Wellness and prevention of illness

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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':
myCOPD is the first step for patients in having their COPD pathway online. 98% of patients had their inhaler technique corrected with no clinical interaction with myCOPD.
Overview of Innovation:
myCOPD is a complete online self-management solution for patients with COPD. Developed under a £1millon NHS contract, myCOPD was selected by Sir Bruce Keogh for the NHS Innovation Accelerator Programme.
https://mycopd.mymhealth.com
https://mypulmonary.rehab
myCOPD is able to deliver the expertise normally provided by the consultant, nurse, physiotherapist, pharmacist and even psychologist at a time and place to suit the patient.
Built by clinicians and tested with patients, myCOPD delivers a simple, functional user interface that can be accessed on any device that connects to the Internet from smartphones and tablets to laptops and desktop computers delivering advanced patient self-management, education, pulmonary rehabilitation and disease management at an individual and population level.
myCOPD brings together patients and clinicians in a single, integrated platform delivering an interface for the clinician managing a population of patients with COPD. The clinician dashboard allows the prompt identification of patients with worsening symptoms. Allowing clinicians to monitor their population more efficiently and allocate resources more appropriately. 
myCOPD is scalable, fully language and region translatable allowing the application to be used in multicultural communities and wider markets in Europe and beyond.

myCOPD has proven to correct 98% of inhaler errors (present in over 90% of patients) with no other clinical intervention.

Patient features
  • An interface where patients can feedback their symptoms and quality of life scores to their health care provider
  • Online self-management plan
  • Patient education
  • Online inhaler diary
  • Oxygen alert card
  • Inhaler technique videos
  • Comprehensive online pulmonary rehabilitation program
Clinician features
  • Community/Exacerbation Review
  • Primary Care Review
  • Secondary Care Review
  • Oxygen Assessment
  • Spirometry
  • Medicine use review
  • Upload any document
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 / Person centred care
Benefit to NHS:
There is no cure for COPD and good symptom management is essential to stablise disease and prevent recurrent flare-ups or exacerbations. Exacerbations often require intensive treatment and can be severe enough to require hospital admission. COPD is associated with considerable costs, both to the NHS and to society. COPD is the second most common reason for emergency admission to hospital, accounting for one in eight non-elective admissions1. In England in 2012-2013, there were 121,836 admissions for COPD of which the vast majority (95%, n=115,814) were emergency admissions.
From a clinical standpoint, the benefits of systematic symptom documentation, explicit care planning, improved inhaler technique, improved adherence and better access to pulmonary rehabilitation can all be expected to yield improved disease control. The myCOPD system has been evaluated and each individual component has been shown to reduce the likelihood of an acute exacerbation or allow it to be identified early enough to avoid hospital admission. This has clear cut economic benefits.
Prior to going onto myCOPD, over 90% of patients were not able to use their inhalers properly, after 3 months with no clinical interaction the patients were re-evaluated. The result was that 98% of patients were then able to use their inhalers properly with no clinical errors. 95% of patients improved their CAT score. The cost of medicines wastage to the NHS runs well into the millions, add on the fact that patients are not able to take their medications we are wasting money on medications on a large scale.
Now if patients were able to take their inhalers properly and we start to see the drug trial results with exacerbation reduction by around 25%, the savings would be on a large scale. There is an economic evaluation attached which was completed by a third party prior to our SBRI Phase II application for detailed cost savings.
When it comes to Pulmonary Rehabilitation, we are able to provide this at 100th of the cost of current channels.
 
Online Discussion Rating
4.83 (6 ratings)
Initial Review Rating
4.80 (2 ratings)
Benefit to WM population:
We believe that self-management should begin at the point of diagnosis. We need to put the right tools in the patient’s hands at the start of their pathway, not at the end, not in the middle or somewhere in between, but at the start. Mortality in COPD is high, patients do not want to go to hospital and will often turn to the internet when they need answers about their disease. For most of us, our lives are managed online – banking, shopping, to name a few but not our health, for now. Having a better-educated COPD population, that can access the information they need and more, which has been written by NHS respiratory specialists, will ensure patients understand their disease like never before. Are able to keep track of symptoms and medicines usage. What we will start to see is a better informed patient population, that understands when their CAT scores are getting higher they need to start their rescue pack – that will not only save a nurse/GP appointments but help the patients recover quicker.
Pulmonary rehabilitation (PR) is delivered at a dictated time, day and place – thus resulting in only 5-7% of the eligible COPD population being able to access PR. For the first time the WM population will have the option of opting to do their classes either face to face through the traditional channels, or online or as part of a blended programme where they can access both face to face and digital. Thus delivering real patient choice to how and where they receive their rehab care. 

 
Current and planned activity: 
Back in July, Sir Bruce Keogh announced after a global calling that they had selected 17 proven technologies to be rolled out at scale across the NHS, in line with the vision of the Five Year Forward View. myCOPD was one of them and the only respiratory selection. Over the last 6 months we have been working with many senior figures across the NHS to uncover the barriers and real drivers for change. We have focused our activities with aligned AHSNs and the largest COPD based CCG populations. We want to raise awareness that a digital self-management solution is now available for those with COPD, the aim is to get the solution commissioned across CCGs so all patients are able to access it.
 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The innovation is easily and readily scalable. All data that feeds into myCOPD sits on servers at Portsmouth NHS Trust on the N3 network. As this is an online solution, scalability is not an obstacle, it has been built on Cassandra databases which means linear scaling is infinite - these are the same platforms Netflix, Google and other use. When a CCG has full access to myCOPD it is easy to create user/patient accounts - with the click of a button.
 
We have not scaled in any other area - we have only been fully ready for market since December 2015.
 
Measures:
The outcomes are reductions in hospitals admissions, re-admissions, increased access to pulmonary rehab, increased completed number of pulmonary rehab attendees, a significant improvement in inhaler/medication adherence, improvement with inhaler technique.
 
Imbedded within the programmes for the patients is the COPD Assessment Test (CAT). Which is a patient-completed instrument that complements existing approaches to assessing COPD impact. It has been designed to provide a simple and reliable measure of health status in COPD and assists patients and their physicians in quantifying the impact of COPD on the patient’s health. 
The CAT has undergone a rigorous, scientific development process and the first validation studies show that it has properties very similar to much more complex health status questionnaires such as the St George’s Respiratory Questionnaire (SGRQ) that are used in research studies. It takes only a fraction of the time to complete, however, making it suitable for routine use. It is and has been used in COPD studies in Europe, USA and Asia. 
 
Year on year admissions into hospital with COPD are increasing, the impact the solution makes on the patient population can be measured through past admissions data Vs. patients on myCOPD and looking at re-admissions data.
 
Adoption target:
Is for 3-5 CCGs in the WM provide access for patients to both myCOPD and myPR within the next 12 months. This will provide access to at least 6,000 patients. It can used within the community, primary care and secondary care teams. There is currently a complete abscence of relaible tools for patients and clinicians in the digital space for COPD.
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Ian Thompson 11/01/2016 - 11:28 Sign Posted 12 comments
0
0
Votes

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


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

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

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

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

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

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

Innovation 'Elevator Pitch':
OsCare Sono allows early assessment of Osteoporosis risk in an out of hospital environment. It is a low cost device, can be used by any healthcare professional, emits no radiation, proven technology & vastly improved patient outcomes and cost savings
Overview of Innovation:
The OsCare Sono™ measures ultrasound wave propagation longitudinally in the radial bone. In comparison to other ultrasound bone sonometers, the OsCare Sono™ has a lower ultrasound frequency, of about 200 kHz. The low frequency ultrasound travels deeper in to the bone tissue providing better correlation with cortical thickness and its patented transducers and algorithms help to eliminate the effect of soft tissue. Oscare Sono also uses the radial bone which is easier to access and more sensitive to osteoporotic changes.

The device compares the measurement result to the available reference population group data and calculates the Z- and T-Score values, indicating if the patient has an increased risk of osteoporosis and future fractures.
OsCare Sono™ measurement results help to recognize those individuals who are at higher risk for osteoporosis and potentially further investigations such as a DEXA.
Osteoporosis is an increasingly prevalent skeletal disease characterized by diminished bone strength and increased risk of fracture which costs the NHS £2.9bn annually.

‘The International Society of Clinical Densitometry (ISCD), the International Osteoporosis Foundation (IOF) and the European Society for Clinical and Economical Aspects of Osteoporosis and Osteoarthritis (ESCEO) describe in their position statements that although DXA (dual X-ray absorptiometry) and the femoral neck are the reference technology and site for diagnosing osteoporosis, other techniques such as quantitative ultrasound (QUS) can be used in clinical practice to identify patients at high or low risk of having osteoporosis. The Foundation and Societies stated that QUS is proven to predict osteoporotic fractures similarly to central DXA.’

Oscare Sono is highly portable and can be set up within minutes in an environment suitable for assessing patients.
No ionising radiation is emitted and therefore there is no restriction on location or IMIR regulations.

Early assessment of patients at risk of Osteoporosis in the NICE pathway will identify patients at risk of osteoporosis and allow early intervention.
Oscare will enable large scale assessment of patients at risk of Osteoporosis, facilitate early intervention and improve patient 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 / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Features:
  • Low-frequency (200 kHz) axial ultrasound velocity correlates well with bone mineral density (BMD) and cortical thickness, giving valuable information on bone strength
  • No ionizing radiation — measurement can be performed in any suitable location and repeated when required
  • Facilitates assessment in any appropriate setting, GP surgery, pharmacy etc.
  • Short assessment time, typically 10 minutes per patient
  • OsCare Sono™ is cost-effective and enables large scale assessment – A reliable and quick procedure
  • No specialised or qualified staff needed, short training cycle, easy to interpret report.
  • Measurement is on the radial bone which is easily accessible so no need for patients to undress
  • Patented soft tissue disturbance effect eliminates artefact producing a clear signal and improved diagnostic confidence
  • Compact in size & highly mobile. No dedicated PC needed, software runs in a standard Windows operating system
Cost savings from:
  • Reduction of referrals for DEXA scanning
  • Potentially significant cost savings in treating reduced numbers of fractures
  • Reduced demand on downstream services as 70% of patients with #NOF or pelvis fail to make a full recovery
  • Reduced emergency admission for osteoporotic fractures
The International Society of Clinical Densitometry (ISCD), the International Osteoporosis Foundation (IOF) and the European Society for Clinical and Economical Aspects of Osteoporosis and Osteoarthritis (ESCEO) recognize QUS methods as relatively inexpensive, transportable and proven to predict osteoporotic fractures as well as the central DXA. Compared to DXA, the OsCare Sono™ device is significantly less expensive, portable and, importantly, free of potentially harmful ionizing radiation.

Return on Investment
  • NHS Osteoporotic fracture burden is £2.9 or 3.5 Bn, depending on source
  • Identifying patients who may be at risk or actually have osteoporosis is not being undertaken currently at the rate which is needed. As the population ages, this will become more significant
  • The device is 80% the cost of one A&E admission
  • Early identification reduces decades of patient treatment costs
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
Early assessment of patients will facilitate early identification of patients at risk of osteoporosis and enable early intervention. This will lead to reduced incidence of osteoporotic fractures, related mortality and morbidity and associated health costs.
It will dramatically improve patient outcomes by reducing the significant mortality and morbidity associated with osteoporosis which is frequently overlooked as a consequence of being older rather than a modifiable outcome - which it is.
There are currently not enough DEXA scanners in the West Midlands region to cope with demand.
The adoption of this technology within the West Midlands and across the UK. Would not only save some patients the inconvenience of going for a DEXA scan or even repeated scans, when they are not required whilst still providing the patients with confidence and reassurance.
This is not intended as a replacement for DEXA which is still the gold standard in diagnosis of Osteoporosis. This would mean that patients referred for DEXA scanning would have a higher diagnostic yield.
This in turn would reduce the costs of DEXA referrals and investigations for GPs/CCGs to where they are required thereby reducing the waiting times for such investigations and the costs and time associated with reporting negative results on the imaging consultation service and the GP on a subsequent patient visit to collect results.
It is estimated that Oscare Sono will facilitate a reduction of DEXA referrals which cost in the region of £278 per patient. The total number of DEXA scans undertaken in the region and the outcome is not known. But it is clearly not enough as many thousands of patients suffer osteoporotic fractures still and this number will continue to rise as the population ages.
Physiological Measurements Ltd are working closely with the Finnish inventors or this product and have secured a UK distribution and support agreement. The regional and wide scale adoption of this technology would allow the company to grow and take on additional specialist staff to train and support users of this technology as well as having a significant impact on the company and West Midlands Osteoporosis services.
Current and planned activity: 
The device and concept are a disruptive innovation and are not currently in place within the UK healthcare system.
We are about to start a small scale trial with a GP in the Northwest of England and a Pharmacy in the Midlands to gauge acceptance and identify how many people in a cohort are found to be at risk. We are contacting lead commissioners and clinical leads at each of the 44 CCGs that we are currently delivering services too.

Planned / required activity:
  • Procurement / Adoption of our OsCare Sono – First Line Osteoporosis Assessment technology -  We seek to disseminate via the network to clinicians at all levels, the potential impact of this innovation in terms of improved patient outcomes and a reduction on healthcare resource use at all levels.
  • Evaluation / Validation / Clinical Trial  - We would welcome the opportunity to work with an acute NHS trust to evaluate the impact this innovation could have on patient flow and also as a primary prevention tool.
What is the intellectual property status of your innovation?:
Patented Product held by Oscare Medial OY, Finland

Product Certification: CE IIa ref:0537 - - EC-Certificated 93/42/EEC - ISO13485:2003
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Jon 08/02/2016 - 16:14 Publish Login or Register to post comments
4.2
5
Votes
-99999
Innovation 'Elevator Pitch':
STarT Back utilises an innovative tool to screen patients according to their risk of persistent lower back pain disability. Ensuring their management is supported in primary care offering more effective and targeted physiotherapy treatment. 
Overview of Innovation:
STarT Back provides:
  • A simple prognostic screening tool used in primary care settings (GP / Community Physiotherapy) allocates patients to 3 risk groups (low, medium or high risk of persistent disabling problems)
  • Matched treatment pathways according to prognosis
    • Low risk treatment  - evidence-based consultation, simple messages about pain relief, exercises, written and verbal information – discharged after 1 session
    • Medium risk treatment – evidence based physiotherapy to reduce pain/disability, supporting patients to stay at or return to work – 4/5  physiotherapy sessions
    • High risk treatment – psychologically informed rehabilitation delivered by trained physiotherapists aimed at pain management, reducing disability and distress – up to 6 sessions
  • Improved clinical outcomes, patient satisfaction, reduced time off work
  • Reduced health care and societal costs
  • Prognostic screening tool guides clinical decision making – available in electronic and paper format
  • Training packages for primary / community and secondary care health practitioners to deliver targeted treatment
  • Resources available via website to support implementation – commissioners, clinicians and researchers (see website: http://www.keele.ac.uk/sbst/)
  • Supports review of clinical pathways for the management of back pain
In addition the following resources are readily available to any team wishing to implement stratified care for low back pain:
  • Established training course for physiotherapists in matched treatments
  • STarT Back website providing adoption and spread information on the roll out of the project across the West Midlands region and nationally through AHSN to AHSN working
  • Web resources supporting business case development, training, audit
  • Patient satisfaction audits
  • Audit of clinical pathways
  • Integrated IT platform for STarT Back within GP clinical systems
  • System to support automated referral to physiotherapy for medium/high risk material
  • High quality patient information to support self-management
  • GP resources to support consultations in primary care – available via website and patient.co.uk
  • Validated musculoskeletal patient reported outcome measure (MSK PROM)
Target groups are: general practitioners, physiotherapists, patients, commissioners, providers of musculoskeletal services.
 
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 / Person centred care
Benefit to NHS:
Low back pain (LBP) is the number one cause of years lived with disability worldwide (Global Burden of Disease). In the UK, 9% of adults consult their GP for LBP annually, accounting for 14% of consultations and an estimated annual cost to the NHS of £4.2 billion. Over 60% still report pain and disability a year later and up to 7% will develop severe persistent symptoms leading to high levels of re-consultation, work loss, and sickness certification.  In the UK low back pain is predominantly managed in primary care and yet there is wide variability in care in general practice. Implementation of STarT Back ensures that patients are directed to the right treatment at the first point of consultation. This approach of stratified care for LBP has been shown to improve patient outcomes and quality of life, reduce costs and days lost from work and reduce variation in practice. This translates into health and societal cost saving (est. £35 and £675 per patient); reduced physiotherapy wait times; reduced re-consultation; reduced sickness certification; less onward referral and imaging; up-skilling physiotherapy workforce.  The STarT Back trial identified broader health and social care savings including: reduction in the number of GP consultations, reduction in the number of visits to NHS consultants, reduced investigations (MRI/x-rays), reduction in epidural injections and medication usage (Whitehurst et al, 2012). Early STarT Back audit data shows “low risk” patients are being discharged earlier, reducing follow up rates in physiotherapy services and only 1% of patients being referred onto specialist pain services.
www.keele.ac.uk/sbst
Online Discussion Rating
4.80 (5 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
As above - stratified care means that individuals are directed to the right care at the right time, meaning individuals can return to work and manage their back pain reducing the amount of time that they are unable to work.  A healthier region is a wealthier one. 
Current and planned activity: 
Digital innovation: e-STarT Back tool currently integrated into GP clinical systems with associated self-management materials (available via patient.info) and auto-populated referrals for physiotherapy in accordance with care pathway.

Opportunity
Looking into the development of a patient App to support the STarT Back approach and provide patients with a further support system. PPI involvement will be used in the development of the APP and the review of patient information given within the GP consultation.
Potential development to support physiotherapy training.
Potential development to support occupational health departments.
What is the intellectual property status of your innovation?:
The STarT Back tool is a licensed tool ( ©2007 Keele University) that may not be modified.The copyright (©2007) of the STarT Back Tool and associated materials is owned by Keele University, the development of which was part funded by Arthritis Research UK:
i) the tool is designed for use by health care practitioners, with appropriate treatment packages for each of the stratified groups;ii) the tool is not intended to recommend the use of any particular product. For futher information please see http://www.keele.ac.uk/sbst/  
No license is required for non-commercial use.  If you would like to incorporate the tool in any way into commercial product materials, please contact Keele University for further advice.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
Regional Scalability:
WMAHSN has worked in partnership with Keele University to support the rollout of STarT Back. Across the region GP practices/CCGs/physiotherapy service providers have worked to review care pathways to integrate the latest evidence for low back pain (STarT Back) into clinical practice. WMAHSN funded project management/clinical expertise to support engagement & training of healthcare professionals to adopt a stratified care approach to managing back pain. Care pathways have been negotiated with local CCGs/provider Trusts to support the roll out of this approach with the installation of the STarT Back screening tool into GP computerised consultation systems which “pops-up” each time someone consults with back pain. AHSN funding supported this change management/ training activity. The project plan also includes embedded audit to support evaluation of implementation of the STarT Back approach. This WMAHSN programme supported 15 CCGs/15 Provider Trusts to implement STarT Back into practice
Measures:
A series of measures around the use of the stratified care approach can be undertaken, these include:
  • Use of the SB tool to improve accuracy in matching patient to treatment
  • Ensure patients receive appropriate treatment by a skilled physiotherapist
  • Avoid over-treating patients (in low risk category)
  • Provision of patient information via patient.info
  • Improve pain and functions scores
  • Gain high patient satisfaction via a friends and family test
  • Reduce waiting times for routine and urgent physiotherapy appointments
  • Improve the discharge reporting process
  • Reduce the number of patients being referred on for a second opinion/diagnostics 
Individual service providers may undertake audits to support change in practice. This has been undertaken successfully in North Staffordshire and Worcester.
Adoption target:
It is anticipated all regional CCGs/Trusts will implement STarT Back endorsed by NICE Guidance/Pathfinder project. Other AHSNs are expected to embed a stratified care approach in the next 2 years areas of NWC AHSN are mandating the use of the tool across musculoskeletal pathways. International adoption Australia, Denmark, Scandinavia, Canada, USA 
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Helen Duffy 23/02/2016 - 21:37 Approved Login or Register to post comments
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0
Votes

Innovation 'Elevator Pitch':
Spring Active has developed an integrated digital and physical back pain coaching approach for the management of back pain.  We will drive improved efficiency of care for providers whilst reducing costs of delivery.
Overview of Innovation:
Spring Active has developed an integrated digital and physical back pain coaching approach for the management of back pain. Our treatment combines evidence-based clinical approaches with innovative internet and mobile platforms. This early intervention approach will result in reduced waiting times for patients, and enable patients to be in control of their care, having immediate access to self-management leading to improved compliance and improved outcomes. In turn, we will drive improved efficiency of care for providers whilst reducing costs of delivery.

HealthyBack Coach™ is a digital and physical “virtual” service that combines digital screening, HealthyBack™ workbook and remote video consultations with a qualified physiotherapist (Spring Active Back Coach).
 
Here’s how it works:
  • Following referral, Spring Active contact the patient immediately to arrange delivery of materials and consultations – All materials are provided digitally and all consultations are via remote video link.
  • A member of our Clinical Team (Physiotherapist) carries out the remote video assessment & consultations each week for 3 weeks.
  • By week 3 the patient has a recovery plan that’s right for them and the tools to ensure a full recovery.
  • All referrals are registered on digital outcomes in order to record and monitor their improvement over 5 years
This service is designed to improve access at scale, reduce waiting times and reduce costs for healthcare providers, by providing instant access to the expert help & advice needed for an efficient recovery from an episode of back pain.

The Spring Active programmes involve exercise and educational sessions, with an emphasis on working towards purposeful individualised goals and developing skills to improve back pain in the long term. In order to support long lasting improvements and functional gains the patient will also go through digital outcomes measures for 5 years.
 
Our programmes focus on self-management improvements through identifying unhelpful pain beliefs and behaviours, providing tailored exercises to improve movement and body awareness, psychological support and practical coping and problem-solving strategies.

Our programmes have been developed in line with Spinal Taskforce and NICE guidelines.
 
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 / Digital health / Person centred care
Benefit to NHS:
Back pain is reported to be the largest cause of disability in the world. This has a huge impact, both on the economy with lost working days, and on the health systems trying to cope with demand leading to long waiting lists and high healthcare costs. Although the web is often the first port of call for people, with “back pain” the number one searched for complaint, web advice is patchy and often not evidence-based. It is estimated that those in chronic back pain consult their doctor up to five times more frequently than others according to the National Office of Statistics and that those with back pain have health care expenditures approximately 60% higher than individuals who do not suffer from back pain.

Our treatment combines evidence-based clinical approaches with innovative internet and mobile platforms. This will result in reduced waiting times and enable you to be in control of your care. Having immediate access to self-management leads to improved outcomes.
  • No waiting times – the patient has immediate access to evidence-based treatment.
  • An integrated digital and physical back pain coaching approach for the management of back pain – the flexibility of a digital format with the reassurance of a real professional healthcare provider.
  • Allows the patient to be in control of their care with a self-management approach.
  • Immediate access to self-management leading to improved compliance and improved outcomes.
  • Improved efficiency of care for providers whilst reducing costs of delivery.
Initial Review Rating
4.60 (1 ratings)
Online Discussion Rating
5.25 (4 ratings)
Benefit to WM population:
As a West Midlands based SME, adoption of the HealthyBack Coach within the region would allow the company to grow and take on additional specialist staff. Our current forecast suggests the creation of 45 jobs over the next 5 years in software engineering, e-commerce agencies, HealthyBack physiotherapists and sales and marketing.

Reduction in travel for patients (reduces pressure on the region’s transport infrastructure) a reduction in pressure to the primary Care system.
Current and planned activity: 
Due to lack of progress within the NHS Spring Active is currently trialling and developing the HealthyBack Coach in 2 areas;
  1. Direct to consumer trial – this is providing the opportunity to gather user feedback and develop the approach to suit the patient
  2. Trials with large insurance companies to provide HealthyBack Coach direct to client company employees
Procurement / Adoption of: - Require assistance with marketing to CCGs and commissioners.   
Spring Active is keen to work with NHS to develop case studies in order to demonstrate financial benefits specific to the NHS and support the develop of care pathways for the management of back pain.
 
 
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
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Sally Naunton 25/02/2016 - 17:50 Archived Login or Register to post comments
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0
Votes

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
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0
Votes

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

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

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

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

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

All our products are NHS information Governance Toolkit (IGT) and Interoperability Toolkit (ITK) compliant and our secure socket layer (SSL) and database encryption technologies have been enhanced to keep up with the ever changing requirements for web security and NHS informational governance standards and is integrated with IAPTUS and PCMIS. IE11, Chrome or Firefox are recommended
 
 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Tim O’Connell 29/02/2016 - 20:40 Publish 1 comment
5
3
Votes
-99999
Innovation 'Elevator Pitch':
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
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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':
Spring Active has developed an integrated digital and physical back pain coaching approach for the management of back pain.  We will drive improved efficiency of care for providers whilst reducing costs of delivery.
Overview of Innovation:
Spring Active has developed an integrated digital and physical back pain coaching approach for the management of back pain. Our treatment combines evidence-based clinical approaches with innovative internet and mobile platforms. This early intervention approach will result in reduced waiting times for patients, and enable patients to be in control of their care, having immediate access to self-management leading to improved compliance and improved outcomes. In turn, we will drive improved efficiency of care for providers whilst reducing costs of delivery.

HealthyBack Coach™ is a digital and physical “virtual” service that combines digital screening, HealthyBack™ workbook and remote video consultations with a qualified physiotherapist (Spring Active Back Coach).
 
Here’s how it works:
  • Following referral, Spring Active contact the patient immediately to arrange delivery of materials and consultations – All materials are provided digitally and all consultations are via remote video link.
  • A member of our Clinical Team (Physiotherapist) carries out the remote video assessment & consultations each week for 3 weeks.
  • By week 3 the patient has a recovery plan that’s right for them and the tools to ensure a full recovery.
  • All referrals are registered on digital outcomes in order to record and monitor their improvement over 5 years
This service is designed to improve access at scale, reduce waiting times and reduce costs for healthcare providers, by providing instant access to the expert help & advice needed for an efficient recovery from an episode of back pain.

The Spring Active programmes involve exercise and educational sessions, with an emphasis on working towards purposeful individualised goals and developing skills to improve back pain in the long term. In order to support long lasting improvements and functional gains the patient will also go through digital outcomes measures for 5 years.
 
Our programmes focus on self-management improvements through identifying unhelpful pain beliefs and behaviours, providing tailored exercises to improve movement and body awareness, psychological support and practical coping and problem-solving strategies.

Our programmes have been developed in line with Spinal Taskforce and NICE guidelines.
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
Benefit to NHS:
Back pain is reported to be the largest cause of disability in the world. This has a huge impact, both on the economy with lost working days, and on the health systems trying to cope with demand leading to long waiting lists and high healthcare costs. Although the web is often the first port of call for people, with “back pain” the number one searched for complaint, web advice is patchy and often not evidence-based. It is estimated that those in chronic back pain consult their doctor up to five times more frequently than others according to the National Office of Statistics and that those with back pain have health care expenditures approximately 60% higher than individuals who do not suffer from back pain.

Our treatment combines evidence-based clinical approaches with innovative internet and mobile platforms. This will result in reduced waiting times and enable you to be in control of your care. Having immediate access to self-management leads to improved outcomes.
  • No waiting times – the patient has immediate access to evidence-based treatment.
  • An integrated digital and physical back pain coaching approach for the management of back pain – the flexibility of a digital format with the reassurance of a real professional healthcare provider.
  • Allows the patient to be in control of their care with a self-management approach.
  • Immediate access to self-management leading to improved compliance and improved outcomes.
  • Improved efficiency of care for providers whilst reducing costs of delivery.
Initial Review Rating
3.80 (1 ratings)
Online Discussion Rating
5.00 (5 ratings)
Benefit to WM population:
As a West Midlands based SME, adoption of the HealthyBack Coach within the region would allow the company to grow and take on additional specialist staff. Our current forecast suggests the creation of 45 jobs over the next 5 years in software engineering, e-commerce agencies, HealthyBack physiotherapists and sales and marketing.

Reduction in travel for patients (reduces pressure on the region’s transport infrastructure) a reduction in pressure to the primary Care system.
Current and planned activity: 
Due to lack of progress within the NHS Spring Active is currently trialling and developing the HealthyBack Coach in 2 areas;
1.     Direct to consumer trial – this is providing the opportunity to gather user feedback and develop the approach to suit the patient
2.     Trials with large insurance companies to provide HealthyBack Coach direct to client company employees

Spring Active is keen to work with NHS to develop case studies in order to demonstrate financial benefits specific to the NHS and support the develop of care pathways for the management of back pain.
 
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
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Sally Naunton 01/03/2016 - 11:19 Archived Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
The FearFighter Treatment is an evidence-based online program for an Anxiety Treatment.  Brave designed for Children and Adolescents experiencing Anxiety Disorders Social & Specific Phobias - Available 24/7/365 from any computer or mobile device
Overview of Innovation:
FearFighter is an online program for the treatment of panic and phobia. It is based on the evidence based approach known as Cognitive Behavioural Therapy, or CBT for short. Thousands of people have used this programme to help them overcome their fears and lead a more normal life.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

GRS is currently used by all NHS Ambulance Trusts and has proved to be a vital operational and cost saving tool.
 
Mobile App facilities are being released and continually being developed, along with Web Dashboards and Mapping Technologies.
 
Software Enterprises (UK) Ltd would like to see its software used by more NHS Trust Sectors and would welcome the opportunity to trial GRS in a variety of departments, be it Wards, Accident & Emergency or within Mental Health Trusts. We are currently developing a shift generation package that supplements our existing offer and would like to trial this within the NHS.
 
What is the intellectual property status of your innovation?:
Intellectual Property (IP) is retained for all Company designed software.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Peter Hall 14/03/2016 - 12:48 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
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':
A medical screening technology based on a mathematical model of the autonomic nervous system & physiological systems which has significant potential to improve the cost-effectiveness of primary care
Overview of Innovation:
Strannik technology is based upon a mathematical model of the autonomic nervous system and physiological systems. It meets the key aims and objectives of the EC’s Human Brain Project: (i) to identify what the brain does and how it does it, (ii) to develop a new generation of cognitively-based screening technology, (iii) to understand and adapt with therapeutic effect the multi-level nature of brain function.  This is quite without precedent in modern medicine. The Strannik technology comprises Strannik Virtual Scanning (SVS) and Strannik Light Therapy (SLT). 
The technique can be viewed in a demonstration video at the following link: www.montaguehealthcare.co.uk/presentation.php
SVS is a screening technology which has an unprecedented ability to determine the health of the patient i.e. it is able to determine 5-15 pathologies in each of the 30 main organs (including medical conditions for which the current tests are poor or for which there is currently an unmet clinical need), to differentiate between and quantify the extent of the genotype and phenotype in each pathology, and to determine the earliest onset of each pathology from its presymptomatic origins. The technique adopts a methodology more advanced than is currently used in most diagnostic technologies. It is non-invasive and more safe than contemporary diagnostic tests. The results are available in circa 20 minutes at a cost which is estimated to be 5-10 times lower than contemporary diagnostic tests. It presents the opportunity to screen the entire UK population once (or twice) each year for less than £5BN (est £3-4BN) and to reduce the cost of healthcare by an estimated £20BN pa.
(See Operating Manual: www.montaguehealthcare.co.uk/OperatingManual.pdf)
The basic methodology, and the scope of this technology, is outlined in a series of 60 peer-reviewed medical papers.
(uk.linkedin.com/pub/graham-ewing/44/386/214)
 
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 / Wellness and prevention of illness / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Strannik Virtual Scanning is able to determine all common pathologies in a single test of 20 minutes duration. In-market surveillance has indicated that SVS appears to be circa 2-23% more precise than contemporary methods of diagnosis. A recent non-clinical study in Spain (10/16) illustrated that the technology was able to determine all known medical conditions in the cohort of (20) patients.
 
Using the data derived from this cognitive, computer-based, test the technique determines the precise parameters of Strannik Light Therapy -which acts upon autonomic dysfunction, and (across a wide range of medical indications) appears to be typically 83-96% effective. This compares with the 50% effectiveness of drugs and also that the effectiveness of many drugs declines over a period.
 
Benefits:
 
  • reduce the flow of patients into the healthcare system;
  • reduce the cost and complexity of training the GP
  • improve the ability of the GP to identify complex medical conditions, reduce the need for repeat consultations, and/or avoid doctor errors
  • reduce the need for histopathology samples (nurses, rubber gloves, sampling tubes, transport costs, histopathology lab costs)
  • reduce expenditure in secondary care i.e. for highly expensive scans and tests;
  • provide health reports and increase the ability for patients to have a clear understanding of their health and assume responsibility for their health i.e. change the focus of medicine  from treating the symptoms to prevention
  • regularly screen the health of the most at-risk patients thereby reducing the need for A&E services
  • improve the accuracy of drug prescribing thereby avoiding mis-prescribing of drugs
  • reduce the need for drugs
  • reduce the overall cost of healthcare by an estimated £20BN pa
“I have to hand it to you. You have correctly and in precise detail identified the five or six major items which are known to be of concern to me”. Dr John Doran, Medical Director, Nottingham’s Queens Medical Center, November 2003.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Support patients to obtain an early diagnosis to seek timely treatment.
Current and planned activity: 
Mimix Montague Healthcare is actively seeking NHS partnerships to move forward Strannik Technology. Evaluation and trials have been conducted in other countries (Russia and Spain) and a collaboration within the UK is currently being sought.
 
  • Procurement / Adoption of Strannick Technology within NHS Trusts
  • Evaluation / Validation / Clinical Trial - Need to gain additional validation seeking a trial centre.
  • Project Assistance required - The Company’s development project is interested in locating possible clinical / academic collaborators.
What is the intellectual property status of your innovation?:
software/copyright
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Regional Scalability:
The technology is immediately scaleable. In theory, and as an indication of scaleability, we could train 1000 practitioners to use Strannik technology within 4 weeks. 
Measures:
Strannik Virtual Scanning is unique for a number of very good reasons e.g. (i) that it can determine pathological onset from its presymptomatic origins, (ii) it can determine the full spectrum of pathologies in all organs and not just a single biomarker, (iii) it can determine genotype and phenotype, and (iv) it can determine many conditions where there is currently an unmet clinical need.  Further studies are required to illustrate how such a sophisticated technology will complement the current range of biomarker tests which are generally used in clinical practice. The technique is non-invasive and has a base cost of circa £15/test thereby addressing safety and cost.  The procedure is entirely non-invasive which significantly enhances the patient experience, often experienced as 'a pleasure'.  
Strannik Light Therapy is based upon an understanding of how the brain regulates the autonomic nervous system.  A comparison of Strannik Light Therapy with contemporary methods of treating patients is likely to enhance the patient experience, result in significantly reduced side-effects, and will be at very much lower cost.
Success will be measured by reduced number of patient consultations, lower cost of diagnosing and treating patients. 
Adoption target:
Our aim is to secure the introduction of Strannik technology to every primary care practice
Rejection Reason:
Dear Mr Ewing Thank you very much for your submission to the Meridian Innovation Health Exchange. I can confirm that we have now reviewed your submission and i regret to inform you that we have not been able to identify any clinical champions for this project. While I appreciate that Strannick are looking for support on the evaluation/evidence side, feedback from clinical / academic colleagues has not been positive and therefore we have done everything possible to engage but the appetite isn't there unfortunately. Given that our network is not focussed in exploring this area at this time we will therefore close your idea leaving it visible to our Meridian users. We wish you luck with your innovation. Regards The Meridian Team
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Graham Ewing 22/03/2016 - 15:50 Rejected Login or Register to post comments
0
0
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':
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':
Birmingham Surgeons created endoscope-i an award-winning system that enables the viewing, recording & sharing of HD endoscopic images & videos using an iPhone/iPod. Endoscope-i works with existing endoscopes or supplied as a secured turn-key solution
Overview of Innovation:
Smartphones & tablets are becoming a central technology within clinical care systems for their high definition cameras, brilliant screens, integrated sensors and unlimited software potential.
 
Originally developed as a simple and cost effective solution to mobile endoscopic HD imaging Endoscope-i can benefit both clinicians and patients across several specialities. To date otolaryngologists, urologists, gynaecologists, orthopaedic physicians, laparoscopic surgeons and anaesthetists are some of the many specialties which benefit from using endoscopes. The superior lighting and optics allow for visualisation of 'hard to reach' areas within the human body. Endoscope-i has been involved in a number of projects globally to facilitate cost effective HD imaging and documentation.
 
The multiple award winning Endoscope-i is simple to operate and comprises an adapter to connect a medical endoscope to align with the camera of an iOS device (iPhone or iPod). The ‘e-iPro’ app allows the user to calibrate and centre the acquired image and prevents rotation allowing images to be recorded in high definition (HD) video or still images which can be shown to the patients and stored in the patient’s medical record in seconds.
 
Endoscope-i will fit any endoscope with a 32mm eyepiece, which means the possibilities are endless. A shared endoscopic view was previously the reserve of the privileged few   - where they have large expensive stacking systems - Endoscope-i makes this technology available to everyone, at a fraction of the cost and in a more convenient portable format.” 
People are surprised to hear that before Endoscope-i, clinicians relied on hand drawn sketches to update patient records.
 
NB: Data and images are currently distributed via NHS.net. Discussions are ongoing with the Information Commissioners Office to design bespoke data management protocols.
 
Endoscope-i is available to fit a range of iOS devices and has a multitude of uses which include both clinical and non clinical applications such as:-
 
Otolaryngology
HD imaging of the ear nose & throat to allow rapid and easy storage and sharing of images and videos with both patients and clinicians
 
Anaesthetics
Portable HD viewing to facilitate endoscopic fibre optic intubations available at any time
 
Veterinary
Small and large animal endoscopy from the surgery to the field using the most advanced portable camera technology
 
Engineering
Carry only one portable device for communication and sharing of images obtained on site
 
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 / Person centred care
Benefit to NHS:
A target has been set for the NHS to become paperless by 2020. Many health trusts have facilitated this by creating their own electronic health record (EHR). However, though a transcription of the patient consultation can be typed directly into the record there is no efficient means of capturing and storing images of patient findings safely into the patient record.
 
The speciality of ear, nose and throat (ENT) examines areas of the body that are usually difficult to visualise without endoscopes. However even though there it is possible to see inside the ear nose and throat many doctors must then create a sketch of their observations for documentation.
 
To overcome this major problem, a mobile imaging solution - Endoscope-i - has been developed by a team of specialists which include engineers, software developers and practicing clinicians. The ‘Endoscope-i system’ uses the power of smart phones to quickly and safely capture images from endoscopes and store them directly into the patients EHR with the touch of a button. What’s more, patients can now share their own examination findings with their doctor or relatives to understand their condition better.
 
The images produced are of such high definition that they can be taken by doctors in primary care and then sent on to specialists in secondary care for an expert opinion, without the patient ever having to go to hospital. This saves the cost of an outpatient referral for the commissioning group, is far more convenient for the patient, reduces unnecessary journeys, frees Consultants’ clinic time, speeds diagnosis and in the long term could save millions of pounds for the NHS.
 
Initial Review Rating
3.27 (3 ratings)
Benefit to WM population:
The proposed ‘Telescopic Mobile referral service’ will allow patients to get expert opinions of their ear conditions within hours and without ever having to visit the hospital, thus saving valuable consultant time and minimising travel and inconvenience for the patient.
 
Reduced cost and greater access to services will result through the use of Endoscope-i as there is no longer a need for multiple data capture and processing devices as each Consultant can use their own iOS device to record and transfer images. Additionally, Endoscope-i will work with existing endoscopes that have a 32mm diameter eyepiece and so directly enhances the equipment’s clinical benefit.
 
In the three months of the Telescopic Referrals (Telemedicine using Endoscope-i) in North Staffordshire and Stoke and Trent, 27 referrals have been dealt with remotely from 6 GP practices. 24 of these cases were managed without referral giving an 88% success rate to referral.
 
In the West Midlands region, a new patient referral currently costs the CCG £107 compared to the remote ‘Telescopic’ referral cost of £30, a dramatic saving for the CCG. This has already saved £1,758 in referral costs alone without measuring the indirect cost benefits for patients who did not require the Telescopic referral because of the improved diagnostic ability the GP had when using Endoscope-i.
 
Reducing the need for a physical consultation will also result in transport savings and time ‘away from work’ costs for both the patient and any employer.
Current and planned activity: 
Current WMHASN funded project with Dr Ruth Chambers (Clinical Telehealth Lead at NHS Stoke-on-Trent Clinical Commissioning Group), using 15 practices from the S-O-T and North Staffordshire CCGs piloting the Telescopic Mobile Referral Service. Currently 3 months into preliminary data collection showing 30 referrals handled with Telescopic referrals powered by Endoscope-I technology. Almost 90% of patients referred avoid being sent to hospital. Cost of teleconsultation is only £30 compared to £107 for a new patient hospital consultation.
 
Endoscope-i not only provides a rapid consultant opinion for the patient but helps to deal with the excessive burden on secondary care services by keeping chronic disease and some acute ear disease management within primary care.
What is the intellectual property status of your innovation?:
No patent on product. We have full copyright of the code written for the app. Endoscope-i is a registered trademark and adapter designs fall under design copyright.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Ajith George 13/04/2016 - 06:57 Publish 7 comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
Bac-Track MicrobeCare reduce outbreaks of communicable infection control incidents, bed stays caused by Healthcare Associated Infections & costs associated with Primary/Secondary care outbreaks, facilitating compliance with CQC guidelines & EPIC 3
Overview of Innovation:
Test: In a room or facility undergoing the treatment programme, nominated locations recognised for high propensity to retain bacteria are tested using Adenosine Triphosphate (ATP). All nominated locations are given a unique code & the readings are uploaded onto the Bac-Track™ Dashboard.
 
Treat: The nominated rooms are then treated with MicrobeCare™ using an electrostatic sprayer, which unlike mist sprayers, negatively charge the particles to ensure uniform coverage across all surfaces. The advanced formulation of MicrobeCare™ has a very short (3-minute) dwell time to ensure swift decontamination is undertaken & its unique residual killing power, delivers a continuous long term antimicrobial & antibacterial surface protection killing bacteria for a minimum of 1 year.
 
MicrobeCare™
  • is an odourless, colourless, non-leaching, long lasting antimicrobial & delivers a permanently bonded antimicrobial barrier
  • kills bacteria, viruses, fungi, algae & yeast without dissipation 
  • permanently bonds to all surfaces, protecting them against further microbial contamination
  • does not wash off the surface it is applied to
  • does NOT allow for the adaptation into superbugs
  • does NOT transfer into the environment
  • clinically tested & EPA* approved. *United States Environmental Protection Agency (EPA)
  • is not designed to replace current cleaning protocols. By treating surfaces with MicrobeCare™ bacteria & virus levels will dramatically decrease & remain so for a minimum of 1 year following treatment. This could significantly reduce the potential for cross contamination & healthcare acquired infections (HAI) stemming from contaminated surfaces
Track: Bac-Track™ dashboard provides accurate data of a clinical facility & the equipment therein, monitoring comparative ATP results on an ongoing basis. This provides a unique, simple & affordable way to track contamination levels within a facility & reduce HAIs’. Bac-Track™ provides access 24/7 to monitor bacteria levels, monthly trends & cleaning effectiveness.
With this valuable information the user is able to pinpoint where the highest risk areas are for contamination & keep track of changes in the location of equipment. Bac-Tag also allows facilities to track bacteria & maintenance levels on their equipment. This tag is linked to the Bac-Track system enabling the user to see history, including treatment/maintenance schedules.
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
Benefit to NHS:
By incorporating Bac-Track and MicrobeCare™ your NHS Trust will benefit from:
  • a reduction in Healthcare Acquired Infections
  • a reduction in fatalities from Healthcare Acquired Infections, currently levels of over 5000 patient deaths per year that are preventable
  • a reduction in the amount of extended bed stays
  • a reduction in ward closures
  • a reduction in overall costs including: the cost of anti-biotics, cost of isolation, reduced bed occupancy, reduced blood stream infections, reduced disinfection cleaning costs, fewer staff hours lost through illness, fewer wards closures as a result of wide spread viral infection
  • Reputation of hospital or facility improves as no cases of virus reported
 
By using Bac-Track the NHS will benefit from the ability to monitor:
  • bacteria levels by department, equipment category and individual items
  • and identify trends, treatment and cleaning effectiveness
  • and pinpoint where the highest risk contamination areas
  • keep track of changes in the location of equipment
  • historical data by department or equipment category  
  • monitor the effectiveness and progress of Infection prevention protocols
​The cost of a HAI Outbreak such as Norovirus can be considerable and include:
  • Decontamination and deep cleaning
  • Additional care and treatment of effected patients
  • Staff Sickness and additional nursing costs to cover staff absence
  • Lost revenue through closures or restrictions
  • CQC compliance
  • Reputation damage
Results from our US Partners indicate, treatment programme costs are quickly recuperated through the reduction of HAI Outbreaks   
 
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Region wide benefit in the reduction contracted cases of viral diseases contracted within healthcare facilities ultimately resulting in fewer deaths. This would help to paint a regional picture of the quality of care in the West Midlands.
 
By incorporating Bac-Track and MicrobeCare™ the West Midlands region will benefit from:
  • a reduction in Healthcare Acquired Infections
  • a reduction in fatalities from Healthcare Acquired Infections, currently levels of over 5000 patient deaths per year that are preventable
  • a reduction in the amount of extended bed stays
  • a reduction in ward closures
  • a reduction in overall costs including: the cost of anti-biotics, cost of isolation, reduced bed occupancy, reduced blood stream infections, reduced disinfection cleaning costs, fewer staff hours lost through illness, fewer wards closures as a result of wide spread viral infection
  • Reputation of hospital or facility improves as no cases of virus reported
 
By using Bac-Track the West Midlands will benefit from the ability to monitor:
  • bacteria levels by department, equipment category and individual items
  • and identify trends, treatment and cleaning effectiveness
  • and pinpoint where the highest risk contamination areas
  • keep track of changes in the location of equipment
  • historical data by department or equipment category 
  • monitor the effectiveness and progress of Infection prevention protocols
Current and planned activity: 
Clinical Support Surfaces is not currently supplying to the NHS on any of our products. We work closely with our partner companies in United States where MicrobeCare™ has been tested and adopted and Australia who are currently launching Bac-Track™ and MicrobeCare™. We are actively seeking support and adoption of MicrobeCare™ across all NHS Trusts to establish the product within the UK market.
 
In the US a wide number of Healthcare facilities and Schools treated with MicrobeCare™ are successfully using Bac-Track™ to monitor monthly trends and treatment or cleaning effectiveness by department or equipment category demonstrating significant reductions in bacteria levels as well as virtually eradicating occurrences of HAIs’. A number of case studies are readily available.
 
Planned activity:
  • Procurement / Adoption of MicrobeCare™ across the West Midlands NHS Trusts
  • Support to get MicrobeCare™ into acute and community settings to ensure we get UK evaluation and endorsement
What is the intellectual property status of your innovation?:
Patents held for MicrobeCare™
 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
3
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Ian Bickerton 18/04/2016 - 11:15 Publish Login or Register to post comments
0
0
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':
Optifit is the first clinically validated therapeutic bra and fitting system, promoting a balanced posture, reducing musculoskeletal health problems associated with larger bust sizes. Optifit provides a proven alternative to breast reduction surgery
Overview of Innovation:
The OptiFit bra and measurement system, designed by a Consultant Plastic & Reconstructive surgeon with bespoke manufacturing in the UK. www.optifitbra.com
  • Ensures an effective and comfortable ‘bespoke’ fit
  • Significantly reduces trauma and pain in Thoracic and Lumbosacral regions
  • Prevents overstretching of the suspensory ligament reducing the chance of stretch marks.
  • Preserves body shape
  • Maintains healthy posture, relieving pressure on diaphragm and balance pelvis
  • Reduces risks of tissue maceration, intertrigo and fungal growth
It is estimated that 70% of women wear the wrong size bra. The traditional alphabet bra size measurement system was initially only established for cup sizes A-D, but with 40% of British females measuring a D cup or above the same level of fit and support is not achieved in larger sizes. Failure to support the breasts can lead to many physiological conditions including back and breast pain.
 
Inappropriately sized and positioned back straps cause existing bras to slide away from the breasts reducing support. It is estimated that 70% of women wear poorly fitting bras and that 99% of women with large breasts wear the wrong size bra.  Professionally fitted bras are often as poorly fitted as ‘off the shelf products.
 
Bras that do not support the breast correctly cause many skin problems. If the weight of the breasts is mostly supported by the shoulder straps, these can dig in and cause angry red welts to develop.
Underwired bras push into the tissue leading to lesions, marks and sores.
Optifit bras do not use underwires. They hold the breast in its natural position away from the body preventing the above problems.
If the breasts are not supported away from the ribs, rubbed skin, maceration, intertrigo and fungal infections can develop underneath.
 
what_is-1.png     what_is-2.png     
 
Summary of interim research study findings -
  • Can help patients with Back pain
  • Can obviate need for breast reduction surgery in many patients
  • Is a cure for Inframammary intertrigo
Can potentially help patients with mastalgia especially those with associated shoulder girdle dysfunction
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 / Person centred care
Benefit to NHS:
How best to allocate surgical resources and time within the NHS is a problem with which we wrestle and disagree constantly. Reduction mammaplasty is surgery rationed in NHS practice, yet evidence suggests that those who undergo it derive significant improvements in physical health and quality of life.
 
NHS recommends professionally fitted bras prior to Breast reduction surgery but has not evaluated their efficacy.
 
Many women do not fulfill the criteria for surgery e.g. high BMI.  Such patients have nowhere to go and are a burden on the NHS, requiring drugs for back pain, intertrigo etc. Furthermore, women with high BMI’s cannot find a properly fitted bra. The Optifit bra will help such patients and overall reduce the need for breast reduction surgery. Women seeking reduction mammaplasty often wear ill-fitting bras and are therefore likely to exacerbate some of their presenting symptoms as a result. Women may wait years from referral to surgery and symptom relief. A correctly fitted bra alleviates symptoms and may even remove the need or wish for surgery.

Savings from reduced surgical intervention and associated consultations, imaging and follow ups will be enormous, (‘21,328 procedures were carried out between 2006 and 2011, some on girls as young as 15 -which, at £5,000 each, cost taxpayers more than £106 million’. (Daily Mail July 2014)).
 
Back Pain: OptiFit should be a 1st line treatment for LBP in women with high BMI’s and/or large breasts.  A systematic review on global prevalence of LBP the highest prevalence showed women aged between 40-80 (incidence 11.9%  http://www.ncbi.nlm.nih.gov/pubmed/22231424). The OptiFit intervention would help many patients and demonstrate significant savings for the NHS
 
Intertrigo: A direct result of friction between two skin surfaces. With poorly fitted bras there is a mismatch between cup/cradle diameter and breast base.  Patients I see regularly in my clinic have had several ‘Professional’ fittings and still cannot find the correct size bra. With it’s unique design the Optifit bra remains in the inframammary crease (however large the breast and BMI may be) and it is therefore impossible to get intertrigo
 
Mastalgia: Incidence of mastalgia in the general population is reported as over 60% http://www.ncbi.nlm.nih.gov/pubmed/9240595  Most women who attend Breast Clinics with breast pain also have musculoskeletal pain related to breast size.  The 1st line of treatment for mastalgia is a professionally fitted bra
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
The savings resulting from reduced surgical intervention and the associated consultations, imaging and follow up will be enormous, (‘21,328 procedures were carried out between 2006 and 2011, some on girls as young as 15 - which, at £5,000 each, cost taxpayers more than £106 million’. (Daily Mail July 2014)). In addition the benefits in QALY outcome measures for women will also be substantial.
 
Back Pain: We feel that this product should be recommended as a first line treatment for low back pain in women with high BMI’s and/or large breasts.  In a systematic review on the global prevalence of the low back pain in the world the highest prevalence was noted to be in women between the age of 40-80.  The incidence was found to be 11.9%  http://www.ncbi.nlm.nih.gov/pubmed/22231424 .. This simple intervention should help many patient and save the NHS on many interventions.
 
Inframammary Intertrigo:It is difficult to comment on the incidence of inframmary intertrigo in the general population as there is not ICD-10 or ICPC score.   Intertrigo is a direct result of friction between two skin surfaces.  This is due to a poorly fitted bra as there is a mismatch between the cup/cradle diameter and the breast base ( the breast base in patients with high BMIs can be several centimetres more than the cup/cradle diameter in professionally fitted bras).  The patients I see regularly in my clinic with intertrigo have had several fittings and still cannot find the correct size bra as it simply does not exist for them. With its’ unique design the optifit bra, however, stays at the inframammary crease( however large the breast and BMI may be) and it is simply not possible to get intertrigo.
 
Mastalgia: The incidence of mastalgia in the general population has been noted in studies to be over 60%.  http://www.ncbi.nlm.nih.gov/pubmed/9240595 .   Most women who attend Breast Clinics with breast pain also have musculoskeletal pain related to breast size.  The first line of treatment for mastalgia is a professionally fitted bra.
Current and planned activity: 
Ongoing research studies at University of Central Lancashire:
  • Exploring the OptiFit bra solution against fashion industry standards
  •  To determine the initial and short term biomechanical effects on posture when wearing the OptiFit bra compared to the standard or usual bra, in individuals with back or neck pain.
  • To determine the initial and short term effects on breast health, pain, activity and comfort when wearing the OptiFit bra compared to the standard or usual bra, in individuals with back or neck pain 
Required studies:
  • A community based study of incidence of inframammary intertrigo in general population resulting from poor bra fitting
  • A comparative efficacy study is required for surgical and non surgical management of symptomatic macromastia
  • Health Economics cost benefits analysis of surgical vs non surgical intervention
Further trial partners required to evaluate the product and measurement system
What is the intellectual property status of your innovation?:
Patent for Bra (GB2362560B): The granted patent has four independent claims. These are (claim 1) which covers the bra itself,  (claim 7) which covers a method of fitting a bra according to the invention, (claim 10) which covers a range of bras according to your invention and (claims 11 and 12) which cover a bra and method of making a bra respectively with particular emphasis on the back portions.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Atul Khanna 29/04/2016 - 11:18 Publish 2 comments
5.7
3
Votes
-99999
Innovation 'Elevator Pitch':
Intensive home self-treatment of  chronic conditions  with a safe, clinically proven therapy advised    by HCPs acting remotely within a web based  “Virtual  Clinic" brings  treatment cost reduction and improves HRQoL. 
 
Overview of Innovation:
The proposed innovation establishes a partnership between the local clinicians, individual patients, Neurocare™ Europe who supply the Electrotherapy Device and Neurocare's™ partner Idieikon who have developed the web based Health and Social care management system.

There are three dimensions to the Innovation proposed.  Firstly the "Virtual Clinic" requires the specification of an appropriate mix of medical skills to man the clinic according to the condition(s) intended to be treated.

Secondly the principal therapy chosen must be safe, comfortable, suitable for home self treatment and clinically proven in the applications proposed .
 
Thirdly the patient cohort must be motivated and sufficiently computer literate to make appropriate use of the "Virtual Clinic" and to follow treatment protocols for the Therapy Device.

The Patient will also self monitor progress (in the example of treating leg ulcers) by such means as taking and uploading photographs of wound size reduction, completing  self reporting inventories for example of pain increase or decrease and undertaking any further monitoring  as required by clinicians.

Whilst any form of therapy could potentially be used within the "Virtual Clinic" concept providing it met the essential  safety and efficacy criteria. Electrotherapy, particularly Neuromuscular Electronic Stimulation has been chosen to illustrate the operation of the concept since it has a broad range of clinical evidence supporting its use in  treating many conditions where improving blood circulation,  increasing joint range of motion, improving muscle bulk and strength, resolving muscle spasms and avoiding atrophy are key to a successful outcome for the patient.

Circulatory and musculoskeletal conditions are frequently part of the aetiology of those affecting mobility and self sufficiency in later life, treatment of which in a clinical setting can be labour intensive and involve much inconvenient travel for the Patient. In addition to dermal wound healing we would expect that the concept could readily be used in  rehabilitation post stroke and post major orthopaedic surgery e.g. TKA and post bone fracture where early and intensive treatment is essential  for pre-disablement strength and mobility to be restored.

Recent clinical studies have also shown that NMES therapy can counter Sarcopenia and restore muscle mass and strength and improve balance thus enabling the elderly to remain self-sufficient in their own homes for longer.
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 / Person centred care
Benefit to NHS:
The three distinct aspects of the innovation proposed, Electrotherapy, Home self-treatment and the use of a “Virtual Clinic” if  adopted separately will each  improve patient outcomes, produce efficiency improvements and  be cost effective. When deployed together following patient involvement and consultation designed to improve patient activation and  reinforced by the use of patient reported outcome measures (PREMS)  further synergistic gains are anticipated.

NMES is used to treat many chronic conditions. Clinical evidence is strong in dermal wound healing (paper attached) in rehabilitation post major orthopaedic surgery e.g. TKA, ligament reconstruction etc., (paper attached). In other applications such as Arthritis, COPD, Neuropathy, and Sarcopenia   evidence  is positive but not yet conclusive.

In wound healing and rehabilitation NMES has been shown to accelerate healing timescales when used as an  adjunct to standard treatment pathways where timescales are long, labour intensive and incur high consumable costs.  Faster healing brings lower costs and in situations where the wound condition may have worsened (e.g. diabetic ulcers which can escalate into amputation) additional costs can be avoided and  the patient experience radically improved.

The use of Neurocare™ NMES therapy is safe and comfortable. The device proposed for this innovation is of unique electronic design in that it produces an AC signal of up to 400 volts at less than 10 milliamps. This allows full recruitment of local musculature for effective therapy. Inherent ease of application makes the therapy very suitable for home self-treatment which can be delivered intensively.

The use of the “Virtual Clinic” means that home self-treatment can be closely monitored by HCPs who are able to interact as necessary throughout the course of therapy. Self-measurement and regular dialogue should reduce the need for, and inconvenience of clinic attendance and save cost.

The “Virtual Clinic” is an additional feature of the Adsum+ Health and Social Care Management System which is a comprehensive platform designed to facilitate proactive and integrated care and  enhance efficiency. Amongst a full range of advanced features Adsum+ software identifies, co-ordinates and manages the activities of each person/organisation involved in the care plan, tracks activity and flags up missed or incomplete events so that remedial action can be taken.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
The wealth of any nation and the health of  its population  are inter-related in complex  ways. Increases in wealth and improvements in health require  continuously rising unit productivity which in turn requires  continuous  innovation.

In the NHS , against a  backcloth of rising unit costs and  rising demand for services across the entire   healthcare spectrum, the consensus on  necessary change highlights a required new emphasis on proactive care and prevention, patient centredness, more effective integration and coordination within and between HCPs and Healthcare Organisations  and a radical reorganisation of the healthcare/social care interface together with an emphasis on chronic conditions and enabling elderly people to live independently.

We believe that the proposal contained in this paper can contribute in the following ways:
The use of electrotherapy in one of the proposed applications suggested  will demonstrate that this form of treatment on an intensive basis in a surgery, clinic or the home can significantly reduce healing timescales and costs and in many cases can be used as a preventive treatment.  It will also show that guided self-treatment is viable in many situations, particularly in treating certain chronic conditions.

Major new system implementations such as Adsum+ are often used  as a vehicle for facilitating and driving far wider ranging change in management processes and organisational culture. Implementation of this proposal contains the tools and the potential to facilitate the far deeper and broader changes required.

Technology enabled care usually defined as telehealth and telecare can play a valuable role in this transformation but the real value added gains may lie in the widespread take-up of “Virtual Clinics” and similar concepts  which put the patient at the centre of  the treatment plan.

Raising the level of  knowledge and engagement amongst the  patient population together with developing a capability to take more responsibility for their own health is crucial. The key is to convert passive recipients of reactive care into active knowledgeable participants in the management of their own general treatment when necessary.

The deployment of innovative, proven therapies locally or in the home, enabled and jointly managed by providers and recipients in the form of a “Virtual Clinic” will prove a powerful contributor to  improving health states and thereby create increasing wealth.
Current and planned activity: 
We are involved with The NHS within the Vanguard Initiative. This is at a very preliminary stage and we would welcome any assistance to accelerate this work.

We are collaborating with three Clinicians (Prof Mike Edmonds at Kings College Hospital is PI) in preparing an application to the NIHR Research for Patient Benefit funding stream. As presently constituted this will be a three centre clinical trial of web enabled home self treatment of recalcitrant diabetic foot ulcers.

In the EU we are in the process of appointing Distributors in several countries and are also involved in the HAPPI project
In the  Middle East  we are working in Iraq and Iran with new Distributors.

On a general basis we would like to hear from Clinicians/CCGs interested in any application of NMES with a view to organising adoption pilots. This could be stand alone or in conjunction with the “Virtual Clinic” concept with treatment given either in clinic, in the home, or in the Nursing Home.
What is the intellectual property status of your innovation?:
The IP in the Neurocare™ NC2000 device is owned by Neurocare™ Inc. of Salem Oregon and licenced exclusively to Neurocare™ Europe Limited. All treatment protocols are copyright.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
This will depend upon the healthcare priorities identified within the West Midlands region, since the therapy as noted in the original document has several clinically  proven applications particularly in relation to chronic conditions.
 
Two of the West Midlands priorities are the Treatment of Long Term Conditions and the Promotion of Wellness and Prevention of illness.  These two areas bearing in mind the associated enabling themes, particularly innovation and adoption, digital health, person centre care, clinical trials and evaluation and education skills, suggest that any one of several chronic conditions could be treated.  These would include, long term ulceration, muscle rehabilitation post operation and muscle rehabilitation in long term atrophy and COP for example
 
Prioritising depends on knowledge of clinicians who are interested in pilot application work of the therapy in their particular area of specialism.
Measures:
Depending on the application chosen we would expect to be able to show that through the application of NMES technology, faster healing or rehabilitation will take place.  This of itself will produce significant treatment cost reduction and in many cases will prevent escalation of the condition into subsequent stages which themselves require more intensive and expensive treatment.
 
In clinical trials generally of NMES devices in many applications over the last 20 years, there have been few if any safety issues arise or any adverse incidence reported so it can be confidently stated that the therapy is inherently safe. If the decision is use to apply the therapy in conjunction with the web-enabled “Virtual Clinic” proposed in the original paper, we are then able to implement an appropriate selection of Patient Reported Outcome measures, which allow us to track the patients experience with the therapy and record the results on whatever parameters clinicians have chosen. 
Adoption target:
It would be valuable to establish one adoption pilot in one of the applications where there is strong evidence of efficacy and to do this requires introductions to medical staff with the  appropriate level of interest and authority. Experience of  a first pilot would suggest adoption targets going forward. Minimum viability would be one unit.
Rejection Reason:
The investment committee decided not to invest.
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Patricia Forrester 10/05/2016 - 17:30 Rejected Login or Register to post comments
2.7
4
Votes

Innovation 'Elevator Pitch':
Do you wan to improve outcomes and gather PROMs in MSK or Pain Management:

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

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


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

SWBH is already using PainSense in the West Midlands and we are keen for more sites so please do get in touch.
 
What is the intellectual property status of your innovation?:
IP is with ADI, PainToolKit and PMP, registered.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Keli Shipley 11/05/2016 - 18:21 Publish Login or Register to post comments
0
0
Votes
-99999
Initial Review Rating
3.93 (3 ratings)
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Anonymous 12/05/2016 - 11:36 Deleted 1 comment
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':
We have a fully developed managed service ready to provide connectivity to mobile screening vans; automatically wirelessly transfer images to hospital PACS; remove outdated paper based processes and transform the metrics of breast screening.
Overview of Innovation:
For 25 years mobile breast screening vans have operated in isolation from Hospital HQs. Every day hard drives full of patient images are transported by taxi, courier, or most commonly fully trained radiographers between the van and hospital. Appointment lists are closed well in advance to allow them to be physically transported to the van and they are therefore outdated by the time they arrive. Clinical and administrative notes are made on paper which is also physically transported before the notes are transcribed into application software. Targeted turnaround time between screening and result has been 14 days for over 25 years.

​Our managed service revolutionises this process and can reduce the steps involved from 42 to 21.

​We transmit images directly from the van to hospital PACS in as little as three minutes. We make appointment systems live on the van and synchronise them with HQ. We create access to clinical applications so that all notes can be entered directly at point of need. We provide on board access to email, internet and intranet which has never been provided before.

​We give the HQ real time visibility to the van enabling them for the first time ever to see that staff have arrived safely and that screening has commenced on time. Our service can transform the metrics of screening and open the doors to radical overhaul of efficiencies and turn around times for results. We can remove all paper based systems and transform the reading and reporting process.

​All of these things can be achieved to deliver a better working environment, more efficiency, greater flexibility, better data accuracy and much improved data security and could normally be funded by cost savings that the service itself will generate.

We need help to accelerate the pace of adoption.
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 / Digital health / Innovation and adoption
Benefit to NHS:
  • Improved throughput on existing capital equipment
  • More flexible service at point of need
  • Improved accuracy by removing transcription errors
  • Better working conditions for radiology staff
  • Reduced risk of data loss
  • Improved management information
  • Better work processes
  • Removal of paper based processes
  • Opportunity to reduce the anxious waiting period between screening and results
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
The Breast Screening Programme (BSP) is one of the largest and most important screeniong programmes in the UK. The benefits of regular screening, early detection, and faster treatment are well proven and documented. Our service enables operators of the programme to bring their service into the 21st Century. The benefits shown above are extensive and far reaching and would impact directly in the service provided to the women of the West Midlands who would find the service more flexible, more accurate and more secure.
Current and planned activity: 
Two mobile vans operated by UHB are already contracted to our service. We now need to expand to the other operators in the West Midlands. We have a fully developed demonstration trailer that we can bring to any site. It would be great to have a fully documented case study on our service anda way into becoming an appproved supplier to the NHS. We need help.
What is the intellectual property status of your innovation?:
We need to investigate the potential for IP in our software.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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David Osmond 01/06/2016 - 18:08 Publish 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Prompt is a back up memory app and web dashboard to help people with daily difficulty recalling essential information about people, places and events.
Overview of Innovation:
Prompt emulates the way memory works by collating personal context about people, places and events. It aims to manitain confidence and independence for people living with impaired memories, due to conditions such as early dementia, mild cognitive impairment or recovering from stroke, brain injury or chemotherapy. An app provides help in the hand by embedding images and contextual information in reminders as well as making it available through natural language search. A web dashboard is available for family, friends and carers to help manage content, send reminders and messages. Analytics track user behaviour and send alerts if change is detected. The system will also use personal data to surface useful information, such as reminders of regular events, even if they're not in the diary as well as offering support with current location and why a user might be at that place. Future panned developments include complete voice interaction and integration with sensors.

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

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

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

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

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

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

Innovation 'Elevator Pitch':
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':
DLS Supported Self Management puts patients in control of their own health; connecting lifestyle goals to health benefits, sharing data with health professionals and making virtual clinics a reality. 
Overview of Innovation:
DLS Supported Self Management consists of two modules which are both available through the web, android and iOS apps.
 
The first, prescribed by health professionals or through self-referral, is a lifestyle plan, which will help patients, and their health professionals map out important lifestyle goals related to specific conditions and pathways.
 
The lifestyle plan will connect existing monitoring devices and lifestyle apps, and allow this data to be shared with care teams and health professionals, giving them the visibility to provide professional support, encouragement and advice to the patient when it is needed most.  Once set up, it will become the coach needed to help the patient stick to their plan offering reminders, encouragement, advice and feedback based on progress, as well as access to a range of prescribed self-care courses and condition focused support groups.
 
The second module will bridge the gap between the patient and clinical worlds, integrating directly into Primary care clinical systems and providing a seamless workflow. This includes:
  • visibility on each patients lifestyle plan, patient collated data and comments made by the patients care team (including non-medical data).
  • A virtual clinic with a dashboard of patients within that specific clinic (e.g) diabetes and a RAG view of the patient data within each record.
  • Easy access to communications tools such as video calls and the phone, the ability to prescribe self-care content and the facility to send, receive and record patient messages.
Both modules will sit on a platform that will provide secure identity management, deliver robust management of patient consent and through a developer platform, will allow third parties to build against the system, enable access for open and paid API’s and deliver bespoke websites to be delivered against it. 
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 / Wellness and prevention of illness / Digital health / Person centred care
Benefit to NHS:
The systems have not yet been built, or trialed, that is in progress as we speak. Therefore the hard evidence, figures and statistics behind these assumptions are yet to be quantified.
 
The lifestyle plan module is designed to promote patient self-management, leading to less dependency on the health system as a result of pro-actively improving lifestyle factors that reduce the re-occurrence of acute episodes for patients with a long-term condition. This promotes improved health outcomes for the patient and decreased cost to the health system as a whole. 
 
Healthcare professionals have a clearer, more informed view of the patient between consultations, leading to more informed consultations at more appropriate times (via the RAG and alert system). This increases efficiencies as patients can be monitored remotely with consultations as and when they are required, rather than at regular intervals.
 
Healthcare professionals will be able to set-up alerts based on the data patients shared, supporting proactive healthcare and decision making.
 
Virtual Clinics mean that when a consultation is required, it can be conducted quickly and efficiently for both the patient and clinician, remotely via video consultation, telephone or message, with face-to-face consultations only when they are required. Patient measurements are submitted in advance via the lifestyle app. This will likely show a favorable improvement in the efficiency of clinician time as well as providing a more convenient, modern service for the patient
Online Discussion Rating
5.00 (3 ratings)
Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:
The innovation will drive positive outcomes for the West Midlands health economies by impacting patient demand.
 
In promoting self-management in this way, we are asking patients to become more responsible personally for their health and less reliant on the health system to keep them within the healthy parameters of their conditions. By supporting patients to be involved in managing their own care, we help to improve Patient Activation Measures (PAM).
 
In doing this, we expect to see:
  • a reduction in patient demand for primary and urgent care services;
  • efficiency savings from managing the patients that are seen in a more timely manner;
  • Improved clinical capacity;
  • better patient outcomes;
  • fewer missed appointments
Current and planned activity: 
We’re working with primary care partners and CCG payers to define the product scope and will involve patients/clinical users to better understand specific functionality and usability.
We have spoken to
  • Diabetes UK to ensure we’re contributing to Diabetes prevention and treatment strategies and to user test our products.
  • GPSoC framework providers to find the most efficient way to integrate our professional tools directly into the primary care clinical systems.
  • Health Exchange in Birmingham to balance our digital provision against face-to-face options so we can reach more patients, particularly those most in need of help.
  • Commercial technology providers to leverage the best the market has to offer, instead of reinventing the wheel. This, for example, will provide a simply way to harvest data from 3rd party devices and apps, allowing us to focus on the patient experience and engagement. 
The product will be trialed with a co-hort of diabetes patients through Aylesbury Vale CCG.
What is the intellectual property status of your innovation?:
The IP is owned by Digital Life Sciences and is in the process of being trademarked. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Co-Authors:
Regional Scalability:
Supported Self Care is designed to be delivered at scale to Primary Care populations. The product sits on the DLS patient platform, which is already supporting 70,000 patients in the West Midlands, 82,000 in Worcester and is about to bring on an additional 200,000 patients in Aylesbury Vale CCG area and 300,000 in Chiltern over the next year.
 
When it is launched, the innovation will be available commercially to any organization, in the West Midlands, or other regions, who wishes to purchase it. 
Measures:
The success of the supported self-care product will be measured by;
  • The sales revenue generated
  • The clinical patient outcomes (yet to be confirmed)
  • The reduction in patient demand for primary and urgent care services;
  • Efficiency savings from managing the patients that are seen in a more timely manner;
  • Improved clinical capacity;
  • Better patient outcomes;
  • Fewer missed appointments.
 
Prior to implementation of the first pilot, we will undertake a benchmarking exercise which will define the exact outcomes we want to measure and reporting will be put in place to track improvements.
 
This will include a patient / user survey of existing services to gauge satisfaction levels, which will be repeated towards the end of the project.
 
As part of each deployment register we put a risk register in place, which will highlight any project risks encountered along the way in terms of quality, safety, cost and people. In addition our clients have their own clinical recording methods to keep abreast of any patient safety and or quality issues. 
Adoption target:
Yr 1 SSC deployments include the technology/ product license fee and the business change and transformation required to embed the product sufficiently to deliver a return on benefits.
Rates of adoption are: 
 2018  4 projects, £50,000 licence revenues
2019  8 projects, £70,000 licence revenues
2020  9 projects, £100,000 licence revenues
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Melissa Nurcombe 14/06/2016 - 21:06 Sign Posted Login or Register to post comments
3.3
2
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':
We develop connected, accessible devices that use interactive games, musical expression and machine learning to support therapy and training of physical, cognitive and communication skills.
Overview of Innovation:
Our interactive platform is designed to make rehabilitation fun, exciting and engaging. Our first product, Monoma uses gamified exercises and music making to address the training needs of our clients. It has been user-tested by people with cognitive, learning and motor disabilities. Furthermore it has already been tested in therapy, special education and assisted living settings.
Monoma consists of:
  • A set of modular hardware controllers with RGB led lights and uses touch sensors in a novel format to provide unparalleled sensitivity. It is dynamic, offers bi-directional communication and opens up new interaction possibilities.
 
  • The controllers connect via Bluetooth to our software platform. The platform consists of rehabilitation exercises that combine sounds, music, colours and lights. Therapists and educators can choose from memory, turn taking, musical improvisation, orchestration, reaction to stimuli and exer-gaming routines among others. Our application allows for full customisation of the hardware (i.e number of units, colour, sensitivity, dynamic range) and the exercise settings (difficulty level, songs, notes, timing) in order to serve different needs and abilities.
 
  • Monoma uses data mining and machine learning to collect valuable data and report on reaction times, evolution of memory, force and speed abilities of the users. This allows for real time adaptation of the exercises based on users’ abilities, long term progress tracking and evaluation of therapists’ practice.

Validation
Monoma has been evaluated by 100+ therapists therapists who have found that it helps improve the independence and wellbeing of our clients, specifically the improvements are:
  • training of sensorimotor functioning (orientation, coordination, fine and gross motor skills, strength and endurance of movement)
  • training of cognitive functioning (attention, reaction to stimuli, memory)
  • training of communication and social skills (turn taking, eye contact and initiation)
  • accessible creative expression

Monoma is easy to set up, is customisable and can be used in several settings. The device provides feedback to the users’ actions, therefore educators will not need to constantly reinforce them. The data collection and analysis is also deemed very important for the evaluation of users’ progress.

Video of the product here: https://vimeo.com/156258164
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 / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Eirini Malliaraki 16/06/2016 - 15:30 Archived Login or Register to post comments
0
0
Votes

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

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

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

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

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

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

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

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

Tŷ Gobaith, Conwy
Tŷ Hafan, Cardiff

With further discussion:

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

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

Innovation 'Elevator Pitch':
Kaido is a digital health and wellbeing platform that empowers people of communities to make better educated lifestyle choices. 
Overview of Innovation:
With the health service under huge pressure, we must move towards a more proactive approach to healthcare. Individuals are now looking online for help and inspiration about how to look after their health. But with conflicting content and generic apps, even wearable technology that gives users lots of data but no indication of context, the internet is not a reliable, educational resource.
 
Kaido is a powerful, digital, academically endorsed platform that will put trusted, meaningful and user-friendly health and wellbeing content at the users fingertips. By delivering the right information, in the right way, at the right time, Kaido will empower people of communities to make informed and sustainable lifestyle choices. Kaido was created from the desire of professional practitioners working in elite sport and academia to share their knowledge with a much wider audience and provide a trusted and regulated source for health and wellbeing information.

Kaido's agnostic platform is a second generation software as a service (SaSS) offering in the mHealth and health analytics space. It seeks to leverage capabilities of existing sensory devices and combine it with expertise across Physical, Nutrition and Mindset to give added value both to the consumer and business subsidiary. 

There are three aims for Kaido:

1) To educate people of communities to make better educated lifestyle choices.
2) To enable people with long term health conditions to better manage their care.
3) To empower the next generation of academic and clinical research.

Kaido will build a picture of a users health and wellbeing by pulling data from mobile phones, wearable technologies (like the Apple Watch or Fitbit), visual recognition, social media streams, and from inside the platform using input functions and questionnaires. Then using the very latest artificial intelligence technology, combined with the team’s expertise, it will serve up bespoke information to provide:

- Knowledge: To help the end user to understand the WHY as well as
the WHAT and HOW when it comes to their health and wellbeing.

- Insight: Kaido will use past and present data to show how new
behaviour is positively impacting other areas of a user’s health.
Reinforcing behavioural change is key for long term commitment.

- Opportunity: Kaido will send prompts and opportunities to make
positive changes, either inside the platform itself or within the users
community.

 
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 / Wellness and prevention of illness / Education, training and future workforce / Digital health / Person centred care
Benefit to NHS:
As is highlighted in the NHS Five Year Forward View (FYFV) a cultural shift in approach to health and wellbeing to a more preventative model is critical in ensuring the future of the NHS. This effects the UK in a number of ways; from the future health of millions of children, to deciding how money is distributed.

The use of technology systems and data is at the core of the FYFV. It highlights how the use of data and technology will transform outcomes for patients and citizens. As described in the summary above, the Kaido platform will seek to provide users and healthcare providers, where applicable, with data driven services and outcomes. Through the accessing of personalized services and reports, this will enable individuals to take more responsibility for their own health and wellbeing which should reduce unnecessary burden on NHS services.

As was highlighted by Justin Varney of Public Health England at a recent health innovation summit, changes in behavioural patterns are likely to contribute more than 40% in helping to prevent premature deaths. In addition, it is estimated that if the public were fully involved in managing their health and engaged in preventative activities it would save the NHS £30bn per year. 

The long term vision for Kaido is a truly agnostic platform that allows data exchange and input from clinicians and academics giving them a greater level of insight and a further understanding of how behaviour effects the development of long term health conditions. In addition, pharmaceutical companies are looking for hard quantifiable readouts of the effectiveness of drugs on health and wellbeing rather than just patient reported outcomes measures. This is critical in informing future health outcomes as we move towards a more consumer driven wellbeing model. 

 
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
A consumer driven approach to health is an integral part of improving economic outcomes within the West Midlands region. This is largely down to reduced patient demand and thus stress on services. By empowering people of communities to take control of their own health it is hoped that people will become less dependent on the health services and are likely to be healthier for longer. 

A way of assessing patient engagement in this way is known as the Patient Activation Measure (PAM). Kaido makes a positive contribution to PAM. As is highlighted by the Kings Fund patients who are less activated have costs approximately 8% higher than more activated patients in the baseline year and 21% higher in the subsequent year. This is true of even the most disengaged populations.

For the NHS, a more engaged and healthy population is likely to lead to lower patient demand on primary services, subsequently allowing clinicians to focus their care in areas that truly need it; increasing clinical capacity, driving efficiencies, and improving patient outcomes.

In addition a positive shift in approaches to health impacts on the local economy and businesses. A healthier workforce is a more engaged workforce, thus there would be a positive impact on absenteeism but more importantly presenteeism. A healthier workforce is likely to be more productive, driving business efficiencies and consequently financial outcomes for the business. Kaido has had conversations with a number of health insurance providers who have eluded to the fact that health data would allow them to calculate more accurate insurance premiums. This would give economic value both to the insurer as a result of fewer claims but also the end user as a result of a more informed premium / reward for their pro-active approach to health. 
 
Current and planned activity: 
Kaido has just finished development of its agnostic backend platform and subsequent data aggregation capability. The next step is to run a research trial to give a model data set to allow the data scientists and content team to create the predictive analytics capability. To do this we have engaged our partners on the Serendip programme inside iCentrum to provide a captive audience and also have ongoing discussions with a wearable manufacturer with regard to device deployment. Kaido is currently in talks with three academic partners to support the research trial and our ongoing development activity as well as clinical groups inside Birmingham Hospitals. Kaido is already working with the team at the WMAHSN and EIT health as part of its involvement on the Serendip incubator inside iCentrum, and Bethan Bishop from NHS Heart of England Foundation Trust. Following completion of the user trial and subsequent feedback Kaido will produce its first minimum viable product for market testing. 
What is the intellectual property status of your innovation?:
Kaido owns all intellectual property involved in the innovation and is exploring patent opportunities of the algorythms for the second development stage. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regional Scalability:
The Kaido trial with Public Health Birmingham is an example of how Kaido could be adopted across the West Midlands region. This trial involves Kaido, Public Health Birmingham and other local partners for example the local GP surgery distributing the platform. Distribution is via an internal intranet system that is available to residents as a result of the free Wifi they are taking advantage of. A number of towns/ cities are adopting a more digital approach as part of Digital Birmingham’s digital city agenda so it would be very easy to roll out similar models in different regions. In addition, we are hoping that our trial with Barclays, Npower and Centro will set a precedent for corporate implementations that will help with the roll out across the commercial sector. We have not yet implemented the platform in other areas of the country due to the stage of development we are currently at. 
Measures:
At the business level adoption of the platform on scale will be a primary outcome measure. This is expanded further below. At an individual user level, Kaido recognises that significant health improvements will only be recognised over a period of time and that listening to user feedback is critical during our proof or market stages. Kaido has an in built feedback mechanism into beta versions of the platform and it is our intention to work with both users and businesses to ensure we create product solutions where there is a real and identifiable problem/need. During our Public Health Birmingham implementation, the Active People Survey provides a baseline data set that Public Health Birmingham has presented us with. Future versions of this survey will identify whether improvements have been made from a health perspective. At the user level there are a number of objective and subjective measures of increased understanding within the platform. These will be largely behavioural changes tracked inside an individual users platform and we will have anonymized data to show this. 
Adoption target:
For the running of our research project target adoption is 500 of a distribution of 4000 people thus a 25% adoption from our target audience. This will give a sufficient level of data to create the minimum viable product equipped with artificial intelligence capability. 
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Richard Westman 24/06/2016 - 09:46 Approved Login or Register to post comments
3.4
1
Votes

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

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

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

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

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

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

Our work is now starting to attract national attention. We have been visited by Helen Garnham, the national lead on suicide prevention at Public Health England. She has described our work as "inspiring" and asked us to address a suicide summit in February in London. Luciana Berger, the former Shadow Minister for Mental Health, asked to visit us in January and met staff and clients. The South West Zero Suicide Collaborative's steering group has described our work as "inspirational" and "extraordinary". 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness
Benefit to NHS:
We are providing something very different from NHS services but have found that mental health professionals are interested in understanding why our clients survive and how we have achieved zero suicide.
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Our Suicide Crisis Centre is helping people to survive who may have died by suicide. We are also helping to prevent crisis by providing trauma services (early intervention).
Current and planned activity: 
We have been contacted by the NHS and CCG in another part of the country as they are interested in having a Suicide Crisis Centre in their county. This is outside the West Midlands.
What is the intellectual property status of your innovation?:
To be confirmed
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
3
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Joy Hibbins 01/07/2016 - 07:39 Publish 1 comment
6
1
Votes
-99999
Innovation 'Elevator Pitch':
The National Osteoporosis Society has pioneered a package of support for the commissioning and improvement of secondary fracture prevention services.  This can save the average CCG 1.7m over 5 years.
 
Overview of Innovation:
The Fracture Liaison Service (FLS) care model enables secondary fracture prevention through identification of low trauma or fragility fractures by means of dedicated case finding, with assessment and treatment of osteoporosis where appropriate.  This model has been replicated across the UK since April 2015 with the support and expertise of the National Osteoporosis Society.  A team of specialist development managers with clinical and commissioning experience is currently working with 167 sites (to date) to support new service development (50), or quality improvement of existing services (78).  Preliminary results from an analysis of the effectiveness of these services in preventing secondary fractures indicate a significant positive difference between sites with an FLS, and those without.

Operating in a tough economic climate with health budgets tightly constrained, investment in new services must demonstrate both a solid evidence-base and a strong business case.  There is strong evidence that investment in FLS results in improved quality of care and financial savings in health and social care.  The NOS has produced a suite of online resources to support FLS development and improvement.  A comprehensive FLS Implementation Toolkit supports providers and payers in the commissioning process and is provided free of charge. [1] Users can create a compelling, evidence based business case without the need for advanced skills in costing, modelling or other health economic techniques.  The SDT is also available at any stage throughout the implementation process to support clinical pathway or business case development.  Advice is available regarding outcome measures and performance indicators, as well as effective data collection for service evaluation.  This service is provided free of charge. 

To date, 9 new FLS have been commissioned (8 new services and 1 augmented service).  These new services represent FLS provision to an additional cumulative population of nearly three million people, which could prevent more than 1000 hip fractures over 5 years.  This in turn represents gross savings across health, social care, and community services of £17.3m (service costs typically run at less than 40% of the gross benefit).
 
[1] The Implementation Toolkit https://www.nos.org.uk/health-professionals
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 / Person centred care
Benefit to NHS:
The aim of the National Osteoporosis Society (NOS) is a future without fragility fractures.   Fragility fractures are common: 1 in 2 women and 1 in 5 men break a bone after the age of 50.[i]  People who have had one fracture are at greater risk of sustaining another (i.e. a secondary fracture).  There is strong evidence that investment in Fracture Liaison Services (FLS) results in improved quality of care and financial savings for the whole associated health economy.  
As highlighted earlier, to date, nine new FLS have been commissioned nationally (eight new services and one augmented service), with the support of NOS project management.  These new services represent FLS provision to an additional cumulative population of nearly three million people, which could prevent more than 1000 hip fractures over five years.  This in turn represents gross savings across health, social care, and community services of £17.3m (service costs typically run at less than 40% of the gross benefit).
 
[i] Van Staa TP, Dennison EM, Leufkens HG, Cooper C. Epidemiology of fractures in England and Wales, Bone 2001; 29 (6):517-522.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
As part of the FLS Implementation Toolkit[i], the NOS has developed a financial model (the FLS Benefits Calculator) which demonstrates potential future fracture reduction and cost savings for any given population.  Taking an exemplar from the West Midlands: If Coventry and Rugby CCG were to commission a FLS, the Benefits Calculator indicates that 345 fractures would be prevented over 5 years of operation of the service.  Of these, 145 are hip fractures, which at a conservative estimate, cost the health economy around £17,000 each.  
The calculation shows a total gross saving[ii] of £2,909,841 - £1,470,702 in acute care, £1,362,565 in social care and £76,574 in community and primary care.
 
[ii] We estimate the cost of the service to be approximately 37% of the gross benefit
Current and planned activity: 
The NOS is currently providing bespoke project management support to 168 sites across the UK, including 15 sites in the West Midlands area, looking to set up or improve an FLS:  
  1. Facilitation of engagement with stakeholders to generate commitment to FLS.
  2. Assistance to stakeholders from inception to launch of FLS, including development of the economic and business case; service specification; and resource and capacity planning.
  3. Assistance with recruitment and training of the fracture liaison nurse (FLN). [i]
  4. Input to enable the development of an FLS to meet the UK FLS Clinical Standards. [ii]
  5. Help to establish relevant protocols/care pathways for the service.
  6. Work with commissioners to ensure services are sustained.
  7. Assistance re. data collection and methods of analysis, reporting and evaluation.
 
[i] FLS Fracture Prevention Practitioner Training https://www.nos.org.uk/health-professionals/elearning
What is the intellectual property status of your innovation?:
The Implementation Toolkit is the property of the National Osteoporosis Society, but is available free of charge.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
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Will Carr 04/07/2016 - 11:52 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
System to massively improve efficiency and reduce costs of running your mental health recovery college. Manage, track and report on KPIs and impact and outcome assessments to your commissioners.
Overview of Innovation:
Online platform crafted to help Mental Health Recovery Colleges and training providers manage their applications, students, courses, tutors, course schedule, venues, bookings, attendance, learner support needs, evaluation and impact and outcome assessments. Take a look at http://mindrecoverynet.org.uk for more details.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Helping Mental Health Recovery Colleges and support and training providers become more efficient will save money. 
Commissioners will be able to manage the performance of contracts more easily with those providers that use Mind Recovery Net.
Consolidation and centralisation of shared support resources between Colleges and support providers becomes possible using common platforms.

Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Allow service users to gain a seamless, online engagement with their local Mental Health Recovery college or support and training provider, either directly, as a referral from the GP or other mental health service or through their employer. 
Support WM population to become more resilient and improve their overall wellbeing, reduce the cost of sickness and absence on the employer by taking preventative steps to increase overall wellbeing.