Mental Health: recovery, crisis and prevention

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Innovation 'Elevator Pitch':
Software that automatically engages with stakeholders to track performance & risk and identify continuous improvement opportunities in campaigns and/or contracted out services.
Overview of Innovation:
Do you find it difficult to track and measure contract or campaign performance? Compared to well-managed contracts/campaigns, unmanaged or poorly managed contracts/campaigns can lead to costly inefficiencies, poor performance and an increase in risk.
ContractsWise is now offering its innovative, cloud-based contract management tool: ECMS, (available via the Crown Commercial Services G-Cloud Framework Agreement if required). Designed by experienced contract managers, ECMS can increase performance and savings, improve service quality, and mitigate risk, with an automatically backed-up database to prevent loss of data.
Some of ECMS’s features include:
  • A  register to record all contracts/campaigns and associated documents in a secure database
  • A dashboard that can be individually configured for each user, with information on performance and risks
  • Compatibility with any device with a web-connection, including tablets and smartphones, without the need to download additional software
  • Actively and automatically engage with stakeholders.
For those who don’t need all of ECMS’s features, there’s ECAS, an administration system that is scalable to your needs and will help improve control of information and documentation.
ECAS’s Entry Level Plan features include:
  • Searchable database of your information and documents
  • Automated reminders for important dates
  • Secure cloud storage with automated data back-up which frees up physical space
  • Archive old information
  • Online tutorials and help documents.
All of ECAS’s features are included in ECMS.
Understanding contract management and how to improve performance can be difficult, which is why ContractsWise also run an online training course: An Introduction to Contract Management, which combines theory and best practice to give you a comprehensive understanding of the subject.
For more information on the ways that ContractsWise can help please visit www.contractswise.com
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
There is an increasing body of evidence that shows that organisations incur significant unplanned costs, don't achieve expected savings or service quality as a result of a lack of effective contract/campaign management.
Research by the International Association of Commercial and Contract Management (IACCM) has quantified the value of these losses at the equivalent of 9.2% of revenue.
All organisations want to achieve the maximum value for every pound spent but in the NHS this is critical. ContractsWise provides low cost tools that will enable the NHS ensure that best value is achieved, risks are identified and mitigated and opportunities for continuous improvement are identified.
A business case template is available to download for free from our website www.contractswise.com and the return on investment will include: avoidance of unplanned costs; never miss a contract termination or renewal negotiation opportunity; realise planned cost savings or revenue improvements; reduce administration time; improve internal and external stakeholder relationships; redice risks; improve compliance; improve reporting.
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Users of the NHS in the West Midlands will receive improved services and will be able to contribut eto the continuous improvement of services.
Providers of services will have greater control over their budgeted expenditure or revenue.
Current and planned activity: 
Our software has recently been adopted by Western Sussex NHS Trust.
Following a full review of software available on the market The Chartrered Institute of Procurement and Supply (CIPS) chose our software and has been operating with it since February 2015.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:

Being cloud based with minimal training required,the software can be easily scaled nationally and internationally.

Measures:

The goal is to maximise the performance and minimise the risks associated with the delivery of services by a 3rd party. Maximising performance will ensure that value for money is also maximised and will increase end user satisfaction rates. Minimising risks will reduce the possibility of unplanned costs that have not been budgetted for and will help ensure that any planned savings are actually delivered.
Users of the software will be able to continually measure performance and risk using the tools and dashboard built into the software. The users have full control over what it wants to measure so these can include quality, safety, cost and people.
ContractsWise limited will also measure the satisfaction of our customers through engagement with key stakeholders and work with them to maximise the benefits achieved by using the software in order to generate compelling case studies.

Adoption target:

Any organisation, part of an organisation or project whose measure of success relies upon the delivery of services from one or many 3rd parties.

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Noel Green 14/12/2015 - 14:53 Detailed Submission 1 comment
2.8
4
Votes
-99999
Innovation 'Elevator Pitch':
Technology to assist older people living independently with declining cognition, who are at risk of hypothermia, dehydration, malnutrition and unattended falls.
Overview of Innovation:
Many older people want to live independently for as long as possible, causing anxiety for family and friends.  They are often in denial of their declining capacity, proud and won’t wear pendants. Especially with impaired cognition, many suffer from hypothermia, dehydration, malnutrition or unattended falls.  They are admitted to hospital needing longer treatment for poorer health outcomes and greater risk of transfer into a care home. 
 
To make sure that service users are warm, drinking, eating and moving around as normal, Kemuri checks every hour and provides actionable information and alerts for the families and carers.  It increases peace of mind in addition to better outcomes and reduced costs for services users, families and the public sector.
 
Kemuri looks like a Familiar Power Socket to the service user; no changes to life style, plug in kettle and microwave, not stigmatising, not intrusive and tamperproof.
 


Technically it is mains-powered, continuously monitoring five sensors and sending data via a mobile phone connection to the Internet.  It has internal battery back-up to report power loss. 
 
The Wellbeing Monitor App is designed for the families and carers of older vulnerable people who:
  • Want to live independently
  • Reject or forget pendant alarms
  • Deny declining capacity
  • Show symptoms of dementia
  • Remove things they don’t understand
  • Need daily monitoring
  
 
Predictive analytics check every hour for changes to patterns of motion and power usage.  If there are many changes, then alerts may be sent to families, carers or 24/7 response centres.
 
As stated by a Commissioning Manager at a County Council, “ ... this is a unique product ….  I think there’s potential here for both self funder and LA funding as a potential option that fills a gap that conventional telecare does not.”
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
The Kemuri Wellbeing Monitor is used the context of the care of older people living alone who are losing their ability to undertake Activities of Daily Living (ADL).  Research by the Institute of Ageing shows the range of pathways that people take before they are unable to live independently

Kemuri is effective when people are less mobile, possibly showing early symptoms of dementia.  They do not need, or welcome, daily contact and cannot, or will not, use pendant alarm systems.  They can be encouraged to continue living as actively as possible and maintain a reasonable quality of life for more years.  If people stay in the right hand side of the curve, average saving is £1900 per year.  People on the left hand side cost an extra £15,500 per year.

Kemuri’s hourly analysis of multiple sensor data enables people to gain insight into the risk of hypothermia, dehydration, malnutrition, unattended falls and power loss.  It is preventive telecare; unlike alarms that are reactive telecare.

The most common telecare service is the provision of pendant alarms.  Out of 1.6 million issued, 32% are never worn, only 8% are worn all the time, as prescribed.  These 500,000 unworn pendant alarms are ineffective for identifying falls, strokes or coma.  This wastes as much as £80 million per year.  Kemuri is passive telecare that continuously monitors ambient conditions and use of electrical devices e.g. kettles and microwaves.  

 
After an emergency admission into hospital, discharge to a residential care home is 2.5 times longer than discharge to independent living at home.
 

 
Including cost of stabilisation, treatment and excess bed days, this costs an average of £5000 more per non-elective hospital stay.  Preventive telecare with a wellbeing monitor and family intervention will help to minimise the number of patients suffering from hypothermia, dehydration, malnutrition and unattended falls.  People admitted in a healthier state are less complex to treat, have improved health outcomes and less likely to be readmitted.  
 
Kemuri is specifically designed for a cohort of older people who are often in denial of their declining ability.  Typically they won’t use their pendant alarms, reject wearable devices, have memory lapses and resist any changes to their normal routine.  Some may show other symptoms of the onset of dementia.  Many will be over 85 years old and not receiving regular visits from family or friends.
 
Initial Review Rating
2.80 (2 ratings)
Benefit to WM population:
West Midlands has a population of 5.6 million people covering an area of more than 5,000 square miles.  It is a region full of contrasts and diversity.  It includes the second largest urban area in the country (Birmingham, Solihull and the Black Country) yet over 80% of the area is rural.  It is the second most ethnically diverse region in the country after London.  There are probably 40,000 older people who might be suitable for passive wellbeing monitoring.  Many of these are admitted to hospital and may not be able to return to their own homes. 
 
Kemuri wellbeing monitoring can extend the period that older people can continue to live independently at home.  It avoids the stigma of wearables and unfamiliar sensors that can be damaged or removed.  A power socket is a very familiar device and installation does not require changes in patterns of normal behaviour.  They are easily installed into kitchens of sheltered accommodation.  Wardens or housing scheme managers can easily check wellbeing daily and avoid some of the tragic outcomes of unattended falls. 
 
Peace of mind is the greatest value for many families.  They can check daily, or even hourly, that people are living normally, fitting in with their own daily routines, from anywhere in the world.  They can be alerted if there are lots of changes that may give them concern.  Alerts can also be directed to 24/7 response centres.  They can confirm that domiciliary carers have provided drinks and meals at the time they were ordered.
 
Families spread over the world can be part of an older person’s care plan.  Social contact with the older person can be more directed and appear less intrusive.  You can ask if somebody had a nice day in the garden or slept well, in the full knowledge of activity in the kitchen at that time of day. 
 
Caring for older people is very time consuming and costly if professionals are used.  However, there are probably four times as many unpaid carers providing care on a voluntary basis.  There are also examples of people who have to give up their jobs in order to care for their vulnerable parents, this represents a loss to the local economy and taxable income.  Regular checks with the Kemuri well-being monitor could allow people to have more time for paid employment.  
Current and planned activity: 
After the completion of the Proof of Concept, Kemuri is now scaling up manufacture for B2B sales through accredited telecare service companies.  The first is Welbeing (Wealden and Eastbourne Lifeline), which has the telecare service contract for Staffordshire.  They have the capacity to install Kemuri anywhere in the Region.  Welbeing provides telecare for statutory bodies and self-funders.  The latter are increasing in number as many local authorities are reducing budgets for adult social care.
 
We are building batches of 100 units.  Many of the first batches can be made available for trials by health and social care clients.  Trials are necessary to collect evidence that preventive wellbeing monitoring does actually improve health outcomes and reduce time until discharge.   
What is the intellectual property status of your innovation?:
Kemuri has patents pending; GB1417259.7, effective date of 30 September 2014 and PCT/GB2015/000275, International Filing Date of 30 September 2015. 
 
Note that the patent applies to more devices than a power socket.  It covers the internal electronics and components, which could be incorporated into any equipment consuming significant amounts of power. 
 
Kemuri and KemuriSense are registered trademarks.  
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
Regulatory Approvals:
The product has been prototyped and progressing through the Certification process. EMC compliance has been achieved and final Safety report for CE certification is expected in Feb 2016. 
 
It is not a medical device since it only measures ambient conditions.
Regional Scalability:
The production of smart power sockets is scalable from batches of 100 to 1000 per month in the production facilities in Woking.  Larger volumes could be obtained by second sourcing the manufacturer in the UK or overseas.
 
The Web technology is cloud-based and can be very rapidly scaled by commissioning more servers and storage at very short notice. 
 
The installation can be performed by our telecare service partner, Welbeing.  They are a growing company with over 60,000 service users in NHS Trusts, Social Services, sheltered housing and care agencies throughout the UK, including the West Midlands.   They offer a nationwide telecare service with 24/7/365 monitoring facilities in a TSA accredited contact centre.  
 
Kemuri is building up the operations support as it is recruiting more engineering and IT staff.
Measures:
In co-operation with an academic research partner, we expect to plan the following measures:
 
Quality
  • Continuous reliable operation
  • Avoidance of false alerts
  • Recognising unattended falls, strokes or other episodes that result in a carer taking action that saved time and cost for medical intervention.
  • Peace of mind achieved for families and carers
  • Identifying trends that indicate the risk of hypothermia, dehydration and malnutrition.
  • Identifying activity at unusual times of day that lead to helpful family or medical intervention
 
Safety
  • Electrical safety of products after installation in kitchens.
  • Security of personal data and avoidance of data loss.
 
Cost
  • The cost target is £2500 for each older person involved in the trial.  This would include the costs of selection, installation, monitoring, service support and questioning families throughout the trial.  Note that this includes detailed data analysis, medical services, the final report and communications.
  • The final operational cost target is £2 per day, to include installation, Web services, smartphone apps, technical support and reseller profit margin.   
 
People
The target group for research is a cohort that has these attributes:
  • Reject pendant alarms
  • Deny declining capacity
  • Want to live independently
  • Show symptoms of dementia
  • Need daily monitoring
A percentage will be used as a control group who are not included in the Trial. Finding these people may require the inspection of medical and social care records, which will need approval by an Ethics Committee.  
Adoption target:
Assuming that there are 500,000 unused pendants in the UK, there are approximately 30,000 candidates for Kemuri wellbeing monitoring in a West Midlands population of 5 million.   
 
The reasonable viable number is 300 (1% of WM total) – with an expectation to grow to 12,000 service users within 5 years (20% of WM total).  
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Leonard Anderson 26/01/2016 - 14:35 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Greenbox is a mutlifunctional data capture device which can be used for the verification and registration of both staff and patients.
Overview of Innovation:
Greenbox is a desktop-sized device which connects through USB to a laptop or desktop PC, it's has huge potential in patient/staff enrollment as well as verification and registration.
 
Greenbox consists of 5 forms of data capture methods: a high resolution digital camera, a smart card reader, digital biometric thumb-print scanner, digital signature pad and document scanner. Paired with the GreenForm software, it is a powerful tool in the creation of forms. The forms which can be customised to be populated with any information required use the forms of data capture within Greenbox to help populate the forms. Forms can be used during the assessment of patients prior to surgery, in A&E departments during the diagnosis of patients and even for the verification of patients prescribed with restricted drugs.
 
Greenbox has implemented throughout clinics in Pretorius, South Africa, to counteract fraud related incidents and verify the correct patients receive the correct drugs. This has been done to counteract South Africa’s street-drug problem and has streamlined patient enrollment and verification within Pretorius. Greenbox has also been implemented within the security sector and education sector with customers who required staff and student screening, registration and verification. Greenbox is a bespoke product which allows a degree of customisability. Features can be remove and the box itself can display anything on the screen such as the NHS logo.
 
Pairing Greenbox and GreenForm with a document management system allows the streamlining of any forms or records. Workflow can perform optical character recognition and using a complex set of rules can allocate documents to users for approval, archive documents where needed and even automatically send documents to their correct location with no user input needed. This ergonomic solution is amplified as documents are digitalised, reducing paper costs and reducing storage space.
 
GreenDoc Technologies is a solution like no other, a one-step solution to compliance. To discuss this product further or to discuss its potential please call us on 01785 785 655. Likewise email us on admin@ascot-solutions.co.uk to discuss further.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Advanced diagnostics, genomics and precision medicine / Education, training and future workforce / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
3
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Ross Putman 01/02/2016 - 18:12 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
NHS bed availability is very low which results in patients being placed in other Trusts, sometimes miles away from their home. Latebeds is an online service for sharing bed availability across the NHS and private care providers.
Overview of Innovation:
The original problem brought to Answer Digital Health by Sussex Partnership NHS Foundation Trust and shared by several, if not all, NHS Trusts is that internal bed availability is very low which results in patients being placed in other Trusts, sometimes miles away from their home making the situation of care difficult for the patient and their families. As well as disruption for patients, it also causes high administration and on-going care costs with external Trusts and private organisations.

The opportunity here is the introduction of the concept system Latebeds. Latebeds is an online service for sharing bed availability within Trusts across the NHS and private care providers.  

The system allows Bed Managers to search for available beds within the care and distance constraints that the patient requires. Following a successful search the Bed Manager can make a request to reserve the bed for their patient.

The idea is to use a simple ‘App’ (a cloud hosted service that could later be integrated into existing systems) across multiple device platforms that lists beds available internally and those available for booking externally. Criteria would allow for different bed types for patients of age, sex or 'tier'. Using Google maps it could have a ‘find a bed’ function that would filter by location (postcode), and the different criteria set.

It could also have the info on beds from private providers if they wished to join in (or we could put it in). Plus we could look later at more functionality (on a ‘Roadmap’) or even integrating it with different systems (eg Paris, RiO etc.).

Sussex Partnership Trust came up with the idea after a competition run by NHS England ‘Code4Health’ team (https://code-4-health.org/). A small company in Leeds (called www.AnswerDigital.com) have built a demo App to prove the concept and we are hoping to generate more interest in the idea to form a Community of Interest regionally and nationally.
 
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
  1. Patients being placed nearer to home
  2. Direct Cost savings for the NHS from reduced number of Out of Area placements
  3. Directo Cost savings for the NHS from increased information about the relative cost of different bed types available
  4. Indirect Cost savings for the NHS from reduced time spent searching for bed availability (currently manual process)
  5. Streamlining the whole process makes a more 'digital' experience for all staff which has indirect benefits attributed to a more modern NHS.
Online Discussion Rating
3.75 (4 ratings)
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
Patients would be more likely to be placed in beds nearer to their home.
Current and planned activity: 
Answer Digital are currently working with mHabitat, Leeds Partnership NHS Trust to explore how a Community of Interest could be formed in the north of england. We are interested in working with the WMAHSN too for a community of interest in the WM area.
What is the intellectual property status of your innovation?:
Intellectual Property restrictions have not been applied to this innovation
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
Regional Scalability:
As a hosted service, the potential for scalability is tremendous.
Measures:
We will be working with the Community of Interest to establish baseline measurements, especially around the time spent logging bed availability in the current manual process and then the time spent ringing round other NHS and private organisations to find an available bed.
Adoption target:
Small community of interest in a locality with 6 months
Regional adoption within 12-18months
National adoption with ~24 months
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Andy Williams 29/02/2016 - 16:16 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
ConCERT-D is an integrated clinical & research solution designed with Dementia leading clinical experts specifically for the treatment, identification & management of dementia patients, providing results and medication management. 
Overview of Innovation:
ConCERT-D displays captured mental assessment scores for tests including the Mini Mental State Examination (MMSE) in a graphical way enabling Clinicians to relate fluctuations in scores with events that would have happened in the meantime

The medication module allows Clinicians to keep track of the patient diagnosis, prescribed drugs, related side effects, allergies and other conditions. The in-built drug formulary is specially geared towards dementia patients. The accumulative anticholinergic cognitive burden (ACB) is automatically calculated allowing Clinicians to take better decisions, ultimately reducing the risks of cognitive impairment & death

The medication module enables Clinicians to check the dosages for antidepressants and anti-psychotics being taken by the patient as a percentage of the maximum dosage set for these medications

A Research Register for Clinicians to inform Clinical practice
The ability to easily identify patients and carers that match a clinical trial’s participation criteria provides a highly effective tool to increase participation in research. Researchers can build the appropriate participation criteria for clinical trials in ConCERT-D. The system can automatically report on patients that are eligible for participation in studies

Once a patient is identified the clinical researchers speaks to their carers for advice. In some cases internal background checks, tests and screening are carried out. If a patient is found to be suitable and willing to take part he/she is enrolled onto the clinical trial. On the other hand if found unsuitable the reason why is logged and the patient is automatically excluded from subsequent participant searches for that trial

ConCERT-D facilitates accreditation in programs including as The Memory Services National Accreditation Program (MSNAP) allowing hospitals to benchmark their services against national standards and provide quality assurances. MSNAP also enables staff to ensure they are making a meaningful difference to people’s lives as well as supporting implementation of national clinical excellence guidelines. ConCERT-D supports Clinicians to capture MSNAP information during interactions with the patient & then generate reports with the information gathered

These reports allow the identification of trends, assessment of completeness & are of great use for assessors when rewarding accreditation. This functionality can be adapted to other similar accreditation programs
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Standard  ConCERT-D Features
  • Easily displays results and key information for Clinicians on dashboards.
  • Allows Clinicians to keep track of the patient’s diagnosis, prescribed drugs, side effects, allergies, investigations, chronic conditions and lifestyle.
  • Enables Clinicians to relate fluctuations in assessment scores with events (medical, trial participation, etc.) that happen to the patient between assessments.
    This would be used to assist with identifying those about to go into Crisis
  • Reporting allows identification of trends within cohort and helps to manage consent better.
  • Automatically calculates the accumulative anticholinergic cognitive burden for drugs the patient is currently taking
  •  In-built drug formulary is specially geared towards dementia patients, where drugs includes the ACB scale 
  • Allows Clinicians to check the dosages of antidepressants and antipsychotics as a percentage of the dosage set for these medications
  • Allows the R&D department to list eligible participants and to manage consent for new or ongoing clinical trials that were never approached to take part in research. 
    • Linking people with dementia with high quality research has historically been very problematic. Registering an individual’s interest has proved very effective in earlier pilot work with DemReg but the new ConCERT-D system will allow us to embed the register fully in clinical practice as it acts as both a Research Register and an Electronic Patient Record. This will allow even more people to gain access to the high quality dementia research we undertake. 
      Dr Craig Ritchie - Honorary Consultant and R&D Director, WLMHT, Senior Lecturer, Imperial College London
  • Captures and manages consent by patients and carers
    Would  assist with the requirement for multi agency collaboration and gaining access to appropriate information to facilitate Crisis Care or data analytics
  • Facilitates accreditation in programmes such as MSNAP (Memory Services National Accreditation Programme)
Attached please find cost and financial benefits documents as a validation and evidence of time and cost savings.
 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Campaign Features
Whilst assisting the treatment and management of Dementia Patients the in a truly integrated clinical and research solution,  the software to provide reports to support the identification of trends that would assist with / facilitate a solution to the Meridian Challenges ‘Data Analytics to support better mental health and care’ and ‘Mental Health Crisis Care’ in providing a solution or stepping stone to provide ‘predictions of when a crisis is likely to occur’ as well as other aspects that are listed e.g.
  • Alerting Clinical & Mental Health professionals when risks of crisis are elevated
  • New ways for users to interact with care professionals through our presenting of valuable and up to date information - Service Transformation
  • Access for West Midlands service users, carers this level of access could be developed along with the other requirements outlined within the campaign. Many of these can be supplied via integration with our management tools and platforms.

6PM ConCERT-D solution would support the requirements within the ‘Data Analytics to support better mental health and care’ and ‘Mental Health Crisis Care’ campaigns.

With ConCERT-D and the other 6PM product suite including ‘Lilie’ (Sexual Health), Climate-HIV (HIV management tool), StrokePad, by utilising the mental health aspects and those aspects of these conditions that may have a bearing on their mental condition and subsequent reactions etc. These solutions would be enhanced with other products including CareSolutions™, a powerful data management and processing engine to enhance the Information Management environment related to Mental Health Crisis Care.
 
These solutions could either stand separately supporting these regional clinical areas or be bundled together to provide faster, appropriate care that safeguards patients and whilst answering may of the challenges mentioned with two or more of Meridians campaigns as indicated above.  
 
A secondary affect to adopting 6PM solutions would be to strengthen our position not only with UK but with the UK team, which is based within the West Midlands. We could see the 6PM UK team expanding with our products get a stronger foundation in the UK. 6PM would support the delivery and any potential development or customisation of solutions to accommodate regional and multi-agency requirements.
 
Current and planned activity: 
Currently
6PM is  currently supplying software solutions to 24 NHS trusts with a variety of healthcare products, including r the sexual health product ‘Lilie’ that is currently used by over 15,000 sexual health and HIV professionals throughout the UK
 
ConCERT-D has been operational at West London Mental Health Trust (WLMHT) since July 2014.Curent

Planned / required activity
  • Procurement / Adoption of our products: -  Require additional acute and community and specialist clinic sales and marketing products to CCGs and specialist clinical groups dealing with Dementia. Fully integrated with JDR to increase joint sales.
     
  • Evaluation / Validation / Clinical Trial – Would like to gain additional validation seeking a trial centre of this product (or any others).
     
  • Campaign Solution Developments Interested to hear and discuss how 6PM current solutions can be used or developed to meet ‘Meridian Campaigns’.
What is the intellectual property status of your innovation?:
ConCERT-D is jointly owned by 6PM Group & West London Mental Health Trust
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
Regional Scalability:

Yes ConCERT-D can be scaled across a region.  It is a multi-tenant solution able to take a number of tenants (i.e. trusts) in one hosted solution where each tenant can have a number of sites.  Permissions allow for different options with regards to visibility of patient information between trusts.  The administration function of the system is managed centrally.   

Measures:

There is c.670,000 people living with dementia this is expected to double over 30 years. Only 40% of people with dementia receive a formal diagnosis, according to the Alzheimer’s Society two-thirds of people with dementia are cared for in the community.The ability exists to consolidate & enhance patient data already captured by clinical staff in existing primary/mental health software clinical applications. ConCERT-D is able to enrich dementia patient data & create a virtual electronic dementia patient record combining research tools. Additional clinical benefits is the ability to use real time patient data in clinical practice increasing quality of patient care. Issues include maintaining isolated dementia patient data within separate clinical software applications & not consolidated with research data, rather than in a seamless integrated solution to inform improvements in clinical practice by organisation, network & region or across England/UK.
 
ConCERT-D improves patient clinical outcomes by improving the data points on which the research is based. By collecting additional patient data from existing mental health solutions to integrate with clinical trials research, the research findings become more robust.
 
1 Additional patient data captured on specific medications management/prescribing allows patterns of reaction & clinical diagnosis to be monitored by fluctuations in assessments scores with events, this then allows for trending analysis
2 Research, by the selection & monitoring of patients for various clinical trials to be consented & monitored for adherence to accreditation programmes as MSNAP
3 To have collective “one stop” enriched combined dementia patient data (database) which can be extended across other organisations, networks, regions & UK
4 Analytical reports & patient search facilities for extending clinical trials & cohorts of patients including query database with ‘what-if’ options to understand clinical factors & trends leading to Dementia

Adoption target:

N/A

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Daphne Tabone 29/02/2016 - 18:30 Detailed Submission Login or Register to post comments
4.7
3
Votes
-99999
Innovation 'Elevator Pitch':
The FearFighter Treatment is the only product endorsed by National Institute for Health and Clinical Excellence (NICE) in the UK (TA097) – for an Anxiety Treatment
Evidence-based online program - Available 24/7/365 from any computer or mobile device
Overview of Innovation:
Introduction
FearFighter is an online programme for the treatment of generalised anxiety, panic and phobia. The programme teaches users how to confront and change their thoughts and challenge avoidance behaviour that characterise panic and phobia. Users can print out worksheets for activities, monitor progress and receive emails with further tips at the end of each step. Most sessions last about 50 minutes. One session a week is the current recommended treatment regime.
 
FearFighter is an online program for the treatment of panic and phobia. It is based on the evidence based approach known as Cognitive Behavioural Therapy, or CBT for short. Thousands of people have used this programme to help them overcome their fears and lead a more normal life.
The programme teaches patients how to tackle their thoughts and challenge avoidance behaviours that characterise panic and phobia. They can print out worksheets for activities, monitor their own progress and receive emails with further tips at the end of each step. Most sessions last about 50 minutes.  It is recommended that patients do one session a week.
Between certain steps, FearFighter sets activities to complete. These help them build on topics covered in sessions & are essential to make progress. FearFighter consists of 9 steps that need to be worked through one by one in order to obtain the greatest benefits. It guides users through CBT as much as a therapist does.
FearFighter has undergone extensive testing & trial pilots involving 700 patients and has received an endorsement by the NICE as being proven to be clinically & cost effective.  In the NICE Final Appraisal Determination (FAD), FearFighter has been recommended as an option for delivering CBT in the management of panic & phobia. FearFighter has since been implemented in many NHS regions as well as being adopted in other countries as a recognised standard form of treatment.
 
The FearFighter Program
  • FearFighter is NICE approved
  • UK National Health Service (NHS) and other nations recognise FearFighter as a standard form of treatment for anxiety and phobia disorders
  • Evidence-based & extensively tested
  • Online programme available to patients 24/7/365 from any computer or mobile device
  • Allows patients to learn how to confront and change their thoughts
  • Challenges avoidance behaviours that characterize panic and phobia
  • Print worksheets for activities, monitor progress & receive emails with further tips at the end of each step
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
  • Our latest data shows recovery rates of 48.2% this compares to the national recovery rate in 2015 of 38.4%
  • Research from trials shows dropout rates are not significantly different to face to face therapy.
  • Trials showed that clinician time per patient was reduced by 73%
  • The NICE Endorsement was for clinical and cost effectiveness with financial savings up to 70% compared to conventional therapy
  • The programme is available on desktop and mobile compliant devices and are available 24/7 thereby making access easier for a patient.
  • Reporting analytics are compatible with NHS requirements and the back office is simple to use

Quote from Mary ‘To date I’ve travelled on the underground train without a twinge of anxiety – I still can’t believe it! FearFighter has surpassed all my expectations’.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
NHS Benefits
Reduction in the demand on therapist time means more patients can be treated with improved recovery rates and reduced waiting lists
  • It provides greater choice of treatment to both the clinician and patient.
  • Evidence proves that the treatments work.
  • The product should provide direct financial savings.

Patients Benefits
Patients are able to self-manage their condition and thus not have to rely on or need psychological interventions and can also reduce or remove the dependence on medication.
The programmes help people to understand themselves better and to recognise and change unhelpful habits and thinking patterns.
The tracking system helps users review their progress throughout the programme using simple, scientifically validated questionnaires.

Company
A wider adoption of our CCBT technology and FearFighter would allow our West Midlands based company to expand its activities within the UK and overseas and thus take on additional staff to support clinicians and users / patients.
It would also facilitate us to develop a broad portfolio of treatments we have in the pipeline.
Current and planned activity: 
Birmingham and Solihull Mental Health NHS FT has been our client since May 2013 to date during which time that have used our FearFighter, MoodCalmer and OCFighter programmes and they are currently piloting both our Shade (Drug & Alcohol addiction) and Restore (Insomnia & Sleep disorders) programmes
 
Dudley and Walsall Mental Health Partnership NHS Trust currently in discussion with the trust to adopt our platform for are evidence based programmes for people with anxiety (FearFighter™), depression (MoodCalmer™), OCD (OCFighter™), addiction (SHADE™), sleep disorders (RESTORE™)

Required
  • Procurement / Adoption of: -  Require increased sales and access to market our products to CCGs and Trusts Mental Health teams.
  • Awareness / Profile Raising Greater awareness of our products and the conditions it can address
  • Project Assistance required - We are interested in locating possible clinical / academic collaborators and pilot sites for new Online mental health tools.
What is the intellectual property status of your innovation?:
All IP is owned by CCBT Ltd.

All our products are NHS information Governance Toolkit (IGT) and Interoperability Toolkit (ITK) compliant and our secure socket layer (SSL) and database encryption technologies have been enhanced to keep up with the ever changing requirements for web security and NHS informational governance standards and is integrated with IAPTUS and PCMIS. IE11, Chrome or Firefox are recommended
 
 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Tim O’Connell 29/02/2016 - 20:40 Publish 1 comment
5
3
Votes
-99999
Innovation 'Elevator Pitch':
The FearFighter Treatment is an evidence-based online program for an Anxiety Treatment.  Brave designed for Children and Adolescents experiencing Anxiety Disorders Social & Specific Phobias - Available 24/7/365 from any computer or mobile device
Overview of Innovation:
FearFighter is an online program for the treatment of panic and phobia. It is based on the evidence based approach known as Cognitive Behavioural Therapy, or CBT for short. Thousands of people have used this programme to help them overcome their fears and lead a more normal life.

The programme teaches patients how to tackle their thoughts and challenge avoidance behaviours that characterise panic and phobia. They can print out worksheets for activities, monitor their own progress and receive emails with further tips at the end of each step. Most sessions last about 50 minutes.  It is recommended that patients do one session a week.

FearFighter has undergone extensive testing & trial pilots involving 700 patients and has received an endorsement by the NICE as being proven to be clinically & cost effective.  In the NICE Final Appraisal Determination (FAD), FearFighter has been recommended as an option for delivering CBT in the management of panic & phobia. FearFighter has since been implemented in many NHS regions as well as being adopted in other countries as a recognised standard form of treatment.
 
BraveOnline
BRAVE-ONLINE utilises the technology and learnings from  FeaFigther to design a treatment specicifically for children and adolescents who experiencs Separation Anxiety Disorders, Social and Specific Phobias and other Generalised Anxiety Disorders. The treatment can be tailored by the therapist to meet the needs of the individual young person.

Parent sessions are designed to accompany the material covered in the child and teen program. Sessions focus on strategies such as psychoeducation about child anxiety, contingency management, relaxation training, and information about cognitive restructuring, graded exposure and problem solving. As such, the parent receives training in anxiety management strategies and is empowered to help their child acquire and use the skills learned in the program, and to manage situations in which their child becomes anxious. Both mothers and fathers are able to complete the parent sessions together or independently.

FearFighter and associated programs
  • NICE approved
  • UK National Health Service (NHS) recognised as a standard form of treatment for anxiety and phobia disorders
  • Evidence-based & extensively tested
  • Available to patients 24/7/365
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
FearFighter:
  • Our latest data shows recovery rates of 48.2% this compares to the national recovery rate in 2015 of 38.4%
  • Research from trials shows dropout rates are not significantly different to face to face therapy.
  • Trials showed that clinician time per patient was reduced by 73%
  • The NICE Endorsement was for clinical and cost effectiveness with financial savings up to 70% compared to conventional therapy
  • The programme is available on desktop and mobile compliant devices and are available 24/7 thereby making access easier for a patient.
  • Reporting analytics are compatible with NHS requirements and the back office is simple to use
Quote from Mary ‘To date I’ve travelled on the underground train without a twinge of anxiety – I still can’t believe it! FearFighter has surpassed all my expectations’.Fear Fighter

NB: Specific Data for Brave Online is being compiled
Initial Review Rating
5.00 (1 ratings)
Online Discussion Rating
3.67 (3 ratings)
Benefit to WM population:
NHS Benefits
Reduction in the demand on therapist time means more patients can be treated with improved recovery rates and reduced waiting lists
  • It provides greater choice of treatment to both the clinician and patient.
  • Evidence proves that the treatments work.
  • The product should provide direct financial savings.

Patients Benefits
Patients are able to self-manage their condition and thus not have to rely on or need psychological interventions and can also reduce or remove the dependence on medication.
The programmes help people to understand themselves better and to recognise and change unhelpful habits and thinking patterns.
The tracking system helps users review their progress throughout the programme using simple, scientifically validated questionnaires.

Company
A wider adoption of our CCBT technology and FearFighter would allow our West Midlands based company to expand its activities within the UK and overseas and thus take on additional staff to support clinicians and users / patients.
It would also facilitate us to develop a broad portfolio of treatments we have in the pipeline.
Current and planned activity: 
Birmingham and Solihull Mental Health NHS FT has been our client since May 2013 to date during which time that have used our FearFighter, MoodCalmer and OCFighter programmes and they are currently piloting both our Shade (Drug & Alcohol addiction) and Restore (Insomnia & Sleep disorders) programmes
 
Dudley and Walsall Mental Health Partnership NHS Trust currently in discussion with the trust to adopt our platform for are evidence based programmes for people with anxiety (FearFighter™), depression (MoodCalmer™), OCD (OCFighter™), addiction (SHADE™), sleep disorders (RESTORE™)

Required
  • Procurement / Adoption of: -  Require increased sales and access to market our products to CCGs and Trusts Mental Health teams.
  • Awareness / Profile Raising Greater awareness of our products and the conditions it can address
  • Project Assistance required - We are interested in locating possible clinical / academic collaborators and pilot sites for new Online mental health tools.
What is the intellectual property status of your innovation?:
All IP is owned by CCBT Ltd.

All our products are NHS information Governance Toolkit (IGT) and Interoperability Toolkit (ITK) compliant and our secure socket layer (SSL) and database encryption technologies have been enhanced to keep up with the ever changing requirements for web security and NHS informational governance standards and is integrated with IAPTUS and PCMIS. IE11, Chrome or Firefox are recommended
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Tim O’Connell 01/03/2016 - 12:08 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Headsted's on-line interventions are an evidence-based, flexible and cost-effective alternative to face-to-face psychotherapy for low mood, anxiety and stress, which can help people in distress without delay, and reduce budget pressure for the NHS.
Overview of Innovation:
Headsted's offerings are an innovative implementation of Acceptance and Commitment Therapy (ACT). Over a period of 5-7 weeks (varies by the solution) users learn to combat low mood, anxiety or stress through interactive exercises (including audio and video), and develop prevention strategies to protect themselves in the future.

ACT belongs to the family of third-wave cognitive behavioural therapies, and its roots are in research on human language and cognition. The aim of ACT is to learn to resist experiential avoidance: the unwillingness to experience negative emotions, feelings and thoughts. This skill, which allows a person to accept discomfort and commit valued actions, is called psychological flexibility.

ACT is a form of cognitive behavioural therapy (CBT) but it has three distinctive characteristics.

1.     ACT does not attempt to change the content of thoughts and beliefs, because the role of the context of a behaviour is more important in determining how to influence it.
2.     ACT's model of psychopathology emphasizes the importance of cognitive defusion skills, that is, the ability to distance oneself from thoughts that are not beneficial.
3.     ACT focuses on the person's relationship to experiences instead of the content of the experiences. This allows people to free themselves from the grip of their painful memories and assumptions.

ACT uses metaphors and experiential exercises to aid you in gaining distance from persistent thoughts and emotions, and in experiencing awareness of the present moment. ACT involves mindfulness exercises and emphasizes values clarification and living life according to one’s values.

"Passengers on a Bus" is one of the metaphors used in ACT. Negative thoughts are often a significant cause of low mood, anxiety, and similar issues. They may manifest themselves like annoying passengers on a bus.  (See below for video).

ACT lends itself well to implementation on online and mobile platforms thanks to its structured approach and reliance on experiential exercises.

Company website: https://headsted.co.uk

Association for Contextual Behavioural Science, Analysis of studies comparing ACT and CBT  - https://contextualscience.org/are_there_advantages_of_act_as_compared_to_traditional_cbt

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Digital health
Benefit to NHS:
By adopting Headsted's online solutions, the NHS can benefit in three ways:

1. The numerous people in psychological distress currently on a waiting list to see a therapist or counsellor could be given immediate and effective help.
2. For many people with relatively mild symptoms, the online solution may be sufficient, and further face-to-face therapy may no longer be necessary. This represents a significant budgetary gain, since the cost of Headsted's solutions is a fraction of face-to-face therapy.
3. Offering Headsted's solutions to their own staff involved in mental health will help care providers cope better with the pressures and stresses of their job, reduce sickness absence and improve staff engagement and morale.

Headsted's solutions are efficacious and evidence-based, built on Acceptance and Commitment Therapy (ACT). ACT has been shown to have positive effects on a wide range of conditions and behaviours, including depression, anxiety disorders, work stress, chronic pain, substance abuse, weight maintenance and general well-being. Psychological flexibility has been found to be related to good job performance and it has even been proposed to be a fundamental aspect of health. Studies on work stress interventions utilizing ACT (in the occupational context, “Acceptance and Commitment Training”) have resulted in reduced work stress and increased well-being and job performance.

Specifically, ACT appears to be effective in reducing anxiety in social situations (Bluett et al., 2014; Swain et al., 2013; Sharp, 2012). ACT encourages the person to confront one's fears to do valued actions and accept unwanted feelings and thoughts.

Benefits of ACT
Positive: aims to create a rich and fulfilling life, not to get rid of negative feelings
Transferable: builds basic skills to deal with any negative feelings, thoughts and experiences
Flexible: can be used individually, in pairs or groups, and with varying timespans
Easy-to-use: focuses on reflecting and experiencing rather than self-tracking
Progressive: develops along with research on underlying processes
Online Discussion Rating
5.67 (3 ratings)
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
As a West Midlands based SME, adoption of Headsted's solutions within the region will allow the company to grow and take on additional staff.

Headsted’s offerings provide a cost-effective complement or alternative to psychotherapy in many situations. Patients on a waiting list to see a psychotherapist could be offered effective help much earlier, and for the many patients with relatively mild symptoms web-based interventions might be sufficient to provide the necessary relief, thereby reducing pressure on the scarce financial and human resources.

The flexible nature of our online solutions means patients would not need to travel (thus reducing pressure on the region’s transport infrastructure).
Current and planned activity: 
Headsted's solutions are currently used by Pennine Care NHS Foundation Trust, both for staff and for clients, and by Selfhelp Services, a third sector provider in Manchester offering IAPT services on behalf of the NHS.
We are now gradually approaching other NHS trusts and third providers.
What is the intellectual property status of your innovation?:
All IP is owned by the company.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Commercial information:
The Headsted programmes are made available to clients through IAPT providers, or through their employers. They can also be ordered directly by individuals.
Regional Scalability:
Our programmes can easily be scaled across the WM region, since they are online offerings. They are currently being deployed in the Northwest of England.
Measures:
Our programmes aim to deliver lasting improvement in the mental wellbeing of our users. We are using widely adopted measures to establish the efficacy, including the Mini-Spin Social Phobia Inventory, the PHQ-9 questionnaire for depression, the GAD-7 questionnaire for anxiety, and the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS).
Adoption target:
We aim to have at least one of our offerings adopted by 25% of IAPT providers in the WM region and by at least one large public or private sector employers in the region by end-2016; and by at least 50% of WM region IAPT providers and three large public or private sector employers.
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Koen Smets 01/03/2016 - 14:10 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
HeadGym coaching is a one to one flexible service providing innovative self help techniqes for adults and children that enable clients with mental health challenges to develop mental resilience and manage their own mental health. 
Overview of Innovation:
HeadGym services are preventative and for those experiencing crisis; we believe in helping the client to help themselves. Many clients we see have undertaken short term interventions over many years which have been inaffective in the long term, creating a revolving door of services and/or becoming dependent on medication.
We address this issue and provide a long term flexible service built around a goals framework, it is about the client having the ability to take control of their own mind and body and finding the solutions to do so. The coach ensures clients are supported in developing their own goals and steps to achieving them meaning that aspirations are built around what the client wants and not a service providers desired outcomes. The ownership of these goals has shown to make a huge difference in clients motivation and success rates are high, inevitably service providers desired outcomes are met anyway. We provide clients with some simple tools, techniques and strategies based around the findings of neuroplasticy using Neuro Linguistic Programming, Cognitive Behaviour Therapy  and other methods. Areas of progress have been: self esteem, mental health, self confidence, self worth, weight loss, nutrition, exercise, career, addictions, volunteering, coming off benefits and re-engaging with education.  A Coach is encouraging and guiding throughout the process, they highlight the positive achievements in an individual’s progress. HeadGym helps a person to identify strengths and provides long term support to enable people to make positive changes. Appointments can go from fortnightly to 3,6, or 12 monthly or longer with the option for a person to alter the regularity of sessions and return to more frequent appointments should their needs change. Sessions can be held face to face, via email, facetime, Skype, Google hangouts and other platforms, this enables us to reach out to more isolated people and to be very flexible and is particular popular with young people.
Using this mechanism people have progressed to manage their mental health and in turn make progress in other areas of life, such as gaining employment, losing weight, starting volunteer work. We have been monitored by referring agents, case studies have been conducted independetly and WEMWEB self assessments have been completed by clients, all of which validate the HeadGym approach.
Due to the proven success of our project we now want to train more Headgym coaches and reach more people.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption
Benefit to NHS:
Due to our long term more flexible approach we have seen that as HeadGym begin appointments other service provider interventions drop off; this varies from client to client, however the lessening dependency upon other services clearly has a benefit to the NHS in terms of cost and time. Clients are no longer repeating short term interventions over and over and start to make progress in all areas of their life, for example relationships, family, work, education and physical health.
Some of the outcomes that we have seen are improved diet, less GP appointments, reduction of dependencies (prescribed medication, alcohol, drugs etc) and therfore reduces the cost of future interventions and treatments.
Psycological interventions for issues such as suicide attempts, self harm, eating disorders are also avoided as clients build mental resiliance. Our approach also recognises the impact on the whole family and potential future generational problems, we have developed techniques for all age groups from age 3 upwards, this negates future requirement for intervention across whole families and generations. The cost saving is difficult to measure and potentialy could be huge not just for the NHS but also for social services, police, probation, courts, schools etc. 

Please see the link to a video of a client explaining her experience of HeadGym the sound quality is poor but the content is useful https://www.youtube.com/watch?v=J9AeJ7dCuYI
Online Discussion Rating
5.76 (33 ratings)
Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:
The benefits to the WM population will be huge, we intend to roll out the HeadGym programme across the whole of the WM as an 'accessible to all' service by a variety of platforms using SKYPE, Google, email and welcome any innovative future platforms that may come along making access easier.

We recognise that mental health difficulties are not exclusive to people claiming benefits, we also recognise that many of the existing short term services are provided in the day when people may be working and are free only to benefits claimants. HeadGym want our service open to all. We are also advocates of a well being at work policy and provide mental health awareness training days for professional organisations, as well as 'in work' coaching for those experiencing mental health difficulties. This would also be encouraged across organisations, companies and statutory bodies throughout the WM area.

The HeadGym philosophy is to work with body and mind as one; therefore as people improve mental health they improve physical health and visa versa. This has an impact on the people around them and creates positive role models within families and for future parents.

Using the HeadGym goals process people using our existing service have made progress with education, volunteer work career development and peer support, in turn this has helped improve self esteem, confidence and creates a sense of purpose within the local area. I believe that replicating our success on a larger scale will have a positive impact upon the WM population. 
Current and planned activity: 
HeadGym currently work closely with the local authority, also  many of our clients have attended CAMHS support or psycological services provided by Hillcrest Hospital, we are in discussion with the CCG and will be providing HeadGym through the new well being hub.

We have integrated a webinar into our website to provide online training and discussions for coaches and are developing a series of  quick and easy videos to help clients. (see link)https://www.youtube.com/watch?v=S9PtKDN9Z24

We have a young persons peer support group in the early stages of development, which will also have a online group.

All HeadGym coaches have professional support/supervison and feedback sessions to evaluate and improve the service.
At present we are using WEMWEB and case studies to evaluate the service and would welcome any alternative evaluation tools. 
We would benefit from:
Financial investment to set up and create a sustainable business model.
Assistance with evaluation on social return.
What is the intellectual property status of your innovation?:
HeadGym does not have intellectual property status or trademark, we operate as a limited company.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
Regional Scalability:
We intend to scale up in the same way we have done in Redditch and Bromsgrove. With our licensing model and online service we feel we could expand one area at a time taking care to retain quality of service. The model we have developed is a sustainable business model which ensures that income is generated from licensing training and ongoing coaching and expansion of existing income streams as previously mentioned.
Measures:
We will ensure that we are following the NICE guidelines as well as following the policies and procedures we have already adopted such as safeguarding CPD and DBS. With funding we will engage an independent evaluation and research agency who will provide full ongoing evaluation of the economic impact we are making and ensure a high quality of service in line with NICE guidance. We aim to have a sustainable business model that continues to achieve the outcomes we have made in the past and improve on them having independent evaluations and case studies.
Adoption target:
We aim to take a phased approach by licensing to operate our service one area at a time, rolling out across the West Midlands over the next 3 years, until fully adopted. We feel that retaining the quality of service is paramount to the success  therefore a well structured phased approach will enable thorough monitoring and evaluation.
Rejection Reason:
Further development required
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Neil 07/03/2016 - 18:39 Rejected 27 comments
0
0
Votes

Innovation 'Elevator Pitch':
A workforce management solution (including scheduling, rostering, mileage optimisation and BI tools) which enable the NHS to achieve greater quality & efficiency, whilst improving patient wellbeing and outcomes.
Overview of Innovation:
NHS Community Teams are dealing with increasing numbers of early discharges from hospitals, complex care packages, patients with co-morbidities & mental Heath challenges. Organisations are also trying to make a concerted effort to reduce hospital admissions in order to ease the pressures within the acute sector, while continuing to provide the best clinical outcomes for patients. CM2000 works with the NHS to develop innovative workflows & processes needed to ensure that existing Community based teams are working to optimal efficiency. Safety is key but there is also a need to ensure that teams have a strong cohort of experienced staff with the capacity and experience available to meet the ever increasing demand, this is where CallConfirmLive! comes into its own

CM2000 delivers innovative IT solutions to help enable the NHS to achieve greater quality & efficiency, whilst improving patient wellbeing & clinical outcomes. CM2000 has a proven track record of working with NHS organisations and over 900 Private Providers of health & care services in the community, and over 75 Local Authorities, ensuring that care is delivered cost effectively, efficiently & safely

CallConfirmLive! is an electronic rota management solution, schedule optimisation tool, mileage wizard & mobile working solution (facilitating lone working too!) for teams working on the frontline and for Trust wide visibility, we use our Business Intelligence solution (CMBI) which provides a strategic view for effective performance management & capacity planning across one, or all of the services you manage allowing for a more unified service

CallConfirmLive! can not only help to improve efficiency and reduce overall costs but can also support with the prevention of Mental Health Crisis events - Health Care Professionals & team Managers benefit from real time updates via the observations feature & assessment platform. This allows all staff to; report on a Patient’s changing condition, raise alerts back at base for further input, plus ensuring if a patient receives multiple visits per day, all staff have the most up to date information

The CallConfirmLive! solution, used in conjunction with the online carers/patient portal allows for information regarding patients visits/progress to be monitored by family members/advocates/patients themselves

The solution ensures a proactive approach when a patient is at an elevated risk of crisis and inform those closely involved with the patients care
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Main benefits from CallConfirm Live!
  • Efficiently manage your workforce – our scheduling and optimisation tools automatically organise the most efficient and Patient-focused rotas, helping you to identify untapped capacity within your teams
     
  • Reduce back-office processing – automate time-consuming processes like planning rotas, processing timesheets / mileage claims
     
  • Streamline communication – use our Mobile Workforce Solution to send rota changes in real-time. This dramatically reduces the calls between the office and community staff
     
  • Reduce costs – modules such as Mileage Wizard can significantly reduce mileage claims and a reduction in printing, processing, postage and telephone calls will all save money too, one NHS trust has reported an efficiency saving of 17.5% as a result of using CallConfirmLive!
     
  • Ensure quality service – punctuality and length of stay information is useful for quality audits
     
  • Record and share outcomes / observations – CM2000’s Wellbeing Outcomes Platform enables you to deliver more Patient-centred care using wellbeing intelligence gathered at the point of care delivery, also allows for reporting of potential incidents to reduce mental health crisis which can be visible by family members/advocates as well as patient if you so wish.
     
  • Protect Lone Workers – use our alerts to meet health and safety obligations and give reassurance that workers are safe, especially late at night or visiting patients with challenging behaviour
     
  • Our CMBI Business Intelligence Solution facilitates a dashboard style analysis for use at senior levels within the organisation It provides an overarching view of how your service(s) are operating.  It means that you can make informed decisions regarding the services you offer, with the most up to date information available, pulled together from varying sources.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Patients, their Carers and their families can closely monitor and inform each other of any changes to the Patient’s condition.  It means that the delivery of care can be more appropriately focused to the needs of the Patient. The welfare and safeguarding of Patients and Staff are of utmost importance to CM2000, and where NHS organisations are using our CallConfirmLive! solution, Healthcare Teams are more efficiently informed of potential incidents, and are able to react appropriately.

This use of this technology enables the NHS to deliver the right care, to the right person at the right time. It eradicates unnecessary mileage, can dynamically assist with the planning of the most efficient schedules and ensures that the Patient has their care delivered by the most appropriate person, meaning good continuity of care.
 
Where the solution identifies gaps in staff schedules, their time (which is already being paid for) can be re-deployed to work within other teams or into hospital wards where there are staff shortages.  This will inevitably reduce NHS spend on agency staff cover.
 
One of our customers has reported:
  • A reduction in office administration – scheduling a whole area reduced from 2 days to 2 hours.
  • Phone calls were down by 50% - this meant that they were dealing with 600 less calls per month equating to 14 hours per office team.
  • 17% reduction in staff mileage.
  • 24% reduction in travel time.
  • 5.5% - 10% gain in capacity (as measured by delivered duration against planned duration). 
A regional and wider scale adoption of our technology would allow Care Management 2000 based in the West Midlands to grow and take on additional staff to train and support users of this technology as well as bring forward our development plans for new features and facilities which we would hope to develop with West Midlands users – we currently operated from our Sutton Coldfield based offices with 100 staff.
Current and planned activity: 
We have systems operational within the following NHS Trusts:
  • Northumbria Healthcare NHS FT
  • NHS Dumfries and Galloway
  • Oxford University Hospitals NHS Trust:
We provide a combination of electronic visit monitoring, scheduling, and mobile solutions using RFID technology within these Trusts.  We operate within end of life care, short term reablement services, rapid response teams and other multi-disciplinary teams within the community.

Planned / required activity
  • Raise awareness of CM2000 within the NHS within the West Midlands region
  • Procurement/adoption of the CallConfirmLive! Software to initially support Community Trusts with efficiency and cost saving
  • Work with Mental Health & Community Trusts to improve Mental Health Crisis Care through the CallConfirmLive! and Wellbeing Portal software
NB: ROI is a dificult question depending on complextity of the solution. We are working on ROI with NHS trusts at present but epect the results to be highly favourable.
What is the intellectual property status of your innovation?:
Our AURA Landline model is patented technology and all other IP is the property of CM 2000 Ltd.
  • Accredited to ISO9001 (Quality), ISO27001 (Information Security), ISO 22301 (Business Continuity) and PSN (Public Service Network) compliant.
  • CM2000 are very aware of the importance of data capture / quality techniques within the NHS.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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Rachel Pollard 14/03/2016 - 10:41 Publish 1 comment
4
2
Votes
-99999
Innovation 'Elevator Pitch':
GRS is a proven fully integrated scheduling package that manages staff rostering, attendance, annual leave and sickness by streamlining everyday processes to increase efficiency and save money.
Overview of Innovation:
GRS is a powerful rostering software product providing a fully integrated suite of tools designed to manage the complex task of staff rostering in demand-led service delivery organisations. It also provides access to important personnel related data such as skills and contact details and enables organisations to make the most effective and efficient use of staff resources, in addition to providing comprehensive real time reporting.

GRS was developed initially with the emergency services in mind and subsequently performs to the needs of a demand led service that can be unpredictable. GRS enables users to manage staff time more efficiently and can handle ANY type of rostering across ALL staff groups whether Operational, Administrative, Part-Time, Dual Contract, Flexi and Fixed work patterns and placing the emphasis on having the right people with the right skills in the right place at the right time.
The GRS solution has been developed over many years in demanding 24/7 operations and incorporates many key aspects specifically for the Scheduling and Management of an Organisation’s Personnel and includes a full and comprehensive integrated module for the management of Shift Pattern Working, Time worked, Overtime and Absences of any type.

Flexibility and customisation capabilities ensure that GRS is capable of managing the diversity of working practices, and can deal with the complexities of an Organisation’s local rules and interpretations in personnel contracts. Inbuilt Alert and Workflow facilities enable communication and action management across the organisation and incorporates out of the box Bradford Scoring Indexes and Working Time Directive Monitoring.

Proactive and configurable reporting facilities ensure managers have timely and accurate information for planning and forecasting of employee shifts, overtime and absences. With real time visibility of staff availability this ensures adequate levels of resource are maintained to meet the organisation’s needs over current and future planning horizons.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Benefits below are as a result of GRS being adopted and used by all NHS Ambulance trusts across the country along with Police Forces Nationwide including West Midlands Police.
  • A 5% reduction in annual operational costs was determined by one Ambulance Trust after the implementation of GRS
  • 50% reduction in sickness as a  result of the sickness package being used in conjunction with the rostering system
  • Significant and quantifiable multi million pound savings are achieved across Services with
    • Reduction in, and Management of, Overtime staffing costs
    • Automated and simplified Work flow and Authorisation processes for Annual Leave, TOIL and other absences such as training
    • Highlighting of Shift Patterns not delivering contractual needs
    • Employees failing to meet there contracted hours commitments
  • Visibility of Establishment, Skills, Demand and Absence distribution across the organisation
  • Auto generated Alerts from shift changes to Sickness KPI management increases communication, information sharing and action management across the organisation.
  • Promotes uniformity of working practices across the organisation

Peter Stelfox, a Resource Manager from North West Ambulance Service NHS Trust, has stated that the Global Rostering System (GRS) when introduced across their Emergency Service, now provides a far greater degree of management control than the legacy manual systems it replaced and enables the Trust to maximise effective use of the available staff resources. Any gaps in shift allocation can be quickly identified and addressed. Reports generated through GRS have fundamentally enhanced the timeliness and quality of management information providing visibility of resource levels and utilisation of overtime, improving annual leave and training release planning and contributing to more robust and focused absence management. The efficient input to an electronic system as opposed to the manual collation and analysis of information has also had an additional benefit in enhancing capacity of the service line’s administrative staff.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Significant savings in operational costs can be attained by the use of GRS in streamlining workflow and administrative activities, and making more Efficient and Effective use of the most valuable resource of an organisation, its People.

Contracted Hours and Overtime can be more closely monitored, authorised and controlled, and reductions in Sickness Levels attained by improvements in reporting, recording, and health and well-being management.

Efficiency measures and savings made would allow re-investment of funds for improving or providing additional front-line services.

With the GRS system already adopted by both West Midlands Ambulance Trust and West Midlands Police it would enable a joined up, cross sector service throughout the Midlands region.

Software Enterprises is based within the West Midlands and wider adoption of GRS within the region would allow us to grow and facilitate further collaborations with other region based organisations.
Current and planned activity: 
GRS is adopted by all NHS Ambulance Trusts and we are keen to develop new relationships with more Trusts within the West Midlands region.

GRS is currently used by all NHS Ambulance Trusts and has proved to be a vital operational and cost saving tool.
 
Mobile App facilities are being released and continually being developed, along with Web Dashboards and Mapping Technologies.
 
Software Enterprises (UK) Ltd would like to see its software used by more NHS Trust Sectors and would welcome the opportunity to trial GRS in a variety of departments, be it Wards, Accident & Emergency or within Mental Health Trusts. We are currently developing a shift generation package that supplements our existing offer and would like to trial this within the NHS.
 
What is the intellectual property status of your innovation?:
Intellectual Property (IP) is retained for all Company designed software.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Peter Hall 14/03/2016 - 12:48 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Do you wan to improve outcomes and gather PROMs in MSK or Pain Management:

Improving Outcome and Making Saving of 15 % admitted care costs
Digital Assessments for PROMS
Self Assessment / Management of Chonic Pain.
​12 Tools for Self Management
CBT
Overview of Innovation:
https://www.youtube.com/watch?v=r_qVLCmv4JM

​PainSense ( www.pain-sense.co.uk) is two digital apps, designed to give more support for self-management for people living with persistent pain. The resources include an app version of the "Pain Toolkit" developed by Dr Frances Cole and Pete Moore, and an app version of the "Pain Management Plan" developed by Dr Cole and Professor Bob Lewin, as well as a set of app-based needs assessment and patient-reported outcome tools, and eLearning resources for clinicians. The apps can be integrated into clinical systems such as SystmOne and EMIS or accessed on a secure portal.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Health Economics – Leeds ( July 2016 )
•Increase in the number of patients entering the pathway in the 11months for which we have comparable data – exact numbers to be confirmed.
•Annualised saving in total cost of pathway of c£280,000 representing a 9% reduction in total pathway spend of £2.9million
•Switch from 58% of 1st OPs being seen in acute trusts, to 29%, representing substantial transfer of care to community sector. This trend is expected to continue still further
•Reduction in hospital in patient and day case procedures of 6% with an associated cost reduction of 15%, indicating fewer and lower complexity medical pain interventions
•Substantial improvement in patient reported outcomes. Sample patient reported data from 216 discharged patients from our key community provider has demonstrated an average 27.5% reduction in the level and extent of their pain (using DOLO scoring) and a 34% improvement in their confidence and ability to cope with their pain (Using PSEQ). On their Friends and Family test outcomes, of 119 patients 66% responded that they would be extremely likely, and a further 29% likely to recommend the service to their friends and family - an overall positive response of 95%.
We have previous figures re Opioid reduction in pilot sites.
Initial Review Rating
3.20 (2 ratings)
Benefit to WM population:
Improving Self Care - Self Managment Skills
Improving Health Function - Data form FrCole.


 
Current and planned activity: 
We are keen to roll out the PainSense Service across the UK, we have already engaged with several CCG but are keen to work with other from as early as pre tender and or service redesign stage.

SWBH is already using PainSense in the West Midlands and we are keen for more sites so please do get in touch.
 
What is the intellectual property status of your innovation?:
IP is with ADI, PainToolKit and PMP, registered.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Keli Shipley 11/05/2016 - 18:21 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Prompt is a back up memory app and web dashboard to help people with daily difficulty recalling essential information about people, places and events.
Overview of Innovation:
Prompt emulates the way memory works by collating personal context about people, places and events. It aims to manitain confidence and independence for people living with impaired memories, due to conditions such as early dementia, mild cognitive impairment or recovering from stroke, brain injury or chemotherapy. An app provides help in the hand by embedding images and contextual information in reminders as well as making it available through natural language search. A web dashboard is available for family, friends and carers to help manage content, send reminders and messages. Analytics track user behaviour and send alerts if change is detected. The system will also use personal data to surface useful information, such as reminders of regular events, even if they're not in the diary as well as offering support with current location and why a user might be at that place. Future panned developments include complete voice interaction and integration with sensors.

Prompt has been developed in consultation with clinicians, people living with dementia, recovering from stroke and brain injury and their families. Research has been supported by Alzheimer's Society, Headway and the Child Brain Injury Trust. Development has been supported by Nominet Trust, UnLtd and Innovate UK. The company has also recently completed the Health Social Innovators accelerator programme and recently won a european pitch competition run by disruptive transpsort company Uber,
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
More than 800,00 people in the UK are living with dementia, of whom 5-8% are under 65. Up to 10% of people over 60 will have mild cognitive impairment and 4 out of 5 will develop dementia. Timely intervention is a key strategic priority, the Prime Minister's Challenge on Dementia 2020 suggests people over 40 should be asked about memory function during routine check ups. Of the £26bn annual cost of care, £4.5bn is funded by the NHS; the remainder is mad up of social care and the opportunity cost of unpaid, informal care.
There are also almost 200,000 stroke and brain injury survivors in the UK. The cost of care is £5.3bn each year and almost half is the cost of informal care.
Previous research shows that regularly accessing memories and related information will embed them for longer and neuroscience research shows that memory works holistically, related information or images can prompt recall in addition to direct reminders.
For dementia, Prompt aims to help users maintain their confidence and independence as long as possible, potentially delaying the need for additional support and reducing the case load in memory clinics. If adopted at an early enough stage, as a memory enhancing strategy, the system will identify cognitive change through behaviours tracked by  the analytics system and could provide an early warning system for timely intervention.
For stroke and brain injury, the system will support recovery; research shows 90% of stroke survivors lack confidence during the recovery phase and need support to regain and then maintain their independence. Prompt has the potential to accelerate and maintain recovery and independence, reducing the time needed for support.
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Informal care costs or lost opportunities for people caring for those with dementia or recovering stroke/brain injury in the UK are estimated to be £14bn each year and that doesn't take into account  worry and stress.

Families supporting loved ones often feel they don't want to interfere oe intrusive, but at the same time they worriy about how theyre coping. Prompt is designed to support someone who is still able to manage the system, to maintain their independence and quality of life - but (if the user gives permission) families can see their daily activities through the web dashboard, so alleviating their concerns. The dashboard shows, at a glance, what events are coming up and what's being stored in the system. It can also display any appointments missed and a mood indicator using sentiment analysis.

People in the West Midlands living with or supporting someone with impaired memory function will benefit from improved quality of life and better mental health.

More generally, the West Midlands will benefit by being seen as a thought leader in innovation cognitive impairment, jobs created and the revenues generated by Memrica.
Current and planned activity: 
Memrica is currently working with Liverpool CCG and Mental Health Trust to test the system with a user group to build a business case for adoption. The company is also working with St Andrews Healthcare in Northampton to test with patients in the facility and in the community. St Andrews is a Centre of Excellence for brain injury and also supports people with dementia.
Memrica has research partnerships with Alzheimer's Society and Headway. 2 pilots are planned for this summer with ExtraCare Charitable Trust and Trafford Housing Association, one of which will be independently evaluated by Worcester University's Association of Dementia Studies.
Memrica has a relationship with Appello, an emergency call centre provider, which is diversifying into digital innovation and an agreement to jointly tender for opportunities in innovation in supporting people with cognitive impairment.

An initial version of Prompt is now available for public testing, support to accelerate take up would be great.
What is the intellectual property status of your innovation?:
Copyright in design and layouts
Trademark application to be made
 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
Memrica Prompt is a digital innovation and the key to scaling is market adoption. For the current public Beta 50 people signed up in 48 hours, revealing a consumer appetite. Memrica is developing partnerships with housing providers to drive adoption among their residents - ExtraCare Trust and Lenches Trust - and is seeking other partnerships.
Measures:
Memrica is partnering with Worcester University's Association of Dementia Studies to develop metrics to measure improvement of quaity of life during a short trial. Memrica is also in discussion with NESTA to join their Dementia Citizens initiative, which gathers reserach infirmation from participants on the platform. The format for the Worcester ADS study is a pre and post questionnaire to gather qualitative self assessment about levels on confidence and independence indicated by things people feel they can no longer do or feel anxious about compard to their experiences after the test period. The same  pre and post questionnaire will also be sent to a family member or supporter, who can give their perspective on any changes noted, to give a 360 degree view. The questionnaire will also include questions about impressios of the quality of the app and supporting dashboard as well as training and support given.

Following launch Memrica will also assess.Prompt against KPIs: number of downloads, % conversions to payment, market presence measured by social media mentions and contacts via the website and recruitment success, when compared to similar businesses.
Adoption target:
Prompt is not only targetted at the West Midlands for adoption. To break even on current modelling 30,000 monthly users are required.
Rejection Reason:
The investment committee decided not to invest in this innovation.
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Mary Matthews 10/06/2016 - 16:21 Rejected Login or Register to post comments
3.5
4
Votes

Innovation 'Elevator Pitch':
Life Echo is a therapeutic personal phonic map of patients positive memories to reconfirm and generate memory management and interaction and how they can approach death.
 
Overview of Innovation:
Wiggan has discovered the possibilities that phonic recordings offer social care and Life Echo could offer alternatives within therapy and the skills of hearing that can address deep emotional and mental struggles.
 
Life Echo will address some of the issues relating to dementia and bereavement. (Primarily in first stages, then into other areas) and that Life Echo will explore the impact of sound on mental and emotional wellbeing. 

Previous activity has been building the project on the notion that hearing is one of the last senses to leave when a patient is terminally ill, this could possibly change how people interact with their own memories and how they can approach death.
 
This first stage of the project had shown it has great potential to become part of the service provision in end of life care and could be rolled out beyond the local area to become citywide and possible a regional or national project.
 
Positive memory trigger points with individuals receiving end of life and palliative care at the John Taylor Hospice in Birmingham and early sufferers of dementia to create ‘Life Echoes’ or personal phonic maps create this work.
 
The process encourages patients to reconfirm or establish memory routes, generating deeper, more intensive memory emersion through sound recall.
 
Life Echo is the sound of patients positive memories, as they consider an age or time period that has a positive significance for them, for each person this will be different and unique.
 
The Life Echo is an experience, alone or with family/ carer/staff. It is not a sound track of sound effects, but an abstract, therapeutic sound narrative based on the data shared by the patient.
 
 
This programme impacts upon end of life care and enhances the possibilities of ‘dying well’, it leaves a tool for the participant, a legacy for the family and potentially offers a process to delay the early on set of dementia.
 
Life Echo has the potential to become part of the service provision in end of life and dementia care. 

Life Echo is at inception/ R&D phase, so measurement guidelines are not yet fully formed. Anecdotal evidence, through film recordings and written documentation suggests that participants are extremely positive towards their experience however, this positivity needs to be formalised in order to establish clear frameworks for assessing success. 

The next step is to evaluate the impact of Life Echo on user, carer and family and develop a digital self perscription version
 
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
 Our proof of concepts studies plus the 18 months of ongoing implementation of Life-Echo in the setting of our base West Midlands hospice have given us very considerable confidence to describe the followings features among those patients in whom increasing memory deficit is an pressing and relentlessly increasing daily problem.
  1. Promotes welfare benefit
[Increased and noted positive mood up-lift for the patient and more general care & welfare benefits]
 
  • For the patient : elevation of affect, pleasure and increased tranquility
 
  • For the carers : additional benefit and assistance to those directly managing their daily care, and more generally in improved mental accessibility of the patient towards close relatives and carers sharing their daily life
 
  1. Delivers financial benefit
  • Essentially in terms of increased quality time salvaged (due to the patient’s lighter affect and increased communicability) 
  • Reduced difficult times of wearisome management  (due to mental inaccessibility of the patient)
 
  1. Motivates the seeking out of further application areas and business
  • The Life-Echo business, small as it is, has over the last four years been approached by some twenty different potential users of the equipment and ideas in a truly impressive range of situations – schools, adult education, mental health therapy, relaxation for stressed children and adults in hospitals, prisons, detention centers as well as for well and healthy individuals in challenging and extreme circumstances.
 
For one reason of another [possibly because the technology is eminently affordable and flexible in design and because the fundamental idea of access to personal memory and imagination is so alluring] Life-Echo is overflowing this development possibilities. For those purchasing Life-Echo it is so easy to use in opening up new application areas. Indeed in situations like hospices and hospitals for these possible developments can readily be viewed as revenue generating.
Online Discussion Rating
5.00 (1 ratings)
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
Presently our experience is in the palliative day-care setting, where even if this were to be the only application are, we would base the computation on exactly the three areas shown in detail above; and moreover these would need to be delivered by a system which costs in a Life-Echoist  at each of the three stages – mapping, creation, reproduction.
 
[Nevertheless, our present direction of technical development is for Life-Echo to be both self-derived and self-administered – which opens up the option for creation to be Life-Echoist –supported or even self-created.]
 
Simply applying to Life-Echo the epidemiology of dementia in the over 60’s population of West Midlands 
http://www.alzheimersresearchuk.org/about-dementia/facts-stats/10-things-you-need-to-know-about-prevalence/

and on the basis of the benefits described at A, above:
 
            Promotes welfare benefit :
  • Over 1.5 million people in the UK (West Midlands at 8.85% = 130,000) therefore, including both people with dementia and their carers, would potentially benefit from dementia treatments today.
 
Delivers financial benefit :
 
  • Per patient day using Life-Echo we estimate a conservative net financial benefit of £10.
 
Motivates the seeking out of further application areas and business: 
 
  • Per institution adopting Life-Echo per year we estimate a conservative ‘novel usage’ return to them of between  £2k and 20k per year.
 
If Life-Echo looked to monetarizing for its own return just 15% of this potential customer gain then for every 80-users that would be 15% of £((80*365*10) + (3*5,000)) = £46,000
[based on present situation of 80 users in 3 centres for a single year.]
 
This is the present base level (£46k p.a. 2016) – and we expect to increase this 10 fold in 1 year (£460k p.a. 2017) and 100 fold in the following 4 years (£4.6m p.a. 2021)
Current and planned activity: 
Life Echo is  being considered with the Q.E wellbeing team for the YPU Cancer Ward and Dementia Ward , who have seen the postive impact and change it can bring to patient and carer / staff prioritsed costings have limited thier engagment at this point . Anthony Cobley was championing the project to be at the Q.E. John Taylor hospice are a keen stakeholder as the porject started there and they are eager to see it develop. There are also other organisations waitng to run in part ir full programme . These are St.Andrew's Forensic , T.E.A Project in Sri Lanka , Cotteridge School, Newton Dee in Scotland ,SIFA, Ty Hafan ,CRISIS Birmigham and HMP Brimingham. (see supporting document for more details ). In terms of development support there is interest in its software translation potential from Microsoft and EnablediD. If successfull with this funding to develop a digital memory atlas and / or evaluation on patient / carer diginty , then these partners will be secured for next phase. 
 
What is the intellectual property status of your innovation?:
Life Echo as a name and logo is trademarked , however the copyright and patenting of IP , process etc are not yet completed but in progress right now. ( This is where guidance and support is requred .) I realise the extreme importance of this and do need to get that done , however this needs a £3000.00 injection now to get this status complete.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
West Midlands Region

1. Via our four Life-Echoist Training Courses planned for 2018 at three different palliative care locations and University Venue: 
  • John Taylor Hospice
  • Myton Hospice, Leamington Spa
  • Compton Hospice, Wolverhampton
  • BCU, Well Being and Digital Health
Each will train eight Life-Echoists:

2.  Via the 2018 Life Echo Conference – December, 2018
 
3.  Via the excellent offices of WMAHSN
 
Other Parts of the UK

We are currently working in Wales with both Children’s Hospices:

Tŷ Gobaith, Conwy
Tŷ Hafan, Cardiff

With further discussion:

HMP BIRMNGHAM
CRISIS
SIFA FIRE SIDE 
Measures:
2 known areas of personal impact (preliminary medical & social history/psychological/physiological)
 
1. Patient’s short & long form: Enhancing function, promoting relationships & social participation & finding ways for those with dementia to enjoy life are the keys to successful occupational therapy intervention. Providing education for family, care providers & clients (as they are able to understand) & promoting the persons strengths will ensure that those with dementia & their care providers have the support needed to live life to its fullest

2. Carers/Staff: The medical & clinical background to these choices is explained more fully in our Measurement Notes for the LE-Corpus
 
This application is about Life-Echo as a health care intervention, particularly the patient with early dementia symptoms at home or in a residential/palliative care environment, along with carer(s) & medical professionals. Everything that follows here will therefore be directed to the needs & benefits of those 3 groups. However it is important to have in mind that Life-Echo already has authentication in its use from a range of other fields where its users & critics have made us aware of the depth of its effects & the impact it has had on them
 
Life-Echo moves the individual & motivates their behaviour & that is the common denominator of all that we have in growing corpus of our evidence. That corpus is held in a customised SQL database designed for linguistic analysis to extract sentiments & feelings across a psychological & physiological theoretical domain. Data is very carefully & painstakingly collected according to the framework (outlined in attached ‘Measures’ document). Moreover this is done in a way that as far as possible means that no recorded encounter with Life-Echo goes untapped for new or confirmatory insights into its workings
 
Full information on the measures to be used to gauge the success of Life Echo & how these assessments will be made are in the attached ‘Measures’ document
Adoption target:
Rejection Reason:
Needed to focus on one application.
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Justin Wiggan 21/06/2016 - 05:37 Rejected Login or Register to post comments
2.9
1
Votes

Innovation 'Elevator Pitch':
We run a Suicide Crisis Centre in Gloucestershire, which was set up and is run by a person with lived experience. We've been providing services for 3 years and have never had a suicide of a client under our care.
Overview of Innovation:
The charity Suicide Crisis was set up in December 2012. It was set up by a woman who experienced suicidal crisis following a traumatic experience in March of that year. She couldn't find the right kind of help so she created what would have helped her. Our services have evolved to become what our clients have said they want and need. They have shown us what additional services we have needed to provide.

First we set up a Trauma Centre in May 2013 and this continues to run as part of our charity. This is about early intervention: supporting people to try to prevent a descent into crisis. After she was discharged by the NHS crisis team in the summer of 2012, the founder of Suicide Crisis was told that there would be an 8-month wait before she could access psychological therapy. Whilst waiting for therapy, she attempted suicide twice. This highlighted the need for ongoing support after a traumatic experience.    

The Suicide Crisis Centre opened in autumn 2013 and is based in the centre of Cheltenham and serves the whole of Gloucestershire. Clients can come in every day when at high risk. We provide face to face individual support.

A client at particularly high risk will have access to 24-hour support.

We have never had a suicide of a client under our care and have identified a number of reasons why. We believe that it's because of a combination of the way that our services are set up and our ethos. We're happy to give presentations about our work to explain this.

We often look to psychiatrists and professors for possible ways of reducing the number of people who die by suicide. We are different in that it is a 'mental health patient' who came up with the idea of our Suicide Crisis Centre, set it up and who continues to run it. Although she had no contact with mental health services prior to 2012, she has since been diagnosed with bipolar disorder and a posttraumatic syndrome. We have gone beyond co-production. This has been originated by a service user.

Our work is now starting to attract national attention. We have been visited by Helen Garnham, the national lead on suicide prevention at Public Health England. She has described our work as "inspiring" and asked us to address a suicide summit in February in London. Luciana Berger, the former Shadow Minister for Mental Health, asked to visit us in January and met staff and clients. The South West Zero Suicide Collaborative's steering group has described our work as "inspirational" and "extraordinary". 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness
Benefit to NHS:
We are providing something very different from NHS services but have found that mental health professionals are interested in understanding why our clients survive and how we have achieved zero suicide.
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Our Suicide Crisis Centre is helping people to survive who may have died by suicide. We are also helping to prevent crisis by providing trauma services (early intervention).
Current and planned activity: 
We have been contacted by the NHS and CCG in another part of the country as they are interested in having a Suicide Crisis Centre in their county. This is outside the West Midlands.
What is the intellectual property status of your innovation?:
To be confirmed
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
3
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Joy Hibbins 01/07/2016 - 07:39 Publish 1 comment
6
1
Votes
-99999
Innovation 'Elevator Pitch':
System to massively improve efficiency and reduce costs of running your mental health recovery college. Manage, track and report on KPIs and impact and outcome assessments to your commissioners.
Overview of Innovation:
Online platform crafted to help Mental Health Recovery Colleges and training providers manage their applications, students, courses, tutors, course schedule, venues, bookings, attendance, learner support needs, evaluation and impact and outcome assessments. Take a look at http://mindrecoverynet.org.uk for more details.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Helping Mental Health Recovery Colleges and support and training providers become more efficient will save money. 
Commissioners will be able to manage the performance of contracts more easily with those providers that use Mind Recovery Net.
Consolidation and centralisation of shared support resources between Colleges and support providers becomes possible using common platforms.

Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Allow service users to gain a seamless, online engagement with their local Mental Health Recovery college or support and training provider, either directly, as a referral from the GP or other mental health service or through their employer. 
Support WM population to become more resilient and improve their overall wellbeing, reduce the cost of sickness and absence on the employer by taking preventative steps to increase overall wellbeing.
In the future we imagine individual exercising the mind to the same degree that exercising the body has grown in popularity through gym memberships and self-guided large scale physical challenge sector (Park Runs, fun runs etc.) and attract significant private investment in this space, referencing Virgin's recent investment in large scale outdoor physical activities))
Current and planned activity: 
Mind Recovery Net is available to all Mental Health Recovery Colleges and support and training providers across the UK. We are onboarding organisations now.
What is the intellectual property status of your innovation?:
copyright protected. registered trademark pending. No patents applicable.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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David Roberts (Action Starter) 08/07/2016 - 13:47 Publish 1 comment
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0
Votes
-99999
Innovation 'Elevator Pitch':
A comprehensive package of training and development on safegaurding adults, mental capacity, deprivation of liberty safeguards and Prevent delivered through training DVDs, e-learning packages, patient stories, face-to-face training and webinars. 
Overview of Innovation:
Safeguarding Adults, Mental Capacity and Deprivation of Liberty Safeguards are mandatory training for all staff working with vulnerable adults across the health and social care economy. As this inevitably requires large numbers of staff, organisations are constantly being challenged with meeting the training compliance needed. This training is also required every 3 years.

This flexible training package is designed to meet the training needs of various organisations who have statutory obligations in this area. The training package includes:

- Safeguarding adults level 1 raising awareness 
- Safeguarding adults level 2 alerter/referrer 
- Safeguarding adults level 3 section 42 enquiries/case conference 
- Mental Capacity Act introduction
- Mental Capacity Act in practice
- Deprivation of Liberty introduction
- Deprivation of Liberty in practice
- Prevent
- Specialist modules on
    * self-neglect
    * modern day slavery and human trafficking
    * Female genital mutilation (FGM)
    * Domestic violence

These training modules can be delivered via:

- E-learning package including anonymised real patient story videos developed by the Trust
- Face-to-face for more advanced training
- Webinars
- Bespoke training individually costed
- Educational material such as booklets, posters, leaflets

All educational and training material can be customised to include the receiving organisation's branding and logo.

More bespoke services include:
- Organisational Review of existing safeguarding processes ,policies and procedures
- Develop safeguarding plan based on gap analysis
- Policy Development
- Risk Assessment, Care planning, report writing , Court reports
- Individual management reviews for SAR’s Domestic Homicide reviews
- Audit Evaluation and Implementation Plan
- Organisational preparation for CQC Inspections
- Organisational quality, risk and governance assurance
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
- Flexible learning packages to meet mandatory training requirements for NHS organisations who do not have the capacity to provide the training in-house
- Improving the knowledge and skills of the workforce which will improve the safeguarding of patients
- Reduce organisational risk
- Improve outcomes for patients and carers
- Reduces demands on clinical time by way of providing training through e-learning
- Access to the most up-to-date contents as our team are constantly updating the training material
Online Discussion Rating
4.00 (1 ratings)
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
The safeguarding of vulnerable adults is now statutory under the Care Act 2014. As such, its implementation is required locally, regionally and nationally.

According to the editorial of Journal of Adult Protection Vol 18, No 2, 2016: "Across West Midlands, local authorities are struggling with the effects of austerity measures, unprotected social care budgets, restructuring, under-valued care workers, redundancies and more generally on the rising demands associated with an ageing society". Following re-organisation, many of the local authorities are struggling with a younger and less-experienced workforce with less intellectual memory and too many agency staff. This will be even more so in West Midlands following the councils' devolution plan delivery. This calls for increased training and support for staff delivering front-line services where demands have risen and resourses have dwindled. 
Current and planned activity: 
Currently we provide training to BCHCFT workforce which comprises over 5,000 members of staff. In addition, we provide training to limited number of NHS Trusts and a wider workforce in hospice care, special schools and some private and commissioning groups. All of this has been achieved through recommendations rather than utilising any marketing strategies.
What is the intellectual property status of your innovation?:
Training material need to be protected.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
The service can be provided across the West Midlands Health Authority region.
Measures:
- Provides the organisation across the health and social care with the mandatory training for staff dealing with vulnerable adults
- Knowledge assessment at the end of the training to ascertain the competences acquired by the individuals
Adoption target:
Health and social care organisations and private sector
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anne mcgarry 12/07/2016 - 15:18 Sign Posted Login or Register to post comments
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Votes

Innovation 'Elevator Pitch':

The NHS often does NOT know a patient’s wishes on treatment, their preferences or instructions. In a health emergency or mental crisis this information is vital.. MyDirectives gives everyone the chance to record their wishes in advance of a crisis.

Overview of Innovation:

MyDirectives.com and MyDirectives mobile gives every individual the opportunity to record their wishes for free. The service uses digitally delivered structured forms, video and audio messages to create high quality documents that health professionals trust to make best interest decisions. The service empowers individuals, allowing them to share their wishes with a close network of people (‘agents’) they trust to support them in a crisis or if they are unable to speak for themselves.  These ‘agents’ are sent instructional packs & urged to discuss preferences with the individuals concerned. MyDirectives then works with local health economies to integrate the person’s wishes & personal choices with primary, secondary and local authority databases & electronic health records so they can be confident their wishes & ‘digital voice’ will always be accessible & heard.
 
For health professionals this means they can be confident they are looking at the most up to date views of their patients, know who can speak for the patient & what their treatment choices & objectives are. This approach is both ‘human’ & from an innovation perspective, highly disruptive. It leads to faster, more appropriate & sensitive care decision making & can be easily scaled through MyDirectives' API to the whole care & health community.
 
The benefits of this pro-active approach are significant cash releasing savings that can be evidenced. An indication of how much this approach might save a health economy is a bill currently going though both houses of the US Congress that proposes to give every US citizen on Medicaid and Medicare £75 in return for creating a digital emergency, critical and advance care plan. MyDirectives has been live for four years and is used by individuals in 34 countries & is now looking for its first healthcare partner in the UK. 

We want a healthcare partner who can work with us to establish a UK integration network with GP suppliers, summary care record and organ donor lists and an adoption strategy using GP suppliers, secondary care providers, E-referrals, organ donor register and NHS Choices. We believe we can create a national system of adoption and retrieval using the NHS’ existing infrastructure. The end result will be a cost effective mechanism for recording and retrieving a patient's ‘voice’.

MyDirectives is the only company providing an integrated all digital solution to these issues.
 
See https://mydirectives for further details.

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:

ADVault has created an economic model for England that shows for every £1 spent on MyDirectives a health authority would save between £1.77 to £9.33 within five years. The variation depends on which NHS England figures you apply to the model. Please see attached five case national economic model created for HM Treasury for full details. The models are based on targeting the entire adult population of a health economy and capturing 25% of all deaths.

If the NHS were to set a 50% adoption level and the capture of 25% of all deaths within five years as achievable targets, it could expect to generate net savings of between £64,916,693 to £702,791,693 per annum by the end of year five. A city such as Birmingham could therefore expect to save c£6m a year.

These cost savings can be realised as individuals express in their Emergency, Critical and Advance Care Plans (ECACP) their preferences, wishes and goals for treatment and care that permit the NHS to intervene more appropriately and less intensively.  As a result, ECACPs lead to fewer people dying in hospital, reduced admissions, achieve shorter hospital stays, reduced unnecessary ambulance journeys, fewer ‘heroic’ treatment measures and fewer incidences of distressing and unwanted life-sustaining treatments.
 
With an ECACP there is also compelling evidence that carers return to work sooner following family health crises and bereavements and experience fewer subsequent mental health issues, as the end of life events are managed more sympathetically.  Anecdotal evidence suggests even more significant savings following unexpected accidents and trauma where an ECACP is in place.

MyDirectives is supported by the National Council for Palliative Care (CEO Claire Henry); Baroness Finlay, the Chair of the National Mental Capacity Forum and Professor Bee Wee, the National Director for End of Life Care.

We are currently looking for our first NHS partner.

Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:

In addition to the benefits described in the previous section, we are looking for a regional partner such as a GP group, Trust or STP to showcase and then spread this innovation across the wider NHS. We would be comfortable to enter into a commercial arrangement to facilitate this partnership.
 
If a suitable regional partner can be identified, we would consider locating our UK business Headquarters in the West Midlands.
 
Given the health economic forecast described previously and the predictive benefits model for saving to NHS England a city such as Birmingham could expect to save approximately £6m a year.

Current and planned activity: 

ADVault, creators of MyDirectives, is looking for its first UK integration partner. In the USA our integration business is now operating successfully in 10 US States. In addition, we are also in discussions with the Australian Federal government.

We are seeking a regional partner such as a GP group, Trust or STP to showcase the product and then to spread this innovation across the wider NHS community.
 
We would be comfortable to enter into a commercial arrangement to facilitate this partnership
 
Should suitable regional partners be found, we would consider locating our UK business headquarters within the West Midlands.

What is the intellectual property status of your innovation?:

All the intellectual property is owned by ADVault Inc

Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Regional Scalability:

MyDirectives can be scaled regionally or nationally. We generate better viral effects when we approach hundreds of thousands of people. This also "normalises" the process of recording you preferences, values and goals making success more likely. 

Measures:

Outcomes will be measured digitally based on volume of take up, retrieval and completion. We would also bring in researchers to look at impact on ambulance journeys, 111 decision making, medical crisis decision making, length of stay in hospital, organ donation rescind rate and deaths in normal place of residence.

Adoption target:

ADVault would seek to have 50% of a population signed up within five years. One of the consequence of this penetration would be that approx 25% of people in a community are likely to have one in place prior to a medical crisis.

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Jonathon Carr-Brown 27/07/2016 - 16:24 Detailed Submission Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
A free interactive website that allows community members to take control of wellness by creating then managing a personal wellness plan, assisted as necessary by link workers and service providers.
Overview of Innovation:
In 2014 the Chief Economist of the Bank of England released figures showing that the total amount of volunteering in the UK is equivalent to 10% of all paid hours worked, which has an economic and social value of at least £100 billion per year. However, community groups struggle to engage with public services, with each other, and with the public. Councils could mitigate the impact of austerity by helping their communities release more value from volunteering. Even for a small community, just a small improvement in the effectiveness of volunteering is worth millions of pounds per year - and can make a huge difference to local wellness.

Town Digital Hub (TDH) is "a uniquely holistic approach to social prescribing", Dr Richard Kimberlee, South West Lead, Social Prescribing Network.

Wellness plans are based on usage of community assets, which link workers curate for quality of care, promote to clients, and help develop in collaboration with the community.  Details of your wellness plan can be shared with provider organisations of your choice, which puts an end to silo working by multiple agencies.  Wellness plans remove technical and administrative overheads from social prescribing, allowing link workers to operate with maximum efficiency and effectiveness.

Link workers address wellness issues before demand hits the NHS by reaching out to the community not only at GP practices but also at permanent/popup hubs in supermarkets, town centres, libraries, schools, bus/train stations, community centres, and more.  Link workers give each client ongoing support at a level matched to their needs, but also encourage them to become more self-reliant, mentoring them where appropriate to become volunteer link workers via TDH.  This allows social prescribing services to be expanded without cost, scaling easily to many thousands of people.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Person centred care
Benefit to NHS:
Evidence shows that social prescribing typically reduces GP demand by 28% and A&E attendance by 24%.  The mean Social Return on Investment is £2.3 per £1 invested, although some schemes deliver £6-7 and with the aid a tool such as TDH this higher level of benefit or even more can be expected.

TDH allows mental health triage to be conducted by link workers, and since their core focus is supporting the use and development of community assets, the approach reduces as far as possible the increase in mental health demand exhibited by some social prescribing schemes while still maintaining statutory responsibilities.  Further, TDH allows triage to become on-going as part of lifelong wellness planning using self-driven/guided assessment tools.  These tools provide a battery of tests from GAD and PHQ through all the IAPT measures and more.  Mental health providers can access test data to identify people in the community with an emerging need for their services - in other words, regularly triage potential clients for high risk.

As well as your personal demographics and standard outcome measures, a wellness plan in WellBrum includes the community assets you are using, why you are using them, and your judgement of their impact on your own wellness.  This provides local authorities and other social investors with a unique form of data that enables identification of gaps/overlaps in wellness provision and the management of community assets so as to reduce health inequalities and improve cost benefit of investment.  Data can be linked by NHS number to data collected by public services providers, enabling correlation of wellness planning data with GP appointment demand, non-elective hospital attendance, A&E pressure, antidepressant usage, and so on.  Further, since people provide data of their own accord, so this is achieved without either clients or providers suffering the burden of repeated questionnaires.
Online Discussion Rating
6.00 (2 ratings)
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
Increasing wellness saves money for public sector organisations including not only health and social care but also police, justice, education and more. Further, it has a major impact on local regeneration and resilience. TDH helps provide a safety net for austerity by unlocking the massive value of community initiatives and integrating them together with NHS and other local government services into holistic personal wellness plans, allowing people to improve their own quality of life preventatively.
Current and planned activity: 
An initial deployment of WellBrum was sponsored in Feb 2016 by NHS South Central Birmingham, for a single Issue (Activity) in the districts of Ladywood and Edgbaston.  In 2017 WellBrum was deployed by the Living Well Consortium of 40+ mental health providers, via a lottery-funded social prescribing project.
What is the intellectual property status of your innovation?:
All IPR are held by the social enterprise Role Modellers Ltd.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Regulatory Approvals:
Regulatory approvals are not required since the platform does not provide healthcare services but rather enables holistic usage of cross-sector resources from multiple providers as part of personal wellness plans.

The technology uses a highly secure database hosted on a market leading Platform-as-a-Service.  All Web pages are encrypted via SSL and sophisticated security controls built into the site at every level.
Commercial information:
Town Digital Hub is available to all communities nationally and internationally for free.  The social enterprise Role Modellers Ltd sustains it at cost by providing optional support services, charging £500 per day and using whatever is left after labour and overheads to host, maintain and enhance the website.  Support services include training, configuration, cleansing and bulk upload of data, correction of data errors, search engine optimisation, hub/issue management, usage monitoring, creation of customised pages, provision of extracts for reporting purposes, and other services as required.  As an example, provision of support services to a medium-sized town might take 1-2 days per month.
Investment activity:
Initial investment to enable creation of the platform included £1800 from the Royal Society of Arts, £10000 from Frome Town Council and £10000 from NHS Birrmingham South Central CCG.
Regional Scalability:
Town Digital Hub has been deployed to communities of population 220,000 in Birmingham and 90,000 in Somerset.  The website scales by design to communities of any size in the UK and internationally.
Measures:
Town Digital Hub allows each community member to manage their personal wellness journey by recording the perceived impact on their wellness of each asset they use as well as by taking standard outcome assessments.  Taken together, this approach transforms evidence gathering from pull to push - in order to monitor their own wellness, people proactively provide data, which is then available automatically to providers.  Individuals no longer have to suffer the intrusion of repeated questionnaires, and the administration overhead for providers is massively reduced.

By tracking the purpose for which assets are being used, alongside user demographics, the website helps investors into community infrastructure identify provision gaps/overlaps. Providers can also enter details of their costs which enables value for money assessment.  It becomes possible to manage community asset provision both effectively (to reduce inequalities) and efficiently (cost against outcome).

NHS providers can linked this information by NHS number to NHS data so as to correlate wellness data with GP/A&E/MH demand, non-elective hospital attendance, antidepressant usage, and medically unexplained symptoms, enabling uniquely holistic assessment of impacts/outcomes.
Adoption target:
The immediate adoption target is all 28 parliamentary constituencies in West Midlands.  Minimum viability is the 10 parliamentary constituencies in Birmingham.
Investment sought:
See attached document, "Town Digital Hub Investment Proposal to WMAHSN"
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Keith Harrison-Broninski 06/08/2016 - 12:18 Archived 3 comments
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Votes

Innovation 'Elevator Pitch':
A two tiered awareness training aimed at raising awareness of the risk of ligatures and hanging, what to do in ligature scenarios, and raising awareness of suicide risk.
Overview of Innovation:
(On behalf of Marie Nicholls, CWPT Lead for Clinical Risk and Suicide Prevention)

Hanging is the most prevalent suicide method for men and women in the UK. In Coventry & Warwickshire Partnership Trust, ligature related incidents have risen over the past two years.

In response to this, a two fold awareness programme has been developed around ligature/hanging risks. Firstly a basic awareness for all Trust staff (including non-mental health colleagues), which is an overall suicide prevention message; and secondly an enhanced training, which includes a film showing the use of ligature cutters in practice with staff testimonials and advice on supporting staff.

We are hoping to market this programme to other Trusts and health and social care providers. We are currently investigating methods of distribution and delivery, and whether we might be able to get this programme accredited by an organisation such as NICE. 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Education, training and future workforce / Wealth creation / Patient and medicines safety
Benefit to NHS:
Suicide has traumatic effects for everyone, not only for those personally involved, but for professionals as well. Suicide touches the lives of many people, and the impact on the NHS is significant in regard to the cost of trying to prevent suicide, supporting those bereaved, and the NHS' reputation.

Suicide is preventable, and yet investments into programmes to prevent it are not well resourced or popular. This needs to change; it is simply not acceptable that suicide kills more men in the UK under 35 than accident, illness and injury. Hanging is a significant risk and probably the hardest suicide method to restrict.

This is why this awareness programme is hitting this risk head on by telling NHS staff, many of whom don’t work with mental health services, about ligatures and where the risks of ligatures are greatest. It also raises awareness- this programme links into overall suicide prevention. Someone who has the ligature awareness session may just think about a neighbour or friend and recognise that there may be a risk.

The training is split into both basic and enhanced training, so that it can be applicable to as many people as possible. Basic ligature awareness training is now included in Coventry & Warwickshire Partnership NHS Trust’s Statutory and Mandatory training, and will hopefully lead to a point where all staff in the Trust (whether they work in inpatient areas or not) will have a degree of awareness about ligatures, ligature points, and what to do if they suspect a suicide risk or encounter a live ligature emergency, even outside of the Trust.

Prevention is key for NHS services and this project is about just that.
Benefit to WM population:
The training packages will be first delivered to staff within Coventry and Warwickshire Partnership NHS Trust. We are primarily a mental health Trust that operates across Coventry and Warwickshire.

The West Midlands has the third-highest suicide mortality rate across England and Wales at 11.6 deaths per 100,000 population, and the second-highest rate of male suicide, with a rate of 18.5 deaths per 100,000 population. Moreover, the suicide rate had the biggest percentage increase between 2013 and 2014, rising from 9.8 deaths per 100,000 population to 11.6. Over half of all suicides in the UK are by hanging or ligatures.

The Ligature Awareness Training packages we have developed have a clear benefit to the West Midlands population when viewed in light of these figures. Training staff that work with vulnerable people to react appropriately in ligature emergency situations, and to be aware of where ligature cutters are kept and how to use them, will mean that many potentially fatal situations can be avoided in inpatient areas.

The benefit can spread even further- as all staff in Coventry and Warwickshire Partnership NHS Trust will be given the training as part of their Statutory and Mandatory training, the chances of them recognising risks outside of the Trust are greatly increased as well, whether they work in inpatient areas or not.

Currently, there are not many well-resourced or popular programmes to tackle the prevalence of preventable suicide risks. Through this training package and video, we hope to not only raise awareness of ligature risks, feeding into a larger suicide prevention initiative, but also provide an efficient, inexpensive and effective method for health and social care workers to be properly briefed on how to handle situations around ligatures and to mitigate ligature risks. 
Current and planned activity: 
The basic awareness session has been launched and is currently being delivered to 4,500 staff as part of Statutory and Mandatory training.

The enhanced training including the film is about to be shown to around 1,000 appropriate staff.  Evaluation of the basic awareness is good, and this is being collected via the training.

Evaluation of the film will be completed once delivered and will be encompassed in the Trust's commitment to the zero suicide agenda.
What is the intellectual property status of your innovation?:
Training film watermarked. Copyright held on basic awareness training. 
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Sam Ingrams 31/08/2016 - 15:09 Sign Posted Login or Register to post comments
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Innovation 'Elevator Pitch':
The i-THRIVE programme aims to improve children and young people’s mental health outcomes by working with 30 sites across the country to implement the THRIVE framework.
Overview of Innovation:
i-THRIVE is national programme of innovation and improvement in child and adolescent mental health. It is an NHS Innovation Accelerator and is currently being implemented in national accelerator sites across the country. It is delivered by supporting localities to implement the THRIVE Framework through their CAMHS transformation and service improvement programmes.

i-THRIVE Community of Practice 
More than 30 sites make up the i-THRIVE Community of Practice. The Community of Practice includes organisations that are using the THRIVE framework as the basis of their CAMHS transformation and improvement programmes who then share learning about the implementation of THRIVE and how it can be adopted to fit with their local plans for service redesign. Nearly 25% of the young people in England live within a locality that is a member of the i-THRIVE Community of Practice.

THRIVE
THRIVE Elaborated (Wolpert et al, 2015) can be downloaded here: THRIVE Elaborated

i-THRIVE
i-THRIVE is the implementation of the THRIVE conceptual framework, translating the THRIVE core principles into models of care that fit local contexts. Key to this process is the use of evidence based approaches to implementation.
 
i-THRIVE supports the provision of services using a whole-system, or place-based, approach to the delivery of child mental health services. This involves taking a population approach to delivery of care; enabling integration across health, care, education and third sectors, and a central focus on delivering improved outcomes for children and young people.
 
Choice and personalisation of care are core values and these are delivered in part through systematic implementation of shared decision making. To support this, a range of validated measures, tools and educational programmes have been developed by partners and are included in the i-THRIVE Implementation Toolkit, including the CollaboRATE measure, Option Grids and shared decision making training through the i-THRIVE Academy.

i-THRIVE Partnership Organisations
i-THRIVE is delivered through a partnership between the Anna Freud National Centre for Children and Families, the Tavistock and Portman NHS Foundation Trust, the Dartmouth Centre for Healthcare Delivery Science and UCLPartners.

Further Information
Further information about i-THRIVE and examples of successful implementation in sites can be found at http://www.implementingthrive.org/. For the latest news and updates you can also follow us on Twitter: @iTHRIVEinfo.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption / Person centred care
Benefit to NHS:
i-THRIVE and the THRIVE framework have been developed to align with and to support established system transformation and quality improvement methodology. The i-THRIVE model is aligned to emerging tariff payments and is identified within Future in Mind as a suggested model of care.
 
i-THRIVE encapsulates many of the key strategic requirements for delivering CAMHS over the next few years. The NHS Five Year Forward View emphasises services being person-centered, the importance of early intervention, taking a whole system approach and enabling self-care, all of which are core to the THRIVE framework and in the delivery of i-THRIVE. By supporting sites to deliver i-THRIVE we will be helping them to deliver the changes called for in Future in Mind.

Expected benefits include increased proportion of young people accessing CAMHS with higher proportional improvement in vulnerable groups due to outreach and the location and accessibility of assessment services. There will be increased use of community services, self-care and peer-support networks as a result of effective signposting. We expect to see a reduction in waiting times and increased engagement with services with young people involved in co-designing services, their care and in peer-support networks. Efficiency gains are also expected.
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
We are currently working with sites in the West Midlands to support them in the delivery of i-THRIVE.
Current and planned activity: 
i-THRIVE is currently supporting 30 sites across the country to develop and implement the THRIVE framework as part of their CAMHS transformation plans. The programme is funded by Health Education England, The Health Foundation and the NHS Innovation Accelerator to directly support NHS sites  and their partners in local government, education and the third sector, by providing learning and development resources, sharing evidence based tools for implementation, the sharing of good practice and support for evaluation.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
3
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Emma Louisy 06/09/2016 - 15:24 Publish Login or Register to post comments
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Votes
-99999
Innovation 'Elevator Pitch':
We connect people with a mental crisis to practitioners using a smartphone in an instant. Irrelevant of culture, language, or geography, instant access to counselling will be swiftly available, affordable and secure.
Overview of Innovation:
The launch of TOSPS (The One Stop Psychotherapy Shop) as an online secure platform from which therapy can be both sought & delivered lends itself to a real opportunity to revolutionise the way face-to-face crisis mental health therapy is delivered to people in need, in any location via the introduction of a crisis care platform.
It is vital that people have an opportunity to be assessed as quickly as possible before a crisis point is reached, therefore the development of a minimum interaction app to compliment the TOSPS web site is vital to ensure that people in (or approaching) a crisis are connected to a therapist quickly.
Background applications can enable complicity with NHS, Local Authority & 3rd sector mental health service provider’s requirements & interact with the digital systems records, booking systems within one application. An affordable application that is nondependent on any particular proprietary platform.
Early detection trigger guidelines allow quick diagnosis & referral to treatment for the client. Alerts to service users, carers & professionals when risks of crisis within individuals are elevated, prompting a call from a therapist or practitioner where applicable.
This app ensures that getting help & or treatment is as simple as ordering a pizza, To assist users, all of our registered therapists display our unique “on-line” light showing that they are available right now to provide instant help. The app can analyse stress triggers & alert people to potential looming issues, & seek early prevention treatment & can link to applications such as iHealth & S Health.
Payment modules can be adapted for pre-booked appointments or after event payments. Some people may wish to approach things methodically & be directed to the Mother web site, others who are in advanced crisis can be connected to immediate help via the app. The security protocols are already developed to reach current IGSoC compliance HIPAA & peer to peer security is established.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Reduce waiting time within the NHS by providing a pool of therapists across all sectors and specializations to be available at all times for emergency crisis intervention therapy and early diagnostic triggers.
Doctors and emergency services would have a central point of call with said pool of therapists who are available to provide face to face online counselling sessions in real time, day or night .
Reduction of waiting time has a positive effect on the reputation of local NHS facilities. The introductions of a central point of contact for therapy online would complement and provide the newer and more modernised NHS with a natural extension to its future modernisation programs in the deliverance of new methods for client access to crisis therapy, using the technologies the public already use on a day to day basis, phones tablets etc.  
Early intervention will reduce cost of treatment in the short and long terms. People can effectively access counselling from home thereby freeing up seats and room occupation.  Effectively the client pays for their own cyber space as opposed to the costs of the provision of therapy rooms and space.
Emergency room on call crisis mental health teams can see a relief from the growing numbers of people needing mental help assistance in the A & E. A triage type system implemented directing those in need of counselling either direct to a practitioner online or to a hospital department will streamline priorities. Cancellation time loss can be recycled. Run over time can be reduced as the client’s portal closes as soon as the session allocated time has finished. 
Safety to staff and clients is enhanced as there is no physical presence. Holiday and sickness schedules would no longer impact on the availability of counsellors, The pool of available therapists can expand and decrease to meet demand.
Geographic boundaries are removed and a greater pool of therapists are available. Therapists with free time can instantly be available to work. Language skills and multicultural issues can be less hindrance, as availability of specialized counsellors with extra skill sets can be found instantly.
Emergency triage of crisis mental health care can be portable, particularly in suicide situations. A seamless way to integrate private and NHS staff to provide counselling in times of public crisis and emergencies such as acts of terrorism or acts of God will be in place. 
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
The West Midlands is a densely populated area; the residents are very diverse, multicultural with wide ranging needs. 
TOSPS has counsellors and therapists with a wealth and bounty of specialisms bringing with them an abundance of different language skills, English to Swahili, African, Asian, and European languages, a wide range of backgrounds, cultures, skills and knowledge would open counselling up to ethnic minorities who might shy away from help due to cultural inhibitors, fear of violence, shame or adversity.
The availability of therapists to meet their own cultural requirements without fear of prejudices is a key for some minority groups.  
The system caters for multiple needs, the 24/7 availability means that shift workers or people who experience crisis at all times of day and night will have access to someone who will help them.
Interactions with the app, intentional or unintentional, can act as a conduit to signpost people in crisis to the correct people for help. The socio-economic effect on work place downtime figures will improve as time away from work travelling to and from appointments can be removed.
Calibration with the Police and other social help associations like suicide watch will offer a portable crisis care that will assist them in their roles on the ground. The domino effect of assisting individuals take control of their mental health will filter through to the family environment.
Push notifications will remind people of follow-up appointments, and assure them that their practitioners have been notified of current or prior episodes.  
Large exhibition centres and train stations will be able to send push notification advising mentally vulnerable people registered on the system what to do in times of crisis, terrorism.  Alleviation of waiting times within NHS will promote a real improvement which will be noted by the people.  The app will empower those who often feel powerless and deliver an element of control back to those patients and can act as a buddy system bringing comfort to the mentally ill.  
A more settled and happy community who will support their NHS when they can see or hear that real progress has been made in the reduction of waiting times and costs to their NHS.  Instant access gives them control and boosts confidence. Portability of the app means counselling can be physically brought to the client any place. 
Current and planned activity: 
To grow the numbers of therapists currently registered to provide counselling online both mainstream and crisis care intervention to a start headcount of 400 therapists initially. This would provide scope to have 6 teams of 66 therapists online in 4 hour shifts across a 24 hour period. Training is already underway to ensure that each therapists IT equipment is cyber safe and certified on an  annual basis to protect data and patient confidentiality.
To develop a single point TOSPS app that can deliver all the benefits previously detailed whilst allowing the NHS to track patient costs / usage / progress automatically and work on a NHS agreed pricing and invoicing schedule for covered therapy. Additional therapy could be purchased directly by the patient or family members to supplement NHS treatment and referral fees could be offered back to the NHS to fund research into the benefits of online therapy to further promote the services and reduce overall costs of care
What is the intellectual property status of your innovation?:
TOSPS own all the rights to the name TOSPS and the delivery platform. The TOSPS app will be owned by TOSPS and their developer Proxicon who will continue to develop and maintain the app. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
The model can be classified as Simple scalability : 
Measures:
Due to the nature of the service we will be able to provide in depth reporting on the number of referrals received which have had a successful outcome in terms of delivery, we will be in a position to deep dive data which will show the number of therapeutic hours being delivered over any given time period and relate these back to specific NHS referrals.
We also believe that by engaging with NICE and IAPT and inviting them to independently monitor the quality of service and outcomes, we can confidently report on the successes and the learnings as TOSPS moves forward with the NHS.  TOSPS.com will also commit to working with other external agencies within the NHS and beyond to further understand the outcomes of its service with a view to continued development its services, feedback will be essential not only from clients but also from referring partners and charitable organisations.
 
Adoption target:
Currently the infrastructure to deliver this service is in a state of readiness; We believe that in order to launch effectively for WM NHS we will need in the region of 400 additional therapists. We will need some support from the NHS in the form of internal marketing to NHS therapists and referring agencies,
Rejection Reason:
Suitability of model to NHS
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Bernadette Bruckner 09/09/2016 - 10:20 Rejected Login or Register to post comments
2.7
1
Votes

Innovation 'Elevator Pitch':
Using Sport to Talk, targeting men by accessing local sporting events, and providing information on why it’s important to reach out about feelings. 
Overview of Innovation:
(On behalf of Marie Nicholls, Coventry and Warwickshire Partnership NHS Trust Lead for Clinical Risk and Suicide Prevention)

Suicide is the biggest killer of men under 35 in the UK. 3/4 suicide fatalities are male.
 
Suicide is complex and there is not one single cause of it, however evidence shows that men who are traditionally less likely to discuss feelings and concerns may benefit from reaching out, from talking about how they feel.
 
‘Balls to Talk’ is a project directed at men and the people who care about them, promoting that it is ok for men to reach out, to talk about how they feel, and to be a listening mate via sporting events across Coventry and Warwickshire.
 
Partners in this scheme include: WASPS rugby League Club; Coventry City Football Club; Coventry Blaze Ice Hockey; and various other local sports teams and clubs.
 
We are also working with Time to Change, Mind and the Samaritans. Large local employers who have high numbers of male staff including Jaguar – Landover and Unite the Union are also committed to the project.

Press release - https://www.covwarkpt.nhs.uk/our-news/it-takes-balls-to-talk--923 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Patient and medicines safety
Benefit to NHS:
Suicide has traumatic effects for everyone, not only for those personally involved, but for professionals as well.
 
Suicide touches the lives of many people, and the impact on the NHS is significant in regard to the cost of trying to prevent suicide, supporting those bereaved, and the NHS' reputation.
 
Suicide is preventable and yet investment in programmes to prevent it are not well resourced or popular. This needs to change, as it is simply not acceptable that suicide kills more men in the UK under 35 than accident, illness and injury.
 
 It is well evidenced that men don’t talk about their feelings and suicidologists have surmised that not reaching out and not talking is a significant risk factor to someone ending their life by suicide.
 
 
Large numbers of men like to attend sporting events and follow local teams (we know women do too, but larger numbers of men). We feel that these events and venues allow access to large groups of men, and that by targeting these events, we can effectively tackle the stigma and myths around mental health and wellbeing. We want to tell men that it’s ok to talk, it’s actually a sign of strength to do so, and that it can make a difference.
Benefit to WM population:
The West Midlands has the third-highest suicide mortality rate across England and Wales at 11.6 deaths per 100,000 population, and the second-highest rate of male suicide, with a rate of 18.5 deaths per 100,000 population. Moreover, the suicide rate had the biggest percentage increase between 2013 and 2014, rising from 9.8 deaths per 100,000 population to 11.6. 

Currently planned activity is centred around Coventry and Warwickshire sports teams and matches. Our initial aim is to reach out to men around the West Midlands through these matches, in order to tackle the high rates of male suicide in the area. Ideally, we are hoping the campaign will be influential and start a conversation amongst men across the West Midlands, stretching out not only to male sports fans but their friends and colleagues as well.

On 12/09/16, the Coventry and Warwickshire Partnership NHS Trust Suicide Prevention Team was interviewed about the campaign by Jo Cameron on Radio Plus, a Christian community radio station that covers Coventry. 
Current and planned activity: 
The launch of the project was International Suicide Awareness Day (10 Sept).

Funding gained from:
Coventry MIND
Coventry Samaritans
Unite the Union


Events planned for the week 8-16 October (World Mental Health Day, 10 Oct):
Matches

We have gained access to Coventry City Football Club and WASPS matches. We have pages in the programmes of both to promote 'Balls to Talk''. We expect that the CCFC / WASPS / Blaze games will reach approx. 20,000 men.
Coventry City Football Club
Nuneaton Borough
Leamington RFC
Coventry Blaze Ice Hockey
WASPS
(and numerous other local matches)

Other
Design of Infinity Cards (50,000 ordered)
Posters
T shirts
Volunteers from CWPT to hand out information at games
Linking in with IAPT (CWPT)
Time to Change to provide volunteer training and evaluation of the project.
Packs made up for other sporting clubs to distribute among fans / team.
Possible stakeholder event at Ricoh Arena on 10 October (well known sporting name linked with mental health and wellbeing to be in attendance)
What is the intellectual property status of your innovation?:
Website addresses regarding 'Balls to Talk' purchased. 
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Sam Ingrams 12/09/2016 - 11:34 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Sensely Ask NHS mobile app offering is a virtual nurse, Olivia, who guides the patient through clinical triaging or long term condition monitoring. Integrated and working with the NHS workforce. 
Overview of Innovation:
'Ask NHS' powered by Sensely provides patients and clinicians with improved access to NHS 111 and their local NHS services. Patients can talk through your symptoms in complete confidence with Nurse Olivia, a virtual nurse. If needed, Olivia she will arrange for a call back from a 111 Nurse to discuss symptoms further. Patients can also search NHS approved healthcare advice, schedule GP appointments and search opening times/locations of local healthcare services. It's the link for improving patient experience with Healthcare Providers and helping to cope with patient demand. Our key value proposition is to automate tasks for providers. We are Trusted , Empathetic, Personalised, Mobile First.

Sensely offers

- Mobile application platform that engages in natural conversations with patients.
- A clinician facing product which is data and process driven patient risk assessment.
- Direct Appointment Booking with GPs
- Service Locator (Integration with the NHS Directory of Services)
- Self Care Advice. Easily search through trusted NHS Choices healthcare advice and resources to gain a deeper understanding of conditions and treatments.
- Triage and Integration with Clinical Hubs (inc. NHS 111)
- Chronic Disease Management (CHF, COPD, Diabetes)

Olivia, our virtual nurse is connected with patients - 24/7 via their mobile device. She can help by answering their medical questions , measure their blood pressure, weight or glucose via blue tooth device, take a picture of their rash or swollen ankles and ask triage questions integrating with primary care services.

Olivia has been designed to embody the bedside manner of real healthcare professionals, and to be the clinician’s presence in patient’s life 24/7. Most importantly she does not only act as your virtual nurse - collecting vitals, scheduling appointments, offering health and wellness advice - she acts as your constant stream of accurate and clinically triaged information.

'Ask NHS' is powered by Sensely and delivered in collaboration with the NHS, NHS 111 and Odyssey by Advanced Healthcare. Visit http://www.sensely.com/asknhs to learn more.

For more information visit : http://www.asknhs.co.uk/ or email us at nhs@sensely.com
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Key Benefits

1) Saving the Clinician time. Pre Appointment Triage / Screening of patients, helping to prioritise those who need to be seen urgently - acting as admission avoidance tool. Sensely also offers the ability to directly book / cancel appointments into EMIS Web practices helping users to make an appointment when needed. Sensely supports CCGs achieve patient online programme initiatives through collaborative working we're providing the complete solution - one bundled app to navigate UK healthcare.

2) Improve health data. Using data captured through wearables. Sensely helps capture data and readings e.g blood pressure and weight measurements which can be subsequently filed to the GP patient record. Through the use of GPSoC APIs - data is recorded in a standard format using Readcodes ensuring high quality data capture and future analysis.

3) Using Sensely on smartphones provides clinicians with an ever-present clinical decision support tool that ensures they are providing patients with the best care plans.

4) Improved Patient Care - 24/7. Always available. Users can use the app to monitor their health and understand their body better. Subsequently, through Senselys integrated offering - the platform can alert a clinician when a patient who is being remotely monitored is flagged at being at risk. In the US - Sensely is used for supporting Chronic Care Management.

5) Improved efficiency to urgent care delivery. NHS 111 currently receives approx 30,000 calls per day. At an average of £13/call. This equates to £390,000 per day. Through the use of Sensely Artificial Nurse - we believe we can deal with a percentage of the self care queries / calls which are dealt with by a non clinical advisor (approx 20%) for which we could help save the NHS a potential of £78,000 per day.

6) Sensely interfaces with the Directory of Services which is utilised by NHS 111. Through the use of Service Locator - both clinicians and public can locate the right service at the right time. The tool ensures visibility of new services is transparent as possible to the right user. It is simple to use, accurate - always available tool where the content is locally administered by commissioning dos leads.
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
To solve the health industry operational problems, we created Sense.ly. Sense.ly is a mobile-first application platform that engages in natural conversations with patients to educate them, assess their medical conditions, answer their questions, and find the best possible sources of virtual assistance, telemedicine, or facility assistance. Our technology gives health providers and insurance companies the power to tailor unique customizable communication protocols and interaction workflows for each patient. The product offers the following capabilities:

1. Provides patients with a high quality “mobile virtual assistant” that proactively and reactively engages people in natural, personalized conversations and educational topics depending on their status, historical, and current issues.

2. Continuous monitoring of patients via mobile app

3. Connects patient/provider/payers with secure telemedicine and SMS platform

4. Delivers clinical, educational, and NHS/CCG information directly to the patient based on daily clinical picture, stage of treatment, claim progress, and immediate needs

5. Analyzes health data to calculate clinical improvement, compliance, readmission risk, and patient engagement.

6. Analyzes data-aggregates across disparate populations for the purposes of machine learning, disease prevention, risk/cost management, and clinical trials. Doctors and specialist use the information Sense.ly provides to optimize their team’s workflow around patients requiring immediate attention, while freeing up resources that would otherwise be allocated to less demanding cases.
Current and planned activity: 
Concept/Idea (No prototype, wireframes): Prescription Ordering

Working prototype developed (gathering feedback): Service Locator, Self Care, Direct Appointment Booking

Prototype with pilot users/clinical trials (test/validating): NHS 111 Odyssey Assessment integration with NHS 111, Medication Check

Prototype with paying customers: Patient Kiosk, Daily Check In

Fully developed product (paying customers, renewing contracts): Chronic Care Management
What is the intellectual property status of your innovation?:
The IP include 7 patent applications allowing us freedom to continuing to operate and innovate on our products and service lines by refining
our proprietary avatar conversation engine and clinical decision support system. The IP includes code, methods, and integrations defining the
conversation engine.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regulatory Approvals:
Please describe any current regulatory approvals you have achieved and how they were met/ in progress/planned.
Commercial information:
Please describe how the product/service is being developed commercially, whether in development, trials, pilot or full commercial delivery. Include the results you have from any market/demand surveys and forecasts . Please include any research you have on the broader commercial opportunity for the innovation both within the health sector nationally and internationally.
Investment activity:
Please describe what stage of investment you have reached and whether you are seeking additional rounds of investment. Please include cash investment as well as investment of soft assets such as access to specialist equipment, knowledge, trial base etc. and indicate the types/sources of your investment such as grants etc.
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Investment sought:
What investment are you looking for in order to support wider adoption of this innovation and what have you managed to secure to date? Please provide a breakdown of these costs if possible.
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Anonymous 21/09/2016 - 13:58 Publish 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
My Possible Self is a digital programme available online or via a mobile app consisting of 14 proven self-help modules. Data provided by patients integrates with existing NHS systems, enabling remote monitoring with clinical support.
Overview of Innovation:
My Possible Self
A digital self-help programme for mild to moderate stress anxiety and depression.

About My Possible Self​
  • My Possible Self is a digital programme which is available online or via a mobile app.
     
  • The programme consists of 14 proven self-help modules and additional features which use effective cognitive behavioural therapy, interpersonal therapy, problem solving therapy and positive psychology.
     
  • The data provided by patients integrates with existing clinical systems including SystmOne, EMIS Web and Vision. This allows healthcare professionals within primary, secondary and community care to track and monitor progress to make early intervention where necessary.
     
  • My Possible Self has been proven by the University of New South Wales, Australia to significantly reduce stress, anxiety and depression after just 8 weeks.
.How does My Possible Self work?
  • GPs can register patients to the My Possible Self programme. My Possible Self is effective in enabling GPs to better understand patients’ needs, monitor patients while waiting referral to Improving Access to Psychological Therapies (IAPT) and for stable patients to monitor their condition.
     
  • Patients referred to My Possible Self are provided with a ‘token’ which they use to register their details on the online tool or app. Each token will last one year.
     
  • Patients complete questionnaires which direct them to the most appropriate modules where they are able to actively track their thoughts, feelings and progress. This data is automatically made visible to their GP.
     
  • GPs are able to track and monitor patients progress and use this data to inform the appropriate care going forward, which may be to continue with My Possible Self self-monitoring or referral to therapy.
How can My Possible Self benefit the NHS?
  • My Possible Self can be incorparated with existing pathways.
     
  • Enables rapid access to mental health services available to patients 24/7.
     
  • Assists in providing integrated mental health care, enabling the sharing of data across primary, secondary and community care.
     
  • Better informs decisions about patient care and enables GPs to make early intervention if a patient’s condition deteriorates.
     
  • Empowers patients to manage their own health and care.
     
  • Offers an additional approach to reach patients who have not engaged with primary care before.
     
  • Easily scalable across the wider NHS.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Digital health / Innovation and adoption / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Lauren Ramsey 21/09/2016 - 15:05 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Using and testing an IPS model in a secure forensic setting to support service users back into work and ultimately preventing readmission through enhanced support to recovery.
Overview of Innovation:
People with mental health problems often want to be working but don't know how to go about it or need support to make it happen. If they do want to work, then the most effective method of helping them to do so is Individual Placement and Support (IPS).
 
Occupational Psychology consultancy enables the development of capability to ensure placements and outcome data is maximised by optimising the skills assessment and cognitive processing assessments, match to job skill sets required or are dominant features. The preparation phases of developing service is also enhanced through advisory input from the occupational psychology to enhance the team development and skills base in delivering a finely tuned approach to individual skills and talents in the patient population.  The occupational psychology input, would advise on tools in liaison with occupational therapists, who are delivering the pre employment preparation and assessment in the IPS  and IPS+ services, currently.
 
Physiotherapists will screen for long term conditions and physical endurance and functional capability to perform the tasks necessary to working employed roles. Some service users may need conditioning and education in self management of chronic conditions such as COPD, back pain and poor exercise tolerance.
 
Other regions such a as Nottingham have been trialling IPS in secure services, and have published the methodology, however, is yet to report outcomes. Nationally outcomes run at between 28-56% success rate, for people without offending histories and the level of disability and acuity. This enhanced IPS model will give outputs which can be compared to the traditional IPS model from the Nottingham feasibility study located in secure services and ultimately lead to improved outcomes in the West Midlands.

BSMHFT works with other partners such as BITA pathways and APM in delivering this activity, so there are also learning and work pathways, for people who are not ready or able to experience IPS OR IPS+ owing to their level of disability or treatment resistance. Some people will have just too many risks to allow them into the IPS programme, however, it is important that there is something for everyone relative to supporting employment or working in any sense.
 
Additionally, the trust has funded part of this innovation by supporting a bid to strengthen the model by funding additional specialist OT input to liaise with employers and support work placements once people are into a work role.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Innovation and adoption / Person centred care
Benefit to NHS:
Employment is an important part of developing normal routines and sense of purpose. It also enables people to experience a wider peer group, preventing isolation and encouraging hope for personal autonomy. The benefits of an enhanced model, rather than the standard model will identify employment choices which will be more sustained, tailoring the skills set and intellectual capability of patients to job roles, if patients feel they have the skills and strengths to deliver in employed roles effectively, will  enable career development and play to their strengths and abilities. Also, after sustained secure residency (generally 1-5 years), some people will decline in their exercise tolerance especially if there are pre existing long term conditions. Enhancing the input to support self management and improved work conditioning, we postulate will enhance the job outcomes.  Ultimately the implementation of this model will lead to the prevention of readmission through enhanced support to recovery.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Increased economic activity and tax revenue from working populations, can only enhance wealth generation across the region. Also, relapse prevention from forensic service users, will reduce crime and the use of expensive services into the future. Community integration and participation in working roles, will impact on service users having a stake in their communities and having a key part of their on going successful rehabilitation. This will enhance well being and sense of personal autonomy of service users.
Current and planned activity: 
A basic IPS model is being delivered and trialed within the secure services setting and community at the acute end of the service. We require support to expand delivery of a enhanced IPS model, in a medium secure setting, answering the question;  does IPS + model of delivery, enhance the outcomes of sustained employment beyond 26 weeks in a comparable population group, and does it reduce relapse rates compared to the standard IPS model of delivery. Support required includes:
  • Access to an occupational psychologist to design/refine assessment tools and advise on preparation phases- 0.4 WTE for 6 months (consultancy basis)
  • Project manager/coordinator and data analysis research assistant band 8a) 0.5 wte
  • Physiotherapy time ( 0.5 wte band 6)which will enable screening for long term conditions and review functional capability from an endurance and work tolerance perspective. They will also be part of developing self- management and monitoring of long term conditions for service users.
What is the intellectual property status of your innovation?:
This is a proven model globally, and government backed. There is no intellectual property to IPS, however, the enhancement does provide some unique features in overcoming offending histories and enabling employers to be supported in picking up forensic patients into the work place. Employers are frequently anxious about employing offenders, let alone those with mental health problems, the need for employer support, education and outreach is pivotal.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Sue Coffee 12/10/2016 - 15:51 Archived 1 comment
0
0
Votes

Innovation 'Elevator Pitch':

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

Overview of Innovation:

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

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

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

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

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

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

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

Current and planned activity: 

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

What is the intellectual property status of your innovation?:

N/A

Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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GANAESH 27/10/2016 - 02:21 Publish 1 comment
4
1
Votes
-99999
Innovation 'Elevator Pitch':
Swifti is an app designed to address a gap in the mental health services.  It provides service users with a flexible, quick and convenient method of connecting with mental health practitioners.  
Overview of Innovation:
 
  • Specifically, the app has been designed to target individuals who may have been referred to the service, but struggle to access it due to issues such as  the debilitating nature of mental health or lengthy waiting lists. 
  • Through the app, service-users are able to book appointments in advance and cancel upcoming appointments. They can also be notified about their upcoming appointments.
  • Mental health practitioners are also able to advertise last-minute appointments that they have (e.g. up to two days prior to the appointment), which may have come about via cancellation with short notice. 
  • The aim of this is not only to make more efficient use of the practitioners’ time, but to also create a flexible appointment system for individuals who are unable to access the service initially due to being too psychiatrically unwell to attend (Killaspy, 2000), work schedules and ongoing disengagement.
  • In addition, users of the app will be able to engage in live message and video chats with practitioners if they are unable to physically attend their appointment. 
  • Moreover, if practitioners such as (Clinical Psychologists/Assistant Psychologists/CBT Therapists) have spare time to attribute to this facility, they can also go live outside of set appointment times in order to speak to various service-users who would like a brief chat at the time.  This should enhance the connection that the NHS mental health service has with their service-users and may prevent some individuals from falling through the gap when being referred for psychology. 
  • On the app there will also be the option for a swift feed which informs the app users of upcoming events which they may wish to attend and that latest information which is relevant to their healthcare.
  • Furthermore, self-help tools such as Mindfulness and Cognitive Behavioural Therapy (CBT) will also be accessible on the app.
  • NHS mental health staff members will also be able to access each individual’s case file via the app.
  • This app has not been designed to be abused and relied upon as a way of avoiding face-to-face contact with mental health practitioners.  Instead, it has been developed with a brief intervention in mind, when conventional methods fail.  The hope is that service-users may be able to utilise this facility for up to a few months before working their way up to face-to-face contact.  Long-term exceptional circumstances, such as work schedule related disengagement, may also be considered at the discretion of the practitioners.
Stage of Development:
Ideas stage - Early concept and ideas stage
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Swifti aims to improve the efficiency of the mental health services by targeting service-users who do not thrive from conventional methods of communication.  The app will also increase savings for the NHS by utilising the time of mental health practitioners more efficiently and reducing the likelihood of missed appointments.  
Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:
This app will create a flexible appointment system and an interactive medium for individuals who are unable to access the service, due to being too psychiatrically unwell to attend (Killaspy, 2000), work schedules and ongoing disengagement.  646,656 outpatient appointments were missed in 2011-2012 across the West Midlands region (BBC, 2012). The issue of missed appointments appears to be a growing problem, whilst disrupting the continuity of care for service-users and costing the NHS millions every year.
Current and planned activity: 
There are no other stakeholders and I have no current communications with the NHS regarding this app. I would appreciate some support and guidance with the development of the app and presenting the final product to NHS commissioners.
What is the intellectual property status of your innovation?:
I have written a business plan for the app which I have now copyrighted.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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Vanessa Gardner 28/10/2016 - 15:30 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
A co-ordinated communications programme using traditional, digital and social media, to promote understanding by professionals and service users of the benefits of joined-up, tech-enabled health and social care
Overview of Innovation:
The Connected Care Programme has been conceived by Boilerhouse to promote and support individuals and organisations working to develop and deliver integrated, digitally enabled health and social care to local communities across UK.
 
A current initiative is the Care Apps Programme, which is a collaboration with ADASS nationally, supported locally by ADASS West Midlands/Improvement and Efficiency West Midlands (IEWM) The programme provides an online showcase for Care Apps hosted on the Boilerhouse website exchange.publicservicedigital.com.
 
Apps and innovations uploaded to the eXchange include those:
  • supporting personal independence
  • supporting wellbeing
  • commissioned by professional and institutional users to support their work
 
A selection of apps uploaded will be chosen to feature at a live event on March 7 in Birmingham designed to attract a large audience of health and social care professionals and care provider organisations.
 
Case studies, video interviews and other content about apps and digital innovations will also feature in Boilerhouse online publications including publicservicedigital.com, healthcareinnovationmonitor.com and theinformationdaily.com
 
These publications have an established following but content readership is also promoted by direct marketing, social media promotion and featured organisations own promotional activity.
 
We are working with IEWM on a programme of activity to support health and social care integration as well as improvement in the provision of online information and advice to social care users. We have created website visualisations, events, research and other activity as part of this work, which is reaching health & care professionals across the West Midlands.
 
We have created community platforms, online tools, and research into online information provision for ADASS regional organisations in the West Midlands, East Midlands, East of England, and Yorkshire & Humber. Connections through these networks are an important asset to the Connected Care Programme.
 
Our ability to further continue innovating and delivering via the Connected Care Programme is based on the track record of our:
 
- health and social care-related communications consultancy
- research design, delivery and publishing credentials
- web development and data visualisation/innovations
- experienced suppliers to local government and NHS organisations
- in-house online publications with established following
- engaging video output
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Increased awareness and takup among staff and patients of digital products and services that can play a role in prevention, enabling independence, managing long term conditions, and other outcomes that will reduce/manage demand on NHS services and facilities.
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
Improived quality of life for users of digital tools and services; reduced cost for health and care services; wealth creation for developers of digital tools
Current and planned activity: 
The main activity at present is the Care Apps Showcase, a programme being run in collaboration with ADASS. In connection with this we are engaging with NHS England, NHS.UK, NHS Digital, mhabitat and other relevant NHS initiatives as well as national and local bodies involved in social care and tech-enabled care. We are also using existing contacts with local an national bodies eg Digital Catapult, Innovation Birmingham, Local CIO Council, LGA etc.
What is the intellectual property status of your innovation?:
Boilerhouse Media owns the copyright in its publishing brands and in the content of these publications
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Vicky Sargent 21/11/2016 - 10:46 Publish Login or Register to post comments
4.8
4
Votes
-99999
Innovation 'Elevator Pitch':
We develop board games that engage and educate frontline staff. 
They improve care delivery and patient safety by giving staff the knowledge, skills and confidence to make beneficial changes.
Overview of Innovation:
Since 2004 we have been developing board games that improve learning and development by making face-to-face engagement easier and more effective. They bring staff together and encourage them to discuss new ways of working. They get people talking and sharing; players learn from each other.
 
Our games improve performance by delivering the knowledge, skills and confidence that staff need to change the way they work, communicate and behave. Games encourage players to relax and have fun making them more receptive to new ideas and more willing to discuss difficult subjects. While the games are delivering structured and engaging learning it doesn't feel like formal learning. This is very important for unqualified support staff (bands 1-4) who may have fear of formal classroom learning for a variety of reasons.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

We cannot develop our games without the support of subject matter experts from these organisations and we will continue to strengthen these relations and create new ones.
 
What is the intellectual property status of your innovation?:
In most instances we entirely own the IP related to our games. In some instances the IP is owned, or partly owned, by our partners and we sell the games under licence from them. We recently had an IP Audit carried out on all of our games and associated commercial agreements and partnerships. When this report is finalised we would be willing to share it with the SME Innovation Fund.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
In terms of scalability many thousands of existing games are already being used in hospitals, universities and care homes across the UK and overseas. The WM is well-represented in terms of games already in use. Funding from the SME Innovation Fund would be used to broaden the scope of existing activities and ensure that more games are sold and used in the WM and elsewhere.
Measures:
Because this submission is related to the promotion of a range of products success will be measured in numbers of additional games sold. However, individual games are assessed for their efficacy in knowledge transfer, knowledge retention and confidence levels of players to make changes to care delivery and behaviours. Independent studies carried out by universities and NHS employees all conclude that the games are effective. We assume that more games being used by frontline staff will translate into improved care delivery.
Adoption target:
The company is currently viable. The loan would help generate extra sales and this revenue will be used to further grow the business. Existing games cover almost the entire health and social care sector and so potential buyers and users in the WM could be any NHS trust, university, care home or other service-provider.
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Andy Yeoman 09/12/2016 - 16:19 Sign Posted 2 comments
3.2
2
Votes

Innovation 'Elevator Pitch':
Recap Health enables NHS clinicians and social care professionals to efficiently deliver personalised, relevant, timely and up-to-date digital health and social care content (videos, leaflets, website pages etc) direct to selected patients/clients. 
Overview of Innovation:
                                  

Recap Health is a cloud hosted patient education and clinical information delivery application. It enables clinicians to quickly find and send relevant digital health content to their patients, helping patients to become better informed and better able to manage their own health effectively.

Clinicians
Clinicians select relevant digital content (videos, leaflets, web pages, third party apps, events etc ) from a library of pre-approved digital content. Content can be searched by health condition, age, language and media type etc. Content can also be packaged into pre-defined 'bundles' to facilitate speed of use. At the click of a button clinicians can send content to individual patients.

Clinicians can favourite content for future use. They also can see what content their peers use and they can see clinician and patient reviews and rating of content. 

Patients:
Patients with Recap Health accounts receive an email notification, alerting them to the arrival of new content. They login and see their personalised content (videos, leaflets, apps, website pages etc), in an attractive personalised webpage. As well as consuming the content, patients also can hide content, rate and provide feedback on their content and share it electronically with family and friends.

Organisations:
Recap Health records whether and when a patient has accessed their content which enables organisations to classify patients in relation to how 'activated'/engaged they are.

In future, organisations will be able to set a series of time or behaviour based rules associated with how patients relate to their content. Rules can trigger in-app messages, emails and or offers of live chats.  In this way Recap can become a platform for engaging with 'at risk' or newly motivated patients in a more proactive way.

In addition, short online surveys can be presented to individual patients to measure knowledge and motivation to self care, both pre and post accessing content. 

Recap Health has been developed in partnership with a Mental Health and Community Trust but we believe it can also be used also by Acute Trusts, Community Trusts, GP Federations and Local Authorities. It also can be a vehicle for health and social care economies that wish to foster clincial collaboration across professional and organisational boundaries, to achieve shared self-care and patient engagement objectives expressed in STPs, NMCs and/or digital roadmaps. 

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
In general terms, by using Recap Health, NHS organisations can raise patients' health literacy levels and their ability to practice effective self-care. Clinicians also can extend their relationship with their patients beyond the boundaries of face-to-face encounters.  

More specifically, NHS organisations can realise some or all of the following benefits:

Cost Savings:
- Less demand as more knowledgeable patients become more motivated and better able to practice effective self care
- From the digital storage and electronic distribution of large volumes of patient information

Quality:
- Better version control of patient information and a tighter focus on the nature of the information itself
- Better relevance and timeliness of patient information sent to patients
- Access to ongoing patient feedback about the quality and relevance of information sent to them 
- Access to data reporting on which content is most popular, most used, most revisited etc.

Intelligence:
- Access to data identifying the extent that individual patients consume content, which allows patients to be stratified into activation cohorts 
- Audit trail ​of information interventions

Cultural:
- Makes collaboration across a health and social care economy more likely as clinicians from multiple organisations use Recap to communicate with 'shared' patients
- Empowers frontline or generalist staff as they gain the ability to find and distribute content traditionally distributed only by specialists (often after an appointment)
- Accelerates the 'media shift' trend away from traditional information leaflets towards short videos
- Supports the drive towards a paperless NHS 
Online Discussion Rating
5.00 (2 ratings)
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
By accepting electronic invitations to join Recap Health, patients in the West Midlands will:
  • have easy access to personalised, timely and accurate healthcare information 24/7 
  • have a much better opportunity to become more knowledgeable about their condition / healthcare situation and what appropriate self care strategies are
  • feel more connected to the clinicians and NHS organisations that serve them
Current and planned activity: 
Recap Health is being trialled at scale by a Community and Mental Health Trust in another region. 

We plan to start marketing Recap Health across the UK in mid March 2017. Our preference though is to work with WMAHSN to find one or more suitable early customers and to work closely together to:

1) better understand the value proposition and associated technical and legal risks; 
2) further develop the product to optimise value
3) determine appropriate price points and licencing terms
4) explore the potential for sourcing validated 3rd party content at scale to supplement locally generated content 
5) develop appropriate implementation support services informed by the experience of early adopters.

On the product side we have a highly detailed and fully costed technical roadmap for developing out new features and improving existing usability, features and design. We are pursuing this on an ongoing basis, with pace dictated by when cash becomes available to us.


 
What is the intellectual property status of your innovation?:
Recap Health has been created by Health2Works Ltd. As such we own and control use of all software code. 
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
Regional Scalability:
Recap Health can scale very easily, both in terms of numbers of users and distinct implementations. For example a version for a new customer can technically be cloned and deployed with a few hours.
 
There will however be technical work for H2W to do to serve a multi-organisation customer. Either we will need to deploy separate instances of Recap Health and retrospectively connect them together or we will need to do this work prior to commencing deployments. The work involves determining identities and permissions for organisations, job roles and shared patients and associating these with bespoke views of the content library.
 
Implementation for customers is more time consuming than technical deployment. Customers will need to develop and resource an implementation plan, focused on 1) content curation and review, 2) service roll-out, 3) product awareness sessions, 4) clinician account generation processes etc. We plan to offer an implementation support service at cost to new customers.

 
Measures:
We believe Recap Health has the potential to help NHS organisations realise at least 12 tangible benefits associated with Cost Savings, Quality Improvement, Data Acquisition and Culture Change. These benefits are already listed in the Benefits to NHS section of this submission.
 
The measures associated with these potential benefits will need to be identified and agreed with customers and ideally a local University research unit. We have a good relationship with Keele University (our local University) and we are in discussion with them about the possibility of Keele offering independent research support to new Recap Health customers in the West Midlands.
Adoption target:
Our aim is to have 4 NHS organisations as customers in the next 12 months, with one being multi-organisation in nature.

We prefer to focus entirely on the WM region, however we plan to start UK wide marketing activity in mid March, unless a strong focus on West Midlands looks like it will meet our needs.
Rejection Reason:
​The panel felt that while Recap Health was a strong and versatile proposal, it didn’t sufficiently focus on diabetes prevention. There were also concerns that the need for professionals to prescribe specific bundles would make the implementation phase dependent on significant clinicians engagement activity before any benefits could be realised. On that basis, the panel decided not to recommend the product for this specific challenge.
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Steve Pashley 11/01/2017 - 15:59 Rejected 3 comments
0
0
Votes

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

We support other conditions and pathways: Cystic Fibrosis, Falls and UTI, Spina Bifida children, LTC6 and E5QD quality of life.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Elisabeth Barbosa 12/01/2017 - 16:57 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Rally Round helps frail and vulnerable adults to live well at home. It also helps patients recover from illnesses and other health challenges. See  www.rallyroundme.com
Overview of Innovation:
What Is It?
Rally Round is an easy to use secure social networking tool that allows family members, friends and carers to easily create and organise support for someone they care about.
 
Core Features
A support network account is created and other trusted family members, friends and carers are invited to join. Everyone adds support tasks that need doing, such as shopping, help with transport, socialising etc. Network members choose which tasks to help out with. 


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


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

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

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









 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health / Innovation and adoption
Benefit to NHS:
 Benefits to NHS organsiations:
  1. Strengthen prevention and self-care strategies
  2. Defer demand for GP and other primary care services
  3. Speed up discharges from community rehab / step-down facilities
  4. Support recovery of some MH clients 
  5. Defer or reduce volume and cost of carer breakdowns
Benefits to Local Authorities:
  1. Strengthen prevention and self-care strategies
  2. Defer demand for funded social care support
  3. Extend reablement support by utilisation of family members and friends
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Benefits to vulnerable persons / patients / clients:
  1. Remain living well and independently in own home for longer and/or recover better
  2. Receive more practical and timely support from carers, friends and family members
  3. Reconnection with more friends and relatives
  4. Reduced loneliness and social isolation
  5. Improved quality of life
Benefits to carers, family members and friends
  1. Less 'burn-out' / more practical help on a day to day basis
  2. Enhanced ability to remain in or return to paid employment
  3. More time freed up for pursuit of own interests
  4. Ability to offer help, even if physically distant
  5. Peace of mind, through access to the dashboard information, that a loved one is getting timely support.
Current and planned activity: 
Several Local Authorities and third sector organisations already use Rally Round, including Essex County Council, Bradford MDC and Bolton Council. We are now keen to work with NHS organisations to explore the potential for Rally Round to be offered systematically to patients to help achieve a range of demand deferral, prevention, self-care, discharge and recovery goals. 
What is the intellectual property status of your innovation?:
Rally Round has been created by Health2Works Ltd. As such we own and control use of all software code.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Steve Pashley 17/01/2017 - 12:38 Publish 2 comments
6
2
Votes
-99999
Innovation 'Elevator Pitch':
Integrate with PAS and rostering systems, to bring together capacity and demand; automating manual processes used to judge which staff ought to be scheduled to which patient appointments with dynamic rescheduling throughout the day via mobile app.
Overview of Innovation:
NHS community services are one of the last industries to adopt an automated and intelligent appointment scheduling system to help manage their field based (community healthcare) staff. Significant improvements can be made in the way community workforce are managed by optimising the patient appointment booking (scheduling) process.

Initial research indicates that there are few Trust with systems in place to effectively and efficiently schedule which staff should visit which patients at which times. Our objective is to work with NHS Community Trusts to develop MISS (Malinko Intelligent Scheduling System) to systemise the current informal and ad-hoc processes used to do this.

Malinko is a scheduling system with mobile app to allow staff to check in and out of visits which is already used in other sectors.  It requires some additional work to ensure that it works well for the healthcare sector.  These elements are:
  • Integration with the PAS (Patient Administration System) to bring in patient appointment requirements and with the rostering system to for staff capacity.  By taking this information, along with predefined parameters based on provided KPIs, Malinko’s scheduling algorithm will ensure that the rostered staff attend the optimal visits.
  • Mobile app to enable staff to communicate live back to the main system any issues that would result in their visits to require rescheduling that day. The Malinko system would then automatically reschedule these and let any affected staff know. 
  • The office staff have a live nurse tracker board, enabling them to see last known locations of all nurses out in the field.
  • The nurse can send a text message or voice message to the patient to let them know they were on their way to avoid DNAs (Did Not Attends).
This would enable substantial productivity gains and cost reductions within NHS community services with marked reductions in non-clinical contact time as Nurses on average spend 19% time in administration includes office visits. It would also result in significant service improvements being achieved as it would allow community nurses to both spend more valuable time with patients and enable them to see more patients.  In turn, we would expect to see a reduction in acute activity and pressures.  Additionally, by optimising the appointment booking process there is an opportunity for NHS Community services to make direct cost savings in area’s such as travel, administration, staffing and the costs associated with DNAs.

Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Digital health / Innovation and adoption
Benefit to NHS:
Integration with the PAS and the staff rostering system into the MISS to intelligently create the appointment schedules has a whole range of benefits for the NHS provider and patients.  In summary:
  • Improve caseload management using skills, knowledge and training to best effect.
  • Help release and focus capacity due to ‘live’ organisation wide view of demand and capacity.
  • Reduces time in morning meetings at start of day as these can be electronically received by staff.
  • Automatically scheduling based on an algorithm, reducing staff scheduling time and leaving them to just approve and make manual alterations to this schedule.  
  • As referrals come in during the day, they are automatically added and scheduled dependent upon priority.  If they require a visit within the day, the system will automatically add the job onto the most efficient round and dynamically reschedule other appointments effected.
  • Route optimisation, reducing time spent travelling and cost of travel.
  • Automatic mileage expense claims based on these routes.
  • Release time to care improving patient and staff experience.
  • Patient feedback mechanism to report satisfaction with the service.
  • Analysis of patient/community nurse combinations - eg where a patient dislikes a particular nurse and so is regularly out for their visits
  • Ability to send telephone and text alerts to patients reducing likelihood of DNA and leading to improved timeliness of visits including administration of medicines. This will also result in giving patient a narrower window of likely nurse arrival.
  • Ensure prioritisation of patients that need to be seen today and those that can be deferred.
  • Ability to redirect workforce to high risk patients in an emergency, therefore preventing admissions.
  • Ability to provide continuity of care as system logs number of previous visit during allocation process.
  • Benchmarking performance across the team members or indeed whether the team as a whole is underperforming against an external benchmark with full visit history for each patient and by each staff member. Spot trends and improve resourcing.  Examples include identifying where a patient doesn’t like a particular nurse and so is regularly out for their visits, or to quickly identify training needs where staff are regularly underperforming for particular types of visits.
  • Lone worker risks prevented with mobile app and nurse tracker board.  Silent panic alarm button within the app can send to office or escalate to emergency services.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
MISS can help the NHS to deliver better care at a lower cost by freeing up capacity to meet ever increasing demand.
 
Based on in-depth research on site with 4 NHS Trusts, West Midlands NHS Community Service providers can reduce the following by deploying the MISS:
 
Reduce senior nursing non-clinical contact time: It is forecast a service/locality with 20 FTE staff, with one locality manager and two senior triage nurses, could reduce 109 hrs/month of senior nursing non-clinical contact time by automating the patient allocation process with MISS (3.6 hrs per day of senior nursing time 7 days per week; service running at 50% at capacity the weekend).
 
Reduce Community Nursing/HCA non-clinical contact time: It is forecast a service/locality with 20 FTE staff and 16 community nurses/HCAs could reduce 416 hrs/month of non-clinical contact time (1 hour a day per nurse - 7days a week; service running at 50% capacity at the weekend).
 
Reduce DNA rates by 50%: Although one Trust we have worked with reported a DNA rate of 10%, we have little hard data with regard to current DNA rates and the cost of each DNA to the Trust, the view is DNA rates could be significantly reduced by adopting MISS’s integrated automated patient appointment reminder system (text and voice calls). Other NHS Trusts have analysed how much each DNA costs, reporting an average of £80 per DNA. Reducing DNAs would also have a significant impact on improving the efficiency of the service/locality and reducing patient complaints.
 
Other potential cost savings include (more detailed analysis required): Overtime; Bank and Agency; Travel; DNA; Replace incumbent standalone lone worker system in two of the Trusts; Replace current standalone expenses system; Admin.
Current and planned activity: 
Nov 15: 1st NHS customer 

Nov 16: Agreement from GM NHS Trust to deploy MISS in their District Nursing service across 6 localities and their District Nursing evening service, pilot funded by the GMAHSN Momentum bid. 

Dec 16: Other pilot start; deploy MISS in their District Nursing service in two localities.

There are a number of other NHS organisations who are interested in MISS.  We are looking for further pilots or early adopter profile Trusts, which due to recent funding we are able to part fund internally.

We would like introductions to (Deputy) CIO or (Deputy) DOF roles within West Midlands and nationwide to NHS Trusts which provide community services, including mental health.
What is the intellectual property status of your innovation?:
The IP is held within Liquid Bronze.
Accredited with Information Governance
Accredited with ISO27001
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Antony Quinn 20/01/2017 - 16:49 Publish Login or Register to post comments
4
1
Votes
-99999
Innovation 'Elevator Pitch':
Our invention will monitor vitally and medically significant parameters (blood microcirculation) in real time, wirelessly supplying individuals with efficient CV information to smartphones
Overview of Innovation:
In the next few years, non-invasive technology will have revolutionised medicine. Wearable devices and smartphones can serve as the hub for new diagnostic and treatment technologies. With new tech will come new opportunities for our healthcare: improving the accuracy and usefulness of information we can gather on our health as citizens and patients; changing how and where care is delivered; offering new ways to prevent, predict, detect and treat illness. Aston Smart Light Ltd. (ASL Ltd.) focuses on the development of advanced medical tech to continuously monitor human health state and will potentially aid in the development of fast and affordable body control without specialist knowledge. Our mission is to employ this experience and our previously developed devices to release cutting edge technology more complex and clinically informative than anything currently available, to the specialised and commercial markets. Our inventions relate to non-invasive devices that are suitable for simultaneous monitoring of body conditions. The main goal is to perfect the technology as well as manufacture a smartwatch style device capable of monitoring human body conditions, while wirelessly sending this information to your smart phone.
 
SmartWatch is a highly innovative project. The aim of this project is to manufacture a smartwatch style device capable of monitoring human body conditions based on Doppler flowmetry (DF) for healthcare and self-monitoring. Such monitoring is required in hypertensive patients to prevent heart failure (HF) and acute ischemic stroke (AIS) as well as for individuals seeking control of their physical and emotional state. The research, based on ultra-low power laser devices will advance the field of personalised medicine by allowing the watch-like devices design and fabrication. The proposed device will provide constant monitoring of patient cardiovascular conditions and would allow doctors and to give personalised advice and treatments. While there are devices already providing health monitoring, all of them are based on heart rate sensing and cannot monitor advanced health condition. Our smartwatch style device is suitable for detection of blood microcirculation and represent an entirely new, clinically relevant application with no current competition.
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Igor Litvinov 02/02/2017 - 14:55 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Nearly 40% of NHS staff have reported feeling unwell as a result of stress (NHS Staff Survey).
Mental Health First Aid is an evidence based programme designed to help individuals to prevent, identify and tackle stress and mental health problems.
Overview of Innovation:
NHS staff are more likely than the rest of the working population to become patients, increasing demands on the system they work in (King's Fund).

Altruist Enterprises are experienced in providing training to help organisations to prevent, identify and tackle stress within organisations.

Since forming in 2013, we have grown from 1 trainer to 3 members of staff and 10 contracted trainers delivering courses nationally with notable customers including Birmingham Children's Hospital, Solihull Council and WMAHSN.

We currently offer the following main courses to the NHS:

Resilience Training - A 3 hour course which helps employees to manage stress and build resilience in an everchanging work environment using proactive approaches.

“I learnt how to recognise situations in my daily working and home life that I can work on to reduce my personal stress and build my resilience. We were taken through a process which allowed us to challenge our negative thoughts and look at things from a different perspective. A very helpful course”. Federica Merella, Consultant Anaesthetist, Birmingham Children’s Hospital

Mental Health First Aid Lite - A 3 hour evidence based mental health awareness course accredited by the Royal Society for Public Health.

“We learnt about some of the main mental health problems, how to support others who may be experiencing issues and also discussed ways to support our own well-being. The course was very thought provoking”. Sophia Nasreisfahany, Solihull Council

Adult Mental Health First Aid - A 2 day evidence based indepth mental health awareness course accredited by the Royal Society for Public Health.

"This 2 day training delivered by Altruist was one of the most fulfilling training courses I have attended.  Having worked in the NHS for 17 years and managing staff for 13 of those I found this course enlightening.  It compounded how mental health affects us all no matter what your background is.  It also really tackled the stigma of using the words “mental health”.  Practical advice, tips and scenarios were used to give us a toolbox of strategies to help staff.  On reflection of my own career I now realise I have been in this position many times and now I feel more empowered and equipped to deal with these sensitive situations". Helen Hunt, WMAHSN

We measure outcomes including increases in knowledge and personal confidence in supporting others. We can also measure reduction in absenteeism and recently helped a local charity reduce absence by 25%.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Education, training and future workforce
Benefit to NHS:
Increase in Confidence and Knowledge - Consultant Anaesthetists at Birmingham Children's Hospital saw a 32% increase in personal confidence of managing stress levels following our Resilience course. (Delegates are asked to rate their personal confidence, scale of 1-10 in managing stress levels and knowledge of resiliency building skills before and after the course).
Reduction in sickness absence - Stress affects the health and quality of life of staff. The benefits of tackling work-related stress are the obvious ones of more staff at work more of the time, and the reduction in sickness absence and its associated costs.
Improved Employee and Community Engagement - It also demonstrates the organisation’s commitment to its workforce and to addressing their health needs. This, in turn, affects how the organisation is perceived by both staff and the local community in terms of being a good employer.
Reduction in costs-  employees who are away from work because of stress will have to have their work covered by other staff, frequently bank or agency. Investment in stress management can reduce the need for this expenditure – one NHS trust reported a saving of £500,000 a year in agency cover costs.
Improved patient care - Chronic stress can lead to an increase in accidents and cause safety issues for staff and patients. Investment in resilience and stress management training will help reduce the risk.
NHS seen as innovators - There is a current campaign in government to make Mental Health First Aid a compulsory element of First Aid training in the workplace.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Mental Health costs the West Midlands region £12 billion a year & affects around 70,000 people (West Midlands Combined Authority). Poor mental health results in enormous distress for individuals, greater pressure on public services and reduced economic productivity.
Current and planned activity: 
We recently delivered our Resilience course to doctors at Birmingham Children’s Hospital. We also recently delivered a Mental Health First Aid pilot course to NHS staff in partnership with WMAHSN.
 
We appreciate that the NHS are a large employer and that budgets are continuously being squeezed as demand for services increases. That is why we would introduce a Train the Trainer programme which will allow knowledge, skills and best practice to be cascaded throughout the organisation.
 
Trainers will be selected based on their knowledge of mental health, facilitation skills and willingness to be the go-to person for any concerns.
 
We envisage that the Train the Trainer programme will include an initial mental health workshop to give delegates the opportunity to experience the course first hand, presentation skills and facilitated tasks and assessments.
 
Alongside this, Altruist’s expert trainers will also continue to deliver Resilience and Mental Health First Aid courses to selected groups.
What is the intellectual property status of your innovation?:
Altruist Enterprises are licensed providers of the Mental Health First Aid courses.
The Resilience course and its materials were produced and is owned by Altruist Enterprises UK Limited.
​Altruist Enterprises UK Ltd was incorporated in February 2013 and began trading in August 2013. 
www.altruistuk.com and altruist.community and its content is owned by Altruist Enterprises UK Ltd.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
Regional Scalability:
We would introduce a Train the Trainer programme which will allow knowledge, skills and best practice to be cascaded throughout the organisation therefore aiding scalability.
Alongside this, Altruist’s expert trainers will also continue to deliver Resilience and Mental Health First Aid courses to selected groups. Altruist operate nationally and work with 10 regular contracted trainers and have access to a further bank of 35 specialist trainers.

We are currently 1 year into a 2 year training contract with Stoke on Trent City Council, delivering the Mental Health First Aid Lite course to employees. Delegates that have attended these courses have seen between a 30% - 60% increase in personal confidence of supporting others experiencing stress/mental health problems.
Measures:
All delegates that attend our training courses are required to complete an evaluation form to measure the impact that the workshop has had. Delegates are asked to rate their knowledge of resiliency building skills, personal confidence in managing stress and confidence in supporting others on a scale of 1-10 before and after the course. Percentage increases are then calculated. For this particular contract, we would look for between a 35% - 55% increase in knowledge/confidence following courses.

We will aim for a minimum of 80% good/very good feedback from delegates.
Adoption target:
Minimum of 3 x NHS Trusts enagaged
3 x 5 day train the trainer programmes to be delivered within first 12 months
24 x 3 hour courses to be delivered within the first 12 months
12 x 2 day courses to be delivered within the first 12 months
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Katie Buckingham 03/02/2017 - 15:42 Detailed Submission 1 comment
5.3
3
Votes
-99999
Innovation 'Elevator Pitch':
A shared decision making tool that helps to organise the psychiatric consultation and empowers the service users with right information to make the right choices.
Overview of Innovation:
John impressed me with occasional sparks of intelligence and wit. When I first saw him in outpatients, he had all too familiar decline in his personality resulting from a severe mental illness.  As a bright young man he was able to secure a place at Oxford for studying history, his long term passion. He was brilliant in his studies but then unfortunately had a gradual decline in studies and in less than one year he had to leave his course.

John appeared hostile in consultations.His mother who supported him in his struggle against voices, delusions and social isolation sat quietly during the appointments, bewildered and confused about what has happened to her very intelligent son.

Despite my best efforts, I could not persuade John to engage in my consultations. He and his mom appeared to be happy with the care but they appeared to have little to ask. The appointments were stereotyped; checking of symptoms, medications, mostly acrimonious debate against continuing treatments and the next appointment.

Once I asked whether they will be interested in few questions which other patients had asked me about their condition. Slightly puzzled as to why a consultant would give them questions to ask (and not answers!), they agreed.  I gave John few questions for each appointment, which either John could explore himself or simply bring them to the next appointment.

Gradually the consultations became more engaging and I could see sparks of brilliance in the questions.John now demanded answers to the questions which became more challenging for me. His mother also asked interesting questions, not merely sitting as spectator. For the first time, I could see the shared decision making in action!

That was the start of QDoc (Questions from doctor). I developed a user friendly mobile application that provides all the questions service users can ask in psychiatric consultation about any aspect of illness. Patients can select appropriate questions for each consultation and also add their own questions or notes. QDoc also has other functions to organise the consultation in most effective way. No more scribbling on pieces of paper and then looking for them in the consultation hurriedly!

I have ideas to develope the utilities and functions in QDoc,making it one of the most powerful tools for shared decision making and self-management. I am keen to collaborate to take this further. QDoc is avialable at Google app store bleow
//play.google.com/store/apps/details?id=com.syml.mhq&hl=en_GB
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Digital health / Person centred care
Benefit to NHS:
Non-attendance at outpatient appointments - known as did not attends (DNA) - has a significant impact on the NHS in terms of cost and increased waiting times. It is estimated that around £360 million per year is lost due to non-attendance of appointments in the NHS as  around 11 per cent of patients fail to attend an outpatient appointment which equates to 5 million appointments a year. The rate of psychiatric DNA is about 19, resulting in even greater losses ( see: http://qir.bmj.com/content/3/1/u202228.w1114.full).
An app that helps to engage the patients in psychiatric consultations will result in higher attendance rates and greater patient satisfaction. This will  reduce DNA rates and will achieve significant savings for NHS. It will also help to reduce the waiting time.
Shared Decision Making is the policy priority for NHS as outlined in Department of Health, London, 2012 document ‘Liberating the NHS: no decision about me, without me’. The aim is to increase patient involvement in decisions about their care. There is abundant evidence from research that informed patients have better engagement with services and higher quality of life. Uninformed patients may not be able to access the voluntary sector organization and other resources which can help them to achieve recovery.
When patients go through the questions, select appropriate questions to be asked for each consultation, this will help to organise the psychiatric consultation in a an effective way. This will enhance their involvement in decision making, understand their treatment better and be an active partner in the treatment process rather than the passive recipients of information. Therefore the shared decision making will become a norm rather than exception in those who use this app.
The QDoc is a simple app, which is available at present for the android platform freely. This can be downloaded easily and can be a cost effective way of reducing costs, improving efficiency, decreasing waste and improving patient outcomes.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
The innovation has the potential to benefit NHS in west midlands to reduce the waste and improve the efficiency. The West Midlands has a high proportion of people from black and ethnic minority population. There is evidence that people from BME communities have higher incidence of psychosis, a form of severe mental illness. There is also evidence in the literature that the BME population also has lesser engagement with the mental health services and lesser satisfaction from the services. Therefore the innovation will have added benefits for the west Midlands.
The digital technology companies in West Midlands can potentially enhance the value of innovation, thus contributing to the health and wealth in the West Midlands.
Current and planned activity: 
The QDoc has been used in Black Country NHS Foundation Trust. I received excellent feedback from patients and colleagues, who used the application. The present version is a basic app, which has a generic use. I am now considering the upgrades and development of new functionalities in the app, which will enhance the uptake and use of the app. These improvements will enhance the value of the tool and can lead to use for potential for commercial and business purposes.
The security and interoperability with current systems which are in use currently in NHS is a major priority. The tool also has the potential for integration with other self-management and decision making tools. I have been in discussion with service users groups and IT professionals and now working on upgrades. I am also working on a business model that will lead to creating a revenue stream from the tool. 
What is the intellectual property status of your innovation?:
I own the intellectual property rights
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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saeed farooq 07/02/2017 - 11:44 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
This is an online toolkit developed specifically for primary care multi-disciplinary teams to assess for potential learning or development in relation to mental health needs of their patients.
Overview of Innovation:
This product identifies confidence levels amongst primary care teams with regard to the recognition, intervention and support of people with mental health wellbeing and illnesses.  Evaluation of the findings will assist in the development of a potential action plan to address learning needs on both an individual and team level.  It can assist in assessing confidence and raising self-awareness of staff skills and knowledge in the overall management of people with mental illness.  The tool can also be used for revalidation, supervision and appraisal purposes.
The tool is designed for all the whole team. For example receptionists, health care assistants, practice nurses, physician associates, advanced nurse practitioners, allied health professionals, pharmacists and general practitioners. 
If embedded within an individuals or team’s learning and development strategy it has the potential to improve the quality of care offered to people to manage their mental health wellbeing and illness. 
The Mental Health Learning Needs Analysis tool is ready to be used for further evaluation and feedback.  
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Person centred care
Benefit to NHS:
This tool has the potential to assist users in identifying learning and development needs to improve the early recognition and interventions for mental health illnesses.  
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
This tool has the potential to impact on the early detection, management and interventions to improve mental health wellbeing and care for primary care populations.
Current and planned activity: 
Health Education England (working with West Midlands) have provided funding to evaluate this tool within a GP practice and with student practice nurses.  
What is the intellectual property status of your innovation?:
Health Education England are the owners of all IP created and the toolkit will be made available on their public use website.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
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Sue Shortland 14/02/2017 - 12:03 Archived 2 comments
0
0
Votes

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


As illustrated in above figure, the Monsenso Solution provides individuals with a smartphone application, on which they perform daily self-assessments. Furthermore, the individual's’ physical condition can be monitored automatically through the embedded sensors in the smartphone. The system can detect behavioural changes through configured triggers and early warning signs to give individuals useful feedback.Furthermore, the app provides the individual with action plans for tackling certain situations that they might encounter.
All this information is visualised for the individual through graphs, and simultaneously synchronised in real time to a web portal for care providers, giving them the needed overview and information about their assigned individuals’ mental health. This way the care provider can channel efforts towards individuals who really need help and physical consultations. When the individual then comes in for a consultation, the care provider has a broad historical overview of the individual’s mental health over the past period, instead of relying on the individual to share this information.
 
The Monsenso Solution allows individuals to grant access to caregivers, to receive aggregated data regarding the individual through the app. This keeps caregivers informed remotely of the wellbeing of the individual, and enables them to provide input for both individuals and care providers. Not only does the solution keep the caregiver informed about the state of the individual, it also helps the caregiver cope in situations that might arise. 
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Drew MacKenzie 29/03/2017 - 11:00 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
A modular university accredited programme which builds the skills, understanding, tools and confidence of NHS junior and middle managers to implement innovations leading to greater efficiency and rapid improvement in services for patients
Overview of Innovation:
The gap between research evidence and practice is significant for healthcare organisations.  Healthcare interventions which we know to be effective can take a long time to enter common practice, whilst others which we know to be ineffective can take a long time to be discarded. The implementation rates of quality improvement (QI) initiatives, for example, are believed to be lower than 50%. Implementing innovations is demanding of employees and organizations--cognitively, emotionally, and physically.. When attempting to implement innovations, organizations face challenges such as misaligned incentives, professional barriers, competing priorities, and inertia.
Studies of innovation implementation in health care settings have shown that middle managers can play an important role in enabling innovation, and supporting healthcare innovation implementation as information brokers - communicating, diffusing and mediating information flow between senior leaders and frontline staff. Middle managers with the capability and confidence to innovate and to lead service improvements are therefore essential if the NHS is to deliver radical and transformational change across whole healthcare systems. But evidence suggests that middle managers are often slow to adopt innovations, whether through generating ideas for improvement or creating opportunities for spread of good practice across departments and organisations.The enablers for junior and middle managers to become improvement leaders have been identified as:
  • proficiency with management skills and tools, (including financial, HR and workforce, programme, operational and strategic management),
  • skilled use of improvement science and quality methods,
improved personal impact on the wider system, through understanding how to influence, motivate and engage effectively with other practitioners at all levels. 

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

The programme will use peer-evaluation of progress as an element in the assessment of the Certificate, recognising that one test of managerial skill is the impact on others. In this way participants will become skilled evaluators and assessors of innovation, developing skills which are immediately transferable to the workplace. Finally the design of the programme will enable participants to build relationships across professional and organisational boundaries, one of the key enablers for more effective and productive system-level  innovation
Current and planned activity: 
In 2017 the HSMC undertook research work on behalf of the University of Birmingham Health Leadership Group. This involved meetings and interviews with the most senior leaders in health and social care across the West Midlands to ascertain the learning and development gaps in their workforce. A key theme emerging from this research work was the need in the NHS for further development of the practical skills needed by junior and middle management in order to properly and effectively improve services; implement innovative practices; lead people; manage resources; and enable change. Aligned to this feedback was a request to support team development and multi-professional education and training. We have continued to work with NHS organisations and leaders to develop the ideas which underpin this programme proposal, which now includes opportunities for peer challenge and support, shadowing and developing system sightedness amongst junior to middle managers.
What is the intellectual property status of your innovation?:
The IP resides with HSMC at the University of Birmingham.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Rejection Reason:
Board decided not to support - feedback provided and innovator decided not to pursue
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Anonymous 04/04/2017 - 13:23 Rejected 1 comment
3.5
5
Votes

Innovation 'Elevator Pitch':
SaccScan - a tool for rapid, accurate & affordable diagnosis & clinical management of major psychiatric disorders. Identifies eye movement abnormalities to objectively diagnose illnesses such as schizophrenia, bipolar disorder & severe depression
Overview of Innovation:
The Diagnostic Problem
Delivering an accurate and timely diagnosis remains one of the most pressing challenges of modern psychiatry. 1 in 4 adults suffer from mental ill health during their lifetime but around 50% of cases are misdiagnosed. There are still no objective diagnostic tests to validate the decision. Diagnosis and clinical management are based solely on the patient’s history, symptoms, and behaviour. Treatments are available that allow patients to resume normal functioning in society but clinicians struggle to make accurate diagnosis, match therapy to condition and provide timely care.
 
It is common in psychiatry to find that symptoms are insufficient to give a clear diagnosis and a lengthy consultation period of several years may be necessary. Delays in receiving a diagnosis can significantly impede delivery of the most effective treatment plan, exposing the patient to risk of further deterioration in well-being, reduction in quality of life leading to job loss, family breakdown, and self-harming.
 
Ultimately the wider economy shoulders the burden from loss of economic output, commitment of healthcare resources, and out-of-pocket expenses incurred by patients and their families.
 
SaccScan is a novel eye movement test, designed as an assistive point-of-care tool for diagnosis and clinical management of psychiatric disorders.
 
Using high specification eye tracking technology, and access to a proprietary clinical reference database, the diagnostic tool utilises eye-movement abnormalities as objective clinical diagnostic biomarkers for illnesses such as schizophrenia, bipolar disorder and severe depression. The test can be completed within 30 minutes in a standard consulting room. A shorter version of the test is being developed for use in primary care settings to assist with differential diagnosis of psychosis from mood disorders, better informing referral of serious mental illnesses to secondary care services.
 
SaccScan not only reduces the overall cost of managing psychiatric illness but will improve patient outcome.



A Step Change for Psychiatry
SaccScan has been demonstrated to detect schizophrenia with better than 95% accuracy (> 90% sensitivity & specificity) and has been extended with the same precision to bipolar disorder and major depression illnesses. No brain imaging, serology or DNA test approaches this level of performance (sensitivity, specificity and repeatability).
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Digital health / Person centred care
Benefit to NHS:
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
The benefits of early intervention
It is widely accepted that early intervention in psychosis services not only produces better outcomes but is also cost effective.
 
Primary care - nearly 500,000 people are on GP registers for a serious mental illness. (Care Quality Commission (June 2015), Right here, right now)
 
The demographic inequalities in the prevalence and risks associated with mental health problems are reflected in treatment. People who are white British, female or in mid-life are more likely to receive treatment, while people in black ethnic groups have particularly low treatment rates. People with low incomes are more likely to have requested but not received mental health treatment.
Current and planned activity: 
Current
Research and clinical validation towards CE marking through NHS Grampian, Lothian, Tayside, Glasgow & Greater Clyde with Scottish Borders and clinics in Peterhead & Fraserburgh added in April 2017 targeting >1,000 patients & controls.
 
SBRI contract to survey 50 GP surgeries as part to scope introduction of test in primary care

Planned
  • Seeking trial sites in the WM region to pilot the test in clinical settings to support CE marking
  • Ongoing refinement of the value proposition for clinical adoption and to support service user involvement by NHS e.g. final design of diagnostic report template
  • Dr M. Kumar (Consultant Psychiatrist) and ward staff at the Sth Staffs & Shropshire NHS Foundation Trust, has expressed interest in becoming a lead pilot site in WM region for clinical validation studies.
  • Wish to develop projects with MoD on PTSD using SaccScan technology. Require funding to set up St George’s Hospital as field trial site in collaboration with Clinical Trial Unit at Keele University
What is the intellectual property status of your innovation?:
Currently developing technical file for CE mark class I submission.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Madhu Nair 11/04/2017 - 16:45 Publish Login or Register to post comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
Levo® Therapy System is an innovative sound based therapy designed for use during sleep. The system creates and delivers a personalised sound therapy that uses the brain’s natural plasticity to reduce symptoms and provide relief long term.
Overview of Innovation:
Tinnitus is a conscious awareness of a sound in the ears or head that is not due to an external noise. Every individual has their own very personal tinnitus tone. It can be a high or low frequency sound and its volume can vary over time. An estimated seven million people in the UK have experienced tinnitus at one time or another.
 
People living with tinnitus report that their condition limits their social life, their relationships and their opportunity to work (source: British Tinnitus Association patient website https://www.tinnitus.org.uk/).
 
Levo® Therapy System for Tinnitus is an FDA cleared and CE approved sound-based therapy which works with the brain’s natural plasticity to help the brain to get used to, or habituate, to the tinnitus sound within the hearing centre of the brain.
 
Levo® is specifically designed to be used during sleep when our brains are more prone to be responsive to sound therapies that strive to change brain activity patterns. The system enables patients to map their specific tinnitus sound, or ‘sound print’, to create a personalised sound therapy.
 
The personalised therapy sound is presented to the patient while they are asleep via an iPod device using a tailor-made proprietary ear phone system which is designed to be slept in (Levo® will switch itself off automatically during the night once the correct dosage has been applied). This stimulates the hearing centre of the brain with the goal to encourage habituation to the tinnitus sound and reduce the perceptual loudness / annoyance of the tinnitus signal. Improvements in tinnitus symptoms are tracked over time, which is motivating for the patient and provides useful guidance for the clinician.
 
The Tinnitus Clinic is suitable for patients with atonal or tonal tinnitus, or a mix of frequencies from less than 200Hz right through to beyond 10,000Kz. Levo® System therapy is a prescriptive approach which requires a single course of treatment over a period of 30-60 days.  Patients self-administer Levo® therapy during their night time sleep cycle and can carry on their normal daily life without disruption, including wearing hearing aids for hearing loss during the day if required.  Attendance at a clinic for follow up visits is usually one or two visits only.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Digital health
Benefit to NHS:
Currently NHS management of patients with tinnitus can require clinic & GP attendance over a period of years alongside self-management techniques with treatment involving devices (hearing aids/sound generators) & counselling strategies aimed at reducing the negative emotional impact of the condition.
 
The Levo Therapy System provides a prescriptive pathway of treatment delivered by audiologists or hearing aid dispensers reducing the need for a multidisciplinary approach & freeing up time for healthcare professionals (GP's/audiologists/psychologists). Successful treatment with Levo Therapy would mean patients do not need to revisit GP/audiology/ENT services. It also has the additional effect of improving the patient’s emotional state without the need for psychodynamic intervention/pharmacotherapy delivering a cost saving advantage for the health service.
 
Using the NHS Reference cost schedule 2010-11 the conceptual (comparator) & the intervention (Levo Therapy model) have been costed.
 
An average patient receiving Levo Therapy will receive the device once in their lifetime at which point their tinnitus is managed & does not return, i.e. successfully habituates. The cost of the Levo Therapy pathway in the private sector is currently £4225 over a patient’s lifetime.
 
In comparison when looking at the average cost of the comparator arm of the technology which is the usual pathway for NHS tinnitus treatment, the weighted average lifetime cost per patient for these individuals is £8414.
 
Therefore for patients with a THI level 3 & above Levo Therapy generates savings of £4189 per patient when comparing NHS costs to private sector costs that include the service, fitting & follow up charges.
 
The weighted average cost is based on the multitude of resources required to manage tinnitus under the comparator technology over a patient’s lifetime such as:
  • Most patients require 2 digital hearing aids which need to be replaced every 5 years at a lifetime cost of about £1200 per patient, cost includes an assessment & fitting for each replacement
  • Digital hearing aids require continuous follow up appointments/repairs at a lifetime cost of about £4300 per patient
  • Most patients using hearing aids won't have their tinnitus managed & therefore will require a session of MTRT or CBT at a lifetime cost of about £580-£1200 respectively per patient per treatment
  • Once MTRT &/or CBT are successful patients will require counselling to sustain their tinnitus treatment at a lifetime cost of about £2533 p
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Hearing is central to our health & wellbeing. Hearing problems are a growing challenge across society & will become even bigger over the next decade due to the growing ageing population & increased exposure to workplace & social noise such as MP3 players.
 
It is estimated between 10-15% of adults will have tinnitus with 3% likely to require a clinical intervention for their tinnitus*. Reported prevalence of tinnitus varies from 12-36% & is more common in children with hearing loss compared to children with normal hearing. Like adults most children self-manage but a proportion require further support.*"
 
In some sections of the population tinnitus is statistically more significant for example 11% of veterans that were surveyed reported having problems hearing & 6 % reported tinnitus.**
 
Statistics show a higher incidence of tinnitus amongst UK Armed Forces than the general population^ & with the Royal Centre for Defence Medicine located at University Hospitals Birmingham NHS Foundation Trust & the HQ of the Surgeon General & the Joint Medical Command in Lichfield the regions Service community could benefit from access to the Levo Therapy System.
 
According to the Department of Health (2011) mental health problems are the largest single source of disability accounting for 23% of the total disease burden.*** The innovative ‘RAIDPlus integrated mental health urgent care test bed’ project highlights the region’s commitment to providing services for people with mental health illness.
 
Tinnitus is associated with a higher occurrence of depression than the general population (Holmes and Padgham 2009). Daugherty (2007) suggests at least 40-60% of patients with tinnitus also have a major depressive disorder, which often worsens their perception of the condition.***
 
For patients with tinnitus who have a depressive disorder The Levo Therapy System can improve emotional health & in turn the patient’s quality of life whilst reducing the burden on the health system.
 
* Davis, A, El Refaie, A (2000) “The epidemiology of tinnitus” in R Tyler (ed.) The Handbook of Tinnitus. Singular, pp 1 -23
** The Royal British Legion Household Survey 2014, November 2014.
https://www.actiononhearingloss.org.uk/supporting-you/policy-research-an...)
*** Hearing Loss, Tinnitus & Mental Health https://www.actiononhearingloss.org.uk/mentalhealth.aspx
*" https://www.england.nhs.uk/wp-content/uploads/2016/07/HLCF.pdf
^ https://www.cobseo.org.uk/british-tinnitus-association/
Current and planned activity: 
The Tinnitus Clinic is supporting the grants department of the Royal British Legion by raising awareness of access to the Hearing Fund for individuals with a military background whose tinnitus could benefit from treatment from Levo Therapy System.

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

ROI would be with new patients within the first 6 months but could also be introduced as a disruption to current patients on treatment, allowing savings to be implemented even with patients further along the care pathway.
What is the intellectual property status of your innovation?:
Product Manufacturer Otoharmonics has two issued patents in the US and these patents are in the European National Phase Application No. 14818503.6.  Additionally, Otoharmonics has a patient pending for “Wireless Audio Device”.  “Levo” and “Otoharmonics are also Trademarked in the UK/EU.
Levo System is CE Mark Class IIa approved.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The Levo Therapy is currently only available in the private sector. Ideally, we would like tos cale up by providing the treatment to NHS audiology departments, or primiary care practices with community audiologists. 
Measures:
Quality: CE and FDA approved QM systems ensure device quality. Patient experience is gathered through surveys and completion of Tinnitus Fuinctional Index questionnaires at the start and completion of treatment
Safety:  Safety is the role of the FDA and CE registration and we comply with manufacturers requirements for reporting adverse incidents , of which we have had none. 
Cost: The Levo Therapy costs £3995 inclusive of VAT in the private sector but this would not be cost price to an NHS commissioner
People: Quality of Life measures using the TFI recording. Suibjectgive measures during follow up appointments 
Adoption target:
The Levo Therapy is available privately and we would welcome the opportunity to provide this system to severe or catastophic patients within the NHS syetem, who are suitable for this treatment and have not responded to current NHS treatments. 
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Josephine Swinhoe 26/04/2017 - 10:21 Detailed Submission Login or Register to post comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
Reduce bedblocking and improve ward care by enabling ward access to digital data upon admission of personal knowledge of the patient including This Is Me, My Passport and Risk data, and assist with stepdown process and therapy
Overview of Innovation:
ReMe supports dementia, older people, carers and families and accompanies the person across their care journey. ReMe was trialled and co-produced by dom care, care homes and in wards.
A new breed, we’ve christened ReMe ‘Activity Based’ software, to differentiate from care planning. For patient knowledge and the ability to enhance care comes from activities, not data input. By using algorithms to source bespoke internet images, music and videos and define a profile it’s possible to deliver more person-centred care. At ReMe’s core are activity tools that learn about the person, such as reminiscence and cognitive therapy, and enable discovering calming content for acute care strategies. ReMe stores life stories, preferences and interests and connects with a care circle, as well as creating automated activity reports which can be sent to the user's family.
Around this person-centred care core are business tools each care sector’s needs. Therefore, ReMe achieves an ROI by assisting in client acquisition, care assessment, acute care planning, management and paper reduction, activity creation, scheduling and data collation, whilst providing family and admin reporting. With cross care sector data connectivity and real portability, ReMe becomes part of a dementia acute care strategy.
For care in the community, ReMe’s free with premium subscriber services. With self-management, connectivity, entertainment and activities and by generating data, ReMe supports daily care, celebrates a life, strengthens family links and tackles agitation, depression and isolation, becoming a highly-personalised resource and recourse.
ReMe is used currently in the following care sectors.
For dom care, ReMe improves care, client engagement, reports and generates extra revenue through selling extra hours based on a wellbeing and family connected value added service.
For care homes, ReMe helps families engage in the care process, carers use tablets productively, reduces paper and enhances activities, therapy and reporting. ReMe improves care and saves money.
For hospitals, ReMe is a low-cost means to better know the patient; that improves admission, through digital connection to the care home and dom carer providing access to knowledge of the patients’ ‘day before’ care profile. ReMe enhances person centred care, patient wellbeing, reporting and stepdown.
ReMe is easily adopted with no legacy software or training needs.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
RemindMeCare (ReMe) delivers savings for the NHS through its care in the community self-management functionality reducing admissions, an improved admissions process (i.e. Digital This Is Me, Risk and My Health Passport), enhanced in-ward care, reduced medication and more informed step down.
 
ReMe provides connectivity with care homes, domiciliary care, day care centres and families, and enables better knowledge of the person to be used in person-centred care delivery.
 
Continuity of bespoke, tech advanced activities and therapies, that enhance patient wellbeing, engagement, person centred care and acute dementia care, generate improved patient outcomes, reduced agitation, medication and drugs costs, as well as better informed step down and earlier discharge.
 
Increased availability of personal and risk data reduces risk (and possibly litigation), resort to medication and wellbeing decline, so ReMe aims to reduce bed days.
 
ReMe supports improved family visits and overnight stays through the provision of familiar content and entertainment.
 
Automatic care activities recording, for CQC/admin reporting and research is available.
 
Evidence of value is shown only by the demand and positive feedback received from care homes, LA’s, hospitals and families nationwide but will be formalised shortly.
 
ReMe addresses the Next Steps NHS Five Year Forward View; by reducing A&E/GP visits, making patients information available to clinicians; enabling prescribing apps to help people manage their own health, addressing loneliness and aiding carer respite and assisting LA requirements regarding services provision and monitoring.
 
We’re pioneering this connected care approach in conjunction with SWLCC 5-year strategy, focussing on care quality, safety and cost savings, addressing the defined challenges of avoiding hospital admission, supporting ‘Community services to meet the highest standards and working more closely with primary care, mental health, acute hospital services and social care’. Our participation in the Better Care funded Croydon APA project defines ReMe’s role in the budget shift from hospitals to the integration of health and social care, through the coordination of care. Critically, ReMe addresses recommendations by NICE to focus on person centred and family care support through engaging consumers with a user-friendly product that promotes self-management of illness including long term conditions.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
RemindMeCare delivers support for older people and people with dementia, their carers and families and which is portable and usable by their carers, from home to domiciliary, live-in, day care, residential and ward care. ReMe was developed with people in the NHS and trialled in wards and care homes.
ReMe is a new breed we’ve christened ‘Activity Based’ software to differentiate itself from care planning software. For knowledge of the person and the ability to enhance care is derived from activity provision, not from data input.
By providing self-management tools and engaging activities and by generating data, ReMe supports daily care, celebrates a life, strengthens links with family and tackles agitation, depression and isolation. ReMe becomes a daily highly personalised resource and recourse for those people involved in care.
ReMe’s suite of person-centred care algorithm based activity tools enhance care and are the constant core across all care sectors, and continually learn about the person wherever they may be. ReMe’s the only system that offers bespoke reminiscence and cognitive therapy by sourcing images, music and videos that are unique to the user and so enables discovering calming content for acute care strategies. ReMe stores life stories, preferences and interests with carers and a care circle, as well as creating automated activity reports which can be sent to the user's family.
Wrapped around this person-centred care core are business tools that address the needs of each care sector encountered by the person, including those common to all such as CQC reporting and family engagement.
RemindMeCare goes further, achieving an ROI for care businesses and wards by assisting in care assessment, acute care planning, management and paper reduction, activity creation/scheduling/planning and data collation, whilst providing family, admin and regulatory body reporting. With cross care sector data connectivity and real portability, ReMe becomes part of a dementia acute care strategy for whichever care sector at any time is caring for the person. For the ward, ReMe offers access to the vital knowledge of ‘the day before’ care profile of the admitted patient and the benefits that enhanced person centred care can deliver.
Usable on any platform and with encrypted data, ico compliance (G Cloud pending), ReMe has addressed information governance and digital security.
Please view videos (https://www.remindmecare.com/business/ward/ )
Current and planned activity: 
ReMeApp: self-management care tools that assist maintain care in the community, improve the ability of carers to deliver bespoke care and connect the person with their care circle and with their community; to reduce resort to GP and A&E through enhanced care circle engagement. Dementia care training is included and partnerships with Dementia Pathfinders and Worcester University will be extended achieve delivery.
ReMeData: Integration with Care Planning systems; ie with patient’s systems (such as CMC) and others as required.ReMeGP:  GP Connectivity. Through remote connectivity tools GP’s can remain engaged, be better informed but on a remote basis. The intended result is less resort to disturbing surgery visits. GP connectivity will be release in 2018.
ReMeComm: self-management care tools for those cared for in the community, that match the person cared for with local community activities (A partnership pending with Worcester University, CarersUK, MeetingDem and others. 
What is the intellectual property status of your innovation?:
We are the sole owners of our IP
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Simon Hooper 13/05/2017 - 21:13 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
We enable employers to provide a one stop support package for employees in times of need. They phone a single phone line to access support for issues inc. emotional support, managing physical & LTC's and providing signposting to local services 
 
Overview of Innovation:
What is BackPack?
Backpack enables employers to provide a one stop support package for their employees in times of need.
Employees phone a single phone line to access support for a range of issues including emotional support, managing physical and long term conditions and providing signposting support to local services offering support in a range of areas including managing finance, debt and other issues. 
The BACKPACK Online Portal
Clients log in with their membership reference to access;
 
Information on;
  • Long Term condition management
  • Local information to support
  • How to access BACKPACK services
 
Access to;
  • Self-Diagnostic forms
  • Quizzes and exercises
  • Checklists
  • Webinars and video information
  • Useful articles and Blogs
 
What Support Is Provided?
Lifestyle Support around long-term conditions- diabetes, HIV, other
Emotional Support 
 
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
People with mental and physical health conditions will learn to self manage and are less likely to present to primary or secondary care. This will reduce the pressure on services.
This early intervention model, which follows the Preventative Model will reduce demand on the health and social care ecosystem.
We will evaluate the project outcomes. 
We will share best practice
Proactively identify needs through the 'on-boarding' triage programme
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
We seek to improve the physical, social and mental well-being of the WM population
People in the WM will recive fast and easy access to personalised care at the early stages of their needs
People will be able to access information 24 hours a day, 7 days a week- at a time to suit them
People will grow their capacity to self manage their own condition or that of the people they care for.
Easy access to mental health resources will help to prevent conditions escalating, improving the recovery time.
Deliver value to the client form first contact through proactively identifying needs at the 'on-boarding' triage programme
Current and planned activity: 
We plan to pull on all our strengths to deliver this innovative programme;
Health Exchange's current triage system used to deliver a holistic well being service for NHS
Citizen Coaching's online course delivery and impact measurement framework. Citizen is a member of Living Well Consortium- delivering IAPT (Improving Access to Psychological Therapy) inteventions.
Our indepth knowledge of the employee assistance market 
Our multi-channel approach to well-being services, blending online and physical interventions
I-SE's strength in taking social enterprises to the market place and operationalising new concepts

 
What is the intellectual property status of your innovation?:
BACKPACK (TM) This will be a collaboration between Health Exchange, I-SE (Initiative for Social Entrepreneurs) and Citizen Coaching. We seek advice on how to progress this. All three busineses are social enterprises.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Martin Hogg 18/05/2017 - 12:40 Sign Posted Login or Register to post comments
Innovation 'Elevator Pitch':
Children are at risk of serious harm or even death because adults are mixing alcohol consumption with caring and parental responsibilitie. This campaign poses the question - "when parents drink, who's in charge?'
Overview of Innovation:
Parents from all backgrounds are putting their children at risk when they drink alcohol at home.

The 'Who's In Charge?' campaign from Birmingham Community Healthcare NHS Trust depicts real life child harm scenarios and asks – ‘when you drink, who’s in charge?’

The campaign was conceived in response to concerns that growing numbers of babies and children are at risk of serious harm because of the way their parents consume alcohol at home.

Safeguarding professionals warn that children are being placed in danger and even losing their lives because adults who in many cases do not consider themselves excessive drinkers are not exercising normal levels of care and attention while drinking or recovering from the after-effects of over-indulgence in alcohol.

And they warn of a ‘double jeopardy’ effect - that drinking too much alcohol can not only reduce a parent’s capacity to appropriately respond to children’s needs, but also make the drunken adult an active danger to the child.

One of the most worrying trends identified locally and nationally is a rise in the number of baby deaths connected with sleeping on a sofa with an adult who is under the influence of alcohol, the number of children left to care for their younger siblings and the impact of the example of parents’ drinking patterns on young people.

The number of victims of Sudden Infant Death Syndrome who were sleeping with a parent on a sofa has risen.

The campaign urges parents, and others with responsibility for children, to be aware of a range of potentially dangerous consequences if no adult remains sufficiently sober and aware of children’s needs or whereabouts.


In one year in Birmingham alone: 
  • 82% of babies who died from Sudden Infant Death Syndrome were sleeping with a parent at the time
  • 56% of these deaths were on a sofa; 44% in the parental bed.
  • 78% of the fatalities were associated with parental alcohol use at the time
  • while 44% involved parental drug use.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Education, training and future workforce / Person centred care
Benefit to NHS:
  • supportive of statutory safeguarding responsibilities through reduced risk of harm to children and young people
  • supportive of adult clinical services due to reduced risk of harm to adults through excessive alcohol consumption.
  • community cohesion
  • marketing and education resources for professionals eg. health visitors, school nurses.
Initial Review Rating
3.60 (2 ratings)
Benefit to WM population:
  • reduced risk of harm to children and young
  • reduced risk of harm to adults through excessive alcohol consumption.
  • community cohesion
Current and planned activity: 
A set of photographs has been commissioned depicting hard-hitting photographic case study scenarios based on real life evidence from serious case reviews and other reported incidents.

AVAILABLE TO OTHER TRUSTS FREE OF CHARGE - If you wish to use these in your organisation, please contact David Disley-Jones or MidTECH Innovations (www.midtech.org.uk).

A simple logo was designed and has been trade-mark protected with the IPO.
A set of posters has been produced which have been displayed in a variety of locations.
A set of aide memoire cards has been produced for use by professionals such as health visitors and school nurses to generate discussion and raise awareness.
Who's In Charge? has been licensed to British Armed Forces in Germany for use on military bases, in acknowledgement of the issue of alcoholic consumption among military families.

 
What is the intellectual property status of your innovation?:
The logo and the use of the phrase 'Who's in Charge?' (in certain contexts) has been trade-marked with the IPO.
The photographs are copyright BCHC/Roy Peters Photography.
Return on Investment (£ Value): 
low
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Co-Authors:
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David Disley-Jones 30/05/2017 - 16:05 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
We are building the world’s best data-driven wellbeing solution developed by parents for parents to help improve both mental and physical wellbeing of the entire family.
Overview of Innovation:
We are a team of parents, doctors, management consultants, product designers and engineers aiming to help new parents with their biggest challenges and make their lives easier and less stressful. Combining our team’s personal experiences as parents and professional expertise with clinical medicine and medical device development, we created a concept combining novel wearable devices and integrated support system to help new parents.
Our hardware-enabled-software solution consists of three devices (mother device, baby device, hub) with a mobile phone app.
  • Baby device monitors movement, position, sleep, temperature, breathing and sound via a button attached to baby's vest.
  • Mother’s wristband not only tracks and notifies on baby activity and wellbeing using vibration and display alerts, but also helps her track her own sleep, mood and activity to address both mental and physical well-being.
  • This allows a convenient monitoring experience as the mother does not have to carry anything and will not miss an alert even when doing other activities, in a noisy environment or even when in shower
Our approach will improve the current technology in the following ways:
  • Supports the wellbeing of the parents (mothers’ needs are neglected by services and mother themselves) as well as the baby
  • Integrates data from many sources and analyses it intelligently unlike other monitors which often build anxiety, with false alarms and no follow-through on alerts
  • Fits into parents’ life with nothing extra to carry or wear; other connected systems are intrusive and can require a parent to adapt to them – carrying monitors, buying special clothes
  • Our solution uses low-power, low-emission, and high-range connectivity with long battery life; for other wearable monitors connectivity is a major issue; range and battery life are also inadequate
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Struggle with their baby’s routine particularly sleep; and worry about baby’s well-being.
The stress, lack of sleep and support, impacts their own wellbeing:
  • Lack of sleep, lack of routine and anxiety about baby's well-being compound the effect
  • 25% mothers experience postnatal depression. Crucially, 58% of these mothers do not seek professional help and service provision is also limited
  • Perinatal mental health problems together carry a total long-term cost to society of about £8.1 billion for each one-year cohort of births in the UK. This is equivalent to a cost of just under £10,000 for every single birth in the country. Perinatal depression costs on average around £74,000 per birth, of which £23,000 relates to the mother and £51,000 relates to impacts on the child
  • Nearly half of mothers are not getting enough exercise increasing risk of weight gain, diabetes, and difficulties with subsequent births
Our solution takes a preventative and early detection approach to these issues. We monitor and improve:
  • Baby’s routine and sleep by combination of existing evidence based and efficacious approaches:
    • Understanding baby’s sleep pattern
    • Delivering proven behavioural approaches and programmes to help parents improve their baby’s sleep
    • Tracking baby’s temperature, breathing rate and activity to track their wellbeing
  • Parents activity, sleep and mood to improve it through
    • Reducing stress about baby’s wellbeing, improving baby’s sleep pattern and routine reduces parental anxiety and stress
    • Improving baby’s sleep pattern improves parents’ sleep
    • Improving their awareness of their sleep deficit and help improve it through simple sleep hygiene advice
    • Monitoring parents’ mood to pick up mental health problems earlier and guide them to seek help from professionals, there
    • Helping parents monitor their activity levels and helping them with their fitness
Benefits to the NHS
  • Less GP visits by worried parents to seek reassurance when baby is well
  • Improved safety of baby through comprehensive monitoring particularly monitoring risk factors for SIDS.
  • More accurate tracking of baby’s temperature and breathing to reduce chances of missing signs of serious infection rates and improving outcomes
  • Early detection of mental health problems for mothers and guiding them to seek early help would improve their outcomes and long-term burden on NHS
  • Improved wellbeing of entire family by helping embed healthy sleep and activity routine right from the start and continued support as the needs of the family evolves
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
We aim to launch our product initially in UK. As mentioned above, through our solution, we can improve health and wellbeing outcomes for West Midlands population and therefore also save money for West Midlands health system both in short-to-medium term and long-term through improved family wellbeing.
Current and planned activity: 
  • Current focus
    • Testing to that our monitoring is accurate reliable
    • Collecting data and building insights based on analysis
  • Developing partnerships with clinical and wellbeing organisations – ongoing
    • JnJ Babybox Challenge finalists – we were one of eight finalists out of over 130 global entries that were selected for our potential to improve parent and baby wellbeing. We would have opportunity to do clinical trials in Finland in 2019-2020 as well as have further expert support from the challenge mentors
    • Exploring partnership with West Midlands Academic Health Science Network
  • Launch our product - end of year
  • Validate early detection of mental health issues amongst our uses through using research-grade clinical assessment tools
  • Understand in which clinical populations our solution could be more helpful; and work with clinical partners in NHS to explore ways of providing access to our solution to these vulnerable groups
  • Compare the overall wellbeing of our users vs. general population
What is the intellectual property status of your innovation?:
We have filed our first patent on 04/04/2016, application number: GB 1605701.0. The patent is filed for the overarching novel concept of the overall integrated solution and the data communications between the four (baby device, parent device, hub & smartphone) connected devices. We will be developing more algorithms in collaboration with Oxford University. We have also filed an international PCT application in October 2017 to hold our UK patent application internationally for the next two years.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Rejection Reason:
Agreed to archive until further notice.
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Romi 01/06/2017 - 14:01 Rejected Login or Register to post comments
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Innovation 'Elevator Pitch':
Our Game Based Learning platform, aligned to the ‘Future in mind’ report could support the WM Mental Health community - parents, carers, teachers, clinical staff, in comms, intervention & prevention, especially for early intervention of young people.
Overview of Innovation:
Our Game Based Learning platform has a unique difference over 'other' digital / serious games providers. Our platform provides the ability to easily change, update and amend game experiences, so that any investment in an experience is extended to address an organisations ever changing requirements. Our platform allows a Game Based Learning experience to be developed in under 10 days and can be changed / updated in minutes. The platform is available 'locally' or in the Cloud and can be deployed on Tablets, PCs or via the Internet. We have already successfully worked with and developed a number of games within the Healthcare Industry - namely around the subject of 'Stop the Pressure' - Pressure Ulcer training for Tissue Viability professionals.

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

Game Based Learning, provides an engaging conduit to deliver knowledge in an enjoyable format, games generally result in players relaxing and engaging in the defined subject. This creates a learning platform that is open to all levels of intelligence and education, providing an level playing field for the overall audience.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
The 'Future in Mind' report commissioned by the NHS, clearly discusses the benefits of early intervention relating to mental health, especially for the younger population. To achieve early intervention successfully, the whole 'mental health' community must be involved - peers, parents, teachers, friends, professionals etc. Applio believes that a proof of concepts - Game Based Learning experience, would greatly assist in breaking down the barriers in the 'openness' and 'discussions' relating to this difficult subject. Games have the ability to really engage an audience, provide an enjoyable way to discuss a subject, break down perceived barriers and drive engagement within the younger community - they are after all, already playing digital games!
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Delivering a proof of concepts Games Based learning platform as a trial within the West Midlands Mental Health arena, would provide the West Midlands with the required analytics required to measure the impact of what we are proposing. Should the analytics prove to be beneficial, then the West Midlands would benefit in relation to the whole Mental Health community being able to successfully communicate, provide early intervention and improve prevention in the younger generation of the West Midlands. This could then be showcased to the greater community of the NHS.
We believe that the proof of concepts would only require approximately 20 to 25 days of time from Applio, obviously we would require input from experienced practitioners, which we estimate to be between 3 and 6 days. 
Current and planned activity: 
We have already provided Game Based Learning experiences to the NHS in partnership with WMAHSN, we created two experiences relating to 'Stop The Pressure' - Pressure Ulcer training for Tissue Viability professionals. One experience was 'story' based - about a patient called Angela Smith. The other a competitive team vs. team experience that contained numerous questions and scenarios addressing the very technical issues of Pressure Ulcers. The games were played at team meetings and the feedback was excellent:

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

Applio would recommend as next steps that we arrange in partnership with the NHS a 2hr workshop with a relevant Mental Health professional to hold initial discussions that would provide Applio with enough information to develop a 'demo' game experience, this would prove the technology and provide the foundation to drive this initiative forward.
What is the intellectual property status of your innovation?:
Currently Applio is in discussions with an IP specialist firm, which is looking into the applicability of IP for our Games Based Learning platform. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Tony Chamberlain 03/07/2017 - 09:29 Publish 3 comments
5.5
2
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