Innovation Warehouse - Stories
Meridian is a resource for you to be able to share the changes that you have made to the way that you do things that have resulted in improved health outcomes for patients, a more effective way of delivering more for less, an increase in the productivity or just a different way of doing things.  Please use this space to upload the innovations that you wish to share and that others can benefit from.
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Innovation (Approved)

Overview summary:
ESCAPE-pain is an evidence-based, NICE-recommended group rehabilitation programme appropriate for people with osteoarthritis, commonly called chronic joint pain, in their knee and/or hip.
Challenge identified and actions taken :
The probability of having hip replacement is 2.87 times higher in people receiving usual care (for e.g. GP care) compared to those who have participated in individually tailored exercise programmes such as ESCAPE-pain.

What is ESCAPE-pain?

ESCAPE-pain is a group rehabilitation programme for people with chronic joint pain in their knee and/or hip. Participants attend facilitated sessions twice a week for 6 weeks. Each session involves education and exercise components which are individualised for each patient. The Programme is both clinically and cost effective, producing measurable improvements in physical and mental health. It delivers the core NICE recommendations for the management of osteoarthritis in adults.

Research papers show it has wide health benefits and reduces healthcare utilisation. It is cited as a case study in the NHS /Rightcare QIPPseries. 

Delivering ESCAPE-pain typically involves implementing changes to current service provision coupled with a commitment from the CCG and Provider organisation to ‘invest to save,’ using the ‘evidence-base’ of ESCAPE-pain to ensure that a minimum of 10 (and ideally 12 sessions) are offered to participants, for longer-term benefit.
Impacts / outcomes: 
  • Clinical outcome measures - KOOS (Knee osteoarthritis outcome score), HOOS (Hip osteoarthritis outcome score) and HADS (Hospital anxiety and depression scale) assess pain, function, activities of daily living and quality of life.
  • Data from live sites demonstrates improvements in pain, function, and the ability to carry out activities of daily living; as well as improvements in mental health for participants completing the programme.
  • Staff and participant satisfaction: scores in both domains are consistently very positive.
  • Capacity benefits: grouping participants into cohorts for ESCAPE-pain reduces wait time for 1:1 physio.
  • Savings: research evidence showing a reduction in overall healthcare utilisation following the programme can be easily extrapolated to the local MSK prevalence using the MSK calculator (Arthritis Research UK).
  • From a baseline of 2 sites (2014), ESCAPE-pain is now delivered at >80 sites in England/Wales, including leisure centres as well as clinical departments - over 7000 participants to date.
  • Physiotherapy savings: extrapolation of research findings suggests physiotherapy savings of £82 per person, i.e. £574,000 total national savings to date. In practice this will have meant capacity release, as disinvestment in physiotherapy services is unlikely to have occurred.
  • Overall health and social care utilisation per patient: extrapolation of research findings suggests reductions achievement of overall health and social care utilisation of £1,511 per person per programme i.e. £10.6 million total national savings to date
Awards and endorsements
Which local or national clinical or policy priorities does this innovation address:
Health and Wellbeing
Supporting quote for the innovation from key stakeholders:
The ESCAPE-pain website is a project supported by the Health Innovation Network. Founded by NHS England, the Health Innovation Network is the Academic Health Science Network (AHSN) for South London. Their objective is to deliver service improvement and sustainable change, through collaborating with partners from the NHS, universities, local government, industry, the third sector, and prioritising involvement from service users and the public, to drive innovation and best practice across South London.
Plans for the future:
  • Approximately 1 in 5 of the adult population over the age of 50 have osteoarthritis. Access to ESCAPE-pain need not be limited to clinical environments. ESCAPE-pain is currently being offered in hospitals, physiotherapy departments, gyms, local leisure centres, and community halls etc. One of the aims is to grow the number of leisure sector providers offering the programme and also providers based out in the community.
  • The programme has been selected by the AHSN Network for national adoption and spread during 2018-2020.
  • The free ESCAPE-pain app is available on both iOS and Android devices. It contains 16 high-quality exercise videos and engaging animations and videos to help people learn how to manage their condition better and feel more in control of their pain.
  • An additional digital tool has been launched to further support the ESCAPE-pain programme. ESCAPE-pain Online is a web-based version of the app which replicates the same education and exercise videos. It allows people who don’t have smart phones to continue exercising safely in their own homes. ESCAPE-pain Online has been designed to be accessed from a computer.
Tips for adoption:
  • Facilitators must attend a one-day training course to become an ESCAPE-pain facilitator covering key areas such as the content of all 12 sessions, the evidence-base, Motivational Interviewing, the importance of collecting the clinical outcomes etc.
  • Initial support and mentoring to ESCAPE-pain facilitators (typically physiotherapists and fitness instructors) to set up the Programme.
  • Describing aligned incentives – delivering ESCAPE-pain in groups releases capacity in physiotherapy services, and is cheaper for CCGs, as well as delivering participant benefits.
  • Influencing commissioners through existing fora/more detailed discussions where CCGs are re-procuring MSK services.
  • For National Programme spread monthly webinars are scheduled to bring together ESCAPE-pain project/programme managers with those who have experience in delivering the programme. Each webinar covers key topics and provides an opportunity for sharing best practice and discussing challenges. Face-to-face events are planned as well.
  • Ongoing use and promotion of the ESCAPE-pain website to demonstrate digitally and succinctly how to deliver the Programme; the website also provides research evidence/financial data for commissioners.
  • Ongoing use and promotion of the free ESCAPE-pain app which is available on iOS and Android devices, and ESCAPE-pain Online.
  • Distributed leadership: clinical champions and champion sites regularly showcase the Programme.
  • Annual event to bring together sites delivering the Programme to learn from each other. gives all the materials required to commission the Programme and provides information on how to access the training.
Contact for further information:
Andrea Carter
E: website for healthcare professionals and commissioners, showing videos of the Programme, full evidence-base, educational information for patients etc. Register for free to access the education and exercise videos.
Metrics: outcome data can be provided
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Isabel Rodrigues de Abreu 26/06/2018 - 21:54 Approved
Overview summary:
Dr Amit Arora at University Hospital of North Midlands (UHNM) has developed a Frailty Passport for frail elderly patients. The Frailty Passport is a patient held diary that holds the patient’s statement of preferences and wishes for the rest of their life.

This project aims to discuss advance care planning with frail elderly patients and as a by-product also reduces unplanned admissions and length of stay by communicating a personalised integrated care plan that is agreed by all parties involved- putting the patient right at the centre of care.
Challenge identified and actions taken :
It has been reported that frail elderly patients often have multiple hospital admissions. They often get readmitted to hospital because they are not always asked what they want when approaching the end of life. These discussions often happen at an inevitable or imminent stage of end of life rather than when approaching end of life. The aim is to issue the Frailty Passport and extend it to those frail patients ‘approaching end of life’ to enable ‘dignity in death’ rather than discussing advance care plans when death is imminent.

Therefore, this project strives to create an intervention service that puts the patient at the centre of their care plan. It aims to reduce unplanned admissions and length of stay, by establishing an integrated personalised care plan- bridging communication and care between all providers. This is done by the passport being completed in conjunction with the patient, their families and the medical teams. A Multi-Disciplinary Meeting (MDT) is organised to create an inclusive environment where all information can be shared regarding the Frailty Passport. The patients GP is also involved and is informed of the passport. It only becomes valid if the GP agrees to the contents after discussions with the patient, or their representative. This then enables patients to spend more time out of hospital.
Impacts / outcomes: 

The Frailty Passport is intended to be used by health and social care professionals. The passport incorporates advanced care plans, supporting the patient or a new or revised care plan(s), in relation to the social situation, activities of daily living, crisis management plans, ceiling of care, and end of life plans including DNACPR documentation. Therefore, documenting and respecting patient wishes. This has achieved many positive outcomes which are mentioned below:
  • By streamlining care and improving communication across the traditional boundaries of primary care, secondary care, ambulance services, social care, housing and care homes it improves the whole experience for both health and social care in later years.
  • The written information is given to relevant staff in health, social care, carers and care home as guidance about matters that have been discussed in detail with patients (and/or representatives) and their medical records. This improves the quality of life, dignity, choice and autonomy.
  • As the passport streamlines care it avoids unwarranted hospitalisation, facilitate discharges, readmission and lists patient’s wishes and preferences. It also aims to improve the patients experience across the whole NHS for the rest of their life.
  • As this written plan is agreed by the MDT it will give enough confidence to health and social care staff to follow patient’s wishes.
  • The Frailty Passport has been listed as a good practice example by NHS England.
Overall, the Frailty Passport has been effective by clearly communicating the patient’s wishes and putting them at the centre of the care plan. It also gives written information to health and social care staff and provides medico-legal assurance.
Which local or national clinical or policy priorities does this innovation address:
At the moment the Frailty Passport is being used at UHNM and has plans to spread to other Trusts who are interested in the innovation. The priority this innovation addresses is: • To reduce healthcare related harm as complex elderly patients are at risk when admitted as an emergency (NHS England). • Preventing individuals from dying prematurely. • Enhancing the quality of life for individuals with long term conditions. • Helping individuals to recover from episodes of ill health. Furthermore, the Frailty Passport innovation ensures: • Ensures that patients have a positive care experience. • That the treatment and care for patients is in a safe environment, protecting them from avoidable harm.
Supporting quote for the innovation from key stakeholders:
Dr Amit Arora said- Traditionally Health and Social Care professionals are widely acknowledged to use syntactic language, current practice within the project when liaising with patients is to use terminology that can be understood by all involved. Acting as an advocate on behalf of the patient and family ensures that patients were given opportunity and support to discuss their wishes, concerns and suggestions for advance care planning. Also, highlighted was that the Frailty Passport is vital to ensure that patients and family fully grasped what was being communicated. The Frailty Passport also provides the reassurance of a clear documented and agreed written care plan to the care home staff when deciding what to do in the event of clinical deterioration in condition.

Here is some feedback that was given about the Frailty Passport in a few short quotes from individuals who have utilised the Frailty Passport:

“The best service I’ve had.”

“I wish every old person can have one of these”.

“This is the first time I have been asked about such an important issue”.

“This is absolutely fantastic”.
Plans for the future:
The USP of this innovation is that the boundaries between Acute Community, Primary, Social and Mental Health Care are able to successfully align to another. The introduction of the Frailty Passport results strong communications with all parties involved improves hand overs and improves the quality of patient care and satisfaction.
  • The next step for the Frailty Passport is to work towards the sustainability of the project and possibly modelling and scaling to meet the current demand.
  • Parameters could also be developed, which will enable identification of groups of high-risk patients at an earlier stage. This will facilitate early intervention and allow a more effective use of resources.
  • It could be hoped that a predictive model could be introduced in the future.
At present the teams can be alerted about the presence of the Passport by a notice at the back side of front door and is only available in a paper copy but an electronic format is being planned for further roll out. Evidence showed that health and social care can be difficult to understand and navigate as only 55.5% knew how to access further information or support. This will be an area for future improvement. 
Tips for adoption:
Adopting the Frailty Passport includes utilising a multi-disciplinary case management approach, which is linked to the management of multi-morbid patients can facilitate a reduction of reliance on acute based care.

Adopting the Frailty Passport enhances communication and has proven to be a valuable tool in enabling all stakeholders to fully understand and comprehend what’s planned how it will be facilitated and who is responsible. 

By adopting the Frailty Passport patients, carers and family have been fully involved in the project and always include their own planning and MDTs.

If you would like more information on the Frailty Passport please contact Amit Arora:
Contact for further information:
If you would like more information please contact Dr Amit Arora:
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Amit Arora 25/05/2018 - 16:37 Approved
Overview summary:
Dr Amit Arora is a consultant geriatrician at the University Hospital of North Midlands and has served as Chairman of England Council of the British Geriatrics Society. He and his team developed the “National Deconditioning Awareness and Prevention Campaign” that encouraged elderly patients to “Sit up, Get Dressed, Keep Moving”. The campaign aims to stop older patients becoming deconditioned whilst in hospital or care homes. The campaign was initially used locally and then launched nationally on Older People’s Day, 1st October 2016.
Challenge identified and actions taken :
During hospitalisation, older people can spend up to 83% of their time sitting in bed and often a further 12% in a chair, therefore becoming deconditioned. Deconditioning can start as early as the first 24 hours where patients could lose up to 2-5% of muscle mass. It is often said that ten days of bed rest can be considered to be equivalent to ten years of muscle ageing in people over 80 years. Up to 65% of older people can experience decline in functionality during hospitalisation. Moreover, patients may experience:
  • Reduced mobility and functional ability
  • Increased dependence
  • Confusion, loss of self-confidence, depression, and demotivation
  • Further complications such as falls, delayed recovery, pneumonias and associated complications
These factors can lead to what he describes as ‘Deconditioning Syndrome’. Deconditioning is preventable but requires a strategic approach and awareness. Recovery from deconditioning can take twice as long.

Dr Arora: “Deconditioning is common but it is under-recognized and under-reported. There are many people who may have experienced deconditioning... Across our hospitals and care homes, we need to make healthcare staff and families aware of deconditioning to minimise and prevent it. To create awareness, we’ve developed the ‘National Deconditioning Awareness and Prevention Campaign’.
Impacts / outcomes: 

Within the deconditioning campaign there are resources such as banners, posters, screen savers, information leaflets, exercise programs, videos and practical demonstrations to raise awareness.

As older people are the core users of the NHS, they benefit most from this campaign.

Dr Arora says “An appropriate level of exercise, activity and mobility in older people is easily do-able with in the usual surroundings. We are not talking about going to gymnasiums here. It is about doing simple activities of daily living, exercises in bed or chair, walking to toilet, sitting out in chair, standing, walking etc...” Some of the information available includes advice on how people could be supported and encouraged to stay active and independent by performing activities of daily living and movement when in hospitals and care homes. For example staff could ensure that:
  • Glasses, hearing aids, calendars and clocks are readily available and visible to promote awareness.
  • Patients are sat up in chairs, rather than remaining stationary in beds.
  • They should be dressed properly in their own clothes rather than in hospital gowns as it can make people feel better and more able.
  • Meals are eaten whilst sitting in chairs and not spoon fed in bed unless circumstances dictate so.
  • Patients should be encouraged to wash and dress independently, walk to the toilet where possible.
    • Appropriate mobility aids should be provided earlier on if needed.
    • We should ask if the mobility aids are of the right height.
    • We should check if the height of the chair for example is not so low that the patient can’t get up.
    • Patients should be encouraged to keep their arms and legs moving in their beds or chairs especially if they are unable to mobilize themselves.
  • Restrictions on visiting hours should be adjusted to encourage normal social interactions, which will also help to maintain functionality, regain independence and reduce loneliness.
  • Patients should be supported and encouraged to move as quickly as possible, where possible.
All of this support and encouragement movements could help to:
  • Reduce the risk of harm from falls, infection, thrombosis and delirium.
  • Reduce length of stay in hospital.
  • Reduce the likelihood of having an increase in their future care needs.
In addition there are many benefits of staying active in hospital:
  • Better able to fight infections
  • Better appetite
  • Better sleep
  • Better mood
  • Better able to cope at home
  • Lower risk of pressure sores
  • Less weakness and fatigue
  • Less dizziness
  • Lower risk of falls
  • Less pain
  • Less confusion
Moreover, this project noted that the biggest change was the individual’s behaviour and organisational culture generated through awareness.
The initial intended outcome was to achieve a 25% increase in the number of patients sat out, dressed and engaging in meaningful activity during their acute illness. However, there was an increase in the number of patients sat out, dressed in their own attire and mobilized by 60%. There was also an increase in therapy review and therapy led plan setting within 24 hours of admission. However, these can be fluctuant and dips were commonly noted so it is important to keep the momentum going.

There was also an enhancement in patient experience and in both staff and relative satisfaction...

Overall, the outcome from the ‘National Deconditioning Awareness and Prevention Campaign’ to get patients to “Sit up, Get Dressed, Keep Moving” has had a positive impact on patients and staff.  
Which local or national clinical or policy priorities does this innovation address:
With the support from the British Geriatrics Society and NHS England, within a month there were requests for our material from clinical staff at over 20 hospitals, including hospitals from Australia, New Zealand and Canada and more have joined since. This campaign also received unprecedented support from the #endpjparalysus campaign and Jane Cummings (Chief Nurse, NHS England) and the efforts to prevent deconditioning became popular. Overall, this innovation generates awareness about this common condition in older people especially when they are hospitalized and less active. It also addresses how deconditioning syndrome can be prevented. Furthermore, the campaign’s material was requested by 40 NHS hospitals and more enquires have followed from the UK. The freely available downloadable material has already been requested by 40 hospitals; the team has certainly made an impact.
Supporting quote for the innovation from key stakeholders:
Many people were pleased with the information that was given to them about the ‘Deconditioning Awareness and Prevention Campaign’ and how it can affect a patient’s well-being. Here are a few supporting quotes that showcase how the campaign has been effective and successful, being adopted across different NHS Trusts:

“Hi Amit
This is a great campaign. Thanks for sharing it with us. As Andy said, it should fit well within the Care of the Elderly teaching blocks.”

“Hi Doctor Arora, 
I am a physiotherapy student at Keele University and have recently started placement on frail elderly at UHNM. Whilst embarking on pre-placement reading, I came across the deconditioning awareness campaign. I have also highlighted deconditioning and behaviour change as potential topics for my placement presentation.”

“Thank you so much Amit.
I wish there were more stars in the NHS like you. Normally sharing material is not an easy matter & people get protective over their material. I will send you updates when we get them produced.” 

We love your staying active in hospital patient information and would like to have permission to use in Western Sussex Hospitals NHS Foundation Trust.
Of course credit still going to University Hospitals of North Midlands.”

Here are some supporting quotes from Dr Amit Arora himself on how he came to create the ‘Deconditioning Awareness Campaign’ and how deconditioning can affect a patient’s well-being:

Dr Arora said: “Many years ago I was subject to restricted mobility following an emergency appendicectomy. It took me a surprisingly long time to regain my strengths and abilities. I noted that despite my youth and the will, my muscles would not move. It took a while to recover back to normal.

When I related this to the frail old people that I see in hospitals, I can understand why someone who was able to function well before they came to hospital takes longer to regain their functions. A prolonged hospital stay, bed rest and other risks lead to loss of muscle power, strength and abilities…”

Dr Arora also said: “We should encourage patients to wash and dress independently, walk to the toilet where possible, provide appropriate mobility aids earlier on and encourage patients to keep their arms and legs moving in bed or chair. Even moving arms, legs and sitting up in bed offers a small degree of physiotherapy. It sounds so simple yet very often it just doesn’t happen.”

Amanda Futers, Clinical Nurse Specialist said: “Staff and families have an important role to play in preventing deconditioning. There is sometimes a misconception by families that staff should be doing everything for their loved ones because “they are in hospital”. Educating patients, relatives, carers and staff about the dangers of deconditioning is vital, since bed rest continues to be expected during a hospital stay, despite the considerable evidence showing potential adverse effects from inactivity. Of course there are times and conditions when best rest would be advisable, but more often than not this is not the case.”
Plans for the future:
  • To continue to build on ward-based exercise groups to maintain muscle tone and abilities.
  • To launch campaigns and engage influencers at local Older People’s Day events.
  • Hold national/international conferences at UHNM in 2018.
  • Continue to speak at national conferences to generate awareness.
  • Help nurses, therapists and medics conduct further research on methods of effective implementation of such programs.
  • Continue to roll out locally and nationally via schools, fire service, public, patient and CCG networks.
  • Engage champions from ward to board and into community.
Overall, we must continue to build on the campaign’s message.
Tips for adoption:
If you would like some tips on how to adopt the ‘Deconditioning Awareness Campaign’, “Sit up, Get Dressed, Keep Moving” then do not hesitate to download our material (This material may be copied without prior permission being sought from the copyright holder provided the purpose of copying is not for commercial gain and due acknowledgement is given):

View 'Poster' here (fo​r hospitals and care homes​)​​
View 'Bann​er' here
View 'Patient Information Leaflet' here​​
View Screensavers here

Or contact Dr Amit Arora:
Contact for further information:
Contact Dr Amit Arora:
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Amit Arora 24/05/2018 - 15:09 Approved
Overview summary:
Continuing Healthcare is a complex multi stakeholder assessment and funding decision making process. It has been the subject of NHS improvement programmes, National Audit office scrutiny and patient group pressure which led Simon Stevens to make a commitment to Improve the service whilst reducing the cost to the NHS. We focused on developing a solution to improve efficiency and chc2dst was identified as one of ten high impact innovations in 2018. The solution was co-designed with the NHS.
Challenge identified and actions taken :
In late 2016 IEG4 ran an open event for NHS staff to come and discuss where improvements in efficiency through digital could make most impact. Two nurses were very clear that if we tackled the very inefficient process, paper and complex assessments for continuing healthcare we would improve the service for families and patients and dramatically improve the efficiency of the NHS workforce.
Continuing Healthcare improvement is also the focus of the NHS through a strategic improvement programme and a Quality premium payment scheme for CCG’s.

We took on the challenge and with the support of the Cheshire and Wirral Continuing healthcare team developed an end to end digital referral, assessment, workflow and decisions software solution.

Over an 8-month period the software was developed as part of an “agile” project to the stage we had an operational solution which the NHS in Cheshire and Wirral implemented.

Dramatic improvements in quality and performance have shown through with the Cheshire and Wirral CCG’s achieving NHSE targets. The solution is now market ready for rapid adoption across the whole of England to deliver widespread benefits.
Impacts / outcomes: 
Tracey Cole - the Head of CHC in Cheshire has presented at events with the NHS England SIP team with the following messages from utilising our solution.  These will be presented again at the Kings Fund Digital Health and Care conference in July 2018.
  • Single point of entry of referrals into the process offers control and transparency over the work load
  • Improved quality of assessments received – particularly checklists being digital
  • Reduced volume of cases by better and quicker assessment and education of referrers at the checklist stage
  • Reduced paper and postage costs
  • Reduced admin time for the operations team
  • Reduced admin time spent by clinical team – quicker completion of DST’s
  • Better allocation of positive checklists to the clinical leads
  • Automation of communications across stakeholders reduces delay
  • Improved morale in the team – people doing a better job
  • Improved delivery of 28-day standard
  • Digital checklist supporting discharge to assess to achieve the 15% standard
  • Full transparency of patient progress through the CHC system
Cheshire and Wirral CCG’s performance against an 80% target has improved from 66% to 82% during the period of implementing chc2dst.
Which local or national clinical or policy priorities does this innovation address:
Strategic Improvement Programme for Continuing Healthcare, Paperless 2020 as part of the 5YFV, Quality Premium scheme for CCG’s
Supporting quote for the innovation from key stakeholders:
Reviewers for the NHSE software applications assessment:

“A much-needed system for improving efficiencies in the CHC process”
“A high-scoring, eminently usable system that greatly impressed all three of our assessors in terms especially of clinical efficacy, safety, security and privacy”
Plans for the future:
Collaboration with AHSN’s and STP organisations to deliver the innovation across the NHS and build the digital solution for CHC and Complex care.
Tips for adoption:
The adoption process is very straightforward – One demonstration to frontline CHC staff and administrators, arrange a site visit to see the software in action, deploy an “instance” of the software into a test environment, configure the users and release the software to a live environment. Ongoing operational support from a Superuser/admin lead.
Contact for further information:
Charles MacKinnon
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Charles MacKinnon 21/05/2018 - 14:45 Approved
Overview summary:
The Secure Clinical Image Transfer app (SCIT app) was developed at University Hospitals Birmingham NHS Foundation Trust (UHB), and was officially launched at the Trust in February 2017.

The aim of the project was to create a secure app for use on mobile phones, which allows clinicians to take clinical photos in a secure way. The images taken and some identifiable patient data are then stored off the device into the secure UHB network. Once the image has reached the hospital system it automatically attaches the image to patient’s records.
Challenge identified and actions taken :
In 2013 challenges arose concerning the risks of clinical staff using their own mobile devices to photograph patients during out-of-hours and in emergencies when professional medical photographers were not available.

At the same time a ‘Do It Yourself’ camera, managed by the Medical Illustration department, continued to be returned containing images that could not be matched to a patient as standardised operating processes were not being followed correctly.

SCIT was designed to address the issues outlined above, and continues to provide a simple solution. The secure app available for both Apple and Android allows clinicians to take photos of patients and have them immediately stored off their device in a secure UHB network. Once the image is taken SCIT does not allow the image to be viewed on the mobile device and instead clinicians can view images only once they are passed to the Image Management System (IMS) which is accessible via the electronic patient record. Images are never available on the device even if the device is lost or stolen. As the app does not allow any access to the images on mobile devices or independent cloud systems, it therefore conforms to the NHS governance criteria and data protection.
Impacts / outcomes: 

The SCIT app is designed to be simple, straightforward and above all safe, and there are many positive outcomes from its development outlined below:
  • The app ensures that when the Medical Illustration team are not available, clinical images can still be taken of patients in a secure manner. It allows clinicians to send images to patient records which can be reviewed by other clinicians via the Clinical Portal
  • The SCIT console gives a real-time view of all user activity, provides a control mechanism to authorise new users, monitors activity, and assesses the quantity of images and data flow

  • SCIT has allowed for faster patient diagnoses and consequently quicker treatment plans
  • The SCIT app is unique as it only allows images to be taken and sent to the patient record system without them being accessible on any device 
    • This also makes it ideal to be developed into a patient app to avoid patients sending on their own clinically sensitive images through insecure and unsuitable electronic routes which is occurring regularly, especially in dermatology
  • There is no cloud involved, which means that the image is transmitted directly from the device to a Trust server, therefore making it secure enough for the NHS.
There are many other benefits of adopting the SCIT app:
  • The app can be used on clinicians’ own mobile devices or tablets to securely take and sent clinical images
  • The app works with iOS, Android and Blackberry
  • The app is fast and hassle free
  • The app eliminates the risk of sending un-secured images and protection from large fines for non-compliance on clinical information governance issues
  • Military level encryption means patients’ images are always secure
  • The app streamlines diagnosis, improves efficiency and reduces paperwork
  • The app can be used offline in areas where wifi connectivity is poor
  • The console monitors all activity and provides robust audit trails every time the app is used.
Which local or national clinical or policy priorities does this innovation address:
The SCIT app has been utilised at UHB and other NHS trusts such as Coventry and Warwick NHS Trust, who purchased the SCIT app in 2017 and have adapted it to link with their secure Wi-Fi network, to provide vital evidence at the most appropriate part in the care pathway. It supports safer working practices, telemedicine, teledermatology, remote community- based working and addresses the current data protection and information governance risks. In addition 30 other organisations are also enquiring about SCIT Version 2, ranging from Dermatologists, Trauma specialists, GPs and the Information Governance groups.
Supporting quote for the innovation from key stakeholders:
Jane Tovey UHB Medical Illustration Services Manager: The SCIT app will enable the NHS to securely capture clinical images and send them direct into the patient’s electronic record. The encrypted data package is monitored to ensure it is delivered to the correct patient notes and all parts of the pathway are safe and auditable.”

Chris Coulson UHB Consultant Ear, Nose and Throat Surgeon: “Whilst we all know that a picture can speak a thousand words, the majority of clinical findings are currently recorded by hand drawn pictures, or by text. The SCIT app will give clinicians the ability to document visual findings using photography, which can then be securely uploaded into the patient records. This will undoubtedly lead to an improvement in patient care, using the cameras on mobile devices most of us carry around every day.”
Plans for the future:
We are already in the planning stages of SCIT Version 3, which will include bar-code scanning to speed up patient data entry, the ability to take small video clips and confirmation emails that will hold direct links to the Trust’s IMS. These can only be opened on a secure networked computer within the Trust but could speed up image sharing.
Tips for adoption:
If you would like to learn more about the SCIT app then visit our website and try out the free demo:

Or you can simply contact the SCIT administration team on:
Contact for further information:
Contact the SCIT administration team on:
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Jane Tovey 15/05/2018 - 12:59 Approved
Overview summary:
SWITCH Waste is an innovative solution available to the NHS and healthcare sector. It facilitates standardisation in waste management- resulting to cost, carbon and quality benefits.

Our mission: “Deliver sustainable benefits to the healthcare sector, achieving a cleaner, safer, patient environment and experience, along with financial savings associated with the improved segregation of waste”.

It was first adopted by University Hospitals of North Midlands (UHNM) and has resulted in a Waste Management service that is regarded as a national leader.
Challenge identified and actions taken :
The way Waste services are managed has a huge impact upon operational and financial efficiency, as well as environmental sustainability and compliance. UHNM recognises the impact that its operations have on the environment and the link between sustainability, climate change and health. The Trust has implemented a range of measures in order to enhance its responsibility as a waste producer, for example, UHNM strives to achieve high standards for waste management from the point of disposal, and when waste is produced; increasing the amount that is reused, improving waste segregation and giving more presence to recycling and diversion from landfill.

The SWITCH Waste partnership with UHNM, exemplifies all of these principles.


SWITCH Waste allows pre-sorted, non- hazardous waste (domestic and offensive), to be segregated at wards and department level and then transported internally in separate colour coded 770 litre waste bins. It is then jointly compacted (within the same compactor) for onward disposal at the local waste to energy incineration plant, where the embodied energy within these waste streams is recovered and used to generate electricity and heat.

SWITCH Waste also has an educational program that informs colleagues on the importance of sustainability and encourages them to improve working practises.
Impacts / outcomes: 
UHNM has had positive outcomes from facilitating the SWITCH Waste innovation. Firstly, managing their waste has reduced costs and improved the patient environment. The correct segregation of waste has provided UHNM the opportunity to reduce waste costs. For example:
  • Using Tiger bags (offensive waste) as standard and only using Orange bags if the patient is infectious;
  • Using clear bags (recycled waste) alongside black bags (domestic waste)
SWITCH Waste achievements made by UHNM:
  • The safe and compliant declassification and diversion of a significant proportion of waste went into non-hazardous waste streams.
  • Introducing a culture of staff empowerment and a ‘blended learning’ technique for education which comprises:
    • SWITCH Waste e-Learning modules
    • Waste Management e-Learning modules  for specific staff groups
  • By improving the quality of waste segregation and declassifying a large proportion of waste to ‘non-hazardous’, UHMN has enabled an opportunity/freedom to transport and dispose waste in a different way by no longer requiring the use of a specialist clinical waste contractor and facility.
  • With specific waste procedures and staff education in place, the local Waste to Energy facility have deemed the risk of contamination by hazardous waste at a low level and accept UHNM non-hazardous waste as ‘mixed’ waste stream, duel consigned by the European Waste Catalogue (EWC) code.
    • This is a first for the NHS and a municipal disposal facility- achieved with engagement by the Environment Agency.
  • UHNM is a zero waste to landfill Trust.
  • SWITCH Waste adopted by UHNM has resulted in a Waste Management service that is regarded as a national leader and is currently positioned in the lower quartile for waste costs according to Lord Carter.
Which local or national clinical or policy priorities does this innovation address:
The SWITCH Waste initiative has already been implemented at UHNM and has helped to achieve a more sustainable approach to waste management through facilitating a lean and innovative approach which results in cost, carbon and quality benefits. The SWITCH Waste initiative is fully proven, commercially deployable, market ready and already adopted.
Supporting quote for the innovation from key stakeholders:
Jenny Clarke, Matron, Estates, Facilities and PFI, UHNM:
The UHNM SWITCH Waste project has been a resounding success and an example of how clinical staff have embraced change. The waste team have given nursing staff the knowledge, information, resources and support to enable them to decide the best way to dispose of waste in their clinical areas. This has been a superb example of how clinical and facilities teams can work together….it has been a “win –win” for all concerned.”

Louise Stockdale, Head of Environmental Sustainability, UHNM:
"The Mixed Waste solution has enabled a huge opportunity with the way we store, transport and dispose of waste –This whole solution is innovative yet simplistic. It is enabling the Trust to receive efficiency, operational and quality benefits whilst also bolstering our local economy by using its services.”
Plans for the future:
UHNM is working with the Staffordshire and Stoke-on-Trent Sustainability and Transformation Plan (STP) in order to roll out SWITCH Waste, thereby standardising efficiency across local NHS Trusts.
Tips for adoption:
For more information contact SWITCH Waste: Email:
Contact for further information:
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MidTECH Innovations 05/04/2018 - 13:24 Approved
Overview summary:
Dr Sarah Steadman from Birmingham Women’s Hospital (BWH) developed and implemented an electronic ward round and handover system, which has proven to be an effective streamlined process with numerous benefits, helping the NHS work towards a paperless future.

The system is a unified electronic handover and ward round tool that has been applied to the neonatal ward. The system has demonstrated that it is a viable solution, has significantly saved time and has potential to be adapted for other inpatient units where ward rounds are conducted. 
Challenge identified and actions taken :
Most UK hospital teams verbally handover patient information with a hand written or typed list, containing basic demographic information, clinical information such as reason for admission, current treatments and a job list for each patient. These sheets are then used throughout the shifts, with additional information on patients being gathered before the next shift. These sheets also contain clinical information that needs accuracy, legibility and traceability just like patient records, but this is often overlooked.

Ward rounds consist of a team of doctors reviewing each patient’s clinical condition, treatment and future plans regarding management, which is documented in notes. Depending on case load this process can take a considerable portion of the working day (in this case 5 hours).

When ward round notes are handwritten there is the potential for illegibility due to poor handwriting, bad spelling or errors being made when coping information back and forth. The system developed solves these problems by electronically transferring information between a handover sheet and ward round format, updating itself as each process happens.

Furthermore, this software has helped the trust in working towards their goal of becoming paper free, one of the national NHS goals.
Impacts / outcomes: 
There are many impacts and outcomes that the software’s system has been shown to achieve, for example it has significantly reduced shift handover and ward round times. During its trial introduction period data showed it to save 24 hours per week.
The system has also enabled staff to have more time to carry out other duties, such as increased time with patients and families and opened up time for teaching students and junior clinicians.

Below are some more of the outcomes that the Handover system has achieved:
  • The electronic solution automatically placed the time, date and patient identifiers on each page and the entries were all typed, which meant that all ward round entries completed using the electronic system that met 100% of NHS Litigation Authority audit standards.
  • Based on the data available from the Handover software, it is estimated that the time of intervention has saved on average 57 minutes per day of time for the members of medical staff involved in the ward round. Based on this alone it can be estimated to save the Trust over 24 hours of staff time each week.
    • As the system has saved time and allowed an earlier completion of ward rounds, it has enabled staff to spend more time with patients and completing routine work during daytime hours.
    • Earlier completion of ward rounds also meant that routine tasks such as placing long lines could now be completed in working hours rather than be handed across to the on-call team.
  • Medical staff were freed from the process of duplicating documentation from one day to the next reducing the risk of errors when transcribing information.
  • The nursing team were pleased with the improved standard of documentation and legibility of the ward entries and have started using the printed sheets as a handover tool for their nursing shift handovers.
Overall, the use of the low cost, unified electronic ward round and handover solution has demonstrated a significant reduction in average ward rounds and handovers whilst simultaneously improving documentation standards.
Which local or national clinical or policy priorities does this innovation address:
• The software developed is being used at Birmingham Women’s Hospital NHS Foundation Trust. • Other local neonatal units in the region have approached the team to see if the system can be adapted or have developed their own similar concept. • It addresses how ward rounds and handover can be done in a time saving, efficient, safe manner which fits in with the NHSLA record keeping standards.
Supporting quote for the innovation from key stakeholders:
Below are some supporting quotes from the media that covered our project:

Herald Scotland News: “Using laptops or tablets instead of paper for hospital rounds could save each doctor an hour a day, research suggest”

ITV News: “Laptops or tablets could save doctors up to an hour a day…. Medics spend around 56% of ward tome filling out paperwork, but this could be reduced to around 41% if doctors made use of technology…”

CBR (Computer Business Review): “Switching to an electronic system would also allow doctors to read and share records with colleagues much more easily, instead of having to rely on the famed unreadable scrawl of many medical professionals...”
“…eight months after the trial, the hospital unit is still using the electronic system, which has saved an estimated 24 hours of doctor time per week.”

Mark O’Herlihy, director of Healthcare, EMEA, at Perceptive Software said "A paper-based approach has been relied on for all too long and has often resulted in misplaced medical records, operational inefficiencies, and delays to patient care…Faster and secure access to the correct and relevant data at the right time could see a real benefit to patient care and confidence in the NHS as we go forward."

Hit consultancy: “Historical data also showed that only 68 percent of the doctor’s paper entries into medical notes are legible, but an electronic system boosts this to 100 percent.”
“8 months after the trail, Birmingham Women’s Hospital’s neonatal unit is still using the electronic system improving handover and documentation standards.”
Plans for the future:
Due to the software’s success it is still being used by the department neonatal at the Birmingham Women’s hospital as a solution while the team investigates the potential for developing a custom system which has a potential link to other hospital systems.

Moreover, the team are taking this project to commercial partners, which has the potential to provide the NHS with a step towards paperless working. This can also help the NHS make considerable efficiency improvement, while maintaining quality.

In addition having heard about the success of the project other local neonatal units in the region have approached the team to see if the system can be adapted to run on their machines. Expanding our software for others NHS Trusts to use is another future plan.
Tips for adoption:
This system was designed and programmed by 2 NHS junior doctors using readily available Microsoft based software. It is proof that even simple IT solutions can save the NHS money and time and that junior doctors are a valuable resource for the NHS in terms of Quality Improvement.

We hope to take #HandoverProject to a commercial partner to help us combine the concept into a wider electronic solution to link into systems for bed management, electronic prescribing and test results.

If you would like additional information on how our software could be adapted at your Trust please don’t hesitate to contact us:  
Contact for further information:
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Sarah Louise Steadman 04/04/2018 - 15:47 Approved
Overview summary:
Adrenal incidentalomas (AI) are lesions found whilst patients undergo radiological scans for other conditions. Most are benign and hormonally non-functional. However, 20% are malignant and/or produce excess hormones. Malignant lesions require rapid treatment as tumours can be aggressive and life-threatening.

This project based at University Hospitals of North Midlands and University Hospital of South Manchester aimed to establish effective management of patients with AIs, minimising delays in diagnosis/treatment and reducing patient distress.
Challenge identified and actions taken :
  1. We did not develop consensus guidelines - these became redundant following publication of 2016 guidelines.
  2. How to make the system utilisable with different centres IT systems within our pilot work’s limited budget.
  3. We identified the importance of incorporating an MDT outcome letter into eAIMS to save time and reduce errors. Ultimately, this will positively impact on uptake by other centres.
  1. The system is aligned with the newly published European Guidelines for AI (2016).
  2. In collaboration with Trust IT, we developed a web-based embedded electronic management system (the electronic Adrenal Incidentaloma Management System; “eAIMS”). Use of a web-based system improves ability of other centres to uptake eAIMS, even if they utilise different IT systems.
  3. The system captures key information on AI cases and generates a pre-populated MDT outcome letter, saving clinical and administrative time whilst ensuring timely management with enhanced safety (reduced need to re-dictate and type results, minimising transcription errors). We also developed a prioritisation strategy, in collaboration with MDT members, which ensured that high risk individuals are prioritised for prompt discussion and decisions.
Impacts / outcomes: 

There are many positives outcomes from the eAIMS project. It has made a positive impact within the healthcare industry and helped to improve patient safety, reduced the time from AI identification to MDT decision and much more. The impact that eAIMS has made is discussed in more detail below:
  1. By using the newly published European guidelines, we developed a novel, web-based eAIMS that links the clinical, biochemical and radiological data necessary for assessing and managing AI patients.
  2. Implementation of eAIMS, along with improvements in the prioritisation strategy, resulted in:
    • A 78% reduction in the time from AI identification to MDT decision (vs. our original primary objective of 20%). This significantly reduced delay, which will result in less patient anxiety.
    • A 49% reduction in staff hands-on time.
    • Improved patient safety:
      • A reduction in the risk of transcription errors, given the in-built error validation of entered data and the automatic generation of the MDT outcome letter as opposed to repeated human-instigated steps.
      • Our analysis identified that 70% of AIs were not being followed-up, and hence we are now developing the next stage of the programme to proactively identify all new AI cases, thereby avoiding missing cases (work in progress).
    • A 28% reduction in costs (from an independent health economics analysis).
  3. Links outside UHNM: Built-in the project is the partnership with UHSM to explore the generalisability and utility of the system. The system was conceived as web-based from the outset to facilitate wider adoption. We have also established dialogue with the Association of British Clinical Diabetologists to showcase our work.
Which local or national clinical or policy priorities does this innovation address:
Firstly, the eAIMS system has improved the prioritisation strategy of AI patients, which has led to a reduction in the time from AI identification to MDT decisions. It has optimised the likelihood of tumour treatments from earlier identification and enhanced digital health. • The eAIMS system is already in place and has become the default at UHNM (University Hospitals of North Midlands). • The web-based system has also already been adopted by University Hospital of South Manchester and is fully functional. This will demonstrate the adoptability by other Trusts.
Plans for the future:
Our plan for the future is to spread the innovation:
  • One of the ways we will spread the innovation is by offering the system to selected Trusts across the UK. By doing this we hope that the system will be adopted by other Trusts.
  • We also would like to further develop the eAIMS system to ensure that it is more user-friendly and less time-consuming (e.g. a paper form to be scanned to allow data entry).
  • Furthermore, another plan for us is that the data management infra-structure (e.g. system administrator) to manage the core system, ensuring data quality, managing enquires, facilitating audits and more.
  • Moreover, we would like to explore other options to enhance and evaluate cost-effectiveness, patient benefit (as measured by changes in anxiety levels).
Tips for adoption:
System is web-based making it very easy for other centres to adopt the system. This has already been demonstrated through University Hospital of South Manchester, who operate on a different base IT system to UHNM, and have successfully adopted and utilised the eAIMS system.
Contact for further information:
For more information contact:
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Dr Simon Lea 08/03/2018 - 12:37 Approved
Overview summary:
Stephen Lake, a consultant at Worcestershire Acute Hospitals NHS Trust, had the idea to create an eConsent software application. There are many factors that could cause problems when clinicians are writing up risk factors for patients, for example paper-based consent forms are open to increasing errors - handwriting may be unreadable, doctors could miss out crucial parts of patient data and patients may not understand abbreviations.
This led to the creation of the eConsent form, which MidTECH supported with its development and commercialisation.
Challenge identified and actions taken :
A consent form fully-informs patients and their agreement to proceed with a surgical intervention. The problem was that these paper-based forms had become complex and open to errors.

Stephen’s vision was of a structured digital version, supporting communication with individual patients. His initial approach was through his Trust’s IT project team, with whom he built a database in Microsoft Access. He and his colleagues used this to select and enter all the necessary fields clearly. The final form was printed out and signed by the patient.

After successful use within the Trust, the idea was ready for further development and commercialisation. This was a challenge that Stephen faced, he was having difficulty finding the right partner.

MidTECH was approached:
  • Their experienced consultants were able to call on their contacts in order to understand which firms had the expertise, experience and interest in a product like eConsent that would be able to take it to the next stage.
  • They also advised both parties on right agreements, from confidentiality agreements through to licence negotiations and contract drafting- striking the best shape for partnership.
  • Their wide network of clinical and commercial contacts meant that the project was uniquely placed to find the right collaborator, eHealth Innovation.
Impacts / outcomes: 
One of the outcomes was that with several years of success within the Trust behind the project (which became a Health Service Journal Award finalist in 2008); it was clear that the idea was ripe for further development and commercialisation.

In less than a year, the contracts were signed. Matthew Smith, Business Strategy Manager for Wellbeing Software Group, believed this process was crucial to successfully taking eConsent to market.

eHealth Innovations had the know-how to take a Microsoft Access database and turn it into something slicker and more intuitive to use. The package now runs off a hospital server and displays in an attractive user interface optimised for mobile devices, such as tablets. The process is fully digital too – the paper form is being finally consigned to history.

MidTECH are continuing to consult with e-Health Innovations and the Worcestershire team, supporting eConsent in its broader adoption. Via its links with the West Midlands Academic Health Science Network, MidTECH has encouraged regional adoption through workshops and launch events.

eConsent is a software application that originated within Worcestershire Acute Hospitals NHS Trust, resulting in a licensed commercial product which is now available on the market.

Such has been the success of the partnership that was facilitated by MidTECH that the adoption of eConsent doesn't stop there. "Only months after the official launch, we were invited to tender for introduction in thirty-eight hospitals in the USA," says Chris. "As of now, we've made it through to the shortlist”.

“We wouldn't have even heard about eConsent without MidTECH – and now we're working to market it the world over. Their networks have helped to make this happen."

Therefore, MidTECH has helped this project take international adoption.
Which local or national clinical or policy priorities does this innovation address:
Issues around the proper consenting of patients.
Supporting quote for the innovation from key stakeholders:
“I didn’t know then that this idea might be considered worthy of a prize, but it did seem an extremely useful time-saving, and quality–improving, concept.”
"What emerged from the MidTECH introduction was a really productive partnership. Both Stephen and the Trust were really keen to get the product out there – and so were we.”

“We wouldn't have even heard about eConsent without MidTECH – and now we're working to market it the world over. Their networks have helped to make this happen."
Plans for the future:
Chris Burdett is the Product Manager at e-Health Innovations and responsible for eConsent: "We're developing new functionality for eConsent all the time. Stephen's original idea has been totally reworked using our expertise into eConsent 2.0. The product emails a link of the form to a patient, so they can review it at their leisure – and they simply sign on the device the next time they're in the hospital. It's a huge move forward for the patient experience."
Tips for adoption:
If this is a system you would like to adopt in your organisation then please contact e-Health Innovations - 
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MidTECH Innovations 21/02/2018 - 14:44 Approved
Overview summary:
The West Midlands GMC (WMGMC) is the largest GMC, working with all 18 acute trusts in the region to underpin the delivery of the project. The WMGMC Education Team has developed a suite of educational programmes to ensure the region’s current and future workforce is equipped to understand how genomics medicine might impact on their role.
Challenge identified and actions taken :
The WMGMC Education Team has developed a suite of educational programmes to ensure the region’s current and future workforce is equipped to understand how genomics medicine might impact on their role. 
  • Developing and delivering consent training for healthcare staff across the region
  • The development of National Consent and Recruitment ‘Train the Trainer’ days for staff from all GMCs, using a blended learning approach Partnership working with the University of Birmingham, which offers an MSc in Genomic Medicine and associated Continuing Professional Development (CPD) modules
  • Delivering a Genomics Access Course to provide intermediate genomics training and support applications to the MSc in Genomic Medicine
  • Providing work experience opportunities in genetic counselling and genomics for GCSE and A-level students, in partnership with HealthTec
  • Contributing to the development of Advanced Clinical Practitioner roles in genomics
  • Working closely with the Genomics Ambassadors to promote education and training across the 18 trusts
  • Engaging with primary care.
  • Developing a system-wide training needs analysis in line with national requirements
Impacts / outcomes: 
The immediate training priority for the West Midlands was to train sufficient numbers of health care professionals, with some existing genetics knowledge, to recruit and consent patients across a number of local delivery partners (LDPs) in line with the phased roll out of the 100,000 Genomes project. A further learning need was identified whilst working with the University of Birmingham (UoB), the local provider of the MSc in Genomic Medicine;  non-medical health care professionals were dissuaded from applying for both CPD modules and the MSc due to insufficient knowledge in basic genetics science. 
The West Midlands working with UoB developed an Access Course designed to educate non –medical healthcare professionals who had little knowledge of genetics or genomics and to support them in successfully meeting the entry requirements for the MSc in Genomics. Other courses provided by the WMGMC included an interactive one-day recruitment and consent programme as well as a blended E-Learning Consent course which built on work from Health Education England (HEE).
A national consent training day was also organised to allow for additional training alongside the blended learning package.
The Recruitment and Consent course delivered both centrally and through blended learning has been hugely effective. Locally it enabled individual clinics across 18 LDPs to meet recruitment targets across cancer and rare diseases. Furthermore, these genomics training events are thought to have contributed to interest in and attendance on CPD modules as well as the full MSc in Genomic Medicine at the UoB.
The phased roll out of the 100,000 Genomes Project has also been assisted by the three Genomic Ambassadors. As part of a focus on precision medicine the AHSN sought to fund these 3 innovative posts known as Genomic Ambassadors. In the early days the role largely comprised of engagement of various healthcare professionals, coordinating teams ahead of going live to recruitment as well as training staff to consent patients. The genomics ambassadors regularly take part in regional and national events to raise awareness for not only the 100,000 Genomes Project but also personalised medicine, an important aspect which has also developed their ability to educate groups of people including nurses, scientists and students.
As well as events focussed on workforce training the Education Team have helped with activities to ensure the future workforce is aware of genomics. This includes enabling work experience opportunities for  school, college and university students ensuring the next generation of scientists, nurses and doctors receive vital experience within the genomics and genetics field.
The WMGMC has also worked closely with the national Genomics Education Programme team to ensure national requests are fulfilled. This has included producing a training needs analysis questionnaire to highlight the needs of different staff groups. Each GMC was asked to produce a questionnaire suited to their workforce with the focus of the WMGMC being Healthcare scientists. From this a national report is to be produced which will hopefully influence training and education opportunities in genomics that will be available in the future.
Which local or national clinical or policy priorities does this innovation address:
The 100,000 Genomes Project is a national initiative. To help deliver this project Genomics England was established. Two of the four main aims of Genomics England are to bring benefit to patients and set up a genomic medicine service for the NHS and kick start the development of a UK genomics industry. These points in particular highlight the importance of the Genomics Education Programme and the need for the workforce to receive the relevant training and education.
Supporting quote for the innovation from key stakeholders:
“I don’t want it to end, I don’t want to stop learning” ~ Genomics Access Course Participant
‘We certainly enjoying running the course and were excited to be able to share our insights into Genomics and the impact of the 100,000 Genomes project to healthcare both now and in the future.  We were pleased meet so many of our colleagues working in and around genomics in the West Midlands and be able to inspire and enthuse them to put their new found knowledge into practice.’

Laura Boyes, Lead Consultant Genetic Counsellor
Plans for the future:
Education in the West Midlands Genomic Medicine Centre continues to be vital. With the return of results from the 100,000 Genomes Project staff will need to be trained to effectively inform patients about the outcome of their genetic testing. Currently the hope is for members of Multi-Disciplinary Teams and leads of the soon to be established Tumour Boards to receive two days of training with the opportunity for further half days of training which will delve into more advanced content.
As well as this the Education Team have recently been successful with a bid to HEE for the development of an interactive education and training tool around Genomics aimed at supporting higher education institutes to deliver high quality education to their undergraduates. This will start initially with undergraduate nurses and medical students but will be expanded to support other programmes. The programme will be `train the trainer` style to expand the knowledge base of genomics across undergraduate teachers.
Tips for adoption:
Identify and plan for both immediate and longer term needs with the right stakeholders to ensure that the training offered is delivered at the relevant time and has the right buy in. 
Classroom based training in this instance has needed to be followed up to ensure course participants have the confidence to practice. Having on the ground ‘ambassador roles’ has enabled the right level of support to be given locally following formal training and which has been essential.
Good Planning!
Contact for further information:
Kirsten Chalk
Education and Engagement Project Officer
2nd Floor Open Plan Office
Institute of Translational Medicine
Heritage Building, QEHB
Mindelsohn Way
B15  2TH
0121 371 8161
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West Midlands Academic Health Scien... 21/02/2018 - 10:53 Approved
Overview summary:
Nationally there is a decline in prevalent ladies attending for Breast screening and engaging with services. We created a Facebook page as an alternative innovative method of engaging with local communities, with the aim of targeting prevalent ladies. This is delivered as a practitioner-patient communication platform that informs, influences, and motivates cohorts to make better health decisions to improve cancer outcomes.  Positive peer to peer encouragement has resulted in hard to reach ladies engaging with services.
Challenge identified and actions taken :
Through the use of Facebook and publishing community posts to the wider community networks, we are highlighting and promoting the breast awareness message and the importance of early detection through screening, thus improving cancer outcomes. We have established a positive conversation with targeted community cohorts, therefore enabling and empowering women to make informed choices. These posts are breaking down a number of barriers, including organisational and misrepresentation barriers and are resulting in behavioural changes towards Breast screening. On updating specific screening information, we are able to encourage engagement and advice on correct pathways to the service.

In targeted areas, engagement posts are published at regular intervals, to prompt ladies of their appointments.

We have identified that there is a misconception in the over 70’s being entitled for Breast screening. This is highlighted in each engagement post.

During the creation process, I encountered a number of organisational barriers and concerns. The implementation of the digital strategy had to adhere to all trust policies.
Impacts / outcomes: 
These initiatives have resulted in two large village practices having an increase in the overall uptake rate in 2017, compared to 2014. With a large increase in prevalent ladies attending from both practices. It was also noted that the number of ‘A’ symptomatic cancers diagnosed with the screening service in 2017 was double compared to 2014. The Facebook engagement initiatives have resulted in uptake amongst the prevalent and incident cohorts and therefore improved cancer outcomes.
Nationally we have the largest number of followers out of all the Breast Screening services, this currently stands at 1,172. On average, the monthly reach of published post is 37,464, with a high proportion of this being organic.
The animation of the breast screening pathway, which is understandable to all health literacy levels and is also culturally sensitive has been viewed over 26k times.
Improved digital communication and engagement methods have resulted in a number of perpetual non-attender ladies making direct contact over the page. With the practitioner-patient conversation, individuals then felt empowered to make a positive behavioural change and attend for their screening invitations. 
Which local or national clinical or policy priorities does this innovation address:
To enhance national cancer screening uptake and to reduce mortality rates. • To optimise the likelihood of effectiveness of cancer treatment from early identification • Enhancing digital health literacy • To promote health behavioural changes • To endorse the breast awareness message • To minimise cost of cancer treatment for the NHS
Supporting quote for the innovation from key stakeholders:
From patients

“If I had not seen the post on Facebook, I would not of asked or checked myself because where else can we women go. You only go to the doctors if you’re ill and even then you are in two minds.”

“I saw the post and knew that mum was due screening but hadn’t heard anything from the doctors so we got in touch, which was very easy. We’ve both discussed that neither of us were particularly aware and rarely or never checked ourselves so we’ve definitely become more aware now.”

“It made me chase up a missed appointment.”

“It certainly got myself, family and friends chatting about screening and checking. I think personally ladies are more likely to check themselves after seeing social media or TV ad’s nowadays.”

“Really pleased to find a contact for queries regarding breast screening. I have had great difficulties in the past accessing breast screening due to BRAC+ status and having ovarian cancer. I am more than pleased that I can say I can message someone and not have to go through switchboard trying to find a department who may be able to answer queries and offer support/advice. Thank you.”
Plans for the future:
To explore further avenues in engagement and awareness, with a particular focus on hard to reach groups.
A video of the patient pathway is currently in production, this will feature local ladies who were diagnosed through our screening service. This video will deliver a powerful message within the local community in that through early diagnosis with the Breast screening service, mortality rates from Breast cancer are greatly reduced and quality of life is increased.
Tips for adoption:
Perform mapping exercises and identify relevant community pages and closed groups, they normally have a large following with regular engagement and interaction within the group. Write an editorial article and get this published on the main news feed, informing and encouraging ladies to make contact with any queries or concerns.
Contact for further information:
Gina Newman
Health Improvement Practitioner
Breast Care / Breast Screening
County Hospital
Weston Road
ST16 3SA
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Gina Newman 20/02/2018 - 13:06 Approved
Overview summary:
The Solihull Approach is a training method for practitioners working with families, children and young people, developed from within the Heart of England NHS Foundation Trust. Hazel Douglas, a clinical psychologist is the Director of the approach.

The approach began in 1996 as a new method of training health visitors supporting parents of children experiencing sleep, feeding, and toileting or behaviour difficulties. As the approach became popular it now needed trademarks, intellectual property agreements etc. This is when MidTECH was contacted.
Challenge identified and actions taken :
The approach was successful with health visitors who first utilised it, that it quickly began to be applied more broadly, becoming an integrated model for many practitioners. Hazel and the team wrote and produced their own course packs. These ever since have been used to think about the behaviour of children in a holistic, relationship-based way.
 This success posed challenges, however: as the approach grew and began to be disseminated widely, questions of ownership arose. For Hazel, who had devised the method the question of rights to the ideas behind it became critical.
Franchising the Model:
In addition franchising the model also had its difficulties. MidTECH thus helped to protect Hazel and her team from copy-cats looking to steal their work. MidTECH enabled them to establish a framework for establishing franchises.

MidTECH became Solihull Approach's in-house IP specialists. They explained the process of registering a trademark so clearly and MidTECH worked with lawyers who inevitably became involved.
Franchising the Model
MidTECH enabled a framework for establishing franchises. Via an intensively consultative process, MidTECH worked extensively with lawyers on Solihull Approach's behalf to devise a set of proper legal agreements which could govern these sorts of arrangements.
Impacts / outcomes: 
The security MidTECH provided to the Solihull Approach and their efforts to spread their successful model ever further can't be underestimated: on the day we touched base with Hazel to write this article, the Trademark Office had called her to highlight a new trademark which had the potential to infringe upon Solihull Approach's.  Needless to say, she turned immediately to MidTECH for advice on liaising with her lawyers, the Trademark Office – and assessing the potential clash.
MidTECH have helped to create a strong theoretical model which now educates people in how to understand their relationships and in a way that increases the wellbeing of individuals with of training health visitors supporting parents of children experiencing sleep, feeding, and toileting or behaviour difficulties.
Which local or national clinical or policy priorities does this innovation address:
The Solihull approach was developed from within the Heart of England NHS Foundation Trust but now the model is used Nationwide.
Supporting quote for the innovation from key stakeholders:
"They explained the process of registering a trademark so clearly that we could do it ourselves. That advice was absolutely crucial, and MidTECH was able to work with the lawyers who inevitably became involved”. 

“People in professions are trained to give advice – but it’s often difficult to make it heard. We now have in place a strong theoretical model which educates people in how to understand their relationships and in that way increase their well-being.”
“We got in touch with MidTECH through our Trust, the Heart of England NHS Foundation Trust," recalls Hazel. "They very quickly got to work."
"Not only that, but we recently needed our trademark to be appropriate to new activity in China: without MidTECH, we wouldn't have known whether or how to extend ours to cover a range of much less obvious classes in order to protect us in challenging international markets. There's no way we could have done that ourselves.”
“That's why it's so helpful to be able to access people who do know this world, who are experts. It gives you the confidence you need to innovate and expand."
Plans for the future:
Talks currently underway with China and adoption in Australia is underway.
Tips for adoption:
If you are interested in using Solihull Approach in your organisation please contact the team at -
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MidTECH Innovations 15/02/2018 - 17:46 Approved
Overview summary:
Trajan has been working closely with New Cross Hospital’s pathology department to improve performance of bone marrow trephine (BMT) biopsy testing. Bone marrow diagnostic tests are usually undertaken for cancers that are most likely to affect bone marrow such as lymphoma & leukemia.
An ongoing challenge for New Cross has been a higher than normal test repeat rate on BMT cases, due to tissue lifting off microscope slides during processing.
With minimal failure & repeat rates, using Trajan slides provides fast turnaround time for patient results.

Challenge identified and actions taken :
An ongoing challenge for New Cross Hospital has been a higher than normal test repeat rate on bone marrow trephine (BMT) biopsy sections due to tissue lifting off the surface of microscope slides during processing resulting in specimen loss.

BMT biopsy is carried out as part of assessment of various hematological conditions to evaluate marrow cellularity, cell distribution & morphology.

The bone marrow sample required is usually taken from the patient’s hip bone using a trephine needle.
Taking into account complexity of the trephine biopsy procedure & patient discomfort the small volume sample (~1.5-2 cm length) becomes highly valuable in supporting patient diagnosis.

Image below Sectioning ~1-2 µm thin bone marrow trephine specimens using microtome.

Trajan supplied specialised adhesive microscope slides for review in BMT cases by New Cross Hospital. The initial verification & validation exercise as part of the laboratory’s ISO15189 compliance showed Trajan Series 3 adhesive microscope slides dramatically increased the retention of BMT tissue sections on test slides.

With minimal failure & repeat rates, Trajan’s Series 3 adhesive microscope slides provide fast turnaround time for patients as results for H&E & other IHC stains are available within 48-72 hours of carrying out the biopsy depending on the applied protocol.
Impacts / outcomes: 
Trajan Series 3 adhesive microscope slides assist investigation of BMT biopsy samples with an aim to support diagnosis and management of hematological conditions. The slides provide excellent specimen adhesion and the mounted sections can be used for an array of routine and IHC stains.
Since the adoption of the Series 3 adhesive microscope slides, they have been used in more than 235 bone marrow trephine biopsy cases at New Cross Hospital and have demonstrated outstanding results with regards to stain quality as well as minimum repeat rates due to tissue loss.
Previously each repeat stain for a repeat test would take a day and a half to complete (cut and dry on overnight and stain the next day). With Trajan Series 3 Adhesive slides, due to their strong adhesion quality, no repeat tests are required.
Trajan Series 3 Adhesive slides are now used for ALL Bone Marrow Trephine biopsies at New Cross Hospital.

National Clinical / Policy Priorities:

NHS England’s 2016-17 Business Plan –
“Cancer is increasing – there will be 300,000 new diagnoses a year by 2020. Following publication of the Cancer Taskforce report in July 2015 we will drive down waiting times, increase diagnostic capacity and develop a modern national radiotherapy network.
Trajan Series 3 adhesive microscope slides assist investigation of BMT biopsy samples with an aim to support diagnosis and management of hematological conditions, helping to improve patient experience and outcomes.

Image below: Robust tissue adhesion with H&E stain of bone marrow trephine (BMT) biopsy section on Trajan Series 3 adhesive microscope slide.

Image below: Minimal background staining with the reticulin silver stain of bone marrow trephine (BMT) biopsy section on Trajan Series 3 adhesive microscope slide.

Which local or national clinical or policy priorities does this innovation address:
Supporting quote for the innovation from key stakeholders:
“Since the adoption of Series 3 adhesive microscope slides from Trajan Scientific and Medical, we have used them in more than 235 bone marrow trephine biopsy cases which demonstrated outstanding results with regards to stain quality, as well as minimum repeat rates due to tissue loss.”
Glyn Woodward, Quality Lead, New Cross Hospital.

“Trajan Series 3 adhesive microscope slides have worked well with these BMT biopsy specimens as they provide much improved tissue adhesion during staining. Their positively charged hydrophilic nature prevents any tissue loss in this particular specimen type.” “We do not have to worry about tissue lifting off the slide surface, which has helped us with our turnaround time too because we don’t have to repeat stains where specimens have fallen off.”
Pam Leach, Immunohistochemistry Lead, New Cross Hospital

To read the full Testimonial - click here.
Plans for the future:
Tips for adoption:
Finding time to complete the tests using Trajan Series 3 Adhesive slides was the only real challenge.
New Cross Hospital completed 6-7 cases and witnessed vast improvements in results with regards to stain quality as well as minimal repeat rates due to tissue loss. As a result, a decision was taken based around the improved quality using Trajan Series 3 Adhesive slides.
Contact for further information:
Azeem Hanif, Commercial Projects Executive
Trajan Scientific and Medical
Direct: +44 (0) 1908 568 844
Mobile: +44 (0) 7534 140 969
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Azeem Hanif 07/02/2018 - 17:03 Approved
Overview summary:
The Multi Award Winning Neo-slip® is a novel, innovative yet practical solution that aids application of TED (thromboembolism-deterrent) stockings in a ward environment or whilst the postoperative patient is recovering at home.
Challenge identified and actions taken :
After seeing both nurses and patients struggling to apply compression garments in my role as a registered nurse I experimented with different materials in the hope of creating a smoothing aid that reduced friction and helped in the application of tight compression.

The result? The Neo-Slip.

Neo-slip® is a new, innovative low friction pouch available in colour coded sizes and fits onto the limb before the tight fitting compression, this creates a lubricous/slippery effect which slides the stocking into place and makes putting on stockings as easy as applying socks.

Neo-slip® enables patients to live independently and improve their quality of life thus enabling staff to focus on other tasks. Patients in the community no longer have to rely on nurses or social workers coming into their homes to apply tight surgical stockings.

Impacts / outcomes: 
Neo-slip® delivers value for money by reducing the significant costs associated with DVT for the NHS, the economy and individual patients, which could also affect their family.
Health Select Committee estimated in 2005 that the total cost including the indirect cost to the UK for the management of DVT was approximately £640 million. In addition, the total annual costs of treating venous leg ulcers, a consequence of DVT, in the UK were in the region of £400 million.

Cost of treating complications is also very high; if you compare it to the cost of purchasing our product Neo-slip®, this will go on to encourage patients to wear their stockings that are vital in the battle against DVT.

Estimates show cost of treating a patient with DVT is £216 per day. With a typical stay in hospital of 5 days bringing total cost £1080 for just one occurrence of DVT.

Neo-slip® is sold to the NHS at £5.80 per unit and saves considerable time (and hence costs) of applying TED stockings, significantly reduces the cost of additional treatment and expensive stays in hospital (and thus increasing bed availability for serious illness) but most importantly helping nurses and patients, particularly when at home to apply their TED stockings correctly and easily.

Our strategy fits with current NHS strategy and objectives in driving efficiency and tackling waste, to make money invested in the NHS go further by delivering the services that patients want, including the latest technology.

Our innovation supports this by encouraging more efficient use of TED stockings. For example, a hospital purchased 27,779 pairs of anti embolism stockings at a cost of £68,158. However, Quinn et al (2015) surveyed 60 patients and found that over half found difficulty in the application of TED stockings, whilst physicians predicted that difficulty in the application was the main reason for non-adherence.

Anecdotal evidence suggests many patients do not adhere to the advice given in hospital to wear stockings for up to 6 weeks following discharge due to the difficult application.

Our innovation fits with current NHS strategy and objectives because the low unit cost pricing matrix of our innovation will support the NHS to take further action nationally to ensure that they can deliver more benefit for patients from every pound of its budget. As well as harnessing people power the NHS needs to leverage the potential of Innovation, which enables patients to take a more active role in their own health and care
Which local or national clinical or policy priorities does this innovation address:
Our strategy fits with current NHS strategy and objectives in driving efficiency and tackling waste, to make money invested in the NHS go further by delivering the services that patients want, including the latest technology.
Plans for the future:
We are expanding our range to include children size Neo-slip. This is a direct result of requests from nurses in the lymphedema clinics
Tips for adoption:
In the past two years, I have completed the design registration for Neo-slip®, trademark, patent pending, have obtained ISO9001 recognition, gained availability via NHS drug tariff (prescription) and, earlier this year, our nurse-led company achieved accreditation and listing on the NHS Supply Chain.

Listing on the NHS Supply Chain is vital for the future growth of the company, as this listing allows all NHS hospitals to order Neo-slip® without having to undertake their own due diligence on a product's efficacy and quality.

We currently supply  private hospitals across the UK and recently have signed an agreement with Boots chemist to fulfill our prescription orders for community patients.
Contact for further information:
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Neomi 06/02/2018 - 13:13 Approved
Overview summary:
Lantum is an intelligent clinical bank management platform using AI & machine learning to send the right shifts to the right people with minimal effort

Our Health Partnership (OHP) is a GP partnership in Birmingham/surrounding areas, consisting of 38 practices & nearly 240 GPs serving around 333,000 patients
Lantum set up a collaborative staffing bank for OHP in August 2016 with salaried “roving” GPs/local locums. Lantum’s approach of establishing a network of trusted, readily accessible online local doctors has led to impressive results for OHP
Challenge identified and actions taken :
As part of their aim to improve life for their members, Our Health Partnership (OHP) were looking to provide a way for all practices to share local GPs without paying high agency fees.
The challenge they faced, was how to achieve this without creating more time consuming, manual scheduling for the central admin team and local practices.
In June 2016, Lantum began working with OHP to set up a digital collaborative staff bank, with the goal of transforming the way member practices manage their locum requirement.
Lantum provided an end to end platform with tools for both GPs and OHP practices. For both admin staff and GPs everything is highly automated to save time and effort: timesheets, payroll, pension forms, optimising gap filling and even much of credentialing.
Lantum also helped OHP devise an implementation strategy including communications to both practices and GPs, a launch event, and support via a dedicated activation team.
The bank - comprised of local locum contacts & salaried ‘roving’ GPs to further reduce costs - went live on the 8th August, 2016.
Impacts / outcomes: 

Lantum’s technology now allows OHP practices find GPs in seconds.
When a job is posted on Lantum it triggers smart app, text message and email notifications to be sent to GPs who are available to work in the area. OHP Practices can also choose for any sessions not filled by staff from the collaborative bank to be made available for the wider community of local GPs on Lantum.
3 months after the launch, OHP practices filled 90% of all hours posted on Lantum. 46% of those hours were filled with an OHP bank GP, saving practices £2,653 in agency fees.
Cumulative savings 12 months after launch were in excess of £24k and there are now nearly 90 OHP bank GPs, working as many as 100 hours per month across member practices.
Which local or national clinical or policy priorities does this innovation address:
NHS England’s 2016-17 Business Plan – “Primary care is the bedrock of the NHS. We will support GPs, widen the workforce, harness digital technology and increase use of pharmacists. We will extend the range of services and improve access to them.” Lantum’s intelligent staff management platform uses digital technology to assist healthcare providers to improve the continuity of care they provide to their patients by enabling them to source high quality and cost-effective GP cover for their practices.
Supporting quote for the innovation from key stakeholders:
We were looking for an innovative way to meet the challenge of sourcing high quality and cost-effective GP cover in our practices. We wanted a reliable and effective solution and the Lantum approach, of establishing a network of trusted local doctors that are readily accessible online, was instantly appealing.
The platform is easy-to-use and the energetic activation teams who assisted with the set-up meant our practices were fully bought in from the word go. We have seen impressive results since its launch and are excited to see what it can deliver in the future.

Dr Mark Newbold, Managing Director, OHP

The beauty of the Lantum platform is how easy it is to use and the cost savings it offers to our member practices when they book a bank GP. Looking to the future, we are really excited to see how the idea can be applied to other grades of staff.”
Lesley Evans, Operations Director, OHP
Plans for the future:
OHP and Lantum are now working on applying the GP bank model to other grades of staff. By building a flexible staffing platform for forward thinking providers like OHP, Lantum aims to help maximise the potential of local workforces across the NHS, improving patient access and reducing temporary staffing costs.
Tips for adoption:
Engagement (of both practice staff and locum GPs) is key to the success of a collaborative staff bank. In practical terms, this means communicating the goals of the initiative early and often, whilst making sure everyone understands the benefits they can expect by participating.
I particularly liked the approach of OHP working in collaboration with Lantum to bring the concept to life. Their team provided ample support throughout the process with bi-weekly conference calls to discuss the progress of onboarding practices and GPs. We were able to quickly build a great working relationship and I believe this was key to the bank’s success.”
Lesley Evans, Operations Director, OHP
Contact for further information:
Simon Wright, Engagement Manager
07985 648 871
0203 793 4257
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Simon Wright 18/01/2018 - 12:03 Approved

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