Patient Safety

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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':
Prescribers' SPaCE website says it all! 
Overview of Innovation:
The Prescribers’ SPaCE website provides an effective online community for multi-disciplinary Non-Medical Prescribers (NMPs).  It enables NMPs to work together to share ideas, evidence-based resources and good practice tools. The resource supports Continuing Professional Development (CPD), with access to the latest evidence and information on relevant courses, events and conferences.  A key benefit for the NMPs is that Prescribers’ SPaCE contains a CPD tracker, which automatically records CPD as users interact with the site.  It generates a personalised certificate of CPD, which can be printed or saved for paper and digital portfolios.  The aim of Prescribers’ SPaCE is to support quality prescribing and the efficient development of new and extended roles by NMPs within their locality.  It provides a platform for NMP innovation to be celebrated and shared to develop non-medical prescribing across the NHS.
To register free for the Prescribers’ SPaCE website please go to www.nonmedicalprescriber.co.uk
 
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: 
Education, training and future workforce / Digital health / Patient and medicines safety
Benefit to NHS:
Prescribers' SPaCE provides a platform for NMP innovation to be celebrated and shared to develop non-medical prescribing across the NHS.
Online Discussion Rating
4.75 (4 ratings)
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Prescribers' SPaCE website aims to support quality prescribing and the efficient development of new and extended roles by non-medical prescribers within the West Midlands.
Current and planned activity: 
  • Continue to upload resources to Prescribers’ SPaCE
  • Develop strategies to encourage registered users to share articles and interact with the website
  • Consider how to promote Prescribers’ SPaCE across the UK further
    • Distribute leaflets and postcards at conferences
  • Develop a system in the team of how to maintain Prescribers’ SPaCE once launched to make it sustainable
  • Liase with OCB media about developments to CPD functionality
  • Chase up with OCB media about Google analyst plug-in to monitor hits on website
  • Set up a system to send Prescribers' SPaCE monthly newsletters to registered users by email
What is the intellectual property status of your innovation?:
WM-AHSN funding obtained by Prof Jamie Coleman
Prescribers' SPaCE website: Project, Content and Editorial Manager - Bethan Knight, Lead Pharmacist e-Prescribing and Drug Safety Research Pharmacist, UHB, Clinical Research Fellow University of Birmingham, WM-AHSN funded post
OCB media developing IT capabilities
Return on Investment (£ Value): 
low
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
Prescribers' SPaCE website is scalable to the whole of the West Midlands and UK and currently has 419 registered NMP users.
Measures:
Prescribers' SPaCE website has a Google Analytics plug in which enables the trends in use of the website to be monitored.  Data will be collected monthly on the number of website users differentiating new and returning visitors, the number of website sessions, page views, average number of pages viewed per session and the average duration of a visit.  The pages which are in the top 10 will also be reviewed monthly.  This will support targetting promotion of the website and content development.
Monthly newsletters will  be developed for Prescribers' SPaCE which will be sent to registered users.  A feedback survey will be sent to registered users 6 monthly to determine opinions on usefulness to their practice as an NMP and ideas they have for making the website even better.
Adoption target:
The adoption target is to have 10 NMPs registering per week and for NMPs to be interacting with the website.  This will be identified by reviewing Google Analytics data monthly and targetting promotional and website development accordingly.
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Bethan Knight 15/12/2015 - 18:41 Approved Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
GENEO Software is an enterprise wide application for creating, governing, and managing all aspects of Standardised Work, also known as Standard Operating Procedures, or Work Instructions.
Overview of Innovation:
The GENEO Software was created in recognition of the difficulty most organisations have with the creation, governance, control and application of standardised work in the form of work instructions, local working procedures, standard operating procedures - each organisation has its own name.

Our software provides;
  • A simple to use interface where documents are built and edited, without the formatting worries and headaches that come with Word or Excel.  
  • A governance framework that is both transparent and seamless, allowing an agile approach to recording process change and implementation.  
  • Full history and version control of documentation with changes and commentary around changes fully maintained.
  • Fully customisable output that can be paper based or presented on-screen - computer or tablet.
  • Web based application that enables enterprise wide access, based on flexible permissions structure, so that best practice may be shared.
  • Linking of work requirements to competencies in an auto-generated skills matrix
  • Linking of regulatory requirements to work instructions to fully understand where change is needed when it happens.
  • Binding NatSIPs to LocSIPs in a meaningful way to demonstrate compliance to nationally recognised best practice.
The software has been designed to bring empowerment to the workforce encouraging engagement in the use and creation of standards and work instructions.  
Managing the full cycle of change and improvement can now be done in one place. Leadership can enable staff to create and authorise, assign to a process flow, control competency and capture the training history. Also, on a micro level within the standardised work, teams can capture the one best way: the safest, most, quality assured and productive method, whilst benefiting from a knowledge management system for driving out waste.

All of the above provides the groundwork and stability required for the ultimate goal of Continuous Improvement.
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: 
Education, training and future workforce / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Our framework makes the real time management of SOPs practicable, by saving more than 50% of the time consumed with conventional approaches.  In so doing it allows SOPs to come alive.  Participation enriches workforce empowerment and in turn participating clinicians can see their ideas for improvement coming to life to deliver their identified savings and better care.  This in turn delivers financial results whilst simultaneously improving the consistency with which care is delivered.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
The WM population would experience a best practice approach to care provision.  The GENEO system facilitates the sharing of best practice through controlled visibility of operating procedures.
The ability to create links to defined national best practice (NatSIPs), so that local best practice always mirrors the national expectation, means that customers of WM health services would receive the most up to date interpretation of best practice.
Clinicians and care providers normally involved in the creation and management of operating procedures would experience significant reduction in the time required to carryout these duties, potentially freeing them to spend more time caring for the people of the West Midlands.
 
Current and planned activity: 
GENEO is currently in the process of negotiating a pilot with Poole Hospital Trust.  If this is something that would interest you then please do get in touch to see how this could work in your organisation. 
What is the intellectual property status of your innovation?:
GENEO retains full intellectual property rights to the code for the software.  All documentation created and stored within the software remain the property of the customer and is fully exportable.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:

This browser driven, cloud based solution, is easy to pilot and seamless to roll out with pace and scale.

Measures:

 Resources and facilities differ widely across the sector making it inherently problematic to understand the differences in care delivery and the impact these differences have on a patients outcomes. It also follows that it is extremely difficult to standardise activities and procedures in this environment.
A widely adopted, shared platform of agreed standards of care, makes it possible to define what is meant by best practice and to use this understanding as an effective yardstick to drive improvement throughout the sector. The CQC monitors, measures and audits the standard of care in all institutions.
The Geneo platform, driven centrally by the NHS whilst possibly encouraging private care collaboration, is an ideal way to set and monitor expected standards. Obvious variations caused by disparities in resources and facilities between sectors or containers can also be accommodated.
The platform affords excelent and easy accesibility and transparency, which means thst new users are more readily engaged, feeling part of an inclusive, intuitive system which is eminently scaleable It brings a 25% increase in compliance improvement.
It makes writing standards 3x faster, and leads to a 40% reduction in the number of standards, and a huge improvement in people engagement. You easily share common activities,- write once/use anywhere. Printing and formating issues are a thing of the past, with a change log for all revisions.
Comprehensively controlled authorisations ensure good and consistent governance, Plug-in architecture allows fileds to be added ina controlled way.
 

Adoption target:

Agree authorisations required and scope set-up: 1 month
Train standards writing team,- team up to speed & comfortable with use: 1 week
Geneo develop optimum layouts for standard content,- simple to view and obvious to use: 2 weeks
Agree KPIs for applications as directed,- used to deliver success/delivered outcomes: 2 weeks
Reviews/ updates: ongoing

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Bob Newton 01/02/2016 - 13:11 Detailed Submission 2 comments
0
0
Votes
-99999
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':
eConsent is a unique electronic patient consent solution; the result of collaboration between NHS and industry. It improves patient experience, saves time and reduces risk.
Overview of Innovation:
Wellbeing Software Group collaborated with inventor Mr Stephen Lake - Consultant Surgeon at Worcestershire Acute Hospitals NHS Trust - to commercialise the trust’s ‘home grown’ IT solution, which is proven to streamline the patient consent process.

eConsent helps support clinicians in adhering to GMC guidelines as highlighted in the recent (Mar 15) Supreme Court judgement (Montgomery -v- Lanarkshire Health Board), which sets out that doctors must ensure patients are aware of all material risks, and provide documentary evidence of a structured discussion between a competent healthcare professional and the individual patient, for the specific procedure being considered.

Digitising the patient 'consent to treatment' process enables nationally recognised procedure consent forms to be created dynamically, pre-populated with individual patient demographics and presented to the patient in the context of the proposed procedure, along with the associated information leaflets during the individual patient discussion.
 
Clinical ‘risks’ and ‘benefits’ are automatically populated based on the individual patient and the planned procedure from a pre-determined and clinically approved ‘library’, to provide agreed, standardised and relevant clinical information. This enables consistency and accuracy, providing all relevant risks and benefits and thus ensuring the patient is comprehensively consulted, with readily accessible evidence should it ever be required.
 
Patients undergoing planned procedures have more time to review documentation either personally or with carers, to understand the risks and benefits before agreeing to proceed. Having a standardised approach enables auditing of clinical practices with the additional benefit of reduced risk of litigation.
 
100% improvement
 
Yearly consent audits for surgical and investigative procedures undertaken by Worcestershire’s clinical governance department demonstrated substantial improvements. Prior to the introduction of eConsent:
 
• Only 49% of medical notes had documented evidence that benefits and risks had been discussed with the patient
• Only 69% of consent forms recorded the date consent was obtained
• Only 63% had the patient’s NHS number

All of these indicators (and others) were corrected to 100% by the introduction of the digitised system.

The above audit data is representative of the current process throughout the NHS (Bulletin of Royal College of Surgeons: 97(3); March 2015).
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: 
Education, training and future workforce / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Sharing information has reaped benefits not only for patients and carers but also for hospital staff and for the organisation as a whole.

Benefits for staff obtaining consent

• Reduction in time spent by healthcare professionals with cessation of hand-writing individual consent forms – saving clinician and clinic time
• Development of ‘gold standard’ procedure-specific patient information leaflets which gives consistent information
• Identification of agreed risks, benefits and alternatives for each procedure performed within the different departments 
of the Trust with production of a ‘checklist’ of risks and benefits to guide each consultation
• Well-developed linkage with Patient Administration portal allowing rapid individualised access to the system during each patient consultation

Benefits for the organisation

• Reduction in complaints and litigation – having a standardised approach enables auditing of clinical practices
• Savings in consultant time – the need to have pre-printed consent forms is removed and the time taken for consultants and other healthcare deliverers to obtain robust and auditable consent is dramatically reduced
• Cost savings in the production of both patient information leaflets and consent forms with lean approach to document production
• Standardisation of information and process across the Trust’s multiple sites and departments
• Solution facilitates progress towards paperless status
• Designed to comply with Risk Management standards
• Archived consent forms with link to the information form used during the consultation (document management system for patient information leaflets)
• Production of complete, legible documentation to support the patient’s admission with reduction of risk to the process
Online Discussion Rating
4.71 (7 ratings)
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Benefits for patients and carers

• Improved consent process with clear information about the procedure; risks; benefits and alternatives. The consultation focuses on the patient rather than writing out the consent form
• The system has in-built notification of individual competency to ensure that consent is obtained only by individuals trained and competent to explain the specified procedure and thus obtain informed consent
• Patients (and if appropriate, their carers) receive information sooner in the process – with more time to consider options and obtain further information if required
• Facility exists to support the process by e-mailing the documentation produced to the individual patient if requested during the consultation
Current and planned activity: 
Future developments
 
Planned developments include the ability to access the programme via a tablet device to facilitate ‘at the bedside’ discussions for emergency patients, for whom comprehensive and structured discussions of procedures is even more challenging for the clinicians involved. Furthermore, the ability to obtain and store an electronic signature via a tablet device will be of additional assistance to the responsible clinical team.
What is the intellectual property status of your innovation?:
A successful collaboration – releasing benefit across the NHS

Following eight successful years at Worcestershire Acute Hospitals NHS Trust, the Trust has now formed a joint venture with e-Health Innovations, to commercialise the Trust’s ‘home grown’ IT solution and launch this unique product into the wider healthcare market.

Combining the clinical expertise and advantage of a proven technology solution developed at the coal-face, with a UK based market leader of healthcare IT who has the infrastructure and experience to offer the solution to the wider NHS, means that the value of this innovation is no longer contained within a single NHS Trust but has been released to be replicated throughout the wider NHS.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Chris Yeowart 04/02/2016 - 17:52 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Your green Medicine Bag -
A regional re-invigoration of the Green Bag Scheme
Overview of Innovation:
Medication errors occur most commonly at the interfaces of care, particularly at admission. The transfer of patients medication on admission to hospital, using a green medicine bag, is one method to help support effective medicines reconciliation and therefore reduce medication errors.

A ‘Green Bag’ is simply a clearly designated, easily identifiable bag which can be used for transporting medicines between and around care settings. The purpose is to keep all the medicines belonging to a patient together in a readily identifiable container. Taking medicines into hospital is one of many tasks for ambulance clinicians, and needs to be as simple as possible. Having a single West Midlands design of green bag across the region makes it easier for the WM ambulance service logistically and helps crews to recognise the bags.  In addition, purchasing Green Bags in bulk across the West Midlands health economy makes it a more cost-effective initiative and enables a consistent message to be given to patients across the region.

There are many potential benefits that can be derived from introducing or re-invigorating Green Bags into practice including reducing prescribing errors, omitted and delayed doses, medicines waste, time spent on drugs administration, patient confusion with medication post discharge and time spent waiting for discharge medication.  Green Bags also increase cost effectiveness, patient involvement with their medication and time for patient care.

From Monday 4 April 2016, the Green Bag scheme will launch across the whole of the West Midlands. The WMAHSN's transfer of medicines programme encourages patients to take all their own medicines with them if they have to go into hospital. For patients transferred to hospital by West Midlands Ambulance Service, a regional Your green Medicine Bag will be used to bring patients medicines into hospital with them.

To support the launch of the scheme, a Your Green Bag in an emergency and a reminder patient poster have been produced. 

A host of other resources, to enable trusts and clinical commissioning groups to promote the scheme, are available, including:
  • Template presentation for staff training
  • A presentation that could be uploaded onto screens in GP waiting rooms
  • Healthcare staff posters
  • Patient information leaflets.
If you have any queries, please contact bethan.knight@uhb.nhs.uk or the Your Green Medicine Bag scheme team at yourgreenmedicinebag.westmidlands@nhs.net.
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Patient and medicines safety
Benefit to NHS:
There are many potential benefits that can be derived from introducing or re-invigorating Green Bags into practice including reducing prescribing errors, omitted and delayed doses, medicines waste, time spent on drugs administration, patient confusion with medication post discharge and time spent waiting for discharge medication.  Green Bags also increase cost effectiveness, patient involvement with their medication and time for patient care.
Online Discussion Rating
5.67 (3 ratings)
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
There are many potential benefits that can be derived from introducing or re-invigorating Green Bags into practice including reducing prescribing errors, omitted and delayed doses, medicines waste, time spent on drugs administration, patient confusion with medication post discharge and time spent waiting for discharge medication.  Green Bags also increase cost effectiveness, patient involvement with their medication and time for patient care.
Current and planned activity: 
Resources have been sent to West Midlands Ambulance Service, West Midlands Chief Pharmacists and HoMM and the NHS England lead to cascade to Community Pharmacists.
What is the intellectual property status of your innovation?:
HEFT and Pfizer designed and developed the initial green bag which they kindly shared for adaptation for the regional West Midlands Your green Medicine Bag scheme.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
Regional Scalability:
Phase 2 aims to roll out this interface drug safety innovation at scale and pace across the West Midlands region in primary and secondary care.  We have not been involved with implementing this innovation within other areas across the UK, however similar schemes have been implemented in a few regions across Wales and England.  There is the potential that this campaign could be rolled out nationally to all regions of the UK.
Measures:
We have undertaken a baseline audit across five Trusts in the West Midlands to determine the proportion of patients bringing in their own medicines to hospital, prior to the re-invigoration of the regional Your green Medicine Bag scheme. The audit included 978 patient ED admissions, with 253 (26%) patients bringing their own medications into the hospital. Of those 253 patients, 65 (26%) patients were given a ‘Green Bag’ supplied by WMAS (n=27, 42%) or by the Trust (n=38, 58%).  The aim of the re-launch of a regional Green Medicine Bag scheme is to increase the number of patients being admitted to hospital with their own medicines. 
Medication errors occur most commonly at the interfaces of care, particularly at admission. The transfer of patient’s medication on admission to hospital, using a green medicine bag, is one method to help support effective medicines reconciliation and therefore reduce medication errors.
There are many potential benefits that can be derived from introducing or re-invigorating Green Bags into practice including reducing prescribing errors, omitted and delayed doses, medicines waste, time spent on drugs administration, patient confusion with medication post discharge and time spent waiting for discharge medication.  Green Bags also increase cost effectiveness, patient involvement with their medication and time for patient care
We will undertake a re-audit 3 months after the launch of phase 2, review the scheme and make amendments as necessary and re-audit after 12 months to assess the proportion of patients bring their own medicines into hospital.
Adoption target:
The target for adoption across the West Midlands is to increase the proportion of patients bring their own medicines into hospital to 50% by December 2018 to improve medicines safety, reconciliation and medicine cost across the West Midlands health economy.
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Bethan Knight 09/02/2016 - 16:48 Approved Login or Register to post comments
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0
Votes

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

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

By providing healthcare organisations with functional and technology-driven capabilities, hospitals are able to utilise real-time and historical data for continual operational improvement and organisation intelligence, leading to a better quality of care. 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
Regulatory Approvals:
Please describe any current regulatory approvals you have achieved and how they were met/ in progress/planned.
Commercial information:
Please describe how the product/service is being developed commercially, whether in development, trials, pilot or full commercial delivery. Include the results you have from any market/demand surveys and forecasts . Please include any research you have on the broader commercial opportunity for the innovation both within the health sector nationally and internationally.
Investment activity:
Please describe what stage of investment you have reached and whether you are seeking additional rounds of investment. Please include cash investment as well as investment of soft assets such as access to specialist equipment, knowledge, trial base etc. and indicate the types/sources of your investment such as grants etc.
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Investment sought:
What investment are you looking for in order to support wider adoption of this innovation and what have you managed to secure to date? Please provide a breakdown of these costs if possible.
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Gabrielle Zamagias 16/02/2016 - 14:56 Archived Login or Register to post comments
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0
Votes

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

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

By providing healthcare organisations with functional and technology-driven capabilities, hospitals are able to utilise real-time and historical data for continual operational improvement and organisation intelligence, leading to a better quality of care. 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Benefits of an Organisation-Wide Coordination Centre: https://www.youtube.com/watch?v=M-bQhLmoi2A&feature=youtu.be
With TeleTracking’s IQ Platform, efficiency starts with a centralised coordination centre that creates transparency across care networks to enable precision patient placement from the community to the acute setting to post-acute care. Effectively providing the right bed, the first time, every time.

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

Areas of Impact
1. Access: Admissions, transfer and referrals, surgical case growth, left without being seen, A&E diversions, patient pull times
2. Throughput and Flow: Auto-discharge efficiency, patient pull times, A&E and recovery hold times, admissions, discharges per bed, utilisation rates
3. Care Support & Logistics: A&E wait times, patient and caregiver interaction, better patient experience, communication of infection status
4. Labour Productivity: Care support performance, nursing time at bedside, housekeeping performance, portering efficiency
 
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
TeleTracking's platform would improve patient access to care in the WM region. The WM population would get access to safe and high quality care through reduction in A&E wait times, elective cancellations, and lenght of stay.
Current and planned activity: 
TeleTracking works with over 27 NHS trusts and private healthcare organisaitons in the United Kingdom to improve quality of care through improved access, throughput and flow. Lord Carter’s report “Operational productivity and performance in English NHS acute hospitals: Unwarranted variations,” found vast inefficiencies across the NHS, with particular focus on staff productivity, poor patient flow and lost bed capacity due to bed-blocking. TeleTracking’s operational platform, under the SafeHands programme at The Royal Wolverhampton Hospitals NHS Trust, was featured in the report on page 63 to highlight the use of technology to enable operational efficiencies.
What is the intellectual property status of your innovation?:
Founded in 1991, TeleTracking Technologies has developed proprietary tools to automate healthcare operations and patient flow. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regulatory Approvals:
Please describe any current regulatory approvals you have achieved and how they were met/ in progress/planned.
Commercial information:
Please describe how the product/service is being developed commercially, whether in development, trials, pilot or full commercial delivery. Include the results you have from any market/demand surveys and forecasts . Please include any research you have on the broader commercial opportunity for the innovation both within the health sector nationally and internationally.
Investment activity:
Please describe what stage of investment you have reached and whether you are seeking additional rounds of investment. Please include cash investment as well as investment of soft assets such as access to specialist equipment, knowledge, trial base etc. and indicate the types/sources of your investment such as grants etc.
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Investment sought:
What investment are you looking for in order to support wider adoption of this innovation and what have you managed to secure to date? Please provide a breakdown of these costs if possible.
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Gabrielle Zamagias 16/02/2016 - 14:56 Publish Login or Register to post comments
3
1
Votes
-99999
Innovation 'Elevator Pitch':
Clinical CARPS improves patient care outcomes & staff experience through effective management, distribution & prioritisation of work
#Clear, consistent, flexible task allocation
#Real-time workload understanding
#Data for analysis & improvements
Overview of Innovation:
Clinical CARPS (C-CARPS) is a simple to use clinical task management system. Users have been delighted with the speed of implementation & the ability to fine tune the system to their needs
The system improves patient care outcomes & the experience of clinical staff in a very cost effective manner by saving time, optimising the deployment of staff resources & identifying areas for improvement. 
C-CARPS has been implemented with great success by the Hospital at Night team at The Alfred Hospital, Melbourne with our co-developer partners, InControl Australia. Alfred Health have cited many achievements facilitated or directly enabled by the system:
  • improved performance against patient care targets e.g. 8% increase in emergency patients admitted within 4 hours
  • increased overall productivity
  • improved staff attitude towards the overnight shift
Alfred Health won the “The Premier’s Award for Advancing Healthcare 2013”  & "The Metropolitan Health Workforce Initiative Award 2014" for their achievements, in which C-CARPS was instrumental.
C-CARPS replaces the existing method of task allocation, typically reliant on paging & phone calls between staff to clarify patient needs. In simple terms it is used as follows:
  • Nursing staff issue clinical task requests from ward PC’s or mobile devices
  • Team members carry a mobile device to track, manage & update allocated tasks
  • “Clinical Leads” have the ability to re-allocate work according to demand
  • Handovers are managed quickly & safely through the system
Task requests contain all the information required to immediately prioritise & complete the task. Geographic, nurse & patient identifiers provided by C-CARPS task requests optimise efficient task allocation, improve communication & help prevent errors
The ‘Clinical Lead’ can see all tasks in real time and redistribute them as appropriate. This allows free staff to ease the burden on others, preventing individuals from being overwhelmed & minimising delays. Clinical Leads now redistribute around 14% of the work on a nightly basis.
Data from C-CARPS is used to identify long trends & to understand the type of work carried out by specific staff at night. This has provided supporting evidence in cases of complaints or concerns from staff & enabled the implementation of organisational or procedural change to improve staff utilisation & patient care. In one instance, C-CARPS data was used to reduce the overnight drug chart re-writes average of 42 to 2.5
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  • Saves nursing and clinical staff time by communicating task information in a clear, complete and standardised way, giving staff more time to focus on the tasks themselves and to progress patient care and professional development
  • Clear visibility of entire workload means that teams can respond dynamically in busy periods by re-allocating work to optimise use of valuable resources in real-time
  • A more responsive and even workload distribution ultimately results in fewer delays and reduced risk of clinical errors due to unmanageable workloads, stress levels or ‘burn-out’
  • Improved handover between shifts, saving time and reducing the likelihood of errors
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • The centralised, time-stamped and easily accessible data will save time reporting on:
    •  Performance, creating new opportunities for performance analysis, promote continuous improvement of working practices and monitor any changes.
    • Resolve any complaints or disputes easily by reviewing real time data evidence.
Additional Information
Please watch the presentation “Data to Transform: Electronic Task Management in the After Hours” by Alfred Health’s Benjamin Warren (Redesigning Care Project Officer at Alfred Health) and Dr Kyle Brooks (Senior ICU Registrar and overnight Clinical Lead at The Alfred), available through the InControl Australia YouTube Channel:

https://youtu.be/NmHE0Jg4DXU

Please view the presentation slides, including graphs, from a presentation delivered by Andrew Stripp, Deputy Chief Executive & Chief Operating Officer of Alfred Health, at the 2014 Emergency Department Management Conference in Melbourne, Australia, which demonstrate the instrumental role Clinical CARPS has played in the success of Alfred Health’s ambitious and award winning “Timely Quality Care” initiative:
http://www.slideshare.net/informaoz/andrew-stripp-alfred-health

InControl Australia have produced a short demonstration video entitled “CARPS Clinical Task Management Overview”, showing the basics of task allocation and distribution between the controller PC software and an Android smart device:
https://youtu.be/3a9yaZ1z8L0

 
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Clinical CARPS is a tool that enables safer, more efficient working practices and improved opportunities for performance analysis, facilitating the implementation of further improvements. This can reduce the costs associated with care delivery and dealing with errors and delays.
  • Saves nursing and clinical staff time
  • Allows staff to progress patient care and professional development
  • Provides clear visibility of entire workload to optimise use of valuable resources in real-time
  • A result of workload distribution  is fewer delays and reduced risk of clinical errors  by managing workloads and stress levels and avoiding ‘burn-out’
  • Reducing the likelihood of errors via Improved handover between shifts and saving time
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • Time-stamped and easily accessible data reporting:
    •  new opportunities for performance analysis to promote continuous improvement of working practices whilst monitoring any changes.
    • Easily resolve any concerns, complaints or disputes by reviewing real time data evidence.
 
ROI
  • The potential exists for very high return on investment, depending on the relative efficiency of the hospital’s existing processes. A user of the original CARPS system cited recovering the original investment every four months! The non-clinical version of CARPS typically recovers initial investment within 18 months. We are awaiting analysis of data on installed versions of Clinical CARPS. We are expecting similar or even better results, due to potential cost savings within a clinical environment.

    Note: Our previous model is used successfully within 15 UK NHS trusts to mange non-clinical tasks
Current and planned activity: 
Currently ‘Clinical CARPS’, Clinical Task Management System is being used in Australia and seeking first adoption within the NHS in the UK. We are looking to NHS organisations within the West Midlands to discuss the possibility of adopting the clinical version on a trial-to-permanent basis.
 
We are seeking collaborations with West Midlands NHS trusts, clinical speciality services or an NHS region to experience our technology, understand the simplicity of installation and to witness the benefits that it can bring to managing the clinical workload, especially out of hours where resources may be limited or stretched and thus not immediately available unless the work flow is adjusted. 

Evaluation/Validation – We are seeking a trial centre to work with to gain additional evidence & validation of the benefits that our software delivers

We look forward to discussing with West Midlands Clinical Management teams how ‘Clinical CARPS’ can transform their task management processes.

.
What is the intellectual property status of your innovation?:
Clinical CARPS is the property of In Control Pty Ltd, co-developer partners of Purcell Radio Systems Ltd. Purcell Radio Systems Ltd have sole rights for the distibution of Clinical CARPS within the UK and Europe.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regional Scalability:

All of our solutions are highly scalable and an installation of CARPS software will typically lead to a future expansion of the system within that site or further installations at other sites within the region or company, usually by word of mouth promotion. Pricing for individual software licences will come down where larger systems are purchased within a single contract. Depending on the needs of the client we would expect to have a single installation up and running within 2 - 3 months.

Measures:

Quality: We expect Clinical CARPS to improve the quality of communication regarding clinical task allocation, for instance Clinical CARPS task requests can be configured for required minimum information to be mandatory. We would expect this to be measurable by a reduction in the amount of time spent on task allocation (phone calls, conversations, etc) and an increase in productivity in the undertaking of the clinical tasks themselves (delivering patient care). We would expect the enhanced analytical possibilities enabled by CARPS data capture to result in the identification of improved working processes, which should also be taken into account as measures of the system's success.
Safety: We expect patient care outcomes to improve based on the fact that Clinicians and nursing staff have more time available to deliver care as above and can re-allocate work according to demand, priority, availability and suitability. We expect to see measurable improvements against patient safety targets such as improved performance against the four hour admission target from emergencey and a reduction in errors and delays to patient care. As above, any improvements to patient safety made possible through CARPS enhanced data capture should also be counted.
Cost: Return on investment can be measured against increases in productivity on the front line and relating to time saved on performance analysis and the production of reports performed my clinical Management. We would expect complaints to be reduced and costs around the complaints process should also be factored in. A normal CARPS system would be expected to cover the cost of implementation within 18 months and we might cautiously expect even better results within the clinical environment, due to the increased value of the resources involved.
People: Feedback from users and stakeholders should give evidence of an improved attitude towards the way clinical tasks are managed compared with the preceeding system.

Adoption target:

Minimum viability would be the out-of hours clinical team at one hospital. After confirmation of the system's success, we would hope to expand use to 24/7 and to implement the system at other hospitals within the WM region.

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Tom Purcell 18/02/2016 - 11:27 Detailed Submission Login or Register to post comments
3.7
3
Votes
-99999
Innovation 'Elevator Pitch':
Clinical CARPS improves patient care outcomes & staff experience through effective Handover management & prioritisation of work
  • Clear, consistent, flexible task allocation
  • Real-time workload understanding
  • Data for analysis & improvements
Overview of Innovation:
Clinical CARPS (C-CARPS) is a simple to use clinical task management system which aids safe handover and continuation of care. The system improves patient care outcomes & the experience of clinical staff in a very cost effective manner by saving time, optimising the deployment of staff resources & identifying areas for improvement. Users have been delighted with the speed of implementation & the ability to fine tune the system to their operational needs
C-CARPS has been implemented with great success by the Hospital at Night team at The Alfred Hospital, Melbourne with our co-developer partners, InControl Australia. Alfred Health have cited many achievements facilitated or directly enabled by the system:improved performance against patient care targets e.g.
  • 8% increase in emergency patients admitted within 4 hours
  • increased overall productivity
  • improved staff attitude towards the overnight shift
Alfred Health won the “The Premier’s Award for Advancing Healthcare 2013”  & "The Metropolitan Health Workforce Initiative Award 2014" for their achievements, in which C-CARPS was instrumental.
C-CARPS replaces the existing method of task allocation, typically reliant on paging & phone calls between staff to clarify patient needs. In simple terms it is used as follows:
  • Handovers are managed quickly & safely through the system
  • Nursing staff issue clinical task requests from ward PC’s or mobile devices
  • Team members carry a mobile device to track, manage & update allocated tasks
  • “Clinical Leads” have the ability to re-allocate work according to demand
Task requests contain all the information required to immediately prioritise & complete the task. Geographic, nurse & patient identifiers provided by C-CARPS task requests optimise efficient task allocation, improve communication & help prevent errors.
The ‘Clinical Lead’ can see all tasks in real time and redistribute them as appropriate. Clinical Leads now redistribute around 14% of the work on a nightly basis.
Data from C-CARPS is used to identify long trends & to understand the type of work carried out by specific staff at night. This has provided supporting evidence in cases of complaints or concerns from staff & enabled the implementation of organisational or procedural change to improve staff utilisation & patient care. In one instance, C-CARPS data was used to reduce the overnight drug chart re-writes average of 42 to 2.5.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  • Improved handover between shifts, saving time and reducing the likelihood of errors
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • The centralised, time-stamped and easily accessible data will save time reporting on:
    •  Performance, creating new opportunities for performance analysis, promote continuous improvement of working practices and monitor any changes.
    • Resolve any complaints or disputes easily by reviewing real time data evidence.
  • Saves nursing and clinical staff time by communicating task information in a clear, complete and standardised way, giving staff more time to focus on the tasks themselves and to progress patient care and professional development
  • Clear visibility of entire workload means that teams can respond dynamically in busy periods by re-allocatingwork to optimise use of valuable resources in real-time
  • A more responsive and even workload distribution ultimately results in fewer delays and reduced risk of clinical errors due to unmanageable workloads, stress levels or ‘burn-out’
Additional Information
Please watch the presentation “Data to Transform: Electronic Task Management in the After Hours” by Alfred Health’s Benjamin Warren (Redesigning Care Project Officer at Alfred Health) and Dr Kyle Brooks (Senior ICU Registrar and overnight Clinical Lead at The Alfred), available through the InControl Australia YouTube Channel:

https://youtu.be/NmHE0Jg4DXU

Please view the presentation slides, including graphs, from a presentation delivered by Andrew Stripp, Deputy Chief Executive & Chief Operating Officer of Alfred Health, at the 2014 Emergency Department Management Conference in Melbourne, Australia, which demonstrate the instrumental role Clinical CARPS has played in the success of Alfred Health’s ambitious and award winning “Timely Quality Care” initiative:
http://www.slideshare.net/informaoz/andrew-stripp-alfred-health

InControl Australia have produced a short demonstration video entitled “CARPS Clinical Task Management Overview”, showing the basics of task allocation and distribution between the controller PC software and an Android smart device:
https://youtu.be/3a9yaZ1z8L0
Online Discussion Rating
4.00 (1 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Clinical CARPS is a tool that enables safer, more efficient working practices and improved opportunities for performance analysis, facilitating the implementation of further improvements. This can reduce the costs associated with handover, care delivery and dealing with errors and delays.
  • Saves nursing and clinical staff time
  • Reducing the likelihood of errors via Improved handover between shifts and saving time
  • Allows staff to progress patient care and professional development
  • Provides clear visibility of entire workload to optimise use of valuable resources in real-time
  • A result of workload distribution  is fewer delays and reduced risk of clinical errors  by managing workloads and stress levels and avoiding ‘burn-out’
  •  
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • Time-stamped and easily accessible data reporting:
    •  new opportunities for performance analysis to promote continuous improvement of working practices whilst monitoring any changes.
    • Easily resolve any concerns, complaints or disputes by reviewing real time data evidence.
 
ROI
  • The potential exists for very high return on investment, depending on the relative efficiency of the hospital’s existing processes. A user of the original CARPS system cited recovering the original investment every four months! The non-clinical version of CARPS typically recovers initial investment within 18 months. We are awaiting analysis of data on installed versions of Clinical CARPS. We are expecting similar or even better results, due to potential cost savings within a clinical environment.

    Note: Our previous model is used successfully within 15 UK NHS trusts to mange non-clinical tasks
Current and planned activity: 
Currently ‘Clinical CARPS’, Clinical Task Management System is being used in Australia and seeking first adoption within the NHS in the UK. We are looking to NHS organisations within the West Midlands to discuss the possibility of adopting the clinical version on a trial-to-permanent basis.
 
We are seeking collaborations with West Midlands NHS trusts, clinical speciality services or an NHS region to experience our technology, understand the simplicity of installation and to witness the benefits that it can bring to managing the clinical workload, especially out of hours where resources may be limited or stretched and thus not immediately available unless the work flow is adjusted. 

Evaluation/Validation – We are seeking a trial centre to work with to gain additional evidence & validation of the benefits that our software delivers

We look forward to discussing with West Midlands Clinical Management teams how ‘Clinical CARPS’ can transform their task management processes.
What is the intellectual property status of your innovation?:
Clinical CARPS is the property of In Control Pty Ltd, co-developer partners of Purcell Radio Systems Ltd. Purcell Radio Systems Ltd have sole rights for the distibution of Clinical CARPS within the UK and Europe.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regulatory Approvals:
Purcell has been an ISO 9001 accredited company since 1995, we are Safecontractor and Constructionline approved and are a member of the FCS.
Regional Scalability:
All of our solutions are highly scalable and an installation of CARPS software will typically lead to a future expansion of the system within that site or further installations at other sites within the region or company, usually by word of mouth promotion. Pricing for individual software licences will come down where larger systems are purchased within a single contract. Depending on the needs of the client we would expect to have a single installation up and running within two months. 
Measures:
Quality: We expect Clinical CARPS to improve the quality of communication regarding clinical task allocation, for instance Clinical CARPS task requests can be configured for required minimum information to be mandatory. We would expect this to be measurable by a reduction in the amount of time spent on task allocation (phone calls, conversations, etc) and an increase in productivity in the undertaking of the clinical tasks themselves (delivering patient care). We would expect the enhanced analytical possibilities enabled by CARPS data capture to result in the identification of improved working processes, which should also be taken into account as measures of the system's success.
Safety: We expect patient care outcomes to improve based on the fact that Clinicians and nursing staff have more time available to deliver care as above and can re-allocate work according to demand, priority, availability and suitability. We expect to see measurable improvements against patient safety targets such as improved performance against the four hour admission target from emergencey and a reduction in errors and delays to patient care. As above, any improvements to patient safety made possible through CARPS enhanced data capture should also be counted.
Cost: Return on investment can be measured against increases in productivity on the front line and relating to time saved on performance analysis and the production of reports performed my clinical Management. We would expect complaints to be reduced and costs around the complaints process should also be factored in. A normal CARPS system would be expected to cover the cost of implementation within 18 months and we might cautiously expect even better results within the clinical environment, due to the increased value of the resources involved.
People: Feedback from users and stakeholders should give evidence of an improved attitude towards the way clinical tasks are managed compared with the preceeding system.
Adoption target:
Minimum viability would be the out-of hours clinical team at one hospital. After confirmation of the system's success, we would hope to expand use to 24/7 and to implement the system at other hospitals within the WM region.
Investment sought:
We are looking for a hospital, Trust or region interested in implementing Clinical CARPS. As this would be a first for the NHS, we would be interested to know if funding might be available for an NHS hospital to make the initial investment on the basis of a formal evaluation of this innovation or "trial-to-permanent" basis.
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Tom Purcell 29/02/2016 - 12:31 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Proven in practice with NHS Pathology Laboratories, Pathology Manager delivers complete document management  support for all pathology process and works in partnership with any existing LIMS, PAS or Order Comms systems.
Overview of Innovation:
Complete Document Management for Pathology Departments to enable access too, and the sharing of information.
A proven scanning, barcode recognition and metadata tagging system for all paper forms used across a Pathology Department with instant retrieval & viewing from a web browser and via integration with any existing Pathology LIMS plus additional options for incorporating all other paper and digitally generated documents.
Developed in collaboration with NHS Pathology Laboratories, Pathology Manager delivers complete document management support for the whole pathology process. It enables the scanning of pathology request forms & paper documents and ingestion of digital files all into one system with intelligent barcode recognition and easy application of metadata plus instant search, retrieval & viewing directly over the organisation's network and from within an existing LIMS or PAS. It is 'plug & play' and very (very) affordable.

Uniquely with Pathology Manager, all documents - scanned paper, digitally generated (e.g. Word), emails, data reports, etc - are seen together via a Single Unified View (simultaneous viewing whatever their file type). And with instant searching, filtering and reporting plus automated alerting, auditing and monitoring, full document management across all pathology activities is ensured.

Pathology Manager works in partnership with existing LIMS (Laboratory Information Management Systems) like Clinisys MasterLab or Winpath, StarLIMS and Telepath (and any PAS) in support of all the pathology processes.

For additional information on features and benefits - Please visit:
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Helping Pathology save costs
  • There is no limit to the number or volume of scans generated (i.e. there is no extra 'cost per image' as with most other scanning software)
  • There is no limit on the number of users
  • There is no limit to the volume of documents made available for search & retrieval
  • Instantly reduces paper storage space and improves process efficiency
  • Pathology Manager is significantly more affordable than any alternative whilst providing 'best of breed' features & functionality
Essentially, with Pathology Manager both the Cost of Purchase and the Cost of Ownership are significantly better than any alternative 

"Pathology Manager has allowed us to improve the efficiency, accuracy and speed of some of the key services provided by the Pathology Department.  It has provided a highly cost effective, high performance solution to a long standing information management challenge".   
Worcestershire NHS Pathology


For additional information on features and benefits - Please visit:
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
  • Folding Space would like to extend the use of our software across the whole of the West Midlands as this would allow us to grow and develop not only our service here in the region but also to excelerate our software development and its facilities, products and our company.
Current and planned activity: 
  • Currently selling Pathology Manager into the NHS with adoption of the product within two trust within the West Midlands region
    • Walsall Healthcare NHS Trust
    • Worcester Health and Care NHS Trust
    • North Midlands NHS
       
  • Folding Space is working in conjunction with multiple trusts to pilot and develop a new product that will be market ready in April 2016. This project has been funded by Innovate UK
Planned / required activity
  • Increased procurement / adoption of Pathology Manager within the West Midlands region
     
  • Folding Space currently have another medical product in development that will be ready for commercialisation in April, further support and interest in the product will be sought at that time
What is the intellectual property status of your innovation?:
Folding Space owns all its IPR
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:

Yes

Measures:

Revenues

Adoption target:

UK wide, commercial and public sector

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Chris Massey 29/02/2016 - 14:37 Detailed Submission Login or Register to post comments
3.3
3
Votes
-99999
Innovation 'Elevator Pitch':
Whose Shoes?® is much more than a ‘board game’ or training. Through a range of scenarios and topics, Whose Shoes?® helps you explore the concerns, challenges and opportunities facing different groups affected by health and social care transformation
Overview of Innovation:
Whose Shoes? is a popular approach to co-production within the NHS, endorsed and actively supported by the Patient Experience team at NHS England and the Transformation team within NHS Improving Quality, as well as local authorities, universities and other public services. It is a flexible tool that can be adapted (through bespoke partnerships) to a wide range of topics and challenges. The original board game, launched in 2008, explored issues around the emerging personalisation agenda.
A person-centred and values-based focus remains central to all development.
New material is being developed through strong collaborations with passionate people, fired by a very strong social media presence and networking capability. Whose Shoes looks at issues from different perspectives and triggers crucial conversations, with real ‘light-bulb moments’ as participants come together as ‘people’ rather than roles and work together to find solutions to the issues that matter to them. Getting as wide a range of participants as possible around the table cuts across boundaries and flattens hierarchy.
The relaxed approach creates the conditions for ‘service users’ to contribute as equals in a relaxed environment which is conducive to open, honest exchanges. People are empowered to lead rather than simply contribute. There is a strong focus on action and sharing good practice widely, with participants encouraged to make pledges and to share good practice through stories and case studies and to promote these through social media. Graphic recording of Whose Shoes workshops is very popular with hospitals using the records as action plans.
The maternity version of Whose Shoes? has been developed in partnership with the London Strategic Clinical Network and NHS England. It was piloted in five London hospitals. Workshops are now spreading – including other London hospitals, Guernsey, Leeds, Cumbria and Manchester.
Whose Shoes? material to improve communications between children and young people, their parents and healthcare professionals has been co-produced with Great Ormond Street and HENCEL.
Scenarios to promote dementia-friendly communities and understanding by NHS staff of the challenges of living with dementia have been produced through partnerships with Skills for Health and an Age UK consortium. Integration scenarios are used in the Darzi programme. Bespoke scenarios around other areas of patient experience (e.g operating theatres) is being trialled with Kingston Hospital
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
“ Whose Shoes brings people together to have conversations that matter, the resources stimulate thoughts which lead to new insights & importantly to actions through the power of human connection & the use of narrative. ..... The energy generated is tangible .......it’s sustained long after as the creativity of both the public and professionals in unleashed. I’d really recommend the approach as a vehicle for any service committed to ongoing improvement
#Hellomynameis… Kath Evans, Experience of Care Lead (Maternity, Infants, Children and Young People), NHS England
 
“ ‘Whose Shoes’ has been an incredible catalyst in Maternity care. Having set up 5 pilot workshops with the London maternity strategic clinical network there has been a tremendous ripple out to hold further workshops in other Trusts as well as the phenomenal change platform that is #MatExp.
The actions are far to numerous to list here, some examples: a  graffiti board …to give live feedback on services, decorating the maternity theatre ceilings to improve the environment for women undergoing Caesarean section (CS), optimal cord clamping ……. midwifery workshop to explore better collaborative working - the list is endless.
We have also used ‘Whose shoes’ in other areas of the hospital with success #KHFTWhoseshoes, improving  staff attitude & environment and patient experience in our main operating theatres & having a drop in session on administration at our Trust Open Day”.

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

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

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

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

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

See: www.nutshellcomms.co.uk for 'Case Studies' and other information.
Current and planned activity: 
  • Building on 5 pilot workshops (& Train the Facilitator session) carried out with NHS Eng. & the London Strategic Clinical Network supporting the new maternity experience; now spreading to hospital trusts across the UK
  • 12 Whose Shoes #dementiachallengers in March 2016 workshops across Kent, Surrey and Sussex, run by Age UK consortium, commissioned by HEEKSS
  • On-going partnership with Great Ormond Street Hospital to use bespoke scenarios in #CYPMeFirst masterclasses for multi-disciplinary health professionals working in paediatric services from many hospitals; the first 20 ‘Communications Champions, who are taking this into their own organisations; more being recruited (up to 100)  
Required activity
  • Procurement / Adoption of Whose Shoes? -  Across the W Midlands NHS Trusts, via workshops or via purchase of online/board game versions of Whose Shoes?
  • Collaborative work to personalise Whose Shoes? For particular projects or departments
What is the intellectual property status of your innovation?:
Design registered. UK Registration Design No. 4009563; Trade Mark (Whose Shoes): No. 2502651
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Read more
Hide details
Gill Phillips 29/02/2016 - 16:31 Publish Login or Register to post comments
5
2
Votes
-99999
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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Hide details
Daphne Tabone 29/02/2016 - 18:30 Detailed Submission Login or Register to post comments
4.7
3
Votes
-99999
Innovation 'Elevator Pitch':
Whose Shoes? uses a range of scenarios and topics to help staff explore the concerns, challenges and opportunities facing different groups. So you can walk in their shoes understand the process and issuses associaed with making (an informed) decision
Overview of Innovation:
Whose Shoes? is a popular approach to co-production within the NHS, endorsed and actively supported by the Patient Experience team at NHS England and the Transformation team within NHS Improving Quality, as well as local authorities, universities and other public services. It is a flexible tool that can be adapted (through bespoke partnerships) to a wide range of topics and challenges. The original board game, launched in 2008, explored issues around the emerging personalisation agenda.
A person-centred and values-based focus remains central to all development.
New material is being developed through strong collaborations with passionate people, fired by a very strong social media presence and networking capability. Whose Shoes looks at issues from different perspectives and triggers crucial conversations, with real ‘light-bulb moments’ as participants come together as ‘people’ rather than roles and work together to find solutions to the issues that matter to them. Getting as wide a range of participants as possible around the table cuts across boundaries and flattens hierarchy.
The relaxed approach creates the conditions for ‘service users’ to contribute as equals in a relaxed environment which is conducive to open, honest exchanges. People are empowered to lead rather than simply contribute. There is a strong focus on action and sharing good practice widely, with participants encouraged to make pledges and to share good practice through stories and case studies and to promote these through social media. Graphic recording of Whose Shoes workshops is very popular with hospitals using the records as action plans.
The maternity version of Whose Shoes? has been developed in partnership with the London Strategic Clinical Network and NHS England. It was piloted in five London hospitals. Workshops are now spreading – including other London hospitals, Guernsey, Leeds, Cumbria and Manchester.
Whose Shoes? material to improve communications between children and young people, their parents and healthcare professionals has been co-produced with Great Ormond Street and HENCEL.
Scenarios to promote dementia-friendly communities and understanding by NHS staff of the challenges of living with dementia have been produced through partnerships with Skills for Health and an Age UK consortium. Integration scenarios are used in the Darzi programme. Bespoke scenarios around other areas of patient experience (e.g operating theatres) is being trialled with Kingston Hospital
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
“ Whose Shoes brings people together to have conversations that matter, the resources stimulate thoughts whichlead to new insights & importantly to actions through the power of human connection & the use of narrative. ..... The energy generated is tangible .......it’s sustained long after as the creativity of both the public and professionals in unleashed. I’d really recommend the approach as a vehicle for any service committed to ongoing improvement
#Hellomynameis… Kath Evans, Experience of Care Lead (Maternity, Infants, Children and Young People), NHS England
 
“ ‘Whose Shoes’ has been an incredible catalyst in Maternity care. Having set up 5 pilot workshops with the London maternity strategic clinical network there has been a tremendous ripple out to hold further workshops in other Trusts as well as the phenomenal change platform that is #MatExp.
The actions are far to numerous to list here, some examples: a  graffiti board …to give live feedback on services, decorating the maternity theatre ceilings to improve the environment for women undergoing Caesarean section (CS), optimal cord clamping ……. midwifery workshop to explore better collaborative working - the list is endless.
We have also used ‘Whose shoes’ in other areas of the hospital with success #KHFTWhoseshoes, improving  staff attitude & environment and patient experience in our main operating theatres & having a drop in session on administration at our Trust Open Day”.

Florence Wilcock, Consultant Obstetrician Kingston Hospital NHS Foundation Trust, Chair of the London Maternity Strategic Clinical Network maternity experience subgroup.
 
"Whose Shoes is a creative opportunity to engage staff, women and patients in a process of improvement and enlightenment, The #MatExp social movement for change ... used in our failing maternity service to better understand the experiences of women, their birth partners & our staff.  The creative energy & ideas generated during our session were directly developed into practical actions & we have subsequently used the model of engagement in other clinical areas.  Whose Shoes played an important part in our improvement journey & is having a direct impact on outcomes for women, birth partners and staff"
At the time of engaging with Whose Shoes, Steve Hams ex-Interim Dir. of Clinical Governance & Chief Nurse for the Health and Social Services Department at the States of Guernsey, now Interim Dir. of Clinical Performance & Delivery, NHS Surrey Downs CCG
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
t feels currently as though the West Midlands is largely missing out on what is now a popular, proven improvement methodology being adopted rapidly in other parts of the UK and now reaching out internationally. This tool is very different from the ‘same old’ , traditional ‘top-down’ consultation models. It is about real staff and patient engagement leading to rapid improvements – and people find it fun too!

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

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

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

Currently Adopted / Procured by:
  • NHS England: North region; East Midlands
  • Hospital Trusts include:
    • Kingston, Guy’s and St Thomas’s, Lewisham & Greenwich, King’s College, UCLH, Leeds, Croydon, Maidstone & Tunbridge Wells, Stockport, Manchester, NHS Cumbria, North Cumbria
  • Cheshire & Wirrall Partnership Trust
  • Guernsey HSSD
  • Great Ormond Street (partnership - CYPMeFirst masterclasses)
  • CCGs include: West Leicester, West Kent, Leeds
  • AHSN / Area Team: Wessex, Thames Valley
  • International workshops and talks delivered: Australia, Malta, France; Puerto Rico
See: www.nutshellcomms.co.uk for 'Case Studies' and other information.
Current and planned activity: 
  • Building on 5 pilot workshops (& Train the Facilitator session) carried out with NHS Eng. & the London Strategic Clinical Network supporting the new maternity experience; now spreading to hospital trusts across the UK
  • 12 Whose Shoes #dementiachallengers in March 2016 workshops across Kent, Surrey and Sussex, run by Age UK consortium, commissioned by HEEKSS
  • On-going partnership with Great Ormond Street Hospital to use bespoke scenarios in #CYPMeFirst masterclasses for multi-disciplinary health professionals working in paediatric services from many hospitals; the first 20 ‘Communications Champions, who are taking this into their own organisations; more being recruited (up to 100)  
Required activity
  • Procurement / Adoption of Whose Shoes? -  Across the W Midlands NHS Trusts, via workshops or via purchase of online/board game versions of Whose Shoes?
  • Collaborative work to personalise Whose Shoes? For particular projects or departments
What is the intellectual property status of your innovation?:
Design registered. UK Registration Design No. 4009563; Trade Mark (Whose Shoes): No. 2502651
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Read more
Hide details
Gill Phillips 01/03/2016 - 11:00 Publish Login or Register to post comments
6
2
Votes
-99999
Innovation 'Elevator Pitch':
Whose Shoes?® more than a ‘board game’. Through a wide range of scenarios and topics, Whose Shoes?® can help staff explore the concerns, challenges, issues and opportunities facing Diabetics and their care to form plans that will 'Make a Difference'.
Overview of Innovation:
Whose Shoes? is a popular approach to co-production within the NHS, endorsed and actively supported by the Patient Experience team at NHS England and the Transformation team within NHS Improving Quality, as well as local authorities, universities and other public services. It is a flexible tool that can be adapted (through bespoke partnerships) to a wide range of topics and challenges. The original board game, launched in 2008, explored issues around the emerging personalisation agenda.
A person-centred and values-based focus remains central to all development.
New material is being developed through strong collaborations with passionate people, fired by a very strong social media presence and networking capability. Whose Shoes looks at issues from different perspectives and triggers crucial conversations, with real ‘light-bulb moments’ as participants come together as ‘people’ rather than roles and work together to find solutions to the issues that matter to them. Getting as wide a range of participants as possible around the table cuts across boundaries and flattens hierarchy.
The relaxed approach creates the conditions for ‘service users’ to contribute as equals in a relaxed environment which is conducive to open, honest exchanges. People are empowered to lead rather than simply contribute. There is a strong focus on action and sharing good practice widely, with participants encouraged to make pledges and to share good practice through stories and case studies and to promote these through social media. Graphic recording of Whose Shoes workshops is very popular with hospitals using the records as action plans.
The maternity version of Whose Shoes? has been developed in partnership with the London Strategic Clinical Network and NHS England. It was piloted in five London hospitals. Workshops are now spreading – including other London hospitals, Guernsey, Leeds, Cumbria and Manchester.
Whose Shoes? material to improve communications between children and young people, their parents and healthcare professionals has been co-produced with Great Ormond Street and HENCEL.
Scenarios to promote dementia-friendly communities and understanding by NHS staff of the challenges of living with dementia have been produced through partnerships with Skills for Health and an Age UK consortium. Integration scenarios are used in the Darzi programme. Bespoke scenarios around other areas of patient experience (e.g operating theatres) is being trialled with Kingston Hospital
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
“ Whose Shoes brings people together to have conversations that matter, the resources stimulate thoughts whichlead to new insights & importantly to actions through the power of human connection & the use of narrative. ..... The energy generated is tangible .......it’s sustained long after as the creativity of both the public and professionals in unleashed. I’d really recommend the approach as a vehicle for any service committed to ongoing improvement
#Hellomynameis… Kath Evans, Experience of Care Lead (Maternity, Infants, Children and Young People), NHS England
 
“ ‘Whose Shoes’ has been an incredible catalyst in Maternity care. Having set up 5 pilot workshops with the London maternity strategic clinical network there has been a tremendous ripple out to hold further workshops in other Trusts as well as the phenomenal change platform that is #MatExp.
The actions are far to numerous to list here, some examples: a  graffiti board …to give live feedback on services, decorating the maternity theatre ceilings to improve the environment for women undergoing Caesarean section (CS), optimal cord clamping ……. midwifery workshop to explore better collaborative working - the list is endless.
We have also used ‘Whose shoes’ in other areas of the hospital with success #KHFTWhoseshoes, improving  staff attitude & environment and patient experience in our main operating theatres & having a drop in session on administration at our Trust Open Day”.

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

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

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

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

Currently Adopted / Procured by:
  • NHS England: North region; East Midlands
  • Hospital Trusts include:
    • Kingston, Guy’s and St Thomas’s, Lewisham & Greenwich, King’s College, UCLH, Leeds, Croydon, Maidstone & Tunbridge Wells, Stockport, Manchester, NHS Cumbria, North Cumbria
  • Cheshire & Wirrall Partnership Trust
  • Guernsey HSSD
  • Great Ormond Street (partnership - CYPMeFirst masterclasses)
  • CCGs include: West Leicester, West Kent, Leeds
  • AHSN / Area Team: Wessex, Thames Valley
  • International workshops and talks delivered: Australia, Malta, France; Puerto Rico
See: www.nutshellcomms.co.uk for 'Case Studies' and other information.
Current and planned activity: 
  • Building on 5 pilot workshops (& Train the Facilitator session) carried out with NHS Eng. & the London Strategic Clinical Network supporting the new maternity experience; now spreading to hospital trusts across the UK
  • 12 Whose Shoes #dementiachallengers in March 2016 workshops across Kent, Surrey and Sussex, run by Age UK consortium, commissioned by HEEKSS
  • On-going partnership with Great Ormond Street Hospital to use bespoke scenarios in #CYPMeFirst masterclasses for multi-disciplinary health professionals working in paediatric services from many hospitals; the first 20 ‘Communications Champions, who are taking this into their own organisations; more being recruited (up to 100)  
Required activity
  • Procurement / Adoption of Whose Shoes? -  Across the W Midlands NHS Trusts, via workshops or via purchase of online/board game versions of Whose Shoes?
  • Collaborative work to personalise Whose Shoes? For particular projects or departments
What is the intellectual property status of your innovation?:
Design registered. UK Registration Design No. 4009563; Trade Mark (Whose Shoes): No. 2502651
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Read more
Hide details
Gill Phillips 01/03/2016 - 11:14 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
The MicroEye system delivers simple, reliable and highly cost-effective continuous glucose, lactate and many other blood analyte samples capable of measurement by stand-alone external diagnostic equipment for display on laptop or bed-head monitor.
Overview of Innovation:
MicroEye transforms point-of-care blood sampling from ‘point in time’ to automated continuous monitoring of a vast range of potential analytes, for improved outcomes in critical care. MicroEye is an easy to use device that is inserted using common peripheral venous catheters. It delivers dialysate to an external sensor system which means the blood can stay in the patient and real-time data is available to standalone monitors, bed head array systems or hospital information systems.

MicroEye is approved for use in the peripheral vascular system and in subcutaneous, intramuscular and adipose tissue. Most small water-soluble molecules can be monitored, and many including glucose and lactate can be monitored in real time, helping to improve clinical outcomes in a range of specialties including intensive care, cardiology, surgery, emergency medicine, paediatrics and neonatology.

Glucose Control
Continuous and automated real-time online monitoring of blood glucose using MicroEye® may provide accurate data for improved management of some patient groups. Although around 10 per cent of intensive care patients may be diabetic, the incidence of stress-induced hyperglycaemia has been reported to range from 30 to 100 per cent. Effective control of blood glucose levels reduces the incidence of hyperglycaemia and hypoglycaemia, both of which may compromise patient safety.
MicroEye delivers real-time blood glucose data which meets ISO 15197 accuracy criteria which results in improved patient outcomes, speedier recovery and shorter hospital stays.
Lactate Monitoring
MicroEye® can be used to assess metabolic stress by monitoring blood lactate levels. High blood lactate (hyperlactatemia) is frequently found in critically ill patients and often used as a marker of adverse outcome. A study* looking at all adult ICU admissions (n=13,932) in a healthcare institution over a three-year period found incidences of high blood lactate between 40 and 45 per cent. There was also a highly significant association between hyperlactatemia (blood lactate > 2 mmol/L) and mortality rates of 27 per cent. Other studies show that mortality rates of nearly 70 per cent are independently associated with blood lactate levels of at least 3.5 mmol/L.

MicroEye gives a reliable measure of cellular hypoxia and can help assess the effectiveness of therapeutic interventions. This data can then be used to improve patient outcomes and allow for a speedier recovery
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: 
Advanced diagnostics, genomics and precision medicine / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
  • Cost saving benefit through better glucose monitoring which has been proven to  improve patient well being resulting in shorter hospital stays
  • Automated continuous monitoring freeing up nurses and other staff to perform other essential tasks, which improves efficiency and ultimately provides a cost saving benefit to the NHS
  • Published work shows an improvement in patient outcome and cost savings from continuous Glycaemic control
  • Trend data can be displayed rather than point in time
  • Compares favourably in cost to current methods.
  • Many other analytes can be collected at the same time and measured offline  e.g. antibiotics
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Our  innovation will bring benefits to patients using the technology as soon as it we have finalised trials and able to bring to market. Thus during this development and the final marketing of this product it will help us secure the growth and develmpent of the company as well as it products, current and futurre

We also are looking forward to developing collaborations and stronger relationships with West Midlands NHS Clinical reseach teams to enhance one anothers research and the care we can deliver to patients.

Some of the lactate research has been conducted at the University of Coventry
Current and planned activity: 
  • Seeking NHS Evaluation Centres / collaborators - We plan to commence evaluations in NHS centres, if possible here in the West Midlands
     
  • Gaining Evaluation and Validation - The device is in final evaluation stage, although it is CE marked for use in EU hospitals
     
  • Developing Final Products & Sales - Following this we will moving through to mass production and growing our sales base from our offices in Coventry and developing exports to countries that have been showing interest.
     
  • Note: To early to say ROI - Value or Time Scale but we suspect thes will be very favourable and beneficial to the NHS and patients.
What is the intellectual property status of your innovation?:
Patented product and IP held by company. Licenced out IP to be used to integrate with other products abroad (Japan and Italy).

Curent Certification:CE marked product, ISO 13485, Directive 93/42/EEC
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
Regional Scalability:

We have already conducted feasability studies with our manufacturer to ensure volume production is possible

Measures:

Initially we are looking for user evaluations. We already know the device works succesfully. A full trial protocal is avilable in request

Adoption target:

initially we would lie to start eavuations in 1 -3 centres.

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Neil Smith 01/03/2016 - 14:03 Detailed Submission Login or Register to post comments
3.8
5
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':
Good quality maternity information is essential to provide safe care. We will evaluate the Mother’s Information Application (MiApp), a personalised electronic, fully interoperable version of the Perinatal Institute’s hand-held notes. 
Overview of Innovation:
Currently hand-held paper notes are the primary record for maternity. The Perinatal Institute’s maternity notes have become the standard, used in approx 60% of pregnancies in England -https://www.perinatal.org.uk/News/Perinatal_Newsletter_Spring_2016.pdf

The Perinatal Institute have been successful in combining the utility of a standardised, evidence based record for clinicians, with details on the care the mother should expect at the various stages of pregnancy, outlining her choices as well as essential information and key messages to ensure best possible maternal engagement in her care.

The hand-held notes are the master record allowing complete inter-operability with all care providers, but require double or triple entry of data to ensure electronic systems are up to date. With increasing development of information systems, electronic records are starting to become the principal maternity record, which takes information and control away from the mother. Instead they carry either:
  • Print outs of certain aspects of care (being paper heavy and complicated to navigate) or
  • Minimal information in the form of a summary ‘co-op card’ or appointment card.
This results in a lack of routine pregnancy information being given to women, an absence of specific information available to the mother about her own pregnancy, and a lack of inter- operability between the systems used at different facilities meaning other care providers do not have access to the mother’s record if required.
The Mother’s Information Application (MiApp) is a personalised, electronic, fully interoperable version of the Perinatal Institute’s hand-held notes available on smart phones, tablets or desktop computers. It returns control of the health record to the mother, and allows her to make her maternity healthcare record available to her designated care providers, directly or through integration with local information systems.
MiApp is able to:
  • Provide expectant and new mothers with relevant information about their pregnancy, explaining what to expect at each stage and listing options to allow informed choices.
  • Act as the master document for recording and updating details about the care received,
    including results of screening tests, investigations, risk assessments, referrals, and management plans.
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: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
MiApp is able to:
  • Provide expectant and new mothers with relevant information about their pregnancy, explaining what to expect at each stage and listing options to allow informed choices.
  • Act as the master document for recording and updating details about the care received, including results of screening tests, investigations, risk assessments, referrals, and management plans.
  • Give mothers control over their data with complete national inter-operability (using industry standard HL7 messaging) allowing her various care providers to access details and include additional information as appropriate.
  • Avoid the need for double entry of data, reducing the administrative burden on clinicians and administrators and thus increasing time for clinical care.
  • Provide high quality data for clinical care as well as for secondary uses, and support evidence based commissioning, service planning and performance monitoring.
  • Increased cost savings because of reduced double entry of data, reduced clinical coding time, reduced litigation costs and reduced clinical time spent on record keeping (a separate cost benefit analysis will be provided).
  • Integrated messaging system between patients and clinicians as well as between clinicians, which reduces unnecessary appointments and enhances quality of care.
Online Discussion Rating
5.86 (7 ratings)
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
There are a number of health and weatlth benefits to the West Midlands population, including:
  • Good quality data produced from MiApp will support commissioners to tailor services according to local needs.
  • Individual NHS Trusts can use the data produced to benchmark their services and therefore recognise areas for further improvement. 
  • Clinical risks are greatly recuded through the interoperability, as the West Midlands population will be able to move between healthcare providers with a fully accessible, complete healthcare record.
  • In recognition of the diverse West Midlands population, the record incorporates translation into 18 languages along with information in video format. The aim is that families from all backgrounds and of all capabilities have access to information that they can understand and use appropriately to improve their health.
  • MiApp enables access to the wider health and social care system by highlighting services that are available to all, empoweing women to take control of their own health.
  • Promotes standardised care for the West Midlands population in line with national guidelines.

 
Current and planned activity: 
The Perinatal Institute is a national not-for-profit organisation set up to enhance the safety and quality of maternity care. It is a qualified provider of
maternity support services, including education and training in standardised maternity records, fetal growth assessment and perinatal audit.

The Perinatal Institute has won numerous national awards including most recently the 2016 Queens Award for Enterprise, the 2015 BMJ Award for clinical leaership and the 2015 Patient Safety Award for IT and Technology

The conduct of a quantitative and qualitative evaluation of the MiApp system in comparison to current systems.
What is the intellectual property status of your innovation?:
The intellectual property belongs to the Perinatal Institute
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Co-Authors:
Regional Scalability:
The service can be scaled rapidly and efficiently across the region. Our business case means it is likely to be cost-efficent in a very short space of time making it an attractive proposition for commissioners.
 
A robust evaluation of MiApp will establish the feasibility of using this type of solution and provide a measure of it’s transferability to maternity care across the region and ultimately the UK. 

 
Measures:
The project will consist of a quantitative and qualitative evaluation of the MiApp system in comparison to current systems. This evaluation includes a:
  1. Structured survey and semi-structured interviews to explore existing maternity systems with expectant mothers and clinicians.
  2. Structured survey and semi-structured interviews to explore the experience of expectant mothers and clinicians using MiApp. This will include using the principles of user testing to evaluate the mother’s ability to retain and assimilate information held on MiApp.
  3. Economic evaluation of MiApp in relation to time spent on administration in comparison to current systems
Key Deliverables
  • Report on current range of systems available in the West Midlands and their perceived effectiveness in providing mothers and clinicians the information needed for safe maternity care
  • Qualitative and quantitative assessment of user experience of current systems and MiApp.
  • Cost benefit analysis with implications for service delivery in the West Midlands and nationally
  • MiApp is in the process of being rolled out at two sites in the UK but to date there has been no formal evaluation of the effectiveness of MiApp for clinicians and mothers.
  • Proposed outcome measures for women include:
  • Satisfaction with care
  • Retention and assimilation of information
  • Engagement in pregnancy
Inclusion criteria
A number of characteristics can influence the ability to find and understand information in an IT application (including age, educational attainment, inability to speak/read English and deprivation). To help ensure that our cohort reflects this range of characteristics, we will purposively select women from a variety of backgrounds and ensuring the survey is available in multiple languages. 
Adoption target:
The conduct of an evaluation is predicated on the adoption of the device within selected settings. This would be the the first stage of a controlled roll-out, one where we will precisely measure the benefits it provides to encourage its adoption across the region and beyond. 
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Ian Litchfield 21/03/2016 - 15:26 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
OrthOracle is a multidisciplinary on-line resource comprising a suite of Surgical Atlas’ delivering high definition image based Orthopaedic surgical techniques and educational content for Clinicians, Industry, Academia and Patients
Overview of Innovation:
The training of surgical specialities in the UK has both shortened and is less intense due to the combined effects of a restructured medical training and the European working time directive.
As these influences have been felt over the last decade the resources available to educate both surgeons and the medical workforce have not evolved to account for them. There is far greater requirement to demonstrate continuing education.
 
Allied with this are increased expectations from patients both in terms of their outcomes and level of information available to them to assist in making more informed choices about their healthcare. Increased professional regulation and a requirement to annually demonstrate appropriate levels of professional supporting activities are also areas where a high quality resource delivering validated CPD outcomes has huge potential.
 
Surgery is an inherently visual discipline and the optimal demonstration of its techniques requires the clear illustration of human anatomy as well as it’s adjustment. Existing educational resources do not reflect the interdisciplinary nature of orthopaedic practice nor provide the range or quality of material that is required today.
 
Each Atlas will document the management of a patient from initial assessment through to surgery and then to rehabilitation. Surgical procedures are detailed with high definition images and commentary provided by a Board of senior Consultant Surgeons. Implant technologies for each procedure link directly to industry information.
 
Data is managed to allow different website front ends to be displayed for differing  members of the wider healthcare team and patients. The rich data will support the future development of simulation tools.
 
Boards meet regularly to review new procedures, best practice, patient safety and guidance, medical technologies and research.
 
OrthOracle is not just a digitised text book; it is an interactive web based resource, written by practicing clinicians bringing together the best in clinical practice and orthopaedic technologies covering the entire treatment pathway and facilitates collaboration between clinical, academic and industry sectors leading to improved patient outcomes.

www.footsurgeryatlas.com

The OrthOracle concept has been tested via an early version of The Foot Surgery Atlas, launched in 2007 which, despite no advertising, regularly received over 55,000 hits per month 
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: 
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:
OrthOracle directly support NHS workforce development .
 
The content of OrthOracle is produced by a Board senior practicing surgeons and healthcare professionals, helping to promote and disseminate best practice in all aspects of the healthcare journey.
 
The management of workforce issues such as CPD and revalidation are assisted by the provision of approved and certified educational materials ((ongoing discussions with Royal College of Surgeons (Edinburgh) and other Healthcare regulators and bodies)).
 
A planned secure clinician and patient specific interface for real-time outcome monitoring will assist with safe and optimal patient management.
 
Patient focussed information on their operation, rehabilitation and consent will enable patients to be better informed and prepared for their treatment. This will involve the patient more actively in the process leading to more efficient use of resources and with the aim of improved outcomes.
 
The availability of such a dynamic educational resource 24/7 facilitates training provision, is cost effective and ensures knowledge of procedures is up to date thus ensuring a better informed workforce with improved patient outcomes at all levels of professional practice.
 
Collaboration with QEH Clinical Photography department in developing advanced image capture technologies and protocols.
 
Board meetings regularly bring together NHS clinical consultant with industry to facilitate dialogue on implant development with potential commercial and research spin off benefits for the NHS.
Online Discussion Rating
6.00 (3 ratings)
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
OrthOracle has a global reach. Based in Birmingham with planned events within the Region, supports the Region’s international profile providing a showcase for academic, clinical and industrial skills creating opportunities for the development of new clinical skills, training and product development.
 
It is envisaged that the editors in chief of the 5 additional Surgical Atlas’ (hip, knee, shoulder, spine, hand & wrist) will be recruited from West Midlands Trusts. A number of the additional 25 contributing editors will also be from West Midlands Trusts.
 
  • 6 speciality Boards meeting 3 times per year to be held regularly in West Midlands
  • Unique opportunity for industry to gain regular feedback from Consultant Surgeons
  • Potential for creating global opportunities for West Midlands organisations in new product development, research and training.
  • The multidisciplinary scope of OrthOracle and its high profile internationally active Editorial Boards support the hosting of an annual Digital Orthopaedics Conference which we hope will be based here in the region.
  • In consultation to directly support the proposed Medical Technologies assessment hub
  • OrthOracle creates a global clinical research nexus and hosting opportunity for surgical training, virtual and augmented reality training products and facilities
  • It will also provide Human Factors, User Experience design and multidisciplinary healthcare integration building upon existing world class regional strengths
  • Opportunities for the development and delivery of medical related educational programmes and CPD modules via regional organisations, in association with professional bodies, Royal Colleges and regulating authorities.
  • OrthOracle will immediately create new jobs and support existing employment locally; growing rapidly as additional Surgical Atlas’ and content develops.
  • Look to Developing a global training focus on Orthopaedics here in the West Midlands, building from the position the region has held for many decades in orthopaedics expertise.
 
NOTE: This training platform has the ability to cover a wide range of surgical fields – following the success of Foot & Ankle we will be developing other orthopaedic areas as well as inviting other renowned surgeons to develop their own speciality areas from this foundation.
Current and planned activity: 
Editorial teams members provide Consultant medical services directly and indirectly to the NHS across numerous regions.
 
Clinical photography services of QEH will provide all OrthOracle photography services and project represents a FTE dedicated post. These services are currently being used for the Foot Surgery Atlas.

Planned activities
  • Engage with Health Education England re: workforce development.
  • Seek  Regional surgeons to join Editorial Boards
  • Continue discussions with RCS (Ed) & other AHP bodies, specialist groups and regulating authorities re: partnership, accreditation and CPD
  • Establish a project office
  • Develop a robust marketing strategy/plan
  • Develop sustainable business development strategy/plan
  • Seek Regional participants to assist in evaluating and developing the training delivery process
  • Undertake scoping study re: surgical simulation and augmented reality 
What is the intellectual property status of your innovation?:
OrthOracleTM is a registered Trademark
 
All images in each Surgical Atlas are digitally watermarked and site content monitored to protect from unlicensed data stripping.
 
A policy relating to patient photographs and IP issues applying to all Editorial Board members’ organisations is currently being finalised.
 
A specialist IP legal advisor is retained by Surgical Armoury Ltd to manage should an IP issues arise from the OrthOracle project.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
The individual Atlas’ within the OrthOracle and supporting information/services are delivered on-line and so availability is worldwide and at scale.
Additional Orthopaedic surgical specialities will be rolled out as soon as editorial boards are in place using the same procedure capture format. Current plans are for Hip, Knee and Shoulder sections to be undertaken this year as Editors in Chiefs have been identified and are all prominent West Midlands Orthopaedic Surgeons.
Where possible all contributors and service providers will be sourced from within the West Midlands and the project administration centre will be based in Birmingham. There is a pressing need for a Chinese language version and discussions have been held with the head of the West Midlands Chinese business community who is very keen to support the project and a regionally based specialist medical translation service has been identified. 
Measures:
Detailed tracking of website visit statistics will be undertaken and the number and nature of individual visits will be captured and reviewed. Page specific statistics will be interrogated to establish where the page/site design can be refined. Log in data will be collected and generates geographic, organisational, professional and demographic data of the user population. Additional information will be directed to specific groups as appropriate.
Several areas of the site, such as general surgical images and data will be available as a Freemium service, however a stratified subscription model is currently being developed for individual and organisational users who wish to access the wealth of supporting information and services such as the ability to create individual and annotated versions of specific procedures, clinical administration documentation such as patient consent forms, patient guides, access to  research/evidence database, CPD content.
The provision of quality accredited CPD material is a core deliverable of OrthOracle and advanced discussions with The Royal College of Surgeons (Edinburgh) are ongoing with their President, CEO and Head of Education. The College is keen to support this project from their Birmingham offices. Other accreditation and provider bodies have been identified and approached.
A user friendly CPD portal will be created to record individual user CPD in accordance with Professional/regulatory body requirements for audit and revalidation. Each surgical procedure includes specific CPD modules set by the procedure’s submitting surgeon. Individual user access times and interactions can be recorded to facilitate site usage and page viewing metrics.
This education and training platform will be further developed through the development of associated virtual and augmented reality simulators linked to the OrthOracle content (West Midlands partners for the development of these have been identified e.g. Profs Bob Stone and Alan Wing – Bham. Uni)
Adoption target:
Conservative business model assumes global (not WM) registered members numbering 10,000 year 1, 50,000 year 2 & 100-200,000 year 3 (Orig. Atlas had 50,000 users/mth by 2015 without promotion)
Assuming 20% take up by registered users of one or more of the pay-for services the Atlas will be viable midpoint year 2
RCS(Ed) promotion to members not inc
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Mark Herron 21/03/2016 - 16:48 Sign Posted Login or Register to post comments
4.3
4
Votes

Innovation 'Elevator Pitch':
Combining patient demand, workforce availability & skills to deliver care, eCommunity supports right skill, right place, right time in the community, identifies daily & broader skill mix gaps, reducing time & improves quality of visit allocations
Overview of Innovation:
District and community nursing have unique pressures in terms of identifying and coping with high demand across a wide range of care needs. Service demand, rosters and skills have traditionally been held in separate systems, many of which are paper based. Bringing all this information together into a single visual solution enables service managers to make faster, smarter decisions ensuring quality care is delivered and the workforce isn’t burned out.
 
The additional released administration time for senior team members enables faster visit allocation and allows them to spend more time supporting their staff and patients.
 
eCommunity is a web based solution www.qes-online.com that enables visit allocators to rapidly plan days for frontline staff in under 30 mins, something that currently takes 2hrs +. This new allocation process is supported by supplying recommended best fit treatment by continuity, acuity, skills availability and location.
 
For the first time a team or whole service has a forward facing view of capacity and can create a roster to meet demand, be well informed of capacity gaps and proactively even out demand rather than react to circumstances.
 
Utilising a “care catalogue” dictating time and skill needed to deliver treatments, eCommunity ensures that the workload given to a member of staff is both appropriate for their skill mix and can be delivered within the allotted shift time, two advantages other services cannot evidence. “Actualising” the actual time it takes to deliver care and updating the care catalogue is a vital to ensure capacity and demand is based on real life evidence.
 
eCommunity is web based, making it accessible from home enabling staff to be well prepared for their first visit the following day, removing the need to “go to base” at the start of a shift saving hundreds of care hours a day.
 
Utilising smart capacity, demand & caseload allocations means fewer people can manage greater demand and larger teams. This further frees up often highly skilled team managers to focus on delivering care and supporting frontline staff.

eCommunity is the first dedicated operational tool designed by experienced, practicing community nursing teams to improve both the care delivery and working practices for staff.  This level of dynamic, real life operational support and intelligence has not previously been possible using existing clinical tools and systems.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
The quality of care delivered will be significantly improved via the “care catalogue” that ensures that the nurses assigned to deliver treatments have the appropriate skills. This not only improves care quality but also improves job satisfaction and role engagement as staff know the scope of care is within their capacity.
 
One of the largest efficiency savings will be the releasing of time available to care. This is possible by pre-planning, enabling care delivery to commence immediately at the start of a shift, not requiring a pre-meeting at which the visits are allocated. Hundreds of hours of additional care time will now be made available.
 
Business intelligence is key to optimising available capacity and demand, identifying skills gaps and aiding training & recruitment. Team differences in care delivery are identified through visit ‘actualisations’ and an accurate picture of what treatments are being delivered. This smart business intelligence can be used to drive discussions with commissioning organisations.
 
Significant reductions in travel mileage will also be realised by ensuring smart navigation and scheduling of visits that optimise travel. Given the huge mileage covered in delivering care, even a small saving in distance travelled delivers big financial and carbon footprint savings.

eCommunity can deliver these advantages for large teams or small teams delivering specialised services via a single license for unlimited use.
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
eCommunity is flexible and adaptable able to work effectively with any kind of mobile workforce that includes a variety of skill mixes and challenges, where capacity and demand are under pressure.

Although primarily designed for use in community and district nursing, its value would be realised across any health or care service.
Current and planned activity: 
eCommunity now 12 months old and benefits in use are being collated
(See attached Appendix ‘Testimonials’ for NHS user testimonials)

eCommunity solutions have been trialled and liked by frontline staff and team leads. However, many care providers struggle to formulate suitable business plans to support investment, despite obvious savings, lacking adequate baseline data and IT support to evidence impact.
 
eCommunity development is ongoing to enable a ‘live view’ of workloads for all staff delivering care and flag when visits need re-allocation to ensure assigned visits & tasks can be delivered. This development is only possible by effecting cultural change to complete information immediately at the end of each visit, not waiting until return to base.
 
Work ongoing to integrate eCommunity within a clinical tool. Current tools are mis-perceived as the “be all and end all” of IT solutions by both frontline staff and senior management, despite their lack of support for operational needs
What is the intellectual property status of your innovation?:
IP is fully owned by QES
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Nick Chinn 23/03/2016 - 08:49 Publish Login or Register to post comments
4.3
3
Votes
-99999
Innovation 'Elevator Pitch':
There is a growing understanding of the importance of patient safety in primary care. In response a Patient Safety Toolkit has been developed that consists of a total of eight tools that address patient safety across a number of domains.
Overview of Innovation:
The Patient Safety  Toolkit was a multi-site multi-phase venture funded by the NIHR National School of Primary Care Research. Tools were piloted across some 50 practices across England and were intended to meet the challenge of dealing with patient safety incidents across a number  of domains. The toolkit included an aid to rapid retrospective note review to detect patient safety incidents; an on-line survey to assess the safety climate amongst staff; a questionnaire to gauge patients’ experiences of safety in primary care; a software based intervention to prevent medication related injury; a tool to assess medicine reconciliation for recently discharged patients and a concise safe systems checklist .

The toolkit was the National School for Primary Care Research has said that the Toolkit project was one of the ten most valuable they have been involved in over the last decade. Each of the individual elements of the toolkit are available to download free of charge from the RCGP website (www.RCGP.org.uk) (http://www.rcgp.org.uk/clinical-and-research/toolkits/patient-safety.aspx)
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: 
Education, training and future workforce / Patient and medicines safety
Benefit to NHS:
This is the first toolkit that has attempted to collate a series of tools designed to improve patient safety in primary care across a number of domains. 
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
The toolkit is free to use, readily available and can help practices improve patient safety across a number of domains.
Current and planned activity: 
We have recently completed a number of workshops conducted across England to raise awareness of the toolkit. We will continue to promote and support its use through the use of forums such as the  Academic Health Science Network events. 
What is the intellectual property status of your innovation?:
This belongs to the NIHR.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Ian Litchfield 30/03/2016 - 16:20 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
The PCAF service is a nationally recognised, peer reviewed, multi-award winning service that is provided within GP practices to support the identification, diagnosis and treatment for patients with AF with the aim of preventing AF-related strokes.  
Overview of Innovation:
The PCAF service is an innovative consultant-led service that provides dedicated expert resource to GP practices to: 
  • Identify additional 'unknown' AF patients within the clinical system; 
  • Qualify the accuracy of the AF register(s), referring patients for diagnostics to secure a diagnosis where required;
  • Assess the risk of stroke within the AF population by using a robust risk assessment tool (i.e. CHA2DS2- VASc);
  • Undertake comprehensive case note reviews of all patients who have been assessed as being at high risk of stroke with the aim of identifying those who would benefit from receiving an expert review;
  • Provide ‘in-house’ consultant-led AF clinics, ensuring that all patients at high risk of stroke receive access to an expert review and patient education;
  • Optimise the treatment and management of patients with AF, supporting quality outcomes and an increase in health related quality of life;
  • Provide one-to-one and group clinical education, thus ensuring a ‘legacy’ is left amongst clinical teams within primary care;
  • Enable access to an AF Stroke Prevention RCGP and CPD accredited eLearning package, enabling clinicians to increase their knowledge and skills on the current evidence base;
Primarily, the service will optimise the treatment and management for patients with AF (whilst being fully compliant with NICE Guidelines, local guidelines/pathways and the local medicines management formularies), ensuring a reduction of AF related stroke incidence within GP practices.

The service comprises of the following four phases, all of which are provided by Inspira Health:
  • Phase 1 - PRIMIS audits are run on the practice clinical system (including GRASP-AF).
  • Phase 2 - 5 clinical audits are completed and involve comprehensive patient case note reviews.  Each audit will identify patients at high risk of stroke who would benefit from an expert review;
  • Phase 3 - Patients are systematically invited to an expert review and are provided with education;
  • Phase 4 - Patients are reviewed by an independent local specialist (e.g. Consultant Cardiologist) within their GP practice and their management is optimised.
All clinicians within the practice are provided with an opportunity for one-to-one education during Phases 2 and 4.  In addition, all clinical staff are offered the opportunity to undertake an RCGP and CPD approved AF Stroke Prevention on-line eLearning package which consists of 5 modules and a competency assessment through patient case scenarios. 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The following are benefits to a GP Practice:

The PCAF servicve will ...
  • Identify 'new' AF patients through a case finding exercise on the clinical system;
  • Significantly improve the quality of the AF disease register;
  • Achieve maximum indicators and performance thresholds in 2016-17 QOF (as a minimum standard);
  • Increase capacity within the clinical team through increasing knowledge, awareness and confidence in relation to evidence-based treatment strategies for AF.  This is achieved through one-to-one education, group education and/or eLearning;
  • Increase anticoagulation therapy in patients with AF at high risk of AF-related stroke;
  • Reduce the incidence of AF-related stroke within the practice population;
  • Ensure compliance with CQC standards in relation to patient safety and clinical effectivness;
  • Independently review the practices current poathways, processes and governance in relation to warfarin patient safety;
  • Provide a unique opportunity for personal development (PDP) and to gain CPD points for appraisal and/or revalidation.
Implementing the PCAF service would mean allignment with a number of key themes and strategic objectives as per the commissioning plans across the West Midlands.  The service woiuld contribute towards the following:
  • Improved health and healthcare through the introduction of a high quality, outcome driven, innovative service;
  • Increased life expectancy and the quality of life in the local population through optimising evidence-based treatment strategies, therefore reducing AF-related stroke incidence;
  • Increased medium-long term efficiency and productivity through the introduction of a sustainable service and a more educated, confident primary care workforce;
  • Improved and accurate AF disease registers;
  • A reduction in CVD related mortality;
  • A reduction in unplanned hospital admissions;
  • Improved patient experience;
  • Value for money;
  • The introduction of evidence-based practice across the West Midlands footprint.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The following are benefits to AF patients within the West Midlands

The PCAF servicve will ...
  • Increased a patients knowledge and awareness about their AF condition and their current and future risk of stroke through one-to-one education;
  • Provide an opportunity for patients to discuss their AF condition with a local expert within their GP practice;
  • Provide an opportunity for patients to learn more about their treatment options in relation to their overall AF management, quality of life and reducing their AF-related stroke risk. 
Current and planned activity: 
The PCAF service has been delivered in a vast number of GP practices and CCG's throughout the UK and has been recognised as a method of best practice nationally.

Inspira Health have engaged with the following key stakeholders;

CCG's
GP Practices
GP Federations
AHSN's
Public Health England
Public Health Departments
Strategic Clinical Networks
Pharmacutical Industry
Charity Sector (eg British Heart Foundation, Arrhythmia Alliance, Stroke Association)
Commercial Partners (eg, INR Star, Blue Stream Acadamy)
 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Commercial information:

The PCAF service is in full development and has been implemented in practices throughout the UK.

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Jennifer Mills 12/04/2016 - 13:20 Publish Login or Register to post comments
5.5
2
Votes
-99999
Innovation 'Elevator Pitch':
GENEO Software is an enterprise wide application for creating, governing, and managing all aspects of Standardised Work, also known as Standard Operating Procedures, or Work Instructions.
Overview of Innovation:
The GENEO Software was created in recognition of the difficulty most organisations have with the creation, governance, control and application of standardised work in the form of work instructions, local working procedures, standard operating procedures - each organisation has its own name.

Our software provides; 
  • A simple to use interface where documents are built and edited, without the formatting worries and headaches that come with Word or Excel.  
  • A governance framework that is both transparent and seamless, allowing an agile approach to recording process change and implementation.  
  • Full history and version control of documentation with changes and commentary around changes fully maintained.
  • Fully customisable output that can be paper based or presented on-screen - computer or tablet.
  • Web based application that enables enterprise wide access, based on flexible permissions structure, so that best practice may be shared.
  • Linking of work requirements to competencies in an auto-generated skills matrix
  • Linking of regulatory requirements to work instructions to fully understand where change is needed when it happens.
  • Binding NatSIPs to LocSIPs in a meaningful way to demonstrate compliance to nationally recognised best practice.
The software has been designed to bring empowerment to the workforce encouraging engagement in the use and creation of standards and work instructions.  
Managing the full cycle of change and improvement can now be done in one place. Leadership can enable staff to create and authorise, assign to a process flow, control competency and capture the training history. Also, on a micro level within the standardised work, teams can capture the one best way: the safest, most, quality assured and productive method, whilst benefiting from a knowledge management system for driving out waste.

All of the above provides the groundwork and stability required for the ultimate goal of Continuous Improvement. 
 
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Bob Newton 21/04/2016 - 15:31 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
ExerSciz Solutions is an on-line tool that creates individualised exercise programs for risk reduction, disease treatment and overall improved health for patients with Long Term Conditions.
Overview of Innovation:
ExerSciz Solutions utilises the latest in exercise and scientific literature to develop programs that are specific to an individual’s physiology, health condition and goals, level of exercise, time available and individual choice of cardiovascular training.
Patients, supported by clinicians, can select from a number of goals. These include weight loss, with or without calorie restriction, risk reduction and treatment of heart disease and stroke, diabetes, metabolic syndrome, arthritis, osteoporosis, balanced health and many other health based goals.
The programs adapt to the availability of various exercise equipment. Programs can be designed for those without any equipment. The programs can be done at home, in the gym, or wherever an individual chooses. The programs will progress week to week and month to month as long as an individual is doing approximately 70% of his or her workouts. The cardiovascular portion of the program gives clients their specific exercise zones to work out in. The exercise zones are unique to each individual's particular health needs as well as body physiology.  By using both screening tools and perceived exertion, the programs are safer than a patient choosing to exercise on his or her own. Since most individuals have smart phones today, an ExerSciz program is just like having a personal exercise trainer in the client's pocket at all times.
Patients are able to perform an assessment using their smart phone in order to give them an ExerSciz Fitness index ("EFI") rating.  The EFI is a proprietary exercise score that compares each client to age adjusted norms and allows each client to benchmark their current status, as well as monitor progress. In addition, patients are able to track their activity on the website, giving them both activity scores and health scores.  We will soon have the ability to automatically track this if the client is using a wearable device that is compatible with the ExerSciz program.
Patients and doctors will be able to see the results and appreciate that they are “Exercising smarter, not harder” as their program is literally putting exercise based science into their unique personalised exercise experience, promoting their health and wellbeing. 
An individualised ExerSciz program will be complementary to any ongoing health or medical intervention, initiative and treatment a patient may be involved in and should reduce health costs, as well as help develop ownership of their own health.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  • Cost saving benefits as a result of better disease prevention, health promotion, disease treatment, rehabilitation and ongoing maintenance of health and function.
  • Time spent in physiotherapy and follow up appointments is better spent, as exercise can also  be conducted safely in an unsupervised manner and/or at home
  • Clinicians can monitor the progress of patients who exercise, resulting in the formulation of enhanced treatment plans.
  • ExerSciz Programs aid in the development of the patient’s ownership and control of his or her own health objectives.
  • ExerSciz can help to maintain an individual’s health, prevent the deterioration of disease, allow convenient and cost effective access to exercise expertise and can help to educate patients about the best exercise for their condition.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
ExerSciz Solutions directly fits into the Digital health innovations campaign and could also assist with the diabetes campaign. Our app can help to maintain an individual’s health, prevent the deterioration of disease, allow convenient and cost effective access to exercise expertise and can help to education patients about the best exercise for their condition. Ultimately saving the NHS within the region money and avoidable admissions.
In addition the benefit ExerSciz Solutions can have on multiple long term conditions would directly benefit the West Midlands region.  
The most common reason individuals give for starting an exercise program is to lose weight, however most individuals, do not know where to start, are afraid they may hurt themselves and for a variety of reasons, will not join a gym. Many individuals, wanting to lose weight, often exercise too hard, in a zone that is less effective for weight loss and more prone to injury. These individuals frequently do not lose weight, often get frustrated and stop exercising.  Access to this tool, as part of a larger health campaign, will give individuals enough trust in the site to at least initiate and try a program. The ExerSciz application will enable an individual to exercise with or without calorie restriction in a safe and effective manner, using exercise zones that are specific to body fat loss, as well as an included nutritional recommendation tool to complement this.
Exercise has been shown repeatedly in scientific studies to have significant overall health benefits as well as increased productivity and enjoyment of life. Even a small percentage change in non-exercisers to exercise adopters could have significant socio/health-economic benefits to the region.
Current and planned activity: 
Current activity:
Digital Health Solutions is actively seeking NHS partnerships to engage with ExerSciz Solutions. The app has been developed and evaluated within Canada and USA and a collaboration within the UK is currently being sought as the product is successfully being marketed and used with Canada and the US.

Planned activity:
  • Procurement / Adoption of ExerSciz Solutions by West Midlands NHS Trusts
  • Evaluation of the app and its potential wide scale usage across the region and the wider NHS
  • Support with Information Governance, N3 connectivity and data capture to aid further growth and development within the NHS
What is the intellectual property status of your innovation?:
All intellectual property is owned by ExerSciz Solutions Inc. in US and Digital Health Solutions Ltd in the UK and Europe
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Andrew Lane 27/04/2016 - 16:21 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
The RAPID project is a pioneering research study using real-time diagnostic information inspired by the world of Formula 1.
Vital signs continuously monitored wirelessly and advanced algorithms provide early warinng of deterioration.
Overview of Innovation:
The RAPID (Real-Time Adaptive and Predictive Indicator of Deterioration) project – is the first of its type in the world. It constantly collects data from children on our cardiac wards including their:
  • heart rate
  • breathing rate
  • oxygen levels
This is a new and exciting way for children to be monitored and gives important early warning signs of deterioration that can be acted on quickly. 
The study was based on McLaren’s expertise in using hundreds of sensors to collect and analyse real-time data during a race to optimise its strategy on the track and Aston University's expertise in applied mathematics.
This technology has been adapted to be used in healthcare for the first time. Hi-tech wireless sensors, designed by Isansys Lifecare are attached to the chest and hands/ankle of children to measure vital signs. The information collected is processed in real-time using machine learning techniques developed by mathematicians from Aston University which are embedded into McLaren’s data analytics platform, LIFEINSIGHT™.
This new technology means that signs normally recorded every one to four hours on paper charts could potentially become a thing of the past. Children will have access to continuous individual monitoring that gives more accurate information helping them to receive faster treatment and shorter stays in hospital.
The wireless technology and wearable sensors remove the need for cables and leads, which can restrict effective monitoring. This means parents can hold and interact normally with their child while knowing they are being safely and continuously monitored.
The three-year study was jointly funded by a £1.8 million grant from the Welcome Trust and Department of Health, through the Health Innovation Challenge Fund, started in November 2014, and aims to recruit around 1,200 patients when it reaches its completion in late 2017.
 
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Wireless monitoring is complex but worth solving for the future as it is definitely easier to have patients not wired up to expensive monitors. More patients can be monitored more frequenly at a reduced cost.
Advanced early warning will allow earlier detection and treatment of deterioration and therefore hopefully prevent the healthcare and human costs of preventable deterioration.
Initial Review Rating
4.60 (1 ratings)
Online Discussion Rating
5.50 (2 ratings)
Benefit to WM population:
There will be large numbers of recruits to this Portfolio adopted study. Scaling up planned in WM hospitals.
Current and planned activity: 
In feasibility trial phase to complete in November 2017 and report May 2018. Follow-on trial to be designed in 2016 looking at scaling up in BCH and other centres.
What is the intellectual property status of your innovation?:
Copyright of visualisations, trademark of logo and patent of algorithms in process.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
3
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Heather Duncan 13/05/2016 - 10:11 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Evaluation of near patient testing within community pharmacy to help reduce inappropriate antibiotic prescribing associated with respiratory and urinary tract infections.
Overview of Innovation:
Inappropriate antibiotic prescribing can lead to higher rates of antimicrobial resistance. Taking steps to reduce the number of inappropriate antibiotics prescribed will help delay the emergence of resistant organisms and prevent harm by reducing the incidents of Clostridium Difficile. 

GP practices are often the first port of call for infections such as such as sore throats. It is estimated that 50-95% of sore throats in adults and 70% in children are caused by respiratory viruses which could potentially be managed safely within community pharmacy without the need for antibiotics.

Patients presenting with sore throats to GP practices fall into three groups namely, those with clear bacterial infection, those with viral infection and those where there is a degree of diagnostic uncertainty. In the latter group, a near patient test to aid diagnosis may help reduce diagnostic uncertainty and may prevent inappropriate antibiotic prescribing. 

Near patient testing is well established in general practice e.g. urine test strips for urinary tract infections. Recently, other devices have been introduced which look at CRP, Strep A, RSV, Flu.  These devices have been shown to aid diagnosis rates. 

However, conducting near patient tests in GP practice does not help address the current workload and capacity issues experienced by GPs. It is therefore proposed that such tests could be conducted in the Community Pharmacy.

Patients with diagnostic uncertainty could be referred by the GP to their community pharmacist to have a diagnostic test and dependent upon the results have the most appropriate treatment dispensed. Community pharmacists could supply antibiotics in line with local formularies if the test results were positive or self advice / over the counter medicines if the results were negative. 

By developing and evaluating this care pathway, we aim to evaluate whether this helps reduce overall antibiotic prescribing in primary care. We would also evaluate patient satisfaction, the impact of GP workload as well as pharmacy satisfaction with near patient testing. 

Initially we would like to evaluate one device but this patient pathway could be applied to other near patient tests. If successful, ear patient tests could be incorporated in common ailment schemes whereby patients approach their "pharmacy first" rather than their GP practice for sore throats or urinary tract infections. This would help reduce demand on GP services.  



 
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
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 / Patient and medicines safety / Person centred care
Benefit to NHS:
The NHS would benefit on a number of fronts. 

1. Reduce inappropriate antibiotic volume. This will help delay the emergence of of antimicrobial resistance which in turn help prevent incidents of C Difficile and related multi-resistant infections in the future. 

2. A reduction of unplanned admissions associated with C Diff will help reduce pressure of the acute sector. Similarly, any reduction in hospital admissions will help the NHS save money. 

3. Introduction of a new care pathway involving near patient testing within community pharmacy will help reduce workload pressure on GP practices. A recent survey of GP surgeries has shown that GP waiting times have increased from an average of 9 days in April 2014  to 13 days in APril 2015. Near patient tests can take from a couple of minutes to 10 minutes. By doing these tests during a  GP consultation will add time which could be potentially be avoided if done elsewhere.

4. New ways of working between GPs and community pharmacists are part of the Five Year Forward View. A clear and robust pathway will help utilise existing capacity in community pharmacy to support other primary acre contractors such as GPs. This also strengths the links between community pharmacy and GP practices and will foster closer working between the two primary care contractors. 


 
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Manir Hussain 20/05/2016 - 17:18 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
We have developed a clinically led digital health solution for warfarin patients at risk of stroke. Our technology enables patients to self-test from their own homes with remote clinical support, communicating their INR in a way that suits them.
Overview of Innovation:
Our INR self-testing service has been rolled out to 5,000 patients, making it one of the largest in Europe. Across the UK, patients on the service are remotely monitoring their INR away from the clinic using a Roche CoaguChek® device. Readings are sent to their nurse via an automated phone call or by logging onto an online portal. Readings automatically go through anticoagulation software where the next dose is determined. A clinician approves the next dose and the patient receives a second form of communication, either an automated phone call or an email informing them of their next warfarin dose and date and time of next test. Find out more here http://www.inhealthcare.co.uk/product/inr-self-testing/.
Our self-testing study concluded patient’s therapeutic range (TTR) improved by 20% for 70% of patients. In comparison a controlled cohort of clinic based patients had seen only 49% of their cohort improve by an average of 2%.This improved TTR predicts to save 400-500 strokes per year.” – Ian Briggs, Associate Director of Business Development, County Durham and Darlington Foundation Trust.

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

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

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

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  • Reduced workload
  • Increased capacity
  • Cost savings
  • Able to spend more quality time with patients that need to attend the clinic
  • Access to real time patient data
  • Able to identify any adversities and make changes in treatment much sooner
  • Able to make informed decisions around patient care
  • Choice of communication method to suit their patients
Initial Review Rating
5.00 (3 ratings)
Benefit to WM population:
  • More flexibility for patients
  • Improve clinical outcomes
  • Not bound to NHS opening hours
  • Able to find out more around condition
  • Less clinic visits and associated costs
  • Technology is quick and easy to use
  • Clinicians have access to a continuum of data meaning patients don’t have to repeat themselves during appointments
Current and planned activity: 
We are currently working with a number of NHS organisations that have implemented our INR self-testing service including County Durham and Darlington NHS Foundation Trust, Wigan Borough Federated Healthcare, Isle of Wight CCG, Ilkley Moor GP practices.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Lauren Ramsey 24/05/2016 - 13:20 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':

Using simple technology, we enable care homes to coordinate the monitoring of vital signs, weight and hydration acting as an early warning system with direct integration into GP systems.

Overview of Innovation:

Inhealthcare have developed a Digital Care Home service, which coordinates the monitoring of vital signs, weight and hydration. It acts as an early warning system, highlighting changes in health which may otherwise go undetected. Their service includes a digital patient record which integrates directly with GP systems, meaning that it can be accessed by local NHS teams.

Our digital health services are in place in over 80 care homes in the UK, helping care home managers and nurses carry out frequent checks on residents.

Find out how it works on our website http://www.inhealthcare.co.uk/digital-health-solutions/care-homes/.

You can also read a blog from Georgia Nelson about a pilot of our Digital Care Home in 14 care homes in Northern Irealand http://www.inhealthcare.co.uk/telehealth-undernutrition-service-care-homes-northern-ireland/.

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  1. Reduces non-elective admissions through detecting deteriorating health early on
  2. Improves co-ordination between the NHS and the care home through better sharing of information with GP system integration
  3. Supports early hospital discharge by giving clinicians more confidence that needs will be met in the care home
  4. Improves the visibility of residents’ health, meaning community nurses can better monitor patients without the need for travel
  5. Improves compliance around care
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:

1. Enhanced monitoring of residents, enabling early detection of health deterioration enabling timely intervention.

Current and planned activity: 

Our digital health services are in place in over 80 care homes in the UK, helping care home managers and nurses carry out frequent checks on residents.
 

Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Lauren Ramsey 24/05/2016 - 13:41 Publish Login or Register to post comments
3
1
Votes
-99999
Innovation 'Elevator Pitch':
FillChoiceRoom is a single use drug reconstitution device, which enables chemotherapy drugs to be mixed and infused at the bedside, without the need for pharmacy handling or special equipment
Overview of Innovation:
Background
Mi3 is co-developing a product, which is designed to solve a number of clinical issues, as well as offering significant economic advantage to UK hospitals.
 
The Product
FillChoiceRoom, is an all-in-one drug reconstitution system, which provides a sealed, aseptic environment for the re-constitution of toxic or specialist drugs using sterile diluents, without the need for specialist pharmacy preparations, and possibly in the ward environment.
 
Current Practice
Currently, we understand that vital drugs are prepared for infusion in an aseptic pharmacy
environment, utilising a number of disposable sterile disposables and technical equipment
(such as laminar flow cabinets), and are heavily dependant upon the supervised
expertise of a qualified pharmacist.
 
Clinical Issues (data available on request)
 
Mistakes are possible
 
•Sterility of the products to be connected at risk
•Unreadable writing data on the packaging of the reconstituted drug
•Wrong drug cocktail
•Mistakes in administration phase
Exposure of caregivers to dangerous drugs
Residual drug found in nurses and pharmacists urine
Residual drug on the door handles, sockets, chairs, tables, floors in:
•Hospital pharmacies
•Patients rooms
•Other rooms dedicated to medication preparation
 
Economic Benefits
 
•Reduce drug waste
•Less consumables and disposables
 
Saved costs
 
•Solvent
•Consumables and disposables
•Pharmacist work and time
•Hospital Pharmacy equipment management
•Logistics
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: 
Long term conditions: a whole system, person-centred approach / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
- Safety for nurses and caregivers
- Economic benefit for trusts v current practise
- Reduced risk of medical errors
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
As above
Current and planned activity: 
We are currently trying to validate and understand the current practises in UK hospitals, so we can celarly see the benefit we believe the product will bring. Once we have this validation, we should be able to finalise the design, according tot he need of the UK market, and prepare final prototypes for clinical approval.
What is the intellectual property status of your innovation?:
Fully protected
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
Regional Scalability:
Fully scalable, nationally.
Measures:
We believe the product will be able to demonstrate tangible improvements in:
- Clinical safety for patients
- User safety for caregivers
- Reduction in overall costs for trusts
Adoption target:
National
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Stuart Thompson 31/05/2016 - 15:05 Sign Posted Login or Register to post comments
2.9
3
Votes

Innovation 'Elevator Pitch':
This CGM will involve a warning system for preventing Hyper and Hypo glycaemic episodes
Overview of Innovation:
CGM connected to GPS and the NHS database to take the CGM a step further than the product developed by IBM-Watson/Meditronic system.
Stage of Development:
Ideas stage - Early concept and ideas stage
WMAHSN priorities and themes addressed: 
Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
This will stop costly intervention after the event ( hypo or hyper glycaemia) and also cut the time it takes to reach out to the vulnerable diabeteic patients
Benefit to WM population:
Same as above
Current and planned activity: 
Early stages of concept but an adaptable technology
What is the intellectual property status of your innovation?:
currently not patented
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Bensley Selvan 03/06/2016 - 11:21 Sign Posted 1 comment
Innovation 'Elevator Pitch':
FebriDx® is a rapid, point of care test that uses a capillary blood sample to help identify a clinically significant immune response to acute respiratory infection and differentiate viral from bacterial aetiology.
 
Overview of Innovation:
FebriDx detects elevated levels of Myxovirus resistance A (MxA) –
an intracellular protein that becomes elevated in the presence of acute viral infection
and C-reactive protein (CRP) – an acute-phase inflammatory protein that is elevated
in the presence of bacterial infection.

•    Accurate results eliminate diagnostic uncertainty.
•    Enables GPs to make targeted and informed therapeutic decisions.
•    Supports patient discussion around the clinical pathway of viral infection.
•    Reduces unnecessary prescriptions of antibiotics.
•    Optimises costs associated with clinical management of acute respiratory infection.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / 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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Laura Daniels 06/06/2016 - 16:52 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
The On Call Room is a social network for medical professional providing a platform to connect the best  medical/healthcare minds from around the world so they can share, learn and collaborate; progressing medicine.
Overview of Innovation:
The On Call Room is the free social network for healthcare professionals. Readily available on Google Play and the App Store, The On Call Room has registered users from 11 different countries around the world. With users using the platform to educate, inform and collaborate with one another, The On Call Room is a growing global community of healthcare professionals. From doctors - nurses, medical students - “Pre-reg” pharmacists, anaesthesiologists - geriatricians The On Call Room is a place to bring all these specialists together.
Being ISO27001 and HIPAA compliant, The On Call Room provides a safe, secure environment outside of commercial networks such as Facebook and Linkedin in which medical professionals can collaborate. Designed by medical professionals for medical professionals, The On Call Room has tools in place to facilitate the privacy and confidentiality of both medical professionals and patients, without stifling the progression of research or medical education.
The On Call Room is here to facilitate the already growing use of digital tool in healthcare, providing a reduced risk environment where healthcare professionals can share medical learning and innovations with other professionals not just in the user’s locality but also the world.
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: 
Education, training and future workforce / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
The On Call Room is a mobile application free at the point of use; with no implementation fees or sign up fees to any healthcare organisation.
The benefits The On Call Room has for the NHS is in the value of knowledge transfer. With the shortage of medical professionals in the UK* and many experienced staff soon retiring, we must ensure our current practising and the new up and coming healthcare practitioners are provided with every opportunity and resource to learn from the best medical minds from around the world and The On Call Room is a means of facilitating this.
Building on an already rigorous rigmarole of training required to be a healthcare professional, The On Call Room is a place to make knowledge relevant and plug any knowledge gaps an individual may have as our active community aids and assists each other to create an open repository of collaborative knowledge.
As we continue to grow our community both nationally and internationally The On Call Room will be a vibrant environment where a proven transformative practice can be shared and adopted at scale. An example of this is The Royal Free Hospital’s, Dr Sam Hare’s Heimlich valve management of iatrogenic pneumothorax, which has been shared on our platform and viewed by our  users around the world, sharing a new method to reduce hospital stay in patients after lung biopsies.
Being a digital innovation The On Call Room removes physical knowledge boundaries, such as locality and provides all thoses who sign up access to see the best innovations our community has to offer, providing them with a platform in which they can embetter themselves as professionals if they so choose.
*UK Government Shortage Occupation list, pages: 6, 7 and 13. See supplement documents
Initial Review Rating
1.80 (2 ratings)
Benefit to WM population:
With three medical schools in the West Midlands region, The University of Birmingham, The University of Warwick and Keele University, and a renown teaching hospital, Queen Elizabeth Hospital Birmingham, The On Call Room could be a prime educational resource to connect all those in training to the wider medical world, providing them with even more exposure in addition to their placement years.
For the wider population of the West Midlands, The On Call Room is here to facilitate the embetterment of healthcare professionals and the more they know the more adept they can be in their jobs, benefitting the wider community as a whole.
Current and planned activity: 
Internationally the team is currently onboarding healthcare professionals from India and all the healthare professionals from the country of Nepal.
In the UK we are in communication with Addenbrooke’s, a Cambridge University Hospital to onboard them to The On Call Room and other applications.
After engaging Milton Keynes University Hospital, London South Bank University and The University of Buckingham Medical School in our beta and now onboarding various Medical Societies across the country such as King’s College London MedTech Society our plan is to engage with as many healthcare professionals as we can across the country.
Support Requirements:
Helping ensure we are NHS Information Governance compliant to add to our ISO27001 and HIPAA compliance certifications.
What is the intellectual property status of your innovation?:
Medic Creations, The On Call Room's parent company are the sole owners of the On Call Room's intellectual property.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Akil Benjamin 09/06/2016 - 18:10 Publish 1 comment
4
1
Votes
-99999
Innovation 'Elevator Pitch':
OrthOracleTM – Multidisciplinary on-line orthopaedic educational resource for clinicians, industry, academia and patients
Overview of Innovation:
The training of surgical specialities in the UK has both shortened and is less intense due to the combined effects of a restructured medical training and the European working time directive.
As these influences have been felt over the last decade the resources available to educate both surgeons and the medical workforce have not evolved to account for them. There is far greater requirement to demonstrate continuing education.
 
Allied with this are increased expectations from patients both in terms of their outcomes and level of information available to them to assist in making more informed choices about their healthcare. Increased professional regulation and a requirement to annually demonstrate appropriate levels of professional supporting activities are also areas where a high quality resource delivering validated CPD outcomes has huge potential.
 
Surgery is an inherently visual discipline and the optimal demonstration of its techniques requires the clear illustration of human anatomy as well as it’s adjustment. Existing educational resources do not reflect the interdisciplinary nature of orthopaedic practice nor provide the range or quality of material that is required today.
 
Each Atlas will document the management of a patient from initial assessment through to surgery and then to rehabilitation. Surgical procedures are detailed with high definition images and commentary provided by a Board of senior Consultant Surgeons. Implant technologies for each procedure link directly to industry information.
 
Data is managed to allow different website front ends to be displayed for differing  members of the wider healthcare team and patients. The rich data will support the future development of simulation tools.
 
Boards meet regularly to review new procedures, best practice, patient safety and guidance, medical technologies and research.
 
OrthOracle is not just a digitised text book; it is an interactive web based resource, written by practicing clinicians bringing together the best in clinical practice and orthopaedic technologies covering the entire treatment pathway and facilitates collaboration between clinical, academic and industry sectors leading to improved patient outcomes.

www.footsurgeryatlas.com

The OrthOracle concept has been tested via an early version of The Foot Surgery Atlas, launched in 2007 which, despite no advertising, regularly received over 55,000 hits per month 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
OrthOracle directly support NHS workforce development .
 
The content of OrthOracle is produced by a Board senior practicing surgeons and healthcare professionals working within the NHS and private sector, helping to promote and disseminate best practice in all aspects of the healthcare journey.
 
The management of workforce issues such as CPD and revalidation are assisted by the provision of approved and certified educational materials ((ongoing discussions with Royal College of Surgeons (Edinburgh) in partnership with Birmingham office and other Healthcare , Allied Healthcare regulators and bodies)).
 
A planned secure clinician and patient specific interface for real-time outcome monitoring will assist with safe and optimal patient management.
 
Patient focussed information on their operation, rehabilitation and consent will enable patients to be better informed and prepared for their treatment. This will involve the patient more actively in the process leading to more efficient use of resources and with the aim of improved outcomes.
 
The availability of such a dynamic educational resource 24/7 facilitates training provision, is cost effective and ensures knowledge of procedures is up to date thus ensuring a better informed workforce with improved patient outcomes at all levels of professional practice.
 
Collaboration with QEH Clinical Photography department in developing advanced image capture technologies and protocols.
 
Board meetings regularly bring together NHS clinical consultant with industry to facilitate dialogue on implant development with potential commercial and research spin off benefits for the NHS.
Online Discussion Rating
5.50 (2 ratings)
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
OrthOracle has a global reach. Based in Birmingham with planned events within the Region, supports the Region’s international profile providing a showcase for academic, clinical and industrial skills creating opportunities for the development of new clinical skills, training and product development.
 
It is envisaged that the editors in chief of the 5 additional Surgical Atlas’ (hip, knee, shoulder, spine, hand & wrist) will be recruited from West Midlands Trusts. A number of the additional 25 contributing editors will also be from West Midlands Trusts.

In addition, project support and administrative staff will be sourced locally from within the region.
  • 6 speciality Boards meeting 3 times per year to be held regularly in West Midlands
  • Unique opportunity for industry to gain regular feedback from Consultant Surgeons
  • Potential for creating global opportunities for West Midlands organisations in new product development, research and training.
  • The multidisciplinary scope of OrthOracle and its high profile internationally active Editorial Boards support the hosting of an annual Digital Orthopaedics Conference which we hope will be based here in the region.
  • In consultation to directly support the proposed Medical Technologies assessment hub
  • OrthOracle creates a global clinical research nexus and hosting opportunity for surgical training, virtual and augmented reality training products and facilities
  • It will also provide Human Factors, User Experience design and multidisciplinary healthcare integration building upon existing world class regional strengths
  • Opportunities for the development and delivery of medical related educational programmes and CPD modules via regional organisations, in association with professional bodies, Royal Colleges and regulating authorities.
  • OrthOracle will immediately create new jobs and support existing employment locally; growing rapidly as additional Surgical Atlas’ and content develops.
  • Look to Developing a global training focus on Orthopaedics here in the West Midlands, building from the position the region has held for many decades in orthopaedics expertise.
 
NOTE: This training platform has the ability to cover a wide range of surgical fields – following the success of Foot & Ankle we will be developing other orthopaedic areas as well as inviting other renowned surgeons to develop their own speciality areas from this foundation.
Current and planned activity: 
Editorial teams members provide Consultant medical services directly and indirectly to the NHS across numerous regions.
 
Clinical photography services of QEH will provide all OrthOracle photography services and project represents a FTE dedicated post. These services are currently being used for the Foot Surgery Atlas.

Planned activities
  • Engage with Health Education England re: workforce development.
  • Seek  Regional surgeons to join Editorial Boards
  • Continue discussions with RCS (Ed) & other AHP bodies, specialist groups and regulating authorities re: partnership, accreditation and CPD
  • Establish a project office
  • Develop a robust marketing strategy/plan
  • Develop sustainable business development strategy/plan
  • Seek Regional participants to assist in evaluating and developing the training delivery process
  • Undertake scoping study re: surgical simulation and augmented realitywith University of Birmingham Prof. Alan Wing & Prof Bob Stone 
What is the intellectual property status of your innovation?:
OrthOracleTM is a registered Trademark
 
All images in each Surgical Atlas are digitally watermarked and site content monitored to protect from unlicensed data stripping.
 
A policy relating to patient photographs and IP issues applying to all Editorial Board members’ organisations is currently being finalised.
 
A specialist IP legal advisor is retained by Surgical Armoury Ltd to manage should an IP issues arise from the OrthOracleTM project.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
The individual Atlas’ within the OrthOracle and supporting information/services are delivered on-line and so availability is worldwide and at scale.

Additional Orthopaedic surgical specialities will be rolled out as soon as editorial boards are in place using the same procedure capture format. Current plans are for Hip, Knee and Shoulder sections to be undertaken this year as Editors in Chiefs have been identified and are all prominent West Midlands Orthopaedic Surgeons.

Where possible all contributors and service providers will be sourced from within the West Midlands and the project administration centre will be based in Birmingham. There is a pressing need for a Chinese language version and discussions have been held with the head of the West Midlands Chinese business community who is very keen to support the project and a regionally based specialist medical translation service has been identified.
Measures:
Detailed tracking of website visit statistics will be undertaken and the number and nature of individual visits will be captured and reviewed. Page specific statistics will be interrogated to establish where the page/site design can be refined. Log in data will be collected and generates geographic, organisational, professional and demographic data of the user population. Additional information will be directed to specific groups as appropriate.

Several areas of the site, such as general surgical images and data will be available as a Freemium service, however a stratified subscription model is currently being developed for individual and organisational users who wish to access the wealth of supporting information and services such as the ability to create individual and annotated versions of specific procedures, clinical administration documentation such as patient consent forms, patient guides, access to  research/evidence database, CPD content.

The provision of quality accredited CPD material is a core deliverable of OrthOracle and advanced discussions with The Royal College of Surgeons (Edinburgh) are ongoing with their President, CEO and Head of Education. The College is keen to support this project from their Birmingham offices. Other accreditation and provider bodies have been identified and approached.

A user friendly CPD portal will be created to record individual user CPD in accordance with Professional/regulatory body requirements for audit and revalidation. Each surgical procedure includes specific CPD modules set by the procedure’s submitting surgeon. Individual user access times and interactions can be recorded to facilitate site usage and page viewing metrics.

This education and training platform will be further developed through the development of associated virtual and augmented reality simulators linked to OrthOracle content (Regional partners for the development of these have been identified e.g. Profs Bob Stone and Alan Wing – Bham. Uni)
Adoption target:
Conservative business model assumes global (not WM) registered members numbering 10,000 year 1, 50,000 year 2 & 100-200,000 year 3 (Orig. Atlas had 50,000 users/mth by 2015 without promotion)

Assuming 20% take up by registered users of one or more of the pay-for services Atlas will be viable midpoint year 2

RCS(Ed) promotion to members not inc
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Mark Herron 12/06/2016 - 09:24 Approved Login or Register to post comments
3.8
4
Votes

Innovation 'Elevator Pitch':
Lilie EPR captures outpatient activity, diagnoses and treatments for GUM patients, provides the team shared access to patient records enabling instant communication between the service, lab and patient; reducing costs with efficient data management.
Overview of Innovation:
Leading the way  in the Management of Sexual Health Services
The modern day sexual health service challenges are significant. Public Health England (PHE) indicate that there were 446,253 sexually transmitted infections diagnosed in England in 2013 with Chlamydia being the most common, making up 47 per cent of all diagnosed cases. The most expensive cost to the NHS is HIV Infection, each new case of HIV infection is estimated to represent between £280,000 & £360,000 in lifetime treatment costs. Although the fall in teenage pregnancy is one of the success stories of the last decade in the public health field. However there is always room for improvement especially with more sexually active young people.
 
Lilie provides Sexual Health clinics and HIV services with a comprehensive Sexual Health computer software solution. Lilie is a fully scalable Electronic Patient Record system (EPR) used to capture outpatient activity, referrals, diagnoses and treatments for genitourinary medicine (GUM) patients. Having all the patients’ data in one EPR system provides all the clinic team members with fast access to patient data greatly reducing administration functions. All audit and quality measures are incorporated automatically reducing clinical risks and improving the quality of sexual health services.

Lilie’s core is the base application which is a totally secure full EPR system with comprehensive patient communication, statutory reporting i.e. HARS, SRHAD and GUMCAD, adhoc report generation. Additional modules to the core system can be purchased allowing the client to meet their budgetary requirements. Additional modules include: Contraceptive & Reproductive Health which is a secure and efficient way to manage Contraceptive and Reproductive Health data and services/ Chlamydia Screening providing exceptional NCSP data capture and reporting facilities/ Prescribing which includes the Dictionary of Medicines and Devices (DM+D)/ SMS Texting is an effective way to improve patient communications and reduce DNA rates/ Touchscreen allows the patient to announce their arrival in clinic and discretely enter personal data/ Internet Booking to empower your patients with time-saving, secure appointment management/ Lab Communications for fast and secure ways to order laboratory tests and receive results/ Collect for collecting patient data using mobile devices within an outreach environment.


For more information visit http://6pmsolutions.com/products/clinical/lilie
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Improves Productivity
Lilie is intuitive and easy to use allowing clinicians to spend more quality time with patients whilst allowing clinics to reduce appointment, management and reporting times. By default, the patients’ previous responses to questions are automatically populated hence saving clinic time and improving patient care.

Speeds up data collection.
The patient data you collect during your general working day is input into the electronic patient record (EPR) easily. The software and the dynamic screens change, validate and evolve as you enter this data.   

Reduces DNA’s
Lilie Online Internet Booking offers patients a discreet, more convenient and alternative route to treatment without staff intervention reduces management costs.  Lilie discrete SMS Text messaging will send out appointment reminders giving the patient the ability to confirm or cancel an appointment, freeing up slots for other patients.


Ensures clinical safety and maximises patient convenience.  
Lilie displays a patient banner across the top of the screen displaying key patient information, ensuring clinical safety whilst speeding up the clinic consultation.

Intuitive and easy to use. 
Lilie allows clinics to be more flexible according to their own services requirements. The consultation screens are easy to use and patient data can be easily collected. Lilie is so intuitive, you will reduce your training needs.

Ensures accurate recording of data. 
Data is input during the consultation whilst ensuring the right questions are asked at the right time, reducing and removing transcription errors. Thus written notes and illegible hand writing are a thing of the past.  

Accessible anywhere.
Lilie is available on a web based N3 platform and the cloud allowing access to different users over the Internet. This ensures improved availability, no costly client installations and access from any trust computer or device.

Simplified deployment, maintenance and painless upgrades.
The Lilie hosted solution can be deployed quickly and easily since no client terminal installation is required. Drastically reducing the initial investment in IT infrastructure.
The hosted solution ensures software updates and backups are carried out “behind the scenes”, reducing the costs associated with client installations and reducing the involvement of IT department resources.  This also means that when the number of users increase, no further investment in hardware, bandwidth or resources is required.
 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
The Best outcomes for people and for populations depend on effective collaboration and cooperation. We can get there faster with Lilie’s integrated working tools.

Nationally, around four million people per year use NHS contraception services. The number of visits to genito-urinary medicine (GUM) clinics has doubled over the last decade and now stands at over a million a year.  The economic climate and pressure on resources are encouraging everyone to explore new approaches and opportunities that can deliver better outcomes and better value. The fields of sexual health, sexually transmitted infection (STI), contraception, reproductive health and HIV are frequently talked about as a whole service, yet each is separate and has its own defining features. Different elements have different commissioning arrangements which add to the complexity.

Lilie EPR for sexual health has been designed specifically to support multi-disciplinary teams treating sexual health and HIV. This “whole system” approach makes sense to the service user, the community and the commissioner. Having patient data in an EPR system provides all clinic team members with fast access to patient records, greatly reducing administration functions. Unlike paper records, patient data can be accessed from any Trusts computer enabling more than one healthcare professional to access the same record at the same time.  Patients’ needs for integrated pathways are at the heart of the case for whole system commissioning. Poorly connected care increases the risk of service users falling out of the system which can reduce their treatment adherence and worsen subsequent health outcomes. Disjointed pathways also result in missed opportunities to address people’s wider needs.

‘Lilie is a complete comprehensive software system that manages; Sexual Health, Contraceptive, HIV and Reproductive Health services.  There is also a separate module for contraception, so as to provide ‘Services’ with a choice of modules depending on their requirements.’

Greater adoption of this technology would also allow our company to develop additional modules for this system, as well as expand our team here in the region.

Lilie is the market leading Sexual health software in the UK
Current and planned activity: 
Lilie is constantly being evaluated to ensure it meets the demands of the users.  The software roadmap is ever evolving and this is helped by the Lilie User groups where nearly 200 users attend annually.

A new version of Lilie is being released where dynamic forms will feature heavily.  For more information contact lilie@6pmplc.com.



Planned / required activity 
  • Procurement / Adoption: -  We would like to see greater regional adoption of our Lilie and integrated suites of products and modules
  • Trials - We are interested in discussing opportunities with Trusts for additional trials, evaluation and validation of our system 
What is the intellectual property status of your innovation?:
Lilie is owned by 6pm Group.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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Joanne Shrimpton 16/06/2016 - 14:34 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
The urinary catheter has remained unchanged for fifty years or more, yet is associated with burden for millions of patients worldwide due to bacterial colonisation and biofilm formation. We will assess novel materials to oversome these shortcomings.
Overview of Innovation:
Urinary tract infections (UTI) are the second most frequent cause of healthcare-associated infections in hospitalised patients across Europe, with 60% caused by the use of indwelling catheters. The long-term (≥ 30 days) use of indwelling catheters results in an almost permanent bacterial colonisation of the urine; up to 50% of these users will experience encrustations and blockages leading to trauma and discomfort, and to high healthcare demands. The catheter surface, both external and lumen, provides an interface allowing biofilm development, which may be the cause of persistent, chronic infections and recurring blockages. Numerous bacterial species can cause UTIs, but encrustations are generally due to the presence of urease-producing bacteria, particularly Proteus mirabilis. When present, P. mirabilis causes microcrystal formation and subsequent encrustation of the lumen. Studies also show an increase in multi-drug resistant strains in both infection- and encrustation-causing species. 

The study of catheter-associated biofilms has generally relied on the use of scanning electron microscopy, yet SEM has a number of inherent limitations. Using episcopic differential interference contrast (EDIC) microscopy, Wilks et al. (2015) have tracked biofilm development by P. mirabilis and the formation of crystalline encrustations over time. EDIC microscopy allows non-contact, non-destructive, rapid imaging of samples with no need for potentially damaging sample preparation. This technique also provides qualitative information on surface topography and roughness of different materials. Using this method, four distinct stages to crystalline biofilm formation have been identified.

Using EDIC microscopy and methods to quantify  bacteria, a systematic comparison of different materials is proposed. This could include different grades of the same material, or the use of different manufacturing processes. Each test material will be examined under EDIC microscopy prior to use to provide qualitative assessment of surface topography. Using a selection of clinical strains of commonly found uropathogens (e.g. Escherichia coli, P. mirabilis, Enterococcus faecalis, Pseudomonas aeruginosa, Staphylococcus spp.), a simple six-well plate model will be used to track biofilm development in the laboratory. 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Innovation and adoption / Patient and medicines safety
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Anonymous 30/06/2016 - 10:56 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
Smartinhaler™ is an innovative electronic medication sensor that improves suboptimal medication use in patients with chronic respiratory diseases, including asthma and COPD. Our current focus is in asthma.
Overview of Innovation:
Poor medication adherence is one of the leading issues in the management of asthma and is thought to account for 34% of all asthma deaths (Royal College of Physicians, 2014) and treatment adherence to inhaled corticosteroids could reduce hospitalisation by 60% (Williams et al., 2004).
Smartinhaler™ (by Adherium Ltd) is a digital health solution to improve medication adherence in patients with chronic respiratory diseases. This is how it works: Smartinhaler™ clips onto an existing prescription inhaler. Once installed, the Smartinhaler™ device (1) periodically remind patients to take their medication, (2) records the date and time of inhaler use (independent of patient action), (3) transmits patient usage data to a mobile device and into Adherium’s cloud-based servers for patients and/or clinicians to review, and (4) provides warnings when the data indicate the patient’s disease may be escaping control.
The benefits of the Smartinhaler™ have been validated by independent clinical research. Four randomised controlled trials have shown consistent improvement in asthma medication adherence, ranging from 144% to 180% in children (Chan et al., 2015; Morton et al. 201X) and 33.3% to 58.7% in adults (Charles et al. 2007; Foster et al., 2014). Subsequently, the three studies measuring clinical outcome have demonstrated improved patient health as indicated by a reduction in oral corticosteroid use, reliever medication use, emergency room visits, lost school days and asthma morbidity score (Foster et al., 2014; Chan et al., 2015; Morton et al., 201X).
Audiovisual reminders markedly improve adherence to inhaled corticosteroids and thus increase health outcomes, whilst tracking reliever use may allow early detection of severe exacerbations (Patel et al., 2015). Furthermore, the objective nature of electronic adherence data enables an open and honest discussion about adherence and the barriers encountered by the patient. In turn, through HCP (or parental) intervention, this results in practical solutions to better manage asthma and or COPD.
The Smartinhaler™ platform was designed with patients in mind. In the development of the Smartinhaler, we’ve consulted patients and medical professionals to produce a user-centred system that facilitates good medical practice as well as empowering the patient.
For a list of references please visit our website: http://www.smartinhaler.com/outcomes/
 
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Potential reduction in mortality, hospital admissions, hospitalisations and A&E visits: Asthma accounts for approximately 60,000 hospital admissions and 200,000 bed days a year, with many others visiting A&E clinics without stay, uncontrolled asthma places a significant burden on NHS (British Lung Foundation, 2016). Williams et al. (2004) suggest adherence to inhaled corticosteroids could reduce hospitalisation by 60%. Given Smartinhaler’s ability to significantly and consistently improve adherence, it is expected that implementation of Smartinhalers™ will reduce the burden on the health services and most importantly improve the quality of life for asthmatics.
Potential reduction in medication wastage: In the UK, more than £230 million worth of asthma medicines are returned to pharmacies every year with a significantly larger proportion thought to be disposed by the patients themselves (Horne, 2006). Smartinhalers™ may reduce this wastage by improving treatment adherence as well as facilitating an open discussion about treatment between the clinicians, parents and patients.
Currently, the only similar technology implemented by some NHS funded hospitals is Florence – a telehealth application that connects patient data to healthcare professionals and text messaging to encourage positive behavioural change in patients with chronic illnesses. Although medication reminders can be sent to the phone, it appears text message reminders are less effective than direct device reminders (such as those in the Smartinhaler™) (Strandbygaard et al. 2010; Petrie et al. 2012). Furthermore, objective data about medication adherence cannot be collected using Florence and thus does not allow data-based clinical decisions for asthma. To our knowledge, there is no similar or equivalent technology used in current NHS practice specific for asthma. Standard physician care, asthma action sheets and for children, parental care, is the extent to which asthma medication adherence is addressed by the NHS. The Smartinhaler™ device would work alongside the current systems, used as an additional tool to improve the health of asthmatics, seamlessly integrating with current NHS practice.  
 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Asthma is a major health issue in West Midlands. West Midlands (and South East) had the highest mortality rate for asthma. Furthermore, West Midlands has one of the highest asthma-related hospital admissions in England; in 2008-12, West Midlands was considered one of the worst five regions of England for asthma related admissions; other regions included North East, North West, and Yorkshire and the Humber (British Lung Foundation, 2016). Asthma not only influences health, it is associated with significant cost to society including work and school absenteeism as well as loss of productivity while at work (Bahadori et al. 2009).  
Taken together, introducing innovative and cost-effective digital health solutions is pivotal to the improvement of the health of West Midland’s asthmatics in increasing the quality of life, reducing burden on health services, and increasing economic productivity. As such, the implementation of Smartinhalers™ is a step forward for West Midlands health care system to alleviate the burden of asthma. 
REFERENCES
Bahadori et al. (2009). Economic burden of asthma: a systematic review. BMC pulmonary medicine, 9(1), 1.
British Lung Foundation (2016). Retrieved from https://statistics.blf.org.uk/asthma
Current and planned activity: 
  • Expansion of clinical data: several large and small clinical trials using Smartinhalers in asthma and COPD are on-going or in the prepublication stage. We expect more clinical trial results to be published this year and in the years ahead.
  • Development of new devices and further improvement of existing devices
  • Further improve patient-centred design of the Smartinhaler’s user interface
  • Expansion of global regulatory approvals
What is the intellectual property status of your innovation?:

Adherium has various patent protection in numerous jurisdictions. Furthermore, we hold numerous trademarks and registered design rights for our Smartinhaler™ range.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
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John Tarplee 05/07/2016 - 11:03 Publish 2 comments
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2
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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Innovation 'Elevator Pitch':

Proximity Patients uses RTLS & current NHS data feeds to track, inform, guide & notify patients of the nearest non-urgent service required with capacity or the shortest waiting times. It also tracks patients throughout the facility to avoid delays.
Overview of Innovation:
Proximity Patients is a secure solution for hospitals, medical centres and elderly care, amongst others. Whether locating critical staff in A & E, vital ‘missing’ equipment or absent patients across each site, we help optimise staff, patient and provider benefits whilst offering the opportunity to inform and engage with the patient.
Our software can be linked to other systems such as Vital Signs Monitoring or Asset Management software whilst our hardware can be built into the fabric of the building, added at a later date or simply carried by staff and equipment unknowingly using long life power sources.
Real Time Location Services (RTLS) provide up to the minute details of the whereabouts of all entities ensuring efficiencies and care are optimised by the highest utilisation of hospital resources. Recorded information facilitates process improvements based on actual data, not anecdotal evidence. Periodical reviews of this data encourages optimisation and reduces staff transit times between duties; average patient progress throughout their care can be measured and patterns of behaviour established to reduce long term staff and monitoring costs.
Patients are easily located to ensure their operations start on schedule; after a simple electronic registration they are treated as a valued ‘customer’ by all staff who approach them with a smart device, whether previously known or unknown, immediately putting them at ease and reducing anxiety. Patient services can add revenue streams from hospital shops or other pay to use services, via mobile devices.
For added security, the ‘I Need Assistance’ button can be activated by staff or patients to call for help, either from Security or medical staff, without having to clearly identify who and where they are, saving vital seconds in an emergency.
Patients can also use this infrastructure / data for indoor navigation, finding departments or the nearest useable facilities (toilet, shop, car park, etc), communicate with staff.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Scalable roll-out starting with a low investment for single ward / treatment centre.
We do not rely on BLE (Bluetooth Low Energy) beacons but accurate locators working on 2.4GHz can track people, assets, mobile phones and any other Bluetooth enabled devices to with 10cm accuracy. We have 2-way communication with mobile devices and as such can save on the hospital buying multiple solutions. Utilising the same locators for multiple platforms ensures minimal IT installations and maintenance. Studies in airports have shown that BLE beacons cost an average of £220 pa to maintain whereas maintenance for Proxicon locators’ costs less than £30 pa. Less Proxicon locators required to provide a more accurate tracking solution than beacons; this provides the NHS with multiplied savings over other technologies.
No need for additional user hardware if already using other existing NHS systems such as Systems C VitalPacs and Safe Patient Systems; Proximity Patients utilises the same devices. If no other systems are currently in use we need only use a wifi enabled smart device (tablet, smartphone) or a Bluetooth enabled device for lower level functions which can owned by the patient.
Provides simple interrogation of data in 4D; a 3D environment visible in real time replay. This shows hotspots, such as queues waiting for X-Rays or areas where equipment is constantly being used / left unused, optimising the deployment of life saving assets without the unnecessary and labour intensive time studies through manual observation.
Start to build full electronic patient records of essential data across all departments so clinicians can see the full patient picture at a glance.
Enabled ID cards which can also contain a single use panic button function can be traced to anywhere covered by the locators (internally and externally). A discrete emergency signal can be sent with staff ID and location, cutting security response times significantly.
Essential staff can also be located and deployed via a group message, for example in the case of a major incident, staff can be notified that they need to be on standby to report to A&E or go there immediately. All staff communication can be issued irrespective of their location.
Asset tags can be used to track equipment and provide the latest and up to date operating and maintenance instructions to any smart device saving operator and maintenance staff time.
Case studies can show utilised assets and staff during treatment to identify true costs of care.
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Improved customer experience, whether as a patient, visitor or employee:
  • Patients can be prepared for arrival prior to physical presence being observed. Patients can be sent travel plans via SMS, email, push notification. These can include expected travel times and bus routes, for example, to ensure the patient arrives in plenty of time for their operation / appointment reducing anticipation and anxiety.
  • Voice or visual guidance for all patients and visitors to help plan their arrival route and find
    • Wards
    • Departments
    • Parking
    • Shops
  • Patients already familiar with other NHS mobile platforms can be easily tracked and therefore useful location information provided: whether for appointment / health benefits for the patient or for informing accompanying visitors about available facilities. These include the nearest toilets or food outlets; provides wealth generation such as providing hospital shop offers or pre-ordering food from the hospital cafeteria / restaurants.
  • Patients can notify the facility of special dietary and personal requirements (such as an allergy to nuts) prior to arrival and get confirmation that these requirements have been actioned; saving staff time upon arrival. Staff merely confirm the knowledge on arrival that the patient has previously supplied.
  • Patient experiences can be tracked by an ‘opt-in’ to a “Help the NHS to help you survey” built into the platform, making the patient feel part of an inclusive community with their and the NHS interests at heart.
  • Patients can provide their friends and relatives with their unique patient ID to allow them to be located during visiting hours. By using this service, the patient agrees to allow the NHS to post patient specific notifications to those visitors such as:
    • ‘Patient is nil by mouth’
    • ‘Patient may only have 1 visitor at a time’
    • ‘Please use the Hand Sanitizer upon entering and exiting the ward’
  • Patients who are not nil by mouth can order food and drinks from shops for delivery to their ward and pay by mobile platform such as Android Pay, Apple Pay or Paypal. Similarly, they could order books and newspapers from the shops inventory. This provides comfort to the patient and a feeling of some level of self-control boosting their self-esteem.
Current and planned activity: 
We participate in the Serendip programme in iCentrum, run by Innovation Birmingham. We work with the WM Combined Authority on various transportation solutions & have had several discussions with the WMAHSN team there regarding applying our solutions throughout the NHS in the WM region.
As a result, we have made contact with the Local Eye Health Network to expand on our guidance for those with visual impairments from transport into the healthcare environment. We are open to collaborations with other NHS providers and are currently awaiting a couple of introductions to two of those key established providers previously mentioned.
We require assistance to network and find a suitable sponsor to trial the system. We know our technology works in other environments and there are examples where it has been used successfully in healthcare situations in other countries but not attempting to incorporate all the functions we believe should be built into a NHS / patient tracking / engagement system.
What is the intellectual property status of your innovation?:
The IP of the hardware is owned by our Finnish supply partner Quuppa Oy. The IP of the software belongs to Proxicon.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Neil Tomkinson 15/07/2016 - 13:41 Sign Posted 2 comments
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Votes

Innovation 'Elevator Pitch':
Development of a portable device that will rapidly and accurately determine whether an NG tube has been correctly placed into the stomach.
Overview of Innovation:
Many patients in hospital are unable to swallow safely, and therefore need to be fed by an NG tube passed down their nose into their stomach. Before any liquids can be given to the patient down the tube, it is essential that it is proven to be in the stomach. If it is not in the stomach, there is a danger that the food or drugs given will be delivered into the lungs, which is highly dangerous and completely unacceptable.
 
The normal way of confirming that the tube is correctly placed is for a small amount of gastric acid to be aspirated up the tube, and the pH confirmed to be <5.5. This should be done each and every time before the tube is used – this may be many times in a 24-hour period.
 
Approximately one third of the time, it is not possible to confirm correct tube placement this way – either acid cannot be aspirated, or the pH is >5.5. In these cases, an Xray is required to confirm tube placement. This leads to delays in the tube being used for essential nutrition / drugs, to disruption to the patient experience, to additional radiation, and to additional use of other hospital resources (eg portering the patient to Xray).

We are currently working with Warwick University to build a portable analyser to put into a hospital. We have designed a pilot study to evaluate the scientific method we have developed, which has received ethical approval. If the results are favourable, we envisage a larger trial in multiple centres.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
If the research confirms what we expect then it is expected that an analyser could be made available to hospitals to allow a highly accurate and rapid bedside test of NG tube placement. This would have a number of likely impacts:
  • Reduction in the risk of Never Events
  • Reduction in the need for X-rays
  • Reduction in the amount of time that NG tubes are not used while their position is being checked. Therefore, patients will experience less interruptions in their nutrition and medication, and the associated medical complications which could have arisen as a result.
  • A probable reduction in length of stay of patients
  • Reduced costs to the Trust (and the wider NHS), for all the reasons outlined above
  • Commercial opportunity to patent the technique, manufacture the gas analyser, etc
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
If the research confirms what we expect then it is expected that an analyser could be made available to hospitals to allow a highly accurate and rapid bedside test of NG tube placement. This would have a number of likely impacts:
  • Reduction in the risk of Never Events
  • Reduction in the need for X-rays
  • Reduction in the amount of time that NG tubes are not used while their position is being checked. Therefore, patients will experience less interruptions in their nutrition and medication, and the associated medical complications which could have arisen as a result.
  • A probable reduction in length of stay of patients
  • Reduced costs to the Trust (and the wider NHS), for all the reasons outlined above
  • Commercial opportunity to patent the technique, manufacture the gas analyser, etc
Current and planned activity: 
A study has been designed by the the nutrition team and UHCW, in collaboration with the School of Engineering at Warwick University. This has been granted ethical approval, and will be completed by the end of Aug 16.
 
  • Study design – observational cohort study
  • Study population – patients at UHCW NHS Trust with NG tubes already in place – based on predetermined clinical decision.
  • Intervention
  • Outcome Measures – the results will be compared to the current method.
If anybody wishes to discuss this with us we would be interested in arranging for a confidentiality agreement to be put in place to allow conversations.
What is the intellectual property status of your innovation?:
No formal protection in place as of yet though will be sought after the trial stage. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
Regional Scalability:
In development 
Measures:
In development 
Adoption target:
In development 
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Richard King 18/07/2016 - 10:10 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
LiverMultiScan is an FDA 510(k) cleared and CE marked MRI technology that provides a quantitative assessment of liver health, including fibroinflammatory disease, steatosis and iron, all in a non-contrast 5 minute scan.
Overview of Innovation:
Perspectum Diagnostics is a medical imaging company with an ISO 13485 compliant CoreLab. The company has developed novel imaging technology, LiverMultiScan, an MRI-based non-invasive tool that has attained CE-marking and FDA 510(k) clearance to aid the diagnosis of patients with chronic liver disease.
LiverMultiScan (and LiverMultiScan Discover for clinical trial use) can characterise liver tissue in three ways, providing accurate measurements of liver fat, hepatic iron content and fibro-inflammatory disease, using the proprietary Liver Inflammation and Fibrosis (LIF) score. The LIF score has been shown to stratify NAFLD and NASH patients (Pavlides, 2015), correlate with histological markers of inflammation and fibrosis (Banerjee, 2014), and most importantly, is the first imaging test to predict liver-related clinical outcomes (Pavlides, 2016). It is the only liver imaging technology included in the UK Biobank study, with 100,000 scans to be performed in the coming years (Kelly, 2015).
Available as a Quantitative Analysis Service (QAS), LiverMultiScan has been cleared as an imaging tool to aid the diagnosis of early liver disease. It offers a standardised and high-quality method for supporting Gastroenterology/Hepatology and Radiology departments in diagnosis and monitoring of the liver in clinical settings and studies, and has potential to streamline clinical management by compressing the diagnostic pathway. Perspectum is also supporting multiple international clinical trials with LiverMultiScan Discover.
  • Banerjee et al. (2014) Multiparametric magnetic resonance for the non-invasive diagnosis of liver disease. J Hepatol. 60:69-77.
  • Kelly et al. (2015) Predicted prevalence of NAFLD and NASH in a large population using non-invasive multiparametric MRI. AASLD 2015. Abstract ID: 931.
  • Pavlides et al. (2015) Multi-parametric magnetic resonance can accurately assess NAFLD histological disease severity; comparison with transient elastography. AASLD 2015. Abstract ID: 2190.
  • Pavlides et al. (2016) Multiparametric magnetic resonance imaging predicts clinical outcomes in patients with chronic liver disease. J Hepatol. 64:308-315.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wealth creation / Clinical trials and evidence / Digital health / Patient and medicines safety
Benefit to NHS:
The utility of LiverMultiScan for assessing fibroinflammatory disease, steatosis and predicting clinical outcomes means it is well-positioned to reduce (and potentially remove) the need to perform invasive liver biopsies. It also facilitates longitudinal monitoring, which is near impossible with current sampling technology.
According to a recent NIHR HTA report, the cost of a liver biopsy is £956, but this can increase significantly with complications (clinically significant bleeding in 1.1 – 1.6%). For healthcare providers, liver biopsies are unappealing because of the attendant risk, financial cost, lack of reliability (as sampling only 0.002% of the liver volume), and uncertainty in interpretation. Nevertheless, primarily because there has not been a viable alternative, it is estimated that 650,000 liver biopsies are performed annually worldwide. 
There are substantial costs associated with managing patients with NAFLD, in particular for those patients progressing to NASH who are at significant risk of cirrhosis, HCC and liver failure. Although pharmacologic options are limited, there are numerous clinical trials ongoing.
Available treatment options increase (e.g., diet, surgery), outcomes improve and healthcare costs decrease the earlier those with, or at risk of, more advanced disease are identified. When combined with the rising incidence of NAFLD and NASH, the availability of a non-invasive test for accurately assessing fibroinflammatory disease, steatosis and predicting clinical outcomes, is vital.
A recent health economic study (submitted for publication) from the University of Birmingham concluded that LiverMultiScan is cost effective either as an adjunct to or replacement of Fibroscan in the diagnostic pathway of NAFLD. In addition, the utility of LiverMultiScan in reducing the proportion of patients with suspected NAFLD undergoing hospital consultations and/or liver biopsies is currently being evaluated in a large Europe-wide multicentre clinical trial (including the UK).
LiverMultiScan could allow:
  • A faster throughput and diagnostic analysis than conventional sampling – reducing patient lists and identifying those that need and do not need clinical intervention.
  • Regular monitoring of patients without painful invasive and potentially dangerous biopsies.
  • A less traumatic assessment of liver disease in children.
  • Assessment of liver health in other diseases (e.g., viral hepatitis, alcoholic liver disease)
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
Liver disease is the fifth ‘big killer’ in England and Wales, after heart, cancer, stroke and respiratory disease (http://www.britishlivertrust.org.uk/about-us/media-centre/facts-about-liver-disease), with twice as many people dying from liver disease now compared to 1991.
In a European study, the healthcare costs for patients with NAFLD were 26% higher than for those without the disease (Baumeister, 2008). In the US, the direct costs of cirrhosis and chronic liver disease were estimated to by $2.5 billion, whereas indirect costs were estimated to be $10.6 billion (Ruhl, 2008).
Identifying those with, or at risk of, more advanced liver disease earlier increases treatment options available, reduces healthcare costs and improves outcomes. Benefitting both the NHS and wider West Midlands community.
This diagnostic test could also be used to aid the diagnosis and monitoring of liver disease in children, with a European clinical trial underway.
 
  • Baumeister et al. (2008) Impact of fatty liver disease on health care utilization and costs in a general population: A 5-year observation. Gastroenterology. 134:85.
  • Ruhl et al. (2008) Costs of digestive disease. In The Burden of Digestive Disease in the United States. NIH Publication. pp 137-143.
Current and planned activity: 
LiverMultiScan currently in use at University Hospitals in Birmingham, Edinburgh, Oxford Southampton & Kings College London (KCL). Discussions with other NHS sites

Recent completion of large Innovate UK funded 2.5 year study at University Hospitals Birmingham & Edinburgh to develop & validate against liver biopsy

KCL is UK site for large EU multi-centre clinical trial to evaluate cost-effectiveness of LiverMultiScan in primary care pathway.

Patient study - 100 patients with history of liver disease receive LiverMultiScan, nearing completion with extremely +ve feedback

LiverMultiScan is only liver imaging technology in UK Biobank - 100,000 subjects to be imaged

Planned activity
West Midlands location of choice as:
  • Build on relationship with University of Birmingham following 2.5 yr study
  • West Midland’s considerable expertise in liver disease
  • Large patient cohort and trials infrastructure
  • Involve Children’s Hospital in study
  • Dr Banerjee, founder & CEO, visiting Hon. Consultant Hepatologist at UHB
What is the intellectual property status of your innovation?:
Perspectum holds or exclusively licenses 7 patent applications in the UK and other territories. To date, one has been granted in the UK (GB2497668).
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Matt Kelly 03/08/2016 - 11:07 Publish Login or Register to post comments
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Votes
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Innovation 'Elevator Pitch':
An engaging educational board game and HTML5 web app to help children with Cystic Fibrosis, and their families, to improve their understanding of the condition and how to manage it.
Overview of Innovation:
The game is designed to help children and families manage Cystic Fibrosis more effectively. Originally created by specialists at Coventry & Warwickshire Partnership NHS Trust to help healthcare professionals develop a more effective relationship with young patients and their families. The game was so effective that Focus Games Ltd was asked to redesign and streamline the game and make it available to a wider audience.

The game is designed for between 2 and 4 individual players (or small teams of players) who compete to move around the board answering CF-related questions and scenarios correctly. The game is very easy to play and doesn’t require a specialist facilitator; anyone can play the game. This makes it ideal for use in the home and at school with family, friends and schoolmates.
 
Objectives
To help young patients, their families and friends to improve their understanding of Cystic Fibrosis and to manage the condition more effectively.
 
A patient engagement tool for healthcare specialists to use:
  • Children with Cystic Fibrosis
  • Families & friends of CF patients
  • Schools
  • Public health awareness
Can be used in:
  • CF clinics
  • Other healthcare settings
  • At home
  • In school
The board game is very portable, the rules are very simple and specialist facilitation skills are not required so the game can be played by anybody in any setting.
 
The board game is competitive and accommodates up to 4 individual  players, or teams of players. Games last between 45 and 60 minutes.

The HTML5 web app is a simplified version of the board game designed for individuals to use on smartphones, tablets and desktop PCs. However, it can also be used with groups on tablets, screens and interactive whitebboards etc.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The original game was developed by Coventry and Warwickshire Partnership NHS Trust and Focus Games Ltd has refined and reworked the game to make it more engaging and more likley to suceed as a commercial product. This process was supported byMidTECH Innovations (NHS Innovations West Midlands).

Benefits to the NHS include:  
  • Increased  knowledge of CF not just for the patient but for the whole family and improved engagement with the CF Team - This would help give children and young people a sense of control in managing their condition. Symptoms are recognised by CF patients and parents early and acted upon so infections are treated quickly therefore less time would be spent as in an inpatient making savings on bed space and staffing.
  • Increased understanding of treatments - Children can express and explore their fears and emotions in a safe place. Play provides the medium to help manage these feelings and therefore promotes resilience
  • Improved  compliance with treatment – Children and young people with CF will often have multiple treatment regimens to follow. The CF game gives an understanding of why particular treatments/medicines need to be adhered to. Compliance would mean improved and less stressful visits for treatments and hospital appointments where children are having to be persuaded  to comply with cough swabs/lung function tests etc. This can take up a considerable amount of time for nurses and Doctors both in the Community and the Hospital.
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
All of the benefits that the game could deliver for the NHS would benefit the WM population. In addition the game has been developed by a WM NHS Trust and as such the publicity and any shared revenue will be focussed on the WM.
Current and planned activity: 
The original game was developed by Coventry and Warwickshire Partnership NHS Trust and Focus Games Ltd has refined and reworked the game to make it more engaging and more likley to suceed as a commercial product. This process was supported byMidTECH Innovations (NHS Innovations West Midlands).

The board game has been tested within the NHS and also by members of patient support groups. Feedback has been positive and we now wish to extend the scope of testing to cover a more sophisticated online version of the game and also to manufacture the board game.
What is the intellectual property status of your innovation?:
The IP is owned by Coventry and Warwickshire Partnership NHS Trust, and used by Focus Games Ltd under licence from them.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
Regional Scalability:
This game is designed to be used anywhere in the UK, and possibly overseas. We have not yet secured the funding to launch the game commercially. However, we have launched many other games that are being used extensively in the UK and overseas so we are confident that the model works.
Measures:
The most practical measure will be the collection of qualitative feedback from users both patients, carers and healthcare professionals. This would include ongoing questions about any changes to lifestyle and treatement adeherence. This being done for many other existing games that we have published. We would also approach independent stakeholders and hope to encourage them to study the efficacy of the game.
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Andy Yeoman 24/08/2016 - 16:08 Sign Posted Login or Register to post comments
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Innovation 'Elevator Pitch':
Flo-Tone CR is a tool helping patients acquire good Maintenance & Technique in using Pressurised Inhalers, teaching how to Inhale SLOWLY and STEADILY. Inhaler Technique Skills are important and a major theme in BTS, GINA and NICE guidance.
Overview of Innovation:
Flo-Tone MDI (also known as Flo-Tone CR) uses a ‘Positive’ Coaching Whistle to help patients learn to inhale SLOWLY and STEADILY. Whistle Signal is a prompt for the canister to be pressed releasing the medication & the duration of the Whistle helps the professional to coach the patient towards correct use.
Pressurised inhaler mouthpieces come in a variety of shapes, accordingly Flo-Tone was originally produced in ‘Circular’ & ‘Regular’ Models. A new improved Flo-Tone CR now fits all mouthpiece shapes by fitting inside the pMDI mouthpiece. The new design ensures all pMDIs produce a whistle at the same flow rate, helping standardise technique.
Studies have been conducted with the new Flo-Tone to ensure that it delivers the full dose. The first study detailing the development of the improvement & its performance was presented at BTS 2015 & subsequently at DDL26.
Available on prescription, the improved Flo-Tone CR can be used with a pMDI simulator (Trainhaler) for training & with the Patient pMDI. It incorporates a cap so that it can be left in situ on the Inhaler. It also includes a rim on the mouthpiece to help patients get their teeth out of the way of the aerosol spray.
We have tested Flo-Tone CR with a variety of inhaled medications (Flutiform, Clenil, Ventolin, QVAR and Sirdupla) – in each case the respirable dose (ie that part that reaches the lungs) delivered for the medication plus Flo-Tone closely matched that of the device alone & in each case unwanted throat deposition was reduced.
•Flo-Tone CR controls the resistance of the pMDI, thereby standardising the flow rate at which  
  Flo-Tone CR whistles
•Provide inhalation & coordination guidance
•Sounds (20-25 L/min)
•Drug delivery improvement = Therapeutic Improvement
•Less throat deposition – potentially less unwanted Throat Side-Effects
•Better control - less breakthrough – less SABA needed
•Better control – less hospitalisation 


• Spacer & Mask with anti-Microbial & anti-static properties
Collapsible – helps with storage & travel
• Visible valve movement - see that the drug is being Inhaled
• Suitable for adults & children
• Performance validated with pMDI’s
• Accepts all pMDI’s available
• Available with small & medium mask


• Ideal for emergency services use, schools & within General Practice & Hospitals for reversibility testing
• Single patient use
• Economical & environmentally friendly
• Performance validated with pMDI’s
• Available in bulk pack 
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
There have been many papers published, detailing the misuse of pMDI among patients;
Clement Clarke International have used their expertise to concentrate on this area of products. This
has led to the introduction of the ‘Inhaler Technique Training’ range. Each device is targeted at the
training of inhalation technique, guiding patients to inhale at the correct flow rate for pMDI use.
 
Inhaler technique errors occur in the hands of patients and healthcare professionals. It has been
demonstrated that the majority of healthcare professionals cannot demonstrate correct inhaler use
to their patients. It is not therefore surprising that patients are mostly unable to demonstrate good
inhaler technique. The consequences are significant; patients take higher doses to compensate for
lack of efficacy from medication lost through poor technique, this results in poorer control,
hospitalisation and increased healthcare costs.

The Clement Clarke ‘Inhaler Technique Training’ range delivers more reliable, more effective and patient friendly usage of medication and treatment (therapy) delivery.
Benefits summary
  • Patient friendly medication management and use
  • More effective and accurate delivery of medication to lungs
  • Reduced number of hospital admissions
  • Reduced number of un-planned clinical interventions
  • Reduced associated therapeutic costs
  • Improved patients’ health and quality of life
  • Available on the National Drug Tariff
  • Low cost devices
  • Available for immediate use
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
The West Midlands region provides a great opportunity for rapid realisation of the benefits of improved inhaler training from a clinical, economic and patients’ quality of life perspectives.

All the required products and training materials are currently available for instant deployment and would offer significant benefits to those GP practices or secondary care providers willing to challenge existing ineffective training and delivery mechanisms and who would act as either the Regional or National adoption lead.
 
A comprehensive breakdown of the tools and devices required for a GP practice has been provided in an attached document (Essential Requirements for GP Practice Inhaler Training Kits).
Current and planned activity: 
Current NHS activity
Key areas of Contact are Lung Function & Respiratory Medicine which include Respiratory Physiologists & Respiratory Nurses both in Adults & Paediatrics.
 
Flo-Tone has been adopted by Wolverhampton CCG.

Planned/required activity
As a Manufacturer, Clement Clarke undertakes an extensive R&D program and also undertakes On-Site Clinical Trials with GP Practice & Secondary Care.
However, research and trials support partners would be welcomed to further develop the evidence base demonstrating the benefits of improved staff training with associated patient benefits.
In addition, Health Economic studies would also be welcomed to quantify the medication and admission cost savings that would be achieved. This would supplement the Isle of Wight study and include a wider geographical and ethnic / demographic patient cohort.
What is the intellectual property status of your innovation?:
All intellectual Property for devices and training is held by Clement Clarke International
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
3
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Anthony Silvio Philips 31/08/2016 - 11:46 Publish Login or Register to post comments
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1
Votes
-99999
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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0
Votes

Innovation 'Elevator Pitch':
This project aims to improve patient knowledge and confidence in the correct use of injectable therapies via pharmacy intervention with New Medicines Service (NMS) and Medicines Use Review (MUR). 
Overview of Innovation:
It is intended that this work will develop:
  • A framework for both the NMS and MUR consultation for community pharmacists on injectable therapies in diabetes. To include safe administration, safety, including appropriate quantities of insulin adn adherence. 
  • Pharma outcomes will be used to support framework and implementation of project. This will also enable commissioners to understand the quality of the interactions from pharmacy. 
  • Develop an education framework for pharmacists to deliver injectable therapy NMS and MUR.
  • Upskill community pharmacists around the pilot site to deliver patient support for injectable therapies via NMS and MUR.
  • Process map current and future state for MUR service.
  • Measure outcomes to show the value of interventions.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Patient and medicines safety / Person centred care
Benefit to NHS:
  • Reduce medicines wastage.
  • Reduce hospital admissions due to adverse events from medicines.
  • Lead to increased Yellow Card reporting of adverse reactions to medicines by pharmacists and patients, thereby supporting improved pharmacovigilance.
  • Pharmacist's intervention receives positive assessment from patients.
  • Improve the evidence base on the effectiveness of the service.
  • Support the development of outcome and/or quality measures for community pharmacy.
This project will develop resources which in turn can be used to replicate this work - to include the following:
  • Consultation framework to be adopted for NMS and MUR in Pharma Outcomes.
  • Integration of pharmacist care in line with the 5 Year Forward View.
  • Improvement of pharmacist skills around injectable therapies through NMS and MUR. 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Patient benefits will be those expected from the NMS and MUR service, which are:
  1. Improve patient adherence which will generally lead to better health outcomes
  2. Increase patient engagement with their condition and medicines, supporting patients in making decisions about their treatment and self-management.
  3. Improve patients' understanding of their medicines
  4. Highlight problematic side effects and propose solutions where appropriate
  5. Improve adherence
  6. Reduce medicines stock piling adn safety but encouraging patients only to order the medicines they require
Current and planned activity: 
A Joint Working Agreement is being established between the West Midlands AHSN, Sat Kotecha, Chair of Local Professional Network, NHS England, Mark Galloway, Head of Medicines Management, Coventry and Rugby CCG, Novo Nordisk, Eli Lilly and Sanofi. 

This project will focus on the community pharmacists surrounding specific surgeries within Coventry and Rugby CCG and is to prove the solution before wider scale adoption.  It interfaces with a number of other pieces of work:-
  1. Coventry and Rugby Programme Board for service improvement in diabetes.
  2. Reducing variability and improving diabetes care project with UHCW and specialist input into improving the care in 8 practices in Coventry.
  3. Coventry diabetes community service is looking at compliance with diabetes medications.
  4. There is closer working between Coventry and Rugby CCG and North Warwickshire CCG. 
What is the intellectual property status of your innovation?:
Support from MidTECH in identifying the potential for IP to fall out of this piece of work would be appreciated. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
3
Co-Authors:
Regional Scalability:
This is the proof of solution and will provide the framework for how this could be scaled across the region. Having the LPN Chair leading on this piece of work alongside the CCG Head of Medicines Management means that wider adoption is a key predictor of success for this programme. 
Measures:
Measures are currently being developed with the core team in further detail. However the high level outcomes and measurements currently identified are: 
Outcomes
Patient confidence for use of injectable therapies
Community pharmacist confidence in delivery of NMS and MUR on injectable therapies.
Delivery of NMS and MUR on injectable therapy

Measurements
Community pharmacists engaged with the project to measure via PROM – to be developed as part of the project.
Measure pre and post education and at 3 months post.
Measure baseline of chosen pharmacist and end point of NMS+ and MUR+.
Adoption target:
Fully implemented across Coventry and Rugby CCG
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Lucy Chatwin 05/09/2016 - 13:44 Detailed Submission Login or Register to post comments
0
0
Votes
-99999
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
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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
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Votes
-99999
Innovation 'Elevator Pitch':
MedsMinder is designed to help people improve their medications taking with behaviour change principles so that they can fully benefit from the medications their doctors prescribe for them. Reducing wastage, facilitated by pharmacists and SBRI

 
Overview of Innovation:
MedsMinder is designed to help people improve their medications taking so that they can fully benefit from the medications their doctors prescribe for them. The NHS works hard to help people improve their health, yet much of the drugs budget is wasted, and people’s health deteriorates when people forget to take their medicines correctly, and we want to help patients and the NHS to improve.
medsminder is being developed by ADI in Saltaire, Bradford, under the SBRI-Healthcare programme funded by NHS England. Its purpose is to develop effective ways to help people improve their adherence to prescribed medication, which will both improve their health and help the NHS avoid waste.
It builds on the behaviour change work of Dr Ian Kellar, Associate Professor of the School of Psychology at the University of Leeds. For more information, contact Dr Kellar ati.kellar@leeds.ac.uk.
The programme is being facilitated by Prescribing Support Services (PSS)
Secure integration into clinical systems  and pathways. Allows trusted two-way flow of information between patients and professionals such as pharmacists and clinicians, that can be relied and acted upon.  Data on adherence, per medication dose, is available to clinicians/pharmacists via the clinical portal. Clinicians can message users individually or as a group.
 Much more impact on long-term patient engagement and  adherence than “free”, timer-based apps. The psychological basis is founded upon Behaviour Change principles supplied and guided by Prof Ian Kellar, University of Leeds: Essentially this aims to involve the user in creating and maintaining a routine that supports his/her personal lifestyle. 
Specifically:
  • Planning - the user decides when to schedule medication doses not based on clock time, but on routine event cues, such as meals or other daily activities. 
  • Logging - this is self-monitoring of medication taking, which is known to report actual adherence far more accurately than retrospective self-reporting.
  • Routine awareness - the app knows when and where you actually take doses, and adapts and learns what normal behaviour is over time, thereby allowing more appropriate reminders and prompts.
  • Multi-language support 
  • Digital ordering of repeat prescriptions.  ( which is flagged to clinicians and pharmacists). 
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: 
Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Estimation only as under evaluation:
  1. Summary of  financialsnd your estimate of ROI for the CCG
    • Estimated ROI for CCG :
      • Meds Companion users show improved  average adherence >15% vs baseline, across a range of medications ( Ian Kellar).. Translates into  different benefits and savings for the CCG eg improved control of type II diabetes using monotherapy and concomitant reduction in more expensive dual/triple therapy. (see example). Estimate minimum £250,000 in-year cash savings to Bradford CCGs with 50% takeup of the Meds Companion service, as well as longer-term improvement in outcomes from better adherence.
      • Meds Companion users have increased and convenient engagement with the repeat prescription ordering process, synchronising this with actual logged consumption, thereby reducing oversupply and enabling instant switchoff of unwanted repeat ordering.   Estimate minimum £50,000 in-year cash savings to Bradford CCGs from unwanted or premature repeats based on 50% usage of Meds Companion
=> estimated total in-year savings of £300k.
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
There a great need for prescription waste reduction across all CCGs, the AF Programmes of care with new drugs is also key.
With regards to AF, adherence 
Current and planned activity: 
We are keen to work with any CCG, NHS Trust which is looking to reduce wastage, has an AF or Diabetes programme that needs some adherence tools for patients or has programmes which suite the MedsMinder app.
What is the intellectual property status of your innovation?:
ADI own the IP
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
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?
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Keli Shipley 22/09/2016 - 16:22 Sign Posted 1 comment
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Votes

Innovation 'Elevator Pitch':
The Sound Doctor has over 250 high quality short educational films. Evaluations show they work by changing behaviours and improving outcomes to help people get the best out of life with long term conditions. 
Overview of Innovation:
The Sound Doctor is the leading provider of film and audio content for patients in the UK. Our content is thought to be unmatched in quality, range and production values and evaluations show it works by changing behaviours.and improving outcomes to help people get the best out of life with long term conditions.
 
Our films are endorsed by leading charities and adhere to NICE guidelines.
Conditions covered are COPD, Diabetes, back pain, dementia and weight management surgery.  A large series on heart conditions including cholesterol and hypertension, will be made shortly. 
There are over 250 films in our library so far and it is constantly growing.
We also create animations. We have a range of health and wellness short animations which are now being used in pharmacies and GP surgeries around the country. 
In addition, the team also devised and produce Health Today, a national radio programme for NHS England – nhs.uk/healthtodayradio
 
We have evidence that patients with diabetes, for example, have changed their attitudes towards diet and exercise as a result of watching our films. People with COPD are more confident about dealing with exacerbations at home. We also know that across all conditions they are considered a valuable part of people’s health care and improve patient experience.
 
The aims of The Sound Doctor, and there is evidence of this as well, are:
 
1. To reduce the number of avoidable admissions (and readmissions) to hospital
2. To reduce the need for face to face contact with consultants, physicians, nurses, physiotherapists and others (and to improve the quality of meetings which do take place)
3. To address the issue of co-morbidities by creating a multi-condition library
4. To improve medicines management and compliance with medications
5. To improve the quality of care for patients (and patient experience of their care)
6. To help people get the most out of life through effective self-management
   
About us:
The Sound Doctor was founded by Dominic Arkwright and Rosie Runciman and is a registered social enterprise.
Dominic worked as a reporter at the BBC for more than 20 years, mostly on Radio 4 's Today Programme as well as Newsnight and PM. He also presented discussion programme 'Off the Page' and 'The Call' on Radio 4.
Rosie Runciman also worked at the BBC for more than 20 years on Radio 4's Today programme, Newsnight, Radio 5 Live and at The World Service. She was Editor of Newshour and Assistant Editor at Five Live.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  • For clinicians 
    • Complements and supports sessions
    • Sessions more focused and efficient to achieve better health outcomes
    • Reduces appointments, admissions and DNAs
  • For providers 
    • More efficient caseloads, better outcomes for patients, reduced waiting lists
    • Money saved through reduced numbers of GP appointments, hospital admissions and DNAs
Return On Investment (GPs)
Cost of TSD per patient per annum = £5.00
 
Average number of GP visits pre TSD = 3.7 appointments Average number of GP visits post TSD = 0.42 appointments
 
3 fewer appointments per TSD user x payment for each appointment of
£23.50 (NHS tariffs) = £70.50 per patient; an ROI of 1:14
 
Average number of GP DNAs pre TSD = 2.5 appointments Average number of GP DNAs post TSD = 0.5 appointments
 
2 fewer DNAs per TSD user x cost of each DNA of £36 (Kings Fund) = £72 per patient; an ROI of 1:14
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Benefits for patients
  
  • Empowers and encourages people’s engagement with their condition
  
  • Improves medicines adherence
  
  • Improves overall quality of care
  
  • Improves people’s experience of and satisafaction with their care
Current and planned activity: 
Who’s using The Sound Doctor
•  CCGs 
  • Barnsley, Gloucestershire, West Leicester, Wirral, Newcastle, Central London Community Health Trust
  
  • Hospital Trusts 
    • Guy’s and Tommy’s NHS Trust
    • Liverpool Heart and Chest Hospital
  
  • Other 
    • Philips Healthcare
    • All South London pharmacies
    • Jhoots Pharmacies
    • NAPC Practice Innovation Network
    •  
 
What is the intellectual property status of your innovation?:
We own the IP on all our content
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Dominic Arkwright 26/09/2016 - 15:02 Publish 1 comment
5
1
Votes
-99999
Innovation 'Elevator Pitch':
The Sound Doctor has over 250 high quality short educational films. Evaluations show they work by changing behaviours and improving outcomes to help people get the best out of life with long term conditions. 
Overview of Innovation:
The Sound Doctor is the leading provider of film and audio content for patients in the UK. Our content is thought to be unmatched in quality, range and production values and evaluations show it works by changing behaviours.and improving outcomes to help people get the best out of life with long term conditions.
 
Our films are endorsed by leading charities and adhere to NICE guidelines.
Conditions covered are COPD, Diabetes, back pain, dementia and weight management surgery.  A large series on heart conditions including cholesterol and hypertension, will be made shortly. 
There are over 250 films in our library so far and it is constantly growing.
We also create animations. We have a range of health and wellness short animations which are now being used in pharmacies and GP surgeries around the country. 
In addition, the team also devised and produce Health Today, a national radio programme for NHS England – nhs.uk/healthtodayradio
 
We have evidence that patients with diabetes, for example, have changed their attitudes towards diet and exercise as a result of watching our films. People with COPD are more confident about dealing with exacerbations at home. We also know that across all conditions they are considered a valuable part of people’s health care and improve patient experience.
 
The aims of The Sound Doctor, and there is evidence of this as well, are:
 
1. To reduce the number of avoidable admissions (and readmissions) to hospital
2. To reduce the need for face to face contact with consultants, physicians, nurses, physiotherapists and others (and to improve the quality of meetings which do take place)
3. To address the issue of co-morbidities by creating a multi-condition library
4. To improve medicines management and compliance with medications
5. To improve the quality of care for patients (and patient experience of their care)
6. To help people get the most out of life through effective self-management
   
About us:
The Sound Doctor was founded by Dominic Arkwright and Rosie Runciman and is a registered social enterprise.
Dominic worked as a reporter at the BBC for more than 20 years, mostly on Radio 4 's Today Programme as well as Newsnight and PM. He also presented discussion programme 'Off the Page' and 'The Call' on Radio 4.
Rosie Runciman also worked at the BBC for more than 20 years on Radio 4's Today programme, Newsnight, Radio 5