Building Sustainable Healthcare by Optimising Patient Access and Flow (#1862)

Creation
Draft
Initial
Detailed
Accepted
Adoption
Idea Description
Supplementary Information
Detailed Submission Data
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)
Similar Content3
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
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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.
Read more
Hide details
Innovation 'Elevator Pitch':
WaitLess is an app for patients, combining A&E & MIU real-time waiting times, numbers waiting, traffic & routing helping patients make better decisions about where to go for minor emergencies. In east Kent, it reduced minor A&E attenders by 11%.
Overview of Innovation:
WaitLess is an innovative new app for patients. This reduces A&E attendances during busiy times by showing patients the quickest place to be seen, simply. It proves patients can be treated faster and closer to home by highlighting alternative services, driving activity away from busy A&Es. It's free for patients to download and was designed by patients for patients, funded by CCGs and STPs. Our charging model is 25,000 per CCG, or 3p per person based on population.

It's priced delibarately low to make WaitLess accessable to all, and can be deployed in less than two weeks. WaitLess was independently evaluated by the University of Greenwich and the Behavioural Insights Team and found to achieve an 11% reduction in minor attendances. 

Various studies undertaken since 2009 have found A&E attendance reduction schemes to be difficult to achieve. This is thought to be due to a number of factors incuding that patients find urgent care pathways confusing and hard to navigate. Various studies have identified that patients make a relatively quick decision about where to access treatment minor injuries. Once patients have arrived in A&E, evidence shows that they are committed to waiting to be seen and often reluctant to move. WaitLess applies an effective three second nudge to patients, by showing the quickest place to go and using real time routing options to help avoid traffic and overcrowding busy units during peak times. 

A reiew undertaken by encompass MCP found the following observations, which were confirmed as statistically significiant by the behavioural insights team and the University of Greenwich:
  1. Improved patient experience as patients are signposted to units with the lowest wiaiting times
  2. Reduction in A&E minors attendances by 11%
  3. An overall reduction of 5% in attendances across A&E and minors as more patients choose primary care.
  4. Quick and responsive, nudging patientstowards facilities with lowest waiting times.
  5. Takes pressure away from A&E and flattens activity
  6. Quick to deploy
Business cases for WaitLess are currently being considered across a broad range of regions, inclduing the South West, Greater Manchester, Yorkshire and the Humber, Surrey and Sussex. Given the benefits to the NHS, we are seeking to significantly accelerate this rollout across the NHS and to explore alternative uses for WaitLess (such as Primary Care). As a proven autonomous decision aid, WaitLess is a key pillar to any urgent care strategy.
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 / Person centred care
Benefit to NHS:
WaitLess has been independently evaluated by the University of Greenwich and the Behavioural Insights Team and found to deliver reduced activity, waiting times and save money for the NHS. The headline benefits are:
  1. Reduced minor injury attendance profile across the whole health economy. The total number ofcases (including A&E and MIU) shows a significant decrease (5% less, p=0.024).
  2. The total number of A&E cases shows a significant decrease (11% decrease, p<0.001).
  3. The proportion of cases (MIU out of (MIU+A&E) shows a significant decrease (the effect size varies by day of the week, but is approximately 3-4%, p<0.001)
  4. Reduction in A&E minors attendances by 11% within six months against an end of year target of 5%.
On days where there is significiant pressure on majors, it is  common for waiting times in minors to increase. As waiting times increase in one facility, patients choose alternative locations where waiting times are improved.  This has the net effect of spreading activity across A&E and UTC settings much more effectively.

As patients choose A&E because they are unaware of level 3 & 4  A&E units (UTC), nationally Hospitals are facing an increase of circa 5% year on year in A&E attendances. Peak attendances are predictable, occuring in the early evening and at weekends. WaitLess acts as an autonomous patient decision aid, helping to reduce pressure without impacting on surrounding UTCs. In addition to the benefits to patients, operational and performance benefits, WaitLess also saves money for Commissioners.

It is common for Urgent Care Centres to have much ower waiting times than A&E departments. By using real time data, WaitLess influences patients to choose the facility that willsee them fastest, giving improved overallexperiencefor patients and encouraging more competition among providers of urgent treatment services.

With many UTCs commissioned on block arrangements, overheads are already paid for. In these scenarios, each A&E attendance saved is equivalent to 85.00 per episode saved. Where UTCs are commissioned on PbR, the standard tariff is 65.00 per episode. in thesecases, WaitLess saves 20.00 per episode. The PbR savings alone equate to 100,000.00 per CCG. 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Activity analysis has highlighted over the years that A&E is seen as a  trust brand by patients. Commissioning of alternative facilities with different names, such as MIU / UTC / Minor Injury Cinic / MIIU has created a significant confusion among patients about which services are  available and what they offer. A number of self help apps have been developed to support patients, however these have nationally had a limited impact on emergency attendances to A&E. Since 2004, the UK has seen A&E attendances grow by 5% year on year. A&E Departments are now widely reported to suffer from overcrowding, leading to sub-optimal conditions both for clinicians and patients. The majority of A&E attendances are from patients who choose to self present to Hospital, most with Ambulatory and more minor conditions. As an ex Urgent Care Commisisoner and General Manager for A&E and Acute Medicine, I knew prior to the build of an app that patients make a quick decision about where to access urgent care services, which was recognised by the behavioural insights team in 2015. In many other parts of healthcare planning, autonomous patient decision aids have been found to be highly effective in terms of both influencing behaviour and flattening demand. This can be seen in the NHS rightcare guides. WaitLess provides this for Urgent Care services. It helps the local population in the following ways:
  1. Encouraging people to access care services closer to home
  2. Reducing avoidable A&E attendances
  3. Improving the patient experience
  4. Empowering patients to mae a better decision about where to go to be seen
  5. Reducing pressure on overstretched A&E departments
  6. Savng money for the local health economy to re-invest in pathway changes that are sorely needed to improve urgent care flow.
Current and planned activity: 
We are currently enagaged in discussions around WaitLess with Nene and Corby CCGs, Yorkshire and the Humber and Greater Manachester. As part of the National Innovation Accelerator, we have ensured WaitLess is built on a platform that is simply scaled. Patient feedback has highlighted a need to provide WaitLess at scaleas patients commute for work and leisure and come to rely on the information. Our diffusion plan is outlined in a 12 week programme per CCG which can run in parralel with up to 26 CCGs per cycle. As WaitLess technology is bespoke, it has been built with scaling in mind. Our 12 week programme can be accelerated to 2 weeks, depending on each health economies informtion capabilities and appetite.
What is the intellectual property status of your innovation?:
As a developed and deployed product, we have IP rights  to our innovation
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Read more
Hide details
Innovation 'Elevator Pitch':
A web based solution addressing some major pain points for Health and Social Care - Cost Savings, visibility of available beds, A&E congestion, Delayed transfer of Care (DToC). We also provide a single Command & Control Centre for Major Incidents
Overview of Innovation:
Our  web solution offers:
Real-time visibility of available beds: For all care Professionals across multiple care domains and a wide geographical area, including Hospitals, Trusts, Boroughs and event Social Care block booked beds. A search for any bed type across any care domain in a city, region or entire country yields results in a matter of seconds.

A&E: Visibility of volumes waiting in A&E, their individual waiting times/times to breach and the ability to Triage score each and every one of them. From this, A&E departments can at least make informed decisions and prioritise well in advance of any bed availability issues.

Early warning system: Thresholds may be set by hospital management, particularly around A&E, Emergency and Acute bed types. These thresholds are then monitored in real-time by our solution, without any additional user intervention. An algorithm we created takes these thresholds and compares them with existing bed levels in order to provide an overall, colour coded hospital status indicator in line with the recent OPEL standard (NHS England 2016). This status indicator also provides colour coded status for each of these key bed types. Simply put it is an early warning system available for every care professional in the hospital setting so that they can all see where pressures are quietly building and take a more proactive approach to hospital status before a crisis occurs.

Outside the hospital: To assist those in search of available beds, such as bed managers from other hospitals, GP’s and other care professionals, our solution also provides a high-level view of a hospital’s current status to this wider audience. This approach makes clear whether a hospital or hospitals are currently experiencing difficulties and thus reduce the chance of blindly picking up the phone or making e-mail enquiries on available beds to a hospital that is already struggling.

Dynamic sitrep: Removes the need for lengthy update meetings. Sitrep++ provides real-time admit/discharge information instantly.

DToC: Identifies DToC the moment they occur and offers a collaborative approach for both Health and Social Care to manage and reduce DToC via a single interface. We provide full cost and delay duration/impact stats in realtime too, thus removing the overhead from the individual.

Major Incidents: Our Command & Control Centre feature allows co-ordination of multiple A&E's across an entire city via a single interface.

Our feature rich solution does much more.
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Digital health / Innovation and adoption
Benefit to NHS:
A&E congestion and waiting times: Just a 10% reduction in A&E breaches means that around 33,000 patients, per year, would wait less time to receive the appropriate level of care.

Delayed Discharge: A mere 5% reduction in DToC 'Bed Blocking' means a £45m per year saving for NHS alone. That's a reduction of 78,000 delay days; meaning that 6000 more people could receive treatment with the same bed count and less effort. The reduction in managing and reporting overheads for both Health and Social Care are also significant.

Efficiency: Precious time spent on day to day administration for both Heath and Social Care is enormous. Entry of the same information over and over again, manually counting available beds in times of crisis, bed managers glued to the telephone dealing with inquiries and multiple sitrep meetings, each slowly grinding care professionals into the ground. In these areas NHS and Social Care could realise a 90% reduction in effort/time. In a population of 200 GP's and 200 Bed Managers that equates to circa £8m year on year. GP's could locate an approapraite 'available' bed for their patient in seconds without a single e-mail or phone call. Social Care would be able to locate and Block booked bed or Care home bed anywhere in the country in seconds

Command & Control Centre:  In the event of a Major Incident - A single Command & Control enables NHS to manage/co-ordinate multiple hopsital locations from a single interface and direct Ambulance Servcies more efficiently.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
A&E congestion and waiting times: Just a 10% reduction in A&E breaches means that around 33,000 patients, per year, would wait less time to receive the appropriate level of care.

Delayed Discharge: A mere 5% reduction means a £45m per year saving for NHS. That's a reduction of 78,000 delay days; meaning that 6000 more people could receive treatment with the same bed count and less effort.
 
Current and planned activity: 
We are trying to gain traction with both NHS and Social Care which is notoriously difficult. Our planned activity is to engage with a number of key hospitals and boroughs to showcse our solution. This is the area where we require support in securing the inital contacts and interst in NHS/Social Care.
What is the intellectual property status of your innovation?:
We have the intellectual property of our solution already secured.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
Regional Scalability:
By design, a web based application is built to scale and is available via the usual suite of internet browsers.
Scaling across West Midlands: expected user footprint is circa 250 'concurrent' users
based on 19 Acute, 6 Mental Health, 1 Ambulance trust/s and 7 Social Care boroughs.
Measures:
Outcome: Greater efficiency within Hospitals:
Measure: Before and after comparison on visibility of available beds - quality and cost/time saving
Measure: Impact upon Patient flow
Measure: Impact upon A&E volumes, breaches and management effort, for time/cost saving.
Measure: Before and after DToC volumes, management and reporting effort on time/cost saving
Measure: Cost/time saving v cost of solution
Measure: feedback on impact of application wrt visiblity and ease of use.
Measure: Patient feedback

Outcome: Greater efficiency for Social Care
Measure: Before and after levels of visibility and availability of block-booked or normal care home beds
Measure: Before and after DToC volumes, management and reporting effort
Measure: Care Professional feedback

Outcome: Patient satisfaction
Measure: A&E waiting times and volumes
Adoption target:
Adoption Target: All Acute, Mental Health and Ambulance Trusts in the region.
Minimum viability: 4 Major hospitals in the region along with corresponding Social Care boroughs.
Read more
Hide details
3
1
Votes
-99999

Created by

Share and Follow