the intellectual property status of your innovation?:
Our improvement methodology - simple process, clinical method and our technology is the intellectual property of Alamac
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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Sarah McGovern 06/07/2017 - 13:55 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
Levo® Therapy System is an innovative sound based therapy designed for use during sleep. The system creates and delivers a personalised sound therapy that uses the brain’s natural plasticity to reduce symptoms and provide relief long term.
Overview of Innovation:
Tinnitus is a conscious awareness of a sound in the ears or head that is not due to an external noise. Every individual has their own very personal tinnitus tone. It can be a high or low frequency sound and its volume can vary over time. An estimated seven million people in the UK have experienced tinnitus at one time or another.
 
People living with tinnitus report that their condition limits their social life, their relationships and their opportunity to work (source: British Tinnitus Association patient website https://www.tinnitus.org.uk/).
 
Levo® Therapy System for Tinnitus is an FDA cleared and CE approved sound-based therapy which works with the brain’s natural plasticity to help the brain to get used to, or habituate, to the tinnitus sound within the hearing centre of the brain.
 
Levo® is specifically designed to be used during sleep when our brains are more prone to be responsive to sound therapies that strive to change brain activity patterns. The system enables patients to map their specific tinnitus sound, or ‘sound print’, to create a personalised sound therapy.
 
The personalised therapy sound is presented to the patient while they are asleep via an iPod device using a tailor-made proprietary ear phone system which is designed to be slept in (Levo® will switch itself off automatically during the night once the correct dosage has been applied). This stimulates the hearing centre of the brain with the goal to encourage habituation to the tinnitus sound and reduce the perceptual loudness / annoyance of the tinnitus signal. Improvements in tinnitus symptoms are tracked over time, which is motivating for the patient and provides useful guidance for the clinician.
 
The Tinnitus Clinic is suitable for patients with atonal or tonal tinnitus, or a mix of frequencies from less than 200Hz right through to beyond 10,000Kz. Levo® System therapy is a prescriptive approach which requires a single course of treatment over a period of 30-60 days.  Patients self-administer Levo® therapy during their night time sleep cycle and can carry on their normal daily life without disruption, including wearing hearing aids for hearing loss during the day if required.  Attendance at a clinic for follow up visits is usually one or two visits 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: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Digital health
Benefit to NHS:
Currently NHS management of patients with tinnitus can require clinic & GP attendance over a period of years alongside self-management techniques with treatment involving devices (hearing aids/sound generators) & counselling strategies aimed at reducing the negative emotional impact of the condition.
 
The Levo Therapy System provides a prescriptive pathway of treatment delivered by audiologists or hearing aid dispensers reducing the need for a multidisciplinary approach & freeing up time for healthcare professionals (GP's/audiologists/psychologists). Successful treatment with Levo Therapy would mean patients do not need to revisit GP/audiology/ENT services. It also has the additional effect of improving the patient’s emotional state without the need for psychodynamic intervention/pharmacotherapy delivering a cost saving advantage for the health service.
 
Using the NHS Reference cost schedule 2010-11 the conceptual (comparator) & the intervention (Levo Therapy model) have been costed.
 
An average patient receiving Levo Therapy will receive the device once in their lifetime at which point their tinnitus is managed & does not return, i.e. successfully habituates. The cost of the Levo Therapy pathway in the private sector is currently £4225 over a patient’s lifetime.
 
In comparison when looking at the average cost of the comparator arm of the technology which is the usual pathway for NHS tinnitus treatment, the weighted average lifetime cost per patient for these individuals is £8414.
 
Therefore for patients with a THI level 3 & above Levo Therapy generates savings of £4189 per patient when comparing NHS costs to private sector costs that include the service, fitting & follow up charges.
 
The weighted average cost is based on the multitude of resources required to manage tinnitus under the comparator technology over a patient’s lifetime such as:
  • Most patients require 2 digital hearing aids which need to be replaced every 5 years at a lifetime cost of about £1200 per patient, cost includes an assessment & fitting for each replacement
  • Digital hearing aids require continuous follow up appointments/repairs at a lifetime cost of about £4300 per patient
  • Most patients using hearing aids won't have their tinnitus managed & therefore will require a session of MTRT or CBT at a lifetime cost of about £580-£1200 respectively per patient per treatment
  • Once MTRT &/or CBT are successful patients will require counselling to sustain their tinnitus treatment at a lifetime cost of about £2533 p
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Hearing is central to our health & wellbeing. Hearing problems are a growing challenge across society & will become even bigger over the next decade due to the growing ageing population & increased exposure to workplace & social noise such as MP3 players.
 
It is estimated between 10-15% of adults will have tinnitus with 3% likely to require a clinical intervention for their tinnitus*. Reported prevalence of tinnitus varies from 12-36% & is more common in children with hearing loss compared to children with normal hearing. Like adults most children self-manage but a proportion require further support.*"
 
In some sections of the population tinnitus is statistically more significant for example 11% of veterans that were surveyed reported having problems hearing & 6 % reported tinnitus.**
 
Statistics show a higher incidence of tinnitus amongst UK Armed Forces than the general population^ & with the Royal Centre for Defence Medicine located at University Hospitals Birmingham NHS Foundation Trust & the HQ of the Surgeon General & the Joint Medical Command in Lichfield the regions Service community could benefit from access to the Levo Therapy System.
 
According to the Department of Health (2011) mental health problems are the largest single source of disability accounting for 23% of the total disease burden.*** The innovative ‘RAIDPlus integrated mental health urgent care test bed’ project highlights the region’s commitment to providing services for people with mental health illness.
 
Tinnitus is associated with a higher occurrence of depression than the general population (Holmes and Padgham 2009). Daugherty (2007) suggests at least 40-60% of patients with tinnitus also have a major depressive disorder, which often worsens their perception of the condition.***
 
For patients with tinnitus who have a depressive disorder The Levo Therapy System can improve emotional health & in turn the patient’s quality of life whilst reducing the burden on the health system.
 
* Davis, A, El Refaie, A (2000) “The epidemiology of tinnitus” in R Tyler (ed.) The Handbook of Tinnitus. Singular, pp 1 -23
** The Royal British Legion Household Survey 2014, November 2014.
https://www.actiononhearingloss.org.uk/supporting-you/policy-research-an...)
*** Hearing Loss, Tinnitus & Mental Health https://www.actiononhearingloss.org.uk/mentalhealth.aspx
*" https://www.england.nhs.uk/wp-content/uploads/2016/07/HLCF.pdf
^ https://www.cobseo.org.uk/british-tinnitus-association/
Current and planned activity: 
The Tinnitus Clinic is supporting the grants department of the Royal British Legion by raising awareness of access to the Hearing Fund for individuals with a military background whose tinnitus could benefit from treatment from Levo Therapy System.

The Tinnitus Clinic would welcome discussions with either military rehabilitation providers, CCG’s or Primary Health Care to test the use of Levo Therapy in their locations.

ROI would be with new patients within the first 6 months but could also be introduced as a disruption to current patients on treatment, allowing savings to be implemented even with patients further along the care pathway.
What is the intellectual property status of your innovation?:
Product Manufacturer Otoharmonics has two issued patents in the US and these patents are in the European National Phase Application No. 14818503.6.  Additionally, Otoharmonics has a patient pending for “Wireless Audio Device”.  “Levo” and “Otoharmonics are also Trademarked in the UK/EU.
Levo System is CE Mark Class IIa approved.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The Levo Therapy is currently only available in the private sector. Ideally, we would like tos cale up by providing the treatment to NHS audiology departments, or primiary care practices with community audiologists. 
Measures:
Quality: CE and FDA approved QM systems ensure device quality. Patient experience is gathered through surveys and completion of Tinnitus Fuinctional Index questionnaires at the start and completion of treatment
Safety:  Safety is the role of the FDA and CE registration and we comply with manufacturers requirements for reporting adverse incidents , of which we have had none. 
Cost: The Levo Therapy costs £3995 inclusive of VAT in the private sector but this would not be cost price to an NHS commissioner
People: Quality of Life measures using the TFI recording. Suibjectgive measures during follow up appointments 
Adoption target:
The Levo Therapy is available privately and we would welcome the opportunity to provide this system to severe or catastophic patients within the NHS syetem, who are suitable for this treatment and have not responded to current NHS treatments. 
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Josephine Swinhoe 26/04/2017 - 11:21 Detailed Submission Login or Register to post comments
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Innovation 'Elevator Pitch':
MIRA is a software application designed to make physiotherapy fun and convenient for patients in need of rehabilitation. It turns physical exercises into video-games and uses Microsoft Kinect to track and assess patient treatment compliance.
 
Overview of Innovation:
Physiotherapy and rehabilitation can be a long, difficult and sometimes painful process. Treatment plans can be cumbersome and a slow recovery can be disempowering for patients. 70% of patients do not adhere to home exercises, which increases the total time needed for recovery, leading to higher costs for the healthcare sector.

MIRA displays these exercises as video-games and asks patients to complete the recommended movements to progress through each game level. As a result, patients are playing, while at the same time actually recovering. The patient’s performance data is also tracked, storing all the repetitions, improvements or issues for the therapists to adapt the treatment accordingly. As each patient and their treatment require careful planning, MIRA is designed as a tool for the therapists, to enable specialists to customise the treatment for each individual. Our innovative software can be tailored to the patient’s condition, needs and goals (stroke, falls prevention, MSK disorders etc.), using off-the shelf hardware (laptop/PC and motion sensor).

The software application is registered as a Class I Medical Device in Europe (CE Mark) and can be installed in any clinical environments where patients go for their regular treatment sessions, as well as at home where patients can be remotely monitored by their therapists. This allows the patient to exercises at home under the remote supervision of a healthcare provider. Furthermore, MIRA reduces costs by supplementing staff and reducing waiting times, as well as by decreasing the necessary number of clinic visits and the travel costs associated to them.

The system runs on Windows PCs, using Microsoft Kinect, a mainstream motion capture camera, to engage and track patients throughout their treatment.

MIRA Rehab has 14 UK institutions and another 44 worldwide, helping 600 patients monthly.  The youngest patient to have ever used the system was 3 years old, while the oldest is 102. MIRA was recently featured on BBC, as well as on TED.com in 2015.












www.mirarehab.com

Video links:
MIRA – Play your way to recovery
MIRA – Helping older people regain their mobility
 
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 / Person centred care
Benefit to NHS:
The primary benefits to NHS provided by using MIRA are mostly related to health outcomes, efficiency & cost effectiveness. Thus, MIRA can:
  • Supplement staff shortage and reduce waiting times, by enabling more patients to be treated at the same time at the clinic as well as remotely supervised at home
  • Reduce recovery time for a large group of patients by increasing motivation for the adherence to treatment through an interactive and engaging exergaming tool
  • Reduce costs associated to travel by decreasing the necessary number of visits to the clinic
  • Prevent further injury or surgery and thus reduce important costs associated to further hospitalisations and treatment caused by lack of compliance to the initial treatment
 
Quotes from NHS clients
"The [MIRA] concept is that it will replace me, as the clinician, or the therapist who is going to do the exercises with the patient. Not for all of the time, but for a part of the time. So it will supplement what we do and it will also improve patient care because patients will do it better based on the principles of gamification. When I describe it to people, people just go Wow! If this continues, it will change the way modern medicine is practiced"
Mr Bibhas Roy,
Shoulder and Elbow Surgeon, Central Manchester NHS Foundation Trust 
               
“There is huge potential. I give a lot of talks to older people and they are very interested…There is a great need there. You can have a lot of patients using the exergames at home with the physio reviewing and keeping an eye. With the data that is remotely sent to the clinic you can very easily see if individuals are complying, improving, and if they are not improving whether they need a visit.
Emma Stanmore,
Lecturer in Nursing, The University of Manchester
 
“Many individuals over the age of 65 haven’t played computer games before, but those who have been helping us test the technology have given us very positive feedback.”
Emma Stanmore,
Lecturer in Nursing, The University of Manchester
 
 “MIRA is an innovative product that could alter the way therapy is delivered to patients in the future. It has the potential for patients to be more active in their rehabilitation, which should result in improved patient and service outcomes.”
Mark McGlinchey,
Clinical Specialist Physiotherapist, Guy’s & St. Thomas’ NHS Foundation Trust
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Benefits for WM
  • An innovative tool that offers the possibility to have a better supervision of their patients, better medical outcomes and a more competitive practice
  • Created based on the best available clinical evidence (ex. Falls prevention exercise package) and validated in clinical trials
  • Net average saving associated with the use of Exergames for falls prevention would be £1,202 per patient per year for one MIRA unit (Health Economic Report by JB Medical)
  • The clinic can offer MIRA as a separate therapy service, developing a new business opportunity, improving treatment and physiotherapy services delivery (like reducing waiting times)
  • MIRA allows them to track patients’ compliance and progress at home
  • Reduce readmission and costs associated to further treatment and hospitalisation due to non-adherence to initial prescribed therapy (ex. Home exercises are more likely to be done if patients are being checked and if they have an engaging tool.
  • Specific therapy plans for patients can be prescribed from any location, and  it offers a suit of customisable exercises and games that therapist can easily tailor as they see fit for their patients
  • Possibility to monitor and engage more patients at the same time
  • Based on this modern instrument with its data gathering feature, therapists can access new research opportunities, important movement data and statistics that were not easily available before
  • Patient data is safe – data protection and security regulations have been carefully implemented to ensure best protection and security measures required have been implemented
Benefits for its population
  • An attractive environment through gamification engages patients to perform the prescribed exercises and comply with their treatment avoiding further complications and reducing recovery time
  • A new, easy and fun way to interact with rehabilitation or therapy
  • Patients can continue exercising in between clinic sessions being guided and supervised by a medical specialist, keeping a closer contact with the clinicians
  • Based on occupational therapy MIRA distracts the patients’ suffering and focus on pain while exercising
  • Increase the quality of patients’ life and of their families
  • When they cannot attend the therapy sessions MIRA is an efficient tool and fast way to perform the prescribed treatment plans at home
Current and planned activity: 
Current NHS Engagement:
1. Central Manchester University Hospitals NHS Foundation Trust (CMFT)
2. Guy's and St. Thomas' NHS Foundation Trust (GSTT)
3. Epsom and St Helier University Hospitals NHS Trust (ESTH)
 
Planned Activities/Upcoming:
Five other NHS organisations are in the process of implementing MIRA in their treatment delivery;

MIRA is a platform created to support extensions with new packages targeting new types of rehabilitation (hand fine movements, aerobics, speech therapy, etc.). Thus, we are willing to engage with clinical partners for clinical input, studies and validation on the development of the new modules. 

(See attached NHS Engagement document for further details)
 
What is the intellectual property status of your innovation?:
No patent on product as it is a software product (trade secret). We have full copyright of the software and source code of the application.

We are in the process of registering the MIRA trademark.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
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Cosmin Mihaiu 11/04/2017 - 16:53 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
Rally Round helps frail and vulnerable adults to live well at home. It also helps patients recover from illnesses and other health challenges. See  www.rallyroundme.com
Overview of Innovation:
What Is It?
Rally Round is an easy to use secure social networking tool that allows family members, friends and carers to easily create and organise support for someone they care about.
 
Core Features
A support network account is created and other trusted family members, friends and carers are invited to join. Everyone adds support tasks that need doing, such as shopping, help with transport, socialising etc. Network members choose which tasks to help out with. 


Text and email alerts remind everyone what needs doing, who is doing what and when things need to be done. 
Important information can safely be shared with other members of the support network via the Noticeboard.


Rally Round can be offered to people in 3 ways:
 
Self Service: social media marketing and off line promotion drives local people to a bespoke Rally Round website landing page. From here people can create and build up support networks themselves.
 
Assisted Networks: NHS Staff (plus partner organisations and third sector organisations) refer people to Rally Round via an online referral dashboard. Referrals made instantly trigger an automatic email and phone based onboarding service provided and run by Rally Round.

Managed Networks:  NHS Staff (plus partner organisations and third sector organisations) are trained and supported to introduce Rally Round to relevant clients and/or families of clients. They do this via a managed networks login that allows networks to be created very efficiently. Staff who use this process are automatically assigned to be the coordinator of the networks they create. In this way they can build up the support network by issuing invitations to family members, friends or volunteers before leaving.  

Social Capital and Performance
 
Licence holders have access to a Data Dashboard. This lists all the networks associated with their licence together with key performance data e.g. number of helpers in each network, number of support tasks moving through a network and the resilience of each network as measured by the way in which support tasks are shared amongst network helpers. In essence the Data Dashboard provides a glimpse into people’s social capital. 









 
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 / Digital health / Innovation and adoption
Benefit to NHS:
 Benefits to NHS organsiations:
  1. Strengthen prevention and self-care strategies
  2. Defer demand for GP and other primary care services
  3. Speed up discharges from community rehab / step-down facilities
  4. Support recovery of some MH clients 
  5. Defer or reduce volume and cost of carer breakdowns
Benefits to Local Authorities:
  1. Strengthen prevention and self-care strategies
  2. Defer demand for funded social care support
  3. Extend reablement support by utilisation of family members and friends
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Benefits to vulnerable persons / patients / clients:
  1. Remain living well and independently in own home for longer and/or recover better
  2. Receive more practical and timely support from carers, friends and family members
  3. Reconnection with more friends and relatives
  4. Reduced loneliness and social isolation
  5. Improved quality of life
Benefits to carers, family members and friends
  1. Less 'burn-out' / more practical help on a day to day basis
  2. Enhanced ability to remain in or return to paid employment
  3. More time freed up for pursuit of own interests
  4. Ability to offer help, even if physically distant
  5. Peace of mind, through access to the dashboard information, that a loved one is getting timely support.
Current and planned activity: 
Several Local Authorities and third sector organisations already use Rally Round, including Essex County Council, Bradford MDC and Bolton Council. We are now keen to work with NHS organisations to explore the potential for Rally Round to be offered systematically to patients to help achieve a range of demand deferral, prevention, self-care, discharge and recovery goals. 
What is the intellectual property status of your innovation?:
Rally Round has been created by Health2Works Ltd. As such we own and control use of all software code.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Steve Pashley 17/01/2017 - 13:38 Publish 2 comments
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2
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Innovation 'Elevator Pitch':
e-ASPECTS automates medical imaging analysis, providing confident decisions in the treatment pathway for acute stroke patients.  e-ASPECTS automatically implements the clinical scoring methodology, Alberta Stroke Programme Early CT.
Overview of Innovation:
Brainomix’s ground-breaking technology, e-ASPECTS, circumnavigates the time lag to treatment by automatically implementing the Alberta Stroke Programme Early CT Score (ASPECTS) scoring system on brain images from acute ischemic stroke patients, to identify and quantify signs of early ischemic stroke damage and provide an assessment to support treatment decisions.

Innovation of Brainomix e-ASPECTS Stroke Imaging
The key thing to note that is that the solution is highly innovative and first to market of its kind with no comparable solution available. Our co-founders include Professor Alastair Buchan, dean of medicine at Oxford University and the inventor of the ASPECTS score, and practicing clinician Professor Iris Grunwald, interventional Neuroradiologist at Southend Hospital and one of the first physicians to be successfully performing thrombectomies in the UK. 
  • e-ASPECTS is a decision support tool that automates the clinically validates ASPECT method scoring of CT scans, providing a fast, standardized result
  • e-ASPECTS is the only decision support tool for scoring non-contrast CT scans of stroke patients using the ASPECT method - a well established stroke scoring system
  • It is CE marked and has been validated to perform as well as expert Neuroradiologists in performing ASPECTS on hyper-acute stroke patient scans
  • Multiple randomized multicentre clinical trials have demonstrated (as recently as last year) that endovascular treatment is effective, and it is set to become the future standard of stroke care (in conjunction with existing thrombolysis treatments).
  • International guidelines for the selection of patients for this treatment include the ASPECTS score for identifying ischaemic core on non-contrast CT scans
 Health Economics
·         Reduced length of stay – baseline 0.04 days per patient
·         Identifies the correct treatment option for stroke patients and speeds up
          treatment times
·         Reduced decision making time for stroke patient – baseline 15 minutes per
          patient
·         Increased uptake of thrombectomy - baseline x 1.1 (i.e. 10% increase)
·         Cost savings - projected cost saving for a 15 minute time reduction in
          decision making is £40 of consultant time, plus £21 from reduced length of
          stay, leading to a total of £61 saving per patient. If thrombolysis uptake is               also increased by 20%, the total saving rises to £150 per patient.


 
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 / Digital health
Benefit to NHS:
Health Economics
·         Reduced length of stay – baseline 0.04 days per patient
·         Identifies the correct treatment option for stroke patients and speeds up treatment times
·         Reduced decision making time for stroke patient – baseline 15 minutes per patient
·         Increased uptake of thrombectomy - baseline x 1.1 (i.e. 10% increase)
·         Cost savings - projected cost saving for a 15 minute time reduction in decision making is £40 of consultant time,
          plus £21 from reduced length of stay, leading to a total of £61 saving per patient. If thrombolysis uptake is also
          increased by 20%, the total saving rises to £150 per patient.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Better patient outcomes and treatment options.
Current and planned activity: 
We already have a number of NHS Hospitals and hospitals abroad using this solution. Once we have engaged with a Clinician who is interested in this solution we arrange to provide them with a demonstration so they understand the full benefits of the technology.
What is the intellectual property status of your innovation?:
IP is wholly owned by Brainomix. We follow a "trade secret" approach rather than patenting as we believe that this is more appropriate as it is a software device.
 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
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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Deb Whitehall 26/04/2016 - 18:26 Publish Login or Register to post comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
DLS Access gives patients same-day access to their healthcare professionals via the web/smartphone/Skype or telephone achieving savings of £15 per patient with additional benefits.
Overview of Innovation:
DLS Access allows healthcare professionals to deal with increasing patient demand more efficiently and delivers a clear return on investment.  DLS Access is a cloud based service which is purchased on an annual per patient licence basis across the whole patient population.  The service is backed-up with executive level support and access to a DLS Client Delivery Manager to ensure successful deployment into your organisation.
 
Consultation requests are made by registered patients using their phone, a smartphone app or via a web form.  All requests are directed in to the ‘Health Hub’ and handled by trained call centre operatives.
 
The Health Hub team puts each patient on a call-back list for the requested healthcare professional who then aims to call the patient back within an hour, either by phone or Skype, whichever the patient requested.  This system provides same day primary care access for the group’s patient population, without opening for extended hours.  Out of hours demand is managed better and patients are seen quicker.
 
Results from the first deployment of DLS Access, which was through their partnership with Modality (previously Vitality) Partnership in the Prime Minister’s Wave 1 Challenge Fund programme have been more than hoped for.
 
DLS Access has demonstrated a £15 saving per patient across the group.
  • Over 65% of all health concerns are now dealt with remotely, within the hour.
  • Practices within the group have seen between 5-10% reduction in A&E attendance as a result of the DLS Access Service.
  • The Group have seen a 72% reduction in missed GP and ANP appointments. 
Many other benefits have been seen across Modality’s business as well as a return on investment from the savings the DLS Access project has achieved, these are outlined in the ‘Benefit to the NHS’ section below.
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 / Person centred care
Benefit to NHS:
Results and benefits shown below have been tracked through Digital Life Sciences’ wave 1 Prime Minister’s Challenge Fund Programme, delivered in partnership with Modality (previously Vitality) Partnership between March 2013 and 2014.  The service continues to run, with the next steps of the digital strategy to be delivered through the Modality Vanguard programme.
 
The Modality Health Hub is one of the first truly digitally delivered primary care services and the first live example of how technology is enabling 65,000 patients to access their healthcare digitally.
 
DLS Access – Results for 65,000 patients
 
  • £15.49 saving per patient
  • 1600 patient hub contacts per day
  • 40 seconds average time calls are answered with in the Health Hub
  • 1,100 downloads of the Health Hub App to date
  • 400 website users per day
  • Over 4,000 registered online users
  • 68% of all health concerns are dealt with remotely within the hour
  • 32% of all patient demand now requires a face to face consultation
  • 72% reduction in missed GP and ANP appointments
  • Reduced consultation time – an average consultation is only 5 minutes, compared to the traditional 7 minute face to face consultation
  • Increased clinical capacity – early indications show up to a 10% increase in the number of patient consultations handled each day
  • Demand for appointments equalising – demand for appointments is equalising throughout the day and week, easing the historic 8am and Monday bottlenecks
  • Increasing online requests – an average of 50 online requests received per day with 28% received via the bespoke Android and iOS mobile apps 
“The new system is improving every day as patients and staff gets used to a different way of working.  Compared to the old system, I am able to speak to a greater number of patients per day and my patients only need to visit the surgery when absolutely necessary” – Dr Shaylor, Laurie Pike Health Centre
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The return on investment calculations for a DLS One Patient Access PMCF Wave 1 project, based on 65,000 patients (costs are based on a transformed operating and workforce model that incurs no additional cost, which can be achieved with clear leadership and a commitment to change across the project.
 
Annual savings for patient population:
DNA’s based on 72% reduction £209,950.00
A&E attendance based on 18% reduction £1,186,900.00
Total annual savings for patient population £1,396,850.00
 
Cost to install One Patient Access:
One Patient Access model of £5 per patient per annum £390,000.00
 
Return on Investment (shown as savings):
Return on investment for whole patient population £1,006,850.00
Per patient ROI £15.49
 
Many other benefits can be realised such as reduced consultation time, increased clinical capacity, demand for appointments equalising and an increase in online requests.
 
More information is available – click here.
 
“Just a quick note to congratulate you on the Modality Partnership app.  Personally, I think this is a great app which has allowed me to connect very easily and quickly to my doctor” – Modality Patient (comment from Modality Partnership website.
Current and planned activity: 
DLS Access is currently being rolled out to 'at scale' primary care providers including the South Worcestershire GP Federation and Aylesbury Vale GPs. The business is actively engaged in selling the service across the NHS.
What is the intellectual property status of your innovation?:
The I.P. is wholly owned by Digital Life Sciences Ltd
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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Robin Vickers 01/03/2016 - 15:23 Publish Login or Register to post comments
6
4
Votes
-99999
Innovation 'Elevator Pitch':
Optifit is the first clinically validated therapeutic bra and fitting system, promoting a balanced posture, reducing musculoskeletal health problems associated with larger bust sizes. Optifit provides a proven alternative to breast reduction surgery
Overview of Innovation:
The OptiFit bra and measurement system, designed by a Consultant Plastic & Reconstructive surgeon with bespoke manufacturing in the UK. www.optifitbra.com
  • Ensures an effective and comfortable ‘bespoke’ fit
  • Significantly reduces trauma and pain in Thoracic and Lumbosacral regions
  • Prevents overstretching of the suspensory ligament reducing the chance of stretch marks.
  • Preserves body shape
  • Maintains healthy posture, relieving pressure on diaphragm and balance pelvis
  • Reduces risks of tissue maceration, intertrigo and fungal growth
It is estimated that 70% of women wear the wrong size bra. The traditional alphabet bra size measurement system was initially only established for cup sizes A-D, but with 40% of British females measuring a D cup or above the same level of fit and support is not achieved in larger sizes. Failure to support the breasts can lead to many physiological conditions including back and breast pain.
 
Inappropriately sized and positioned back straps cause existing bras to slide away from the breasts reducing support. It is estimated that 70% of women wear poorly fitting bras and that 99% of women with large breasts wear the wrong size bra.  Professionally fitted bras are often as poorly fitted as ‘off the shelf products.
 
Bras that do not support the breast correctly cause many skin problems. If the weight of the breasts is mostly supported by the shoulder straps, these can dig in and cause angry red welts to develop.
Underwired bras push into the tissue leading to lesions, marks and sores.
Optifit bras do not use underwires. They hold the breast in its natural position away from the body preventing the above problems.
If the breasts are not supported away from the ribs, rubbed skin, maceration, intertrigo and fungal infections can develop underneath.
 
what_is-1.png     what_is-2.png     
 
Summary of interim research study findings -
  • Can help patients with Back pain
  • Can obviate need for breast reduction surgery in many patients
  • Is a cure for Inframammary intertrigo
Can potentially help patients with mastalgia especially those with associated shoulder girdle dysfunction
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 / Clinical trials and evidence / Innovation and adoption / Person centred care
Benefit to NHS:
How best to allocate surgical resources and time within the NHS is a problem with which we wrestle and disagree constantly. Reduction mammaplasty is surgery rationed in NHS practice, yet evidence suggests that those who undergo it derive significant improvements in physical health and quality of life.
 
NHS recommends professionally fitted bras prior to Breast reduction surgery but has not evaluated their efficacy.
 
Many women do not fulfill the criteria for surgery e.g. high BMI.  Such patients have nowhere to go and are a burden on the NHS, requiring drugs for back pain, intertrigo etc. Furthermore, women with high BMI’s cannot find a properly fitted bra. The Optifit bra will help such patients and overall reduce the need for breast reduction surgery. Women seeking reduction mammaplasty often wear ill-fitting bras and are therefore likely to exacerbate some of their presenting symptoms as a result. Women may wait years from referral to surgery and symptom relief. A correctly fitted bra alleviates symptoms and may even remove the need or wish for surgery.

Savings from reduced surgical intervention and associated consultations, imaging and follow ups will be enormous, (‘21,328 procedures were carried out between 2006 and 2011, some on girls as young as 15 -which, at £5,000 each, cost taxpayers more than £106 million’. (Daily Mail July 2014)).
 
Back Pain: OptiFit should be a 1st line treatment for LBP in women with high BMI’s and/or large breasts.  A systematic review on global prevalence of LBP the highest prevalence showed women aged between 40-80 (incidence 11.9%  http://www.ncbi.nlm.nih.gov/pubmed/22231424). The OptiFit intervention would help many patients and demonstrate significant savings for the NHS
 
Intertrigo: A direct result of friction between two skin surfaces. With poorly fitted bras there is a mismatch between cup/cradle diameter and breast base.  Patients I see regularly in my clinic have had several ‘Professional’ fittings and still cannot find the correct size bra. With it’s unique design the Optifit bra remains in the inframammary crease (however large the breast and BMI may be) and it is therefore impossible to get intertrigo
 
Mastalgia: Incidence of mastalgia in the general population is reported as over 60% http://www.ncbi.nlm.nih.gov/pubmed/9240595  Most women who attend Breast Clinics with breast pain also have musculoskeletal pain related to breast size.  The 1st line of treatment for mastalgia is a professionally fitted bra
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
The savings resulting from reduced surgical intervention and the associated consultations, imaging and follow up will be enormous, (‘21,328 procedures were carried out between 2006 and 2011, some on girls as young as 15 - which, at £5,000 each, cost taxpayers more than £106 million’. (Daily Mail July 2014)). In addition the benefits in QALY outcome measures for women will also be substantial.
 
Back Pain: We feel that this product should be recommended as a first line treatment for low back pain in women with high BMI’s and/or large breasts.  In a systematic review on the global prevalence of the low back pain in the world the highest prevalence was noted to be in women between the age of 40-80.  The incidence was found to be 11.9%  http://www.ncbi.nlm.nih.gov/pubmed/22231424 .. This simple intervention should help many patient and save the NHS on many interventions.
 
Inframammary Intertrigo:It is difficult to comment on the incidence of inframmary intertrigo in the general population as there is not ICD-10 or ICPC score.   Intertrigo is a direct result of friction between two skin surfaces.  This is due to a poorly fitted bra as there is a mismatch between the cup/cradle diameter and the breast base ( the breast base in patients with high BMIs can be several centimetres more than the cup/cradle diameter in professionally fitted bras).  The patients I see regularly in my clinic with intertrigo have had several fittings and still cannot find the correct size bra as it simply does not exist for them. With its’ unique design the optifit bra, however, stays at the inframammary crease( however large the breast and BMI may be) and it is simply not possible to get intertrigo.
 
Mastalgia: The incidence of mastalgia in the general population has been noted in studies to be over 60%.  http://www.ncbi.nlm.nih.gov/pubmed/9240595 .   Most women who attend Breast Clinics with breast pain also have musculoskeletal pain related to breast size.  The first line of treatment for mastalgia is a professionally fitted bra.
Current and planned activity: 
Ongoing research studies at University of Central Lancashire:
  • Exploring the OptiFit bra solution against fashion industry standards
  •  To determine the initial and short term biomechanical effects on posture when wearing the OptiFit bra compared to the standard or usual bra, in individuals with back or neck pain.
  • To determine the initial and short term effects on breast health, pain, activity and comfort when wearing the OptiFit bra compared to the standard or usual bra, in individuals with back or neck pain 
Required studies:
  • A community based study of incidence of inframammary intertrigo in general population resulting from poor bra fitting
  • A comparative efficacy study is required for surgical and non surgical management of symptomatic macromastia
  • Health Economics cost benefits analysis of surgical vs non surgical intervention
Further trial partners required to evaluate the product and measurement system
What is the intellectual property status of your innovation?:
Patent for Bra (GB2362560B): The granted patent has four independent claims. These are (claim 1) which covers the bra itself,  (claim 7) which covers a method of fitting a bra according to the invention, (claim 10) which covers a range of bras according to your invention and (claims 11 and 12) which cover a bra and method of making a bra respectively with particular emphasis on the back portions.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Atul Khanna 29/04/2016 - 12:18 Publish 2 comments
5.7
3
Votes
-99999
Innovation 'Elevator Pitch':
Smartinhaler™ is an innovative electronic medication sensor that improves suboptimal medication use in patients with chronic respiratory diseases, including asthma and COPD. Our current focus is in asthma.
Overview of Innovation:
Poor medication adherence is one of the leading issues in the management of asthma and is thought to account for 34% of all asthma deaths (Royal College of Physicians, 2014) and treatment adherence to inhaled corticosteroids could reduce hospitalisation by 60% (Williams et al., 2004).
Smartinhaler™ (by Adherium Ltd) is a digital health solution to improve medication adherence in patients with chronic respiratory diseases. This is how it works: Smartinhaler™ clips onto an existing prescription inhaler. Once installed, the Smartinhaler™ device (1) periodically remind patients to take their medication, (2) records the date and time of inhaler use (independent of patient action), (3) transmits patient usage data to a mobile device and into Adherium’s cloud-based servers for patients and/or clinicians to review, and (4) provides warnings when the data indicate the patient’s disease may be escaping control.
The benefits of the Smartinhaler™ have been validated by independent clinical research. Four randomised controlled trials have shown consistent improvement in asthma medication adherence, ranging from 144% to 180% in children (Chan et al., 2015; Morton et al. 201X) and 33.3% to 58.7% in adults (Charles et al. 2007; Foster et al., 2014). Subsequently, the three studies measuring clinical outcome have demonstrated improved patient health as indicated by a reduction in oral corticosteroid use, reliever medication use, emergency room visits, lost school days and asthma morbidity score (Foster et al., 2014; Chan et al., 2015; Morton et al., 201X).
Audiovisual reminders markedly improve adherence to inhaled corticosteroids and thus increase health outcomes, whilst tracking reliever use may allow early detection of severe exacerbations (Patel et al., 2015). Furthermore, the objective nature of electronic adherence data enables an open and honest discussion about adherence and the barriers encountered by the patient. In turn, through HCP (or parental) intervention, this results in practical solutions to better manage asthma and or COPD.
The Smartinhaler™ platform was designed with patients in mind. In the development of the Smartinhaler, we’ve consulted patients and medical professionals to produce a user-centred system that facilitates good medical practice as well as empowering the patient.
For a list of references please visit our website: http://www.smartinhaler.com/outcomes/
 
 
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 / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Potential reduction in mortality, hospital admissions, hospitalisations and A&E visits: Asthma accounts for approximately 60,000 hospital admissions and 200,000 bed days a year, with many others visiting A&E clinics without stay, uncontrolled asthma places a significant burden on NHS (British Lung Foundation, 2016). Williams et al. (2004) suggest adherence to inhaled corticosteroids could reduce hospitalisation by 60%. Given Smartinhaler’s ability to significantly and consistently improve adherence, it is expected that implementation of Smartinhalers™ will reduce the burden on the health services and most importantly improve the quality of life for asthmatics.
Potential reduction in medication wastage: In the UK, more than £230 million worth of asthma medicines are returned to pharmacies every year with a significantly larger proportion thought to be disposed by the patients themselves (Horne, 2006). Smartinhalers™ may reduce this wastage by improving treatment adherence as well as facilitating an open discussion about treatment between the clinicians, parents and patients.
Currently, the only similar technology implemented by some NHS funded hospitals is Florence – a telehealth application that connects patient data to healthcare professionals and text messaging to encourage positive behavioural change in patients with chronic illnesses. Although medication reminders can be sent to the phone, it appears text message reminders are less effective than direct device reminders (such as those in the Smartinhaler™) (Strandbygaard et al. 2010; Petrie et al. 2012). Furthermore, objective data about medication adherence cannot be collected using Florence and thus does not allow data-based clinical decisions for asthma. To our knowledge, there is no similar or equivalent technology used in current NHS practice specific for asthma. Standard physician care, asthma action sheets and for children, parental care, is the extent to which asthma medication adherence is addressed by the NHS. The Smartinhaler™ device would work alongside the current systems, used as an additional tool to improve the health of asthmatics, seamlessly integrating with current NHS practice.  
 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Asthma is a major health issue in West Midlands. West Midlands (and South East) had the highest mortality rate for asthma. Furthermore, West Midlands has one of the highest asthma-related hospital admissions in England; in 2008-12, West Midlands was considered one of the worst five regions of England for asthma related admissions; other regions included North East, North West, and Yorkshire and the Humber (British Lung Foundation, 2016). Asthma not only influences health, it is associated with significant cost to society including work and school absenteeism as well as loss of productivity while at work (Bahadori et al. 2009).  
Taken together, introducing innovative and cost-effective digital health solutions is pivotal to the improvement of the health of West Midland’s asthmatics in increasing the quality of life, reducing burden on health services, and increasing economic productivity. As such, the implementation of Smartinhalers™ is a step forward for West Midlands health care system to alleviate the burden of asthma. 
REFERENCES
Bahadori et al. (2009). Economic burden of asthma: a systematic review. BMC pulmonary medicine, 9(1), 1.
British Lung Foundation (2016). Retrieved from https://statistics.blf.org.uk/asthma
Current and planned activity: 
  • Expansion of clinical data: several large and small clinical trials using Smartinhalers in asthma and COPD are on-going or in the prepublication stage. We expect more clinical trial results to be published this year and in the years ahead.
  • Development of new devices and further improvement of existing devices
  • Further improve patient-centred design of the Smartinhaler’s user interface
  • Expansion of global regulatory approvals
What is the intellectual property status of your innovation?:

Adherium has various patent protection in numerous jurisdictions. Furthermore, we hold numerous trademarks and registered design rights for our Smartinhaler™ range.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
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John Tarplee 05/07/2016 - 12:03 Publish 2 comments
5.5
2
Votes
-99999
Innovation 'Elevator Pitch':
Enabling patients to self-rehabilitate with clinically evidenced treatment plans to improve the speed of recovery and enhance patient outcomes. Reducing unnecessary prescription of medicines, scans and surgery; along with GP and Physio workloads.
 
Overview of Innovation:
Rehab Me offers GP’s a tool to help advise and support their patients without necessarily referring them to a physio for a scan or prescribing pain medication. It provides easy to access evidenced based advice sheets, treatment plans and interactive prompts to support compliance and outcome tracking, as well as signposting patients to further support and prevention pathways.
 
How it works: A simple digital solution, accesses on-line or via a downloadable all which operates on a stand-alone basis or be integrated into existing GP systems.
 
Step 1 - patient injury or MSK condition identified by GP who then prints off the relevant advice sheet from the Rehab Me website. This provides evidence-based exercises and advice regulated by standard physiotherapy practice and directs patient to the Rehab Me website for the patient to register.

Step 2 - patient registers on the Rehab Me website and selects the treatment plan advised by the GP. This will then provide scheduled exercises including frequency and number of repetitions across the treatment plan period. This is automatically linked to the patient’s calendar to enable reminders and prompts over the treatment period which can be anywhere between 6-10 weeks.
 
Step 3 - the patient can access the plan via the website or a downloadable app. The patient will be prompted each day and guided by their virtual physio with the use of easy to follow HD videos and/ or detailed descriptions.  Patients track their own adherence and progress through the website or via the app. They can also record and track pain each day to help assess progress and provide PROM data for their GP.
 
Step 4 – at any time the GP can view progress and results for a patient on a treatment plan; and if appropriate advice on a new exercise plan virtually so the patient can progress without the need for another appointment.
 
Step 5 – during or after a course of treatment, Rehab Me can signpost access to other relevant resources to encourage people to adopt exercise into their everyday lives to prevent relapse. This includes a social prescribing section encouraging patients to join gyms, walking clubs etc.
 
Part of the service provided by Rehab Me includes educational training on MSK issues as part of the process to this new pathway for GP’s to adopt in their practice.

The Rehab Me data platform adheres to appropriate NHS data IG and GDPR requirements, with all data securely stored on a cloud based server.
 
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 / Digital health / Innovation and adoption
Benefit to NHS:
The Rehab Me solution has been proven to:
  • Reduce unnecessary prescription of medicine
  • Reduce the need for costly scans and potential surgery
  • Reduce demand on physio appointments
  • Improve a GP’s ability to provide relevant MSK advice
  • Improve patient activation and compliance
  • Improve waiting times for specialist physio appointments
  • Support First Contact Practitioners in GP surgeries.
 
There is further opportunity for Rehab Me to reduce demand through earlier preventative treatment, on-going self-management support and improvement in post-surgery recovery and potential length of stay in hospital.
 
The results: a structured 18-month proof of concept across five GP practices servicing c70,000 people resulted in 2300 patients being supported, achieving the following key results.
 
  • 89% of GPs said they are now ‘confident’/ ‘extremely confident’ in managing MSK issues, versus 33% at the start
  • 70.3% of GPs recommended over 50% of patients to Rehab Me rather than referring to a physio.
  • 30.8% of GPs reduced prescribing medication by 50%
  • 25.9% of GPs reduced referral for imaging (XR, USS, MRI)
  • 19.2% reduced prescribing medication by 70% for MSK conditions
  • 50% improvement in patient pain scores, average score of 3/10 to 6/10
  • 66.7% of GPs rated the pilot 10/10 (with 10 = fantastic)
  • Reduced physio waiting times, from over 7 weeks to just 2 weeks for patients
Initial Review Rating
4.80 (2 ratings)
Benefit to WM population:
For Patients
  • Immediate and faster recovery time
  • Improve health, well-being and pain management
  • Increased confidence and empowerment to re-habilitate.
  • Reduced inconvenience and travel time for appointments
  • Avoid risks and side effects of anti-inflammatories, analgesics or other medications    
  • Potential surgery avoidance or painful injections
  • Easy and convenient solution access.
For GP’s
  • Increase knowledge and confidence to support patients with MSK conditions
  • Reduction in prescribed medicines
  • Reduction in physio referrals
  • Reduction in imaging and consultant referrals
  • Reduction in GP appointments
  • Ability to track patient activation and PROMS
  • Increased practice efficiency.
For NHS Physiotherapy clinics and other referral departments
  • Reduced number of referrals
  • Reduced wait times to enhance intervention effectiveness
  • Improved prioritisation of serious patient referrals
  • Enhanced quality of service and care
For Commissioners
  • Better resource utilisation
  • Increased capacity at lower cost
  • Alignment to the GIRFT programme
  • Strong ROI based in increased capacity and reduced medication / scan costs
For the Economy
  • Local employment - potential to build software development team locally
  • Local office - commercial office space
Current and planned activity: 
The Rehab Me solution has been supported By NHS England through its Clinical Entrepreneur programme and identified by Dr. Tony Young, (National Clinical Lead for Innovation) as a lead example of a new and exciting digital solution for scaling across the NHS.
 
The Rehab Me platform has been developed to Beta release level and is now ready for further development to ensure a robust and scalable software solution which can be easily integrated into other NHS systems.
 
The next stage requires effective engagement with appropriate PCN or GP Federations or CCG to secure financial commitment to embed the solution, support its development and assist in further case study creation and cost benefit analysis. This will then enable a comprehensive sales and marketing drive across England.
What is the intellectual property status of your innovation?:
Copyright of all content owned by Surrey Physio along with software design
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Mark Doorbar 13/05/2019 - 09:41 Publish 1 comment
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Docly is the leading digital health provider in Sweden, founded by a practicing GP in 2013 to deliver greater efficiency of use of clinician time, better quality of care and better patient experience using algorithm supported online consultations. 

Overview of Innovation:
Docly has been in use since 2013 in Sweden, with over 250k patients consultations to date.  85% of patients prefer it to conventional appointments due to quality of service they receive and the ability to access care how and when they prefer.



Clinicians choose to work in the Docly service (we employ 120 Doctors in Sweden) as they have greater flexibility of time and location and with the security provided by integrated decision support tools.

Efficiency gains are significant with approximate halving of the clinician time taken per consultation.
 
Work Flow

Docly consultations take place securely online: patients fill out a guided questionnaire for the health condition they seeking help for, then submit their case to our Digital Waiting Room.  They can do this via an app or web tool.  These notes become part of the patient’s record, reducing downstream administrative workload.

The questionnaire provides automated triage, refernig the patients to appropriate levels of care. This could be to eg self referral to physiotherapy, or if  the information the patient enters indicates a more serious problem, then the patient is instructed to seek urgent care.
 
The Docly clinician uses their web tool or app to select patients from the Digital Waiting Room according to condition, location, time waiting etc.

Typically a consultation is starts 3-4 minutes after a patient submits their case, with the patient informed of this by a prompt in their app. Most communication between the clinician & patient then takes place asynchronously (ie not real time) in writing.

Doctors can choose to use images, video or phone calls, during the consultation.  They can as would be the case in any normal consultations request tests to progress the consultation to arrive at a diagnosis, decide on any treatment & follow up with the patient, replicating the steps in conventional care but taking the experience online.
 
Quality tools

Decision support tools are integrated into the clinician app are derived from national guidelines and are written and maintained by doctors with significant experience in writing clinical algorithms.

All activity is recorded and reports of clinicians’ work are displayed via dashboards that can also be used as input into appraisals.  The service encourages online peer support from other Docly doctors to pose questions and gather rapid feedback.

Every 20th case a clinician sees, they are prompted to review an anonymous peer’s case to provide a quality feedback mechanism.

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 / Innovation and adoption
Benefit to NHS:
The demands on primary care services are at an all-time high with the number of consultations occurring in general practice, estimated to have increased by 19 per cent between 2008-09 and 2013-14; against a backdrop of a recruitment crisis in where the UK is estimated to be short of 6k GPs. Non-attendance is estimated to be 5% of appointments further compounding the pressures on primary care.
 
At the same time 75% of the UK population go online for health information & 50% use the internet for self-diagnosis (Department of Health & UK Trade & Investment 2015). 71% of those aged 55-75 have a smartphone (Deloitte 2017)
The traditional models of primary care are less aligned to expectations of patients & are increasingly difficult to access. 
 
Patients

Docly offers high quality, modern & accessible healthcare.
  • Patients are connected through our service to a clinician - usually a GP - within 3-4 minutes (median) without having to leave their home or office, contributing to a better quality of life for patients and improved service over conventional care
  • Net Promoter Score of 45.
  • 85% of patients choose to use Docly for subsequent appointments.
Clinicians

Docly increases capacity for a GP to serve their patients through
  • Faster consultations, typically taking 50% of the clinician time over a conventional appointment.
  • Increased attractiveness for GPs working clinical sessions due to greater flexibility : Doctors can work where and when it suits them, working around other commitments and increasing the available workforce.
  • Triage of patients directly to alternative services without the need to directly engage with the practice
  • Remaining capacity is focussed on those patients who really need to see a doctor in person.
  • High Patient satisfaction
NHS

Docly (known as Min Doktor) is part of the public healthcare system in Sweden, providing online consultations for national & regional public healthcare providers.
  • Cost savings from increased capacity to serve a given population through the efficiencies of increased patient throughput
  • Working alongside existing services in a given geography enhances and augments the total capacity in a given area.
  • Patients stay registered at their own practice
  • Patient satisfaction
  • GP workforce capacity and satisfaction
  • Quality of care: we have reduced antibiotic prescribing driven by guideline derived algorithms by 50% over the last 18M, and similar reductions of referrals to specialist secondary care services also using guideline structured algorithms.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The West Midlands region is an area of contrasts. It includes densely populated conurbations such as Birmingham, Coventry and Stoke-on-Trent, as well as beautiful areas of remote countryside within the counties of Staffordshire, Worcestershire, Warwickshire, Herefordshire and Shropshire.
 
Sparsity and the increasing scarcity of public transport links are recognised as having a significant impact both on daily living costs of rural households and on access to services.  All of the Sustainability and Transformation Partnerships (STPs) in WMAHSNs rural areas have identified these challenges as priorities in their transformation plans.
 
NHS England is using technology to empower patients and make it easier for clinicians to deliver high quality care and enabling patients to seamlessly navigate the service as part of its digital transformation strategy. The Online Consultation programme is a contribution towards this ambition.
 
Online Consultations are part of the Midlands and East GP Forward View (GPFV) Digital Implementation Strategy.
 
Video consultations can overcome geographical boundaries and provide access to services in remote areas or those with limited numbers of healthcare professionals.  These are however not suitable where low bandwidth mobile networks exist as is the case across much of the west Midlands area, so text based and asynchronous consultations suit this environment well. Currently only 2% of Docly consultations require a video call.
 
Patients using the Docly service do not need to take time away from work to have an appointment, and without the need to video call the doctor, the process is much more appropriate to a work environment.
 
We anticipate that doctors providing the Docly service  would come from within the area contracting with us. If there is insufficient capacity within the local geography, doctors from outside the area can support local patients, and in a reciprocal manner, doctors in the West Midlands could treat patients in other parts of the country.
Current and planned activity: 
The GP Forward View announced £45m to support the uptake of GP online consultation systems. The General Practice Development Programme will help practices lay the foundations for new models of integrated care & play their part in delivering a sustainable & high quality NHS as part of the Sustainability & Transformation Plan process in which general practice has a key role.
 
Docly would like to engage with WM CCGs, Federations and large GP partnerships to explore accessing the above funding to establish the Docly solution across the region.
 
We want to ensure the Docly service is visible to organisations considering online patient triage and consultation tools.
 
In other areas we are working to deploy Docly into practices in Leicester and are designing an evaluation with a large GP federation to quantify the value in an NHS primary care environment.
What is the intellectual property status of your innovation?:
IP Held by MD International (parent company).
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Barnaby Poulton 17/07/2018 - 12:08 Publish 2 comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Cera is a multi-award winning, technology-enabled homecare provider. Our technology allows us to respond and deliver tailored care within hours of an enquiry, while empowering our care-workers to deliver the highest standards of care.
 
Overview of Innovation:
Cera is a digital disruptor of the home care space, with in-house and proprietary technology. We have created a platform able to i) create digital care reports whereby during a carer visit, carers log information on their smartphone using our platform, with health and behaviour data on the user, which allows for metrics to be monitored and better care to be delivered – this data is also accessible to family members and healthcare professionals permitting much better connected services; ii) use of artificial intelligence based on the data collected by carers, to predict if users are going to experience health deteriorations such as their blood pressure worsening or the onset of a urine infection, based on subtle signals that carers may have logged – this allows us to escalate a service user’s care should they be at high risk of deterioration, or contact their doctor more proactively, potentially preventing adverse health events or the need to go to hospital; iii) use of an artificial intelligence chatbot – Martha – that provides decision support to carers based on questions they ask. The chatbot aims to transfer some of the knowledge and experience which established carers possess to carers with less experience; by doing this, we aim to make care more consistent.

Cera has provided hundreds of thousands of care hours with a 95% satisfaction rating, and is growing at an average of 25% a month. It has received over £13 million of funding from investors such as Kairos Ventures, Kima Ventures, David Buttress (former CEO of JustEat), Paul Wilmott (leads digital globally for McKinsey), Charles Songhurst (former Global Head of M&A at Microsoft) and Peter Sands (former Chairman of Davos). It has been recognised by the Government's Cabinet Office as a role model for innovative businesses partnering with the public sector, and Sir Nick Clegg recently joined the company. Cera has received a number of awards including the Most Outstanding Digital Health Innovation of the Year, the LaingBuisson Dementia Care Award, the Best London Home Care Company at the Social Care Awards 2018.
 
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 / Person centred care
Benefit to NHS:
We are the pioneer of innovative care delivery and have been widely recognised as the UK’s leader in transforming the sector. So far we have delivered hundreds of thousands of care sessions with a 95% satisfaction rating. Crucially, we are often able to start care within 24 hours when requested; this is markedly faster than other companies who take 3-4 weeks, and means that healthy people do not need to stay in hospital waiting for their care to be arranged.
We are developing a Artificial Intelligence platform that utilises data collected by carers to predict if users are going to experience health deteriorations, such as their blood pressure worsening or the onset of a urine infection. This allows us to escalate a user’s care should they be at high risk of deterioration, or contact their doctor more proactively, potentially preventing adverse health events. We are also developing an artificial intelligence chatbot that provides decision support to carers based on questions they ask. The chatbot aims to transfer some of the knowledge and experience which established carers possess to carers with less experience.

At present, clinical doctors are not involved in the active review of our clients’ data. However, there are several members of our clinical care team that review reports from each care visit through our digital care platform. Furthermore, using our digital care platform - where data is stored and viewable - it is possible for us to allow GPs and hospital doctors to access the information relating to their own clients. This would be after authenticating themselves on our platform and be possible through our portal website. We are exploring partnerships with Clinical Commissioning Groups which would allow these data sharing partnerships to be made possible.  ​
 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
We are offering a better experience for our carers, who are offered flexible working and are empowered using technology, translating to an annual carer retention rate of over 90%. We achieve that by paying them up to 50% more than industry average, and supporting their learning via a combination of in-class and online teaching. Our e-learning platform, Learning Pool, has been very successful in engaging our carers to further their knowledge, improving the overall standards of care we provide.  

The care workers are periodically in touch with family members and are certainly aware of important care-related matters through the family members before they begin care. Care workers and family members always have the option to contact each other immediately through Cera Care at any time. Family members can access the visit reports completed by care workers through our portal as soon as they are completed - we believe this gives them a level of transparency that is simply not possible without a digitised solution. We have a comprehensive and clear consent process which all clients must sign before we deliver any care. The scope of this consent covers data capture by care workers, data storage on our platform and processing such as this for the purpose of improving patient care.
 
Our machine learning algorithm is also a work in progress - currently in prototype form. It uses data from the client’s care plan (past medical history, medication, important disabilities, care schedule) and visit reports captured by visiting care workers (mood, nutrition, hydration, activity level, sleep, bowel movements) to attempt to predict when clients are at high risk of experiencing a deterioration in their health. Currently it has an AUC ROC of 0.72. As we collect more data, we will continue to improve its performance. Since we have not operationalised this prototype, we do not require ethics approval and it is not considered a medical device because it does not offer medical diagnostic capability nor does it actively conduct treatment. If we decided to use it to inform our care workers’ practices - we can register it as a Class I device.
Current and planned activity: 
In 2018 we have delivered NHS CCG funded care with the following CCGs: Lambeth, Tower Hamlets, Haringey, Enfield, and previously had partnered with CCGs including Brent, Harrow and Hillingdon, and East London Foundation Trust, in addition to marketing in NHS hospitals including: Central Middlesex, West Middlesex, Northwick Park, Royal Marsden, Whittington and Barnet & Chase Farm and a Marketing Agreement with BMI hospitals across London. NHS 111 is exploring a collaboration with Cera. One potential outcome of this would be to permit the integration of data records from Cera into the 111 service
What is the intellectual property status of your innovation?:
We own IP for our Digital Care Platform and algorithm
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
3
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Sara Sliwinska 09/07/2018 - 16:00 Publish 2 comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Clinical decision making improved via proactive digital remote monitoring. Together driving cost efficiencies, improving patient outcomes & avoiding hospital admissions. (CE Class 1a: data server sits within HSNC:  proven ¯ 67% admissions: scalable)
Overview of Innovation:
CliniTouch Vie is a digital health solution that reduces unnecessary hospital admissions.
 
CliniTouch Vie is a locked-down tablet with integrated 3G for intensive monitoring, education & empowerment with integrated direct messaging & video support.  Dynamic care plans & evidence-based algorithms enable automatic triage for healthcare teams.  Fast & simple to implement for the most at-risk patients. 
 
Launched in 2016, system is CE marked & MHRA approved. An evidence based digital health platform that clinically supports patients to better manage their condition. It has the flexibility to be adapted for data analytics & clinical decision-making support in chronic disease management (eg COPD, heart failure & diabetes), frailty & assisted discharge programmes for ambulant & non-ambulant patients
 
Clinical & economic evidence has been generated from trials with 300 respiratory patients [Ghosh et al, 2016, https://doi.org/10.12968/bjhc.2016.22.3.123]. Our evidence based digital solution increases patient access to care & promotes greater clinician-patient collaboration for the 15million people with LTCs. It drives timely, proactive intervention, minimising need for more acute costly care enabling sustainable long-term outcomes success
 
USPs:
Evidence based: Study published in the British Journal of HC Management showed 67% reduction in unscheduled COPD admissions & saving of £2,278 per patient pa. (NB: programme continues to deliver same level of savings)
 
Patient-centred: Personalisation of goals, metrics & parameters makes system truly patient centred providing real-time remote monitoring closer to home to improve patient experience & outcomes whilst generating savings
 
Secure & integrated: Data server sits within HSNC enabling it to push-pull data securely between healthcare provider & service users. Includes bespoke integrated secure video-conferencing platform with end-to-end encryption, allowing remote monitoring of medical conditions, improving quality of life & avoiding unnecessary admissions
 
Flexible Modular Architecture: Enables clinically validated question sets re: symptoms, to be easily tailored to specific therapy areas for qualitative data collection
 
Tiered Service: no upfront costs to NHS on PAYG basis:
- Digital platform integrated into existing healthcare pathways
- Light touch triage service informing local health teams of urgent priority patients for interventions
- Fully-Managed digital platform and nurse-led service providing triage & interventions
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 / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
CliniTouch Vie has proven benefits and can be scaled up easily across the wider regions:
  • improved patient outcomes:
  • 67% reduction in COPD emergency admissions;
  • 13% improvement in CAT score
  • 97% of patients using CliniTouch Vie will further reduce distress and discomfort from conditions exacerbations
These were supported by:
  • improved access to healthcare: 24/7 access to healthcare, average 110 interventions per patient per annum (500% increase)
  • targeted and personalised health interventions: 7,250 personalised clinical interventions (data from 66 patients over 12 months)
  • data analytics: real-time clinical dashboards for clinical teams to prioritise patient needs; prioritised only 38% of patient clinical recordings required intervention within a 24-hour period
 

 
Patients are educated and supported to interpret the data to gain an improved understanding of their health status.CliniTouch Vie:
  1. Educates patients: supporting people to make health life choices through improving the understanding of their disease and self-management skills
  2. Enhances care for patients with chronic conditions: informing and engaging patients as part of NHS prevention agenda and creating a patient-provider collaboration
  3. Provides data analytics: making more targeted and personalised health interventions, by using disease specific algorithms to differentiate when one patient’s history or recent environmental exposures indicates a higher likelihood of flare up than another
  4. Improves patient safety: providing real time clinical and well-being data to identify early warning signs of health deterioration, medication adherence and self-management education
  5. Reduces hospital activity: providing real time management of high risk patients to prevent admissions
  6. Supports early discharge: providing hospital level diagnostics and monitoring in the home, enabling early discharge and can be used for remote clinical support post-surgery or in care-home settings
  7. Delivers workload efficiencies: supporting better patient self-management, reducing need for direct interventions and enabling staff to focus on priority patient care
  8. Offers locality wide cost savings: reduced demand leads to reduced NHS activity
 
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
The West Midlands priorities that CliniTouch Vie can address are:
  • P2: Long Term Conditions: whole system, person centred approach
  • P4: Wellness, healthy aging and prevention of illness
  • P8: Digital Health
 
Our vision is for CliniTouch Vie to contribute towards and support the West Midlands wider vision to develop a worldwide reputation for delivering healthcare through digital technologies, proven to deliver sustainable improved outcomes and create wealth.  We have already demonstrated that it can deliver on all fronts with high risk COPD patients and is being adopted for Heart Failure, Diabetes, Cancer and Frailty pathways.  With an ageing population, often with co-morbidities, it can be used to support a more patient-centric approach to health care services in the region.
 
CliniTouch Vie supports health and wealth benefits as is a flexible, real-time remote monitoring solution, facilitating earlier discharge, prevent readmissions, reduce risk of future exacerbations and improve self-management through our inbuilt education resources.  CliniTouch Vie delivers a proactive approach to tackling symptoms, preventing exacerbations and slowing health deterioration, resulting in reduced NHS costs.  The system has an extensive data collection of medical, lifestyle, biometric and daily activity.
 
Targeting patients who are at risk or have multiple hospital admissions could significantly reduce the NHS costs to the region as well as freeing up clinic and nurse time to manage a wider caseload more efficiently. With a more collaborative, integrated, patient centred approach, utilising proven remote digital health, the West Midlands could see a potential reduction in admissions by 60%+.
 
CliniTouch Vie is a locked-down tablet, with integrated 3G for intensive monitoring, education and empowerment with integrated direct messaging and video support.  Our dynamic care plans and evidence-based algorithms enable automatic triage for healthcare teams. 
 
The tablet comes in an easy to carry case with the peripherals and can be handed to the patient at home, in clinic or upon discharge and is linked directly to the clinician web-based management portal.  Data within CliniTouch Vie tablet is stored securely within the cloud and hosted on the N3.  This makes CliniTouch Vie easy to scale due to its low technology and estates requirement, whilst delivering a high quality clinical service.
Current and planned activity: 
Current:
Spirit Digital is part of Spirit Health Group and can provide one of the most comprehensive range of solutions to support patients of all ages, IT capabilities & levels of disease severity across a wide range of conditions e.g. respiratory, cardiovascular, diabetes, cancer, frailty.
 
Spirit is establishing research collaborations with academic institutions around evidence generation for AI and machine learning. This includes collaboration on a bid to the European Space Agency to further develop the technology using satellite data.

Planned:
Spirit Digital seeks WMAHSN support ta assist with introductions and marketing of CliniTouch Vie to local CCGs. 
 
Our planned NHS engagement activity programme for the next 12 months will be through a variety of channels:
  • Direct engagement with CCGs and community Trusts
  • Application to Digital Accelerator programme
  • Case study development & sharing
  • Presentations at national conferences
  • Creating user (clinicians & patients) video footage to share with CCGs
What is the intellectual property status of your innovation?:
We hold the IP for the technology and digital health algorithms.  We collaborate with Midlands based businesses, healthcare providers and universities and retain all IP for products and services.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Emma-Jane Roberts 21/06/2018 - 12:25 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
The Sound Doctor has over 250 high quality short educational films. Evaluations show they work by changing behaviours and improving outcomes to help people get the best out of life with long term conditions. 
Overview of Innovation:
The Sound Doctor is the leading provider of film and audio content for patients in the UK. Our content is thought to be unmatched in quality, range and production values and evaluations show it works by changing behaviours.and improving outcomes to help people get the best out of life with long term conditions.
 
Our films are endorsed by leading charities and adhere to NICE guidelines.
Conditions covered are COPD, Diabetes, back pain, dementia and weight management surgery.  A large series on heart conditions including cholesterol and hypertension, will be made shortly. 
There are over 250 films in our library so far and it is constantly growing.
We also create animations. We have a range of health and wellness short animations which are now being used in pharmacies and GP surgeries around the country. 
In addition, the team also devised and produce Health Today, a national radio programme for NHS England – nhs.uk/healthtodayradio
 
We have evidence that patients with diabetes, for example, have changed their attitudes towards diet and exercise as a result of watching our films. People with COPD are more confident about dealing with exacerbations at home. We also know that across all conditions they are considered a valuable part of people’s health care and improve patient experience.
 
The aims of The Sound Doctor, and there is evidence of this as well, are:
 
1. To reduce the number of avoidable admissions (and readmissions) to hospital
2. To reduce the need for face to face contact with consultants, physicians, nurses, physiotherapists and others (and to improve the quality of meetings which do take place)
3. To address the issue of co-morbidities by creating a multi-condition library
4. To improve medicines management and compliance with medications
5. To improve the quality of care for patients (and patient experience of their care)
6. To help people get the most out of life through effective self-management
   
About us:
The Sound Doctor was founded by Dominic Arkwright and Rosie Runciman and is a registered social enterprise.
Dominic worked as a reporter at the BBC for more than 20 years, mostly on Radio 4 's Today Programme as well as Newsnight and PM. He also presented discussion programme 'Off the Page' and 'The Call' on Radio 4.
Rosie Runciman also worked at the BBC for more than 20 years on Radio 4's Today programme, Newsnight, Radio 5 Live and at The World Service. She was Editor of Newshour and Assistant Editor at Five Live.
 
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:
  • For clinicians 
    • Complements and supports sessions
    • Sessions more focused and efficient to achieve better health outcomes
    • Reduces appointments, admissions and DNAs
  • For providers 
    • More efficient caseloads, better outcomes for patients, reduced waiting lists
    • Money saved through reduced numbers of GP appointments, hospital admissions and DNAs
Return On Investment (GPs)
Cost of TSD per patient per annum = £5.00
 
Average number of GP visits pre TSD = 3.7 appointments Average number of GP visits post TSD = 0.42 appointments
 
3 fewer appointments per TSD user x payment for each appointment of
£23.50 (NHS tariffs) = £70.50 per patient; an ROI of 1:14
 
Average number of GP DNAs pre TSD = 2.5 appointments Average number of GP DNAs post TSD = 0.5 appointments
 
2 fewer DNAs per TSD user x cost of each DNA of £36 (Kings Fund) = £72 per patient; an ROI of 1:14
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Benefits for patients
  
  • Empowers and encourages people’s engagement with their condition
  
  • Improves medicines adherence
  
  • Improves overall quality of care
  
  • Improves people’s experience of and satisafaction with their care
Current and planned activity: 
Who’s using The Sound Doctor
•  CCGs 
  • Barnsley, Gloucestershire, West Leicester, Wirral, Newcastle, Central London Community Health Trust
  
  • Hospital Trusts 
    • Guy’s and Tommy’s NHS Trust
    • Liverpool Heart and Chest Hospital
  
  • Other 
    • Philips Healthcare
    • All South London pharmacies
    • Jhoots Pharmacies
    • NAPC Practice Innovation Network
    •  
 
What is the intellectual property status of your innovation?:
We own the IP on all our content
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Dominic Arkwright 26/09/2016 - 16:02 Publish 1 comment
5
1
Votes
-99999
Innovation 'Elevator Pitch':
We have developed a clinically led digital health solution for warfarin patients at risk of stroke. Our technology enables patients to self-test from their own homes with remote clinical support, communicating their INR in a way that suits them.
Overview of Innovation:
Our INR self-testing service has been rolled out to 5,000 patients, making it one of the largest in Europe. Across the UK, patients on the service are remotely monitoring their INR away from the clinic using a Roche CoaguChek® device. Readings are sent to their nurse via an automated phone call or by logging onto an online portal. Readings automatically go through anticoagulation software where the next dose is determined. A clinician approves the next dose and the patient receives a second form of communication, either an automated phone call or an email informing them of their next warfarin dose and date and time of next test. Find out more here http://www.inhealthcare.co.uk/product/inr-self-testing/.
Our self-testing study concluded patient’s therapeutic range (TTR) improved by 20% for 70% of patients. In comparison a controlled cohort of clinic based patients had seen only 49% of their cohort improve by an average of 2%.This improved TTR predicts to save 400-500 strokes per year.” – Ian Briggs, Associate Director of Business Development, County Durham and Darlington Foundation Trust.

To find out more about INR self-testing in County Durham and Darlington Foundation Trust download our case study here http://www.inhealthcare.co.uk/resource/county-durham-and-darlington-nhs-foundation-trust/.

The service has also been rolled out in Wigan, Ilkley and the Isle of Wight. Read this blog from our CEO Bryn Sage about INR self-testing in the Isle of Wight http://www.inhealthcare.co.uk/isle-of-wight-are-leading-the-way-with-inr-self-testing-for-warfarin-patients/.

Outcomes:
  1. Improved patient outcomes: In a recent 24 month follow up study from County Durham and Darlington Foundation Trust we found over 70% of those on the service improved their time in therapeutic range by 20%.
  2. Improved patient satisfaction: The service is quick and easy to use. Patients do not have to take time out of their day to attend appointments and aren't bound to NHS opening hours. 100% of those surveyed said they'd recommend the service to others.
  3. Increased efficiency: Enabling patients to self-test enables resources to be distributed elsewhere.

 
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:
  • Reduced workload
  • Increased capacity
  • Cost savings
  • Able to spend more quality time with patients that need to attend the clinic
  • Access to real time patient data
  • Able to identify any adversities and make changes in treatment much sooner
  • Able to make informed decisions around patient care
  • Choice of communication method to suit their patients
Initial Review Rating
5.00 (3 ratings)
Benefit to WM population:
  • More flexibility for patients
  • Improve clinical outcomes
  • Not bound to NHS opening hours
  • Able to find out more around condition
  • Less clinic visits and associated costs
  • Technology is quick and easy to use
  • Clinicians have access to a continuum of data meaning patients don’t have to repeat themselves during appointments
Current and planned activity: 
We are currently working with a number of NHS organisations that have implemented our INR self-testing service including County Durham and Darlington NHS Foundation Trust, Wigan Borough Federated Healthcare, Isle of Wight CCG, Ilkley Moor GP practices.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Lauren Ramsey 24/05/2016 - 14:20 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Whose Shoes?® is much more than a ‘board game’ or training. Through a range of scenarios and topics, Whose Shoes?® helps you explore the concerns, challenges and opportunities facing different groups affected by health and social care transformation
Overview of Innovation:
Whose Shoes? is a popular approach to co-production within the NHS, endorsed and actively supported by the Patient Experience team at NHS England and the Transformation team within NHS Improving Quality, as well as local authorities, universities and other public services. It is a flexible tool that can be adapted (through bespoke partnerships) to a wide range of topics and challenges. The original board game, launched in 2008, explored issues around the emerging personalisation agenda.
A person-centred and values-based focus remains central to all development.
New material is being developed through strong collaborations with passionate people, fired by a very strong social media presence and networking capability. Whose Shoes looks at issues from different perspectives and triggers crucial conversations, with real ‘light-bulb moments’ as participants come together as ‘people’ rather than roles and work together to find solutions to the issues that matter to them. Getting as wide a range of participants as possible around the table cuts across boundaries and flattens hierarchy.
The relaxed approach creates the conditions for ‘service users’ to contribute as equals in a relaxed environment which is conducive to open, honest exchanges. People are empowered to lead rather than simply contribute. There is a strong focus on action and sharing good practice widely, with participants encouraged to make pledges and to share good practice through stories and case studies and to promote these through social media. Graphic recording of Whose Shoes workshops is very popular with hospitals using the records as action plans.
The maternity version of Whose Shoes? has been developed in partnership with the London Strategic Clinical Network and NHS England. It was piloted in five London hospitals. Workshops are now spreading – including other London hospitals, Guernsey, Leeds, Cumbria and Manchester.
Whose Shoes? material to improve communications between children and young people, their parents and healthcare professionals has been co-produced with Great Ormond Street and HENCEL.
Scenarios to promote dementia-friendly communities and understanding by NHS staff of the challenges of living with dementia have been produced through partnerships with Skills for Health and an Age UK consortium. Integration scenarios are used in the Darzi programme. Bespoke scenarios around other areas of patient experience (e.g operating theatres) is being trialled with Kingston Hospital
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 / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
“ Whose Shoes brings people together to have conversations that matter, the resources stimulate thoughts which lead to new insights & importantly to actions through the power of human connection & the use of narrative. ..... The energy generated is tangible .......it’s sustained long after as the creativity of both the public and professionals in unleashed. I’d really recommend the approach as a vehicle for any service committed to ongoing improvement
#Hellomynameis… Kath Evans, Experience of Care Lead (Maternity, Infants, Children and Young People), NHS England
 
“ ‘Whose Shoes’ has been an incredible catalyst in Maternity care. Having set up 5 pilot workshops with the London maternity strategic clinical network there has been a tremendous ripple out to hold further workshops in other Trusts as well as the phenomenal change platform that is #MatExp.
The actions are far to numerous to list here, some examples: a  graffiti board …to give live feedback on services, decorating the maternity theatre ceilings to improve the environment for women undergoing Caesarean section (CS), optimal cord clamping ……. midwifery workshop to explore better collaborative working - the list is endless.
We have also used ‘Whose shoes’ in other areas of the hospital with success #KHFTWhoseshoes, improving  staff attitude & environment and patient experience in our main operating theatres & having a drop in session on administration at our Trust Open Day”.

Florence Wilcock, Consultant Obstetrician Kingston Hospital NHS Foundation Trust, Chair of the London Maternity Strategic Clinical Network maternity experience subgroup.
 
"Whose Shoes is a creative opportunity to engage staff, women and patients in a process of improvement and enlightenmen, The #MatExp social movement for change ... used in our failing maternity service to better understand the experiences of women, their birth partners & our staff.  The creative energy & ideas generated during our session were directly developed into practical actions & we have subsequently used the model of engagement in other clinical areas.  Whose Shoes played an important part in our improvement journey & is having a direct impact on outcomes for women, birth partners and staff"
At the time of engaging with Whose Shoes, Steve Hams ex-Interim Dir. of Clinical Governance & Chief Nurse for the Health and Social Services Department at the States of Guernsey, now Interim Dir. of Clinical Performance & Delivery, NHS Surrey Downs CCG
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
It feels currently as though the West Midlands is largely missing out on what is now a popular, proven improvement methodology being adopted rapidly in other parts of the UK and now reaching out internationally. This tool is very different from the ‘same old’ , traditional ‘top-down’ consultation models. It is about real staff and patient engagement leading to rapid improvements – and people find it fun too!

The NHS benefits would be similar to other parts of the country but it would be easier and cheaper (travel, accommodation) to work in partnership with West Midlands (ie local) NHS Trusts / CCGs.

Also New Possibilities, the recommended graphic facilitators, with whom we work as very close business associates, are based in Birmingham.

Thus greater adoption in addition to helping, patients and helcare providers it would also allow our regionally based company to grow and develop new specialised products as well exporting this delivery process overseas e.g Currently exploring taking 'Whose Shoes Maternity' approach to Uganda.

Currently Adopted / Procured by:
  • NHS England: North region; East Midlands
  • Hospital Trusts include:
    • Kingston, Guy’s and St Thomas’s, Lewisham & Greenwich, King’s College, UCLH, Leeds, Croydon, Maidstone & Tunbridge Wells, Stockport, Manchester, NHS Cumbria, North Cumbria
  • Cheshire & Wirrall Partnership Trust
  • Guernsey HSSD
  • Great Ormond Street (partnership - CYPMeFirst masterclasses)
  • CCGs include: West Leicester, West Kent, Leeds
  • AHSN / Area Team: Wessex, Thames Valley
  • International workshops and talks delivered: Australia, Malta, France; Puerto Rico

See: www.nutshellcomms.co.uk for 'Case Studies' and other information.
Current and planned activity: 
  • Building on 5 pilot workshops (& Train the Facilitator session) carried out with NHS Eng. & the London Strategic Clinical Network supporting the new maternity experience; now spreading to hospital trusts across the UK
  • 12 Whose Shoes #dementiachallengers in March 2016 workshops across Kent, Surrey and Sussex, run by Age UK consortium, commissioned by HEEKSS
  • On-going partnership with Great Ormond Street Hospital to use bespoke scenarios in #CYPMeFirst masterclasses for multi-disciplinary health professionals working in paediatric services from many hospitals; the first 20 ‘Communications Champions, who are taking this into their own organisations; more being recruited (up to 100)  
Required activity
  • Procurement / Adoption of Whose Shoes? -  Across the W Midlands NHS Trusts, via workshops or via purchase of online/board game versions of Whose Shoes?
  • Collaborative work to personalise Whose Shoes? For particular projects or departments
What is the intellectual property status of your innovation?:
Design registered. UK Registration Design No. 4009563; Trade Mark (Whose Shoes): No. 2502651
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Gill Phillips 29/02/2016 - 17:31 Publish Login or Register to post comments
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