Building Sustainable Healthcare by Optimising Patient Access and Flow (#1861)

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Innovation 'Elevator Pitch':
TeleTracking provides solutions and services that enable the highest quality of care delivery and coordination, driving access, throughput and flow from the community to the acute setting to post-acute care.
Overview of Innovation:
TeleTracking equips healthcare organisations and care providers with the IT and innovation tools needed to coordinate care across the patient’s journey. Our operational platform and services combine proprietary technology with deep domain knowledge on patient flow and healthcare operations to drive access, capacity and flow from the community to the acute setting to post-acute care. 

Through a centralised coordination centre model, TeleTracking’s IQTM Platform provides real-time visibility across networks of care, ensuring patients are cared for in the right place at the right time with the right resources. 

By providing healthcare organisations with functional and technology-driven capabilities, hospitals are able to utilise real-time and historical data for continual operational improvement and organisation intelligence, leading to a better quality of care. 
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)
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Innovation 'Elevator Pitch':
TeleTracking provides solutions and services that enable the highest quality of care delivery and coordination, driving access, throughput and flow from the community to the acute setting to post-acute care.
Overview of Innovation:
TeleTracking equips healthcare organisations and care providers with the IT and innovation tools needed to coordinate care across the patient’s journey. Our operational platform and services combine proprietary technology with deep domain knowledge on patient flow and healthcare operations to drive access, capacity and flow from the community to the acute setting to post-acute care. 

Through a centralised coordination centre model, TeleTracking’s IQTM Platform provides real-time visibility across networks of care, ensuring patients are cared for in the right place at the right time with the right resources. 

By providing healthcare organisations with functional and technology-driven capabilities, hospitals are able to utilise real-time and historical data for continual operational improvement and organisation intelligence, leading to a better quality of care. 
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 / Patient and medicines safety / Person centred care
Benefit to NHS:
Benefits of an Organisation-Wide Coordination Centre: https://www.youtube.com/watch?v=M-bQhLmoi2A&feature=youtu.be
With TeleTracking’s IQ Platform, efficiency starts with a centralised coordination centre that creates transparency across care networks to enable precision patient placement from the community to the acute setting to post-acute care. Effectively providing the right bed, the first time, every time.

Often referred to as a ‘Mission Control’ Centre, an operational management platform provides a motion picture for healthcare organisations with real-time visibility to patients, beds, assets and staff across the care network. 

Areas of Impact
1. Access: Admissions, transfer and referrals, surgical case growth, left without being seen, A&E diversions, patient pull times
2. Throughput and Flow: Auto-discharge efficiency, patient pull times, A&E and recovery hold times, admissions, discharges per bed, utilisation rates
3. Care Support & Logistics: A&E wait times, patient and caregiver interaction, better patient experience, communication of infection status
4. Labour Productivity: Care support performance, nursing time at bedside, housekeeping performance, portering efficiency
 
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
TeleTracking's platform would improve patient access to care in the WM region. The WM population would get access to safe and high quality care through reduction in A&E wait times, elective cancellations, and lenght of stay.
Current and planned activity: 
TeleTracking works with over 27 NHS trusts and private healthcare organisaitons in the United Kingdom to improve quality of care through improved access, throughput and flow. Lord Carter’s report “Operational productivity and performance in English NHS acute hospitals: Unwarranted variations,” found vast inefficiencies across the NHS, with particular focus on staff productivity, poor patient flow and lost bed capacity due to bed-blocking. TeleTracking’s operational platform, under the SafeHands programme at The Royal Wolverhampton Hospitals NHS Trust, was featured in the report on page 63 to highlight the use of technology to enable operational efficiencies.
What is the intellectual property status of your innovation?:
Founded in 1991, TeleTracking Technologies has developed proprietary tools to automate healthcare operations and patient flow. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regulatory Approvals:
Please describe any current regulatory approvals you have achieved and how they were met/ in progress/planned.
Commercial information:
Please describe how the product/service is being developed commercially, whether in development, trials, pilot or full commercial delivery. Include the results you have from any market/demand surveys and forecasts . Please include any research you have on the broader commercial opportunity for the innovation both within the health sector nationally and internationally.
Investment activity:
Please describe what stage of investment you have reached and whether you are seeking additional rounds of investment. Please include cash investment as well as investment of soft assets such as access to specialist equipment, knowledge, trial base etc. and indicate the types/sources of your investment such as grants etc.
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Investment sought:
What investment are you looking for in order to support wider adoption of this innovation and what have you managed to secure to date? Please provide a breakdown of these costs if possible.
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Innovation 'Elevator Pitch':
A modular university accredited programme which builds the skills, understanding, tools and confidence of NHS junior and middle managers to implement innovations leading to greater efficiency and rapid improvement in services for patients
Overview of Innovation:
The gap between research evidence and practice is significant for healthcare organisations.  Healthcare interventions which we know to be effective can take a long time to enter common practice, whilst others which we know to be ineffective can take a long time to be discarded. The implementation rates of quality improvement (QI) initiatives, for example, are believed to be lower than 50%. Implementing innovations is demanding of employees and organizations--cognitively, emotionally, and physically.. When attempting to implement innovations, organizations face challenges such as misaligned incentives, professional barriers, competing priorities, and inertia.
Studies of innovation implementation in health care settings have shown that middle managers can play an important role in enabling innovation, and supporting healthcare innovation implementation as information brokers - communicating, diffusing and mediating information flow between senior leaders and frontline staff. Middle managers with the capability and confidence to innovate and to lead service improvements are therefore essential if the NHS is to deliver radical and transformational change across whole healthcare systems. But evidence suggests that middle managers are often slow to adopt innovations, whether through generating ideas for improvement or creating opportunities for spread of good practice across departments and organisations.The enablers for junior and middle managers to become improvement leaders have been identified as:
  • proficiency with management skills and tools, (including financial, HR and workforce, programme, operational and strategic management),
  • skilled use of improvement science and quality methods,
improved personal impact on the wider system, through understanding how to influence, motivate and engage effectively with other practitioners at all levels. 

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

The programme will use peer-evaluation of progress as an element in the assessment of the Certificate, recognising that one test of managerial skill is the impact on others. In this way participants will become skilled evaluators and assessors of innovation, developing skills which are immediately transferable to the workplace. Finally the design of the programme will enable participants to build relationships across professional and organisational boundaries, one of the key enablers for more effective and productive system-level  innovation
Current and planned activity: 
In 2017 the HSMC undertook research work on behalf of the University of Birmingham Health Leadership Group. This involved meetings and interviews with the most senior leaders in health and social care across the West Midlands to ascertain the learning and development gaps in their workforce. A key theme emerging from this research work was the need in the NHS for further development of the practical skills needed by junior and middle management in order to properly and effectively improve services; implement innovative practices; lead people; manage resources; and enable change. Aligned to this feedback was a request to support team development and multi-professional education and training. We have continued to work with NHS organisations and leaders to develop the ideas which underpin this programme proposal, which now includes opportunities for peer challenge and support, shadowing and developing system sightedness amongst junior to middle managers.
What is the intellectual property status of your innovation?:
The IP resides with HSMC at the University of Birmingham.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Rejection Reason:
Board decided not to support - feedback provided and innovator decided not to pursue
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Innovation 'Elevator Pitch':
An app designed by a Midwife, with the aim to help healthcare professionals manage their tasks and workload whilst on duty. 
Overview of Innovation:
The idea stemmed from working on the wards during the 12 hour busy shifts. At handover, you are informed of all the tasks required for your patients and the only way of knowing what needs doing is by memory or writing things down on scrap peices of paper. During the 12 hour shifts, I found it easy to forget all the tasks as call bells would be ringing and many questions asked by patients. The fear of forgetting led to my idea, Shift Organiser. It is an app designed to act as an alarm system stating what is due and at what time. For example, bed 2 is due antibiotics @ 14.00. 

The app provides a clear and systematic digital way of all that needs doing during the healthcare workers shift, anything overdue (if they are too busy) will appear in one column and everything complete in another. 

My aim here and being a healthcare professional myself is to try and help healthcare workers such as nurses and midwives manage their heavy workload. With the growth and inovation in digital health I have come across new ideas and concepts with the aim to help the public and patients. Whilst I am all for this, I thought I would try to do something for the healthcare workers themselves. I also have the aim of keeping it simple. I have had first hand experince on the wards with being introduced to new 'tech - heavy' ways of working, which some nurses have found hard to use. The whole purpose of Shift Organiser is to be simple, quick and helpful.

I am now seeking any advice in the world of digital health which can further develop the use of my app. I am very open and appreicative of any ways in which help can be offered. 



 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Digital health
Benefit to NHS:
It is not unknown that the workload and stress on healthcare workers is high. I have personally found that it seems to be expected for NHS professionals to know and remember everything that needs doing for all their patients. If Shift Organiser can help aid this and free the stress of 'fear of forgetting' upon nurses and other health care workers then this can improve the state of the workflow and reduce the stress for healthcare professionals on duty. Indirectly, this can improve patient care if the delay of their medication and tasks is reduced. I have witnessed call bells being answered with patients telling nurses their medications are over due more times than I should have. Nurses also like having a 'go to' like handover sheets, these currently get written on and more often than not become incoherent by the end of the shift. Shift Organiser shows a clear lay out of tasks, anything that is due or anything that still needs doing whilst be easily accesible. 
Benefit to WM population:
Shift Organiser covers a large diverse number of people. It aims to help nurses, midwives, health care assistants, junior doctors and patients. If found benefical then there is scope for it to help many healthcare workers and help improve patient care across the WM population. 
Current and planned activity: 
Shift Organiser is currently available on IOS on the app store. I have had downloads and am currently seeking feedback from nurses but my main goal is to incorpate Shift Organiser into hospitals and to learn the ways in which this can be acheived. Any advice in general but specifically regarding data or becoming NHS complient would be appreciated. 
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
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