NHS Innovation Accelerator (NIA)
The NHS Innovation Accelerator, or NIA, supports uptake and spread of proven, impactful innovations across England’s NHS, benefitting patients, populations and NHS staff.

Ideas (Publish, Detailed Submission)

Innovation 'Elevator Pitch':
Dip.io, a CE approved product turns the smartphone into a clinical grade device enabling lay-users to test urine in their own home, with clinical accuracy and share results electronically with their clinician. 
Overview of Innovation:
42m urine tests a year are undertaken in the NHS to screen for a wide range of conditions. Currently patients collect a sample at home and bring it to the clinic or provide a sample in the clinic where it is either tested on site or sent to a laboratory. This is inefficient, inconvenient for the patient and presents opportunity for improvement in patient experience, clinical quality and cost efficiency.
 
Healthy.io is the first company to turn the smartphone into a regulatory-approved clinical device. Its first product, Dip.io, uses computer vision and user centric design to turn the smartphone into a urinalysis device. Built around existing semi-quantitative urinalysis dipsticks, Dip.io complements established clinical efforts by empowering patients to test themselves at home with no quality compromise, and securely share results with a clinician.
 
Healthy.io is empowering patients to take urine testing into their own hands, opening up an immense opportunity to improve preventive efforts and enable early interventions. Key pathways in which digital urinalysis has strong potential to improve patients’ lives and reduce cost to the NHS:
  • Antenatal care: women with hypertension or diabetes in pregnancy have a higher risk of developing pre-eclampsia, a leading cause of maternity morbidity. Dip.io has proven through a usability study at Johns Hopkins to improve women’s experience and could reduce outpatient appointments amongst high risk pregnant women. 
  • Chronic Kidney Disease (CKD): Home-based screening of albumin:creatinine (ACR) for people with diabetes or high blood pressure, to increase adherence to NICE CG 182 and diabetes care process beyond the current level of 50%.
  • Urinary tract infections (UTI): opportunity to improve self-management for patients at risk of admission from UTI (e.g. MS), reduce the 5m GP attendances for UTI in primary care and create digital pathways for pre-op assessment  through using digital urine testing, within existing clinical guidelines.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Benefits to NHS in line with FYFV:
  • Maternity Safety (Proteinuria screening): The Maternity Transformation Programme (Better Births) prioritises improvement in maternity safety and provision of consistent quality. This includes halving the rates of stillbirths, neonatal and maternal deaths by 2025. Around 15% of women with hypertension or diabetes in pregnancy have a higher risk of developing pre-eclampsia, a leading cause of maternity morbidity. Automated home-screening for proteinuria in at-risk pregnancies has the potential to early identify pre-eclampsia, save £1,500 for each avoided false negative, save up to £75m by reducing 60% of outpatient appointments (3rd trimester) and reduce antenatal consultation time by 25%.
 
  • Primary Care (Diabetes and CKD screening): Smartphone enabled self-testing offers a critical complement to existing population health efforts by shifting testing from primary care to the home. Providing alternatives to face-to-face contact frees up GP resources and nursing time. NICE recommends that every person at increased risk of CKD (people with diabetes or hypertension) needs to annually get their urine tested. However only 50% of people with diabetes and 30% of people with hypertension have a regular urine test reported. Over 1 million cases of CKD remain undetected. Diffusing Dip.io to every at risk patient (8.3m) could improve adherence with no additional overhead, reducing CKD cost by up to £1bn.
  • Urgent and Emergency Care (Urinary Tract Infection): Conducting common diagnostic tests at the patient's home supports "improving the ability of patients to self-care for minor illnesses" (UECR).  This includes the need to anticipate recurring conditions such as UTIs. 1-3% of GP visits are UTI related and UTIs accounted for 14% of emergency hospital admissions in MS patients costing the NHS over £43 million. Dip.io offers the opportunity to improve self-management for patients at risk of admission from UTI, reduce the 5m GP attendances for UTI in primary care and create digital pathways for preop assessment within existing clinical guidelines.
 
  • Harnessing technology and innovation: Our solution leverages existing technology to transform care delivery and supports the drive to digital adoption. We easily integrate into other technologies (integrated with PKB and Allscripts) and make sure interoperability is built in. We are replicating this model for our next product to bring innovation to woundcare management.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Our smartphone-enabled digital urinalysis service aims to improve quality and efficiency of existing pathways, driving better patient outcomes and experience.
 
Main benefits:
 
Maternity safety: women with hypertension or diabetes in pregnancy have a higher risk of developing pre-eclampsia, a leading cause of maternity morbidity. NICE CG62 recommends dipstick urinalysis during each prenatal visit to screen for proteinuria, an indicator of pre-eclampsia. Increasing testing in between regular pre-natal visits could reduce Pre-eclampsia complications. Women with at-risk pregnancies receive 7-10 Dip.io kits. Following a defined frequency, the women conducts the test at home. The clinician automatically receives the results and is alerted if results are abnormal for immediate follow-up care. This model of care is being rolled out across mayor HMOs in Israel and received more than 90% preference in a Johns Hopkins usability study. Dip.io has proven to improve women’s experience and could reduce outpatient appointments amongst high risk pregnant women.
  • Diabetes and CKD screening: NICE clinical guidelines recommend people with diabetes/hypertension need to get their urine tested annually but adherence is low e.g.  only 51% of people with type 1 diabetes tested. Digital testing could improve adherence and reduce costs. Patients with no recorded albumin reading receive our smartphone urinalysis home-test. Results are immediately available to the clinician and those with abnormal results are invited to a follow-up extensive checkup. This model makes it possible to reach people at risk, who have not received appropriate testing, thus increasing adherence to CKD screening.
  • Urinary Tract Infection (UTI): opportunity to improve self-management for patients at risk of admission from UTI (e.g.MS), reduce the 5m GP attendances for UTI in primary care and create digital pathways for preop assessment   through using digital urine testing, within existing clinical guidelines.
Current and planned activity: 
NHS:
  • North East and North Cumbria AHSN with South Tees NHS Trust to test renal clinic at home funded by Northern Counties Kidney Foundation
  • NeuroResponse social enterprise based at UCL on Multiple Sclerosis pathway
  • Modality and Yorkshire and Humber AHSN to test diabetes/CKD screening model
  • Howbeck Healthcare to test rollout diabetes/hypertension/CKD screening model in South Cheshire and Vale Royal
  • Salford NHS Trust rollout for renal patient management
  • Care UK rollout for uncomplicated UTI management
  • Applied to the Test beds, have been invited to the follow-up meeting for at risk pregnancy, UTI and renal models
 
International:
  • Usability study in pregnant women at Johns Hopkins with 92% favourability (soon to be published)
  • US National Kidney Federation and Geisinger Health to improve care for people with hypertension
  • Dutch Kidney Foundation and Dutch Health to test population screening for ACR in at risk population compared to other method
  • Rolling out in two HMOs in Israel for at-risk pregnancy model
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
Regional Scalability:
Our plan is to scale regionally and nationally through a B2B2C business model. We offer several commercial packages that differ in terms of scale, level of integration, agreement timeline and distribution/shipment method.  This allows us to partner with different players within the NHS to provide them full digital capabilities through customised, white label kits, a localised application and access to our algorithm in an end-to-end service proposition. Our vision is to serve as the backbone for smartphone enabled, image based medical diagnostics and enable partners to bring our innovation to their existing user base.
Measures:
Healthy.io and the Dip.io solution work together with healthcare organizations to improve efficiency, value and outcomes by digitizing existing pathways. Measure include:
  • Save outpatient appointment and reduce consultation time to reduce resource pressures.
  • Increase clinical guideline adherence, improving patient safety
  • Improve patient experience (e.g. minimise absence from work and avoid travel expenses)
Adoption target:
Start with a phased roll out to try, test and scale the innovation in a regional NHS organisation. We anticipate that success from this roll out will lead to spreading the implementation of the technology to other specialties within the organisation, other hospitals/GPs within the group and to other providers and partners within the WM area.
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Anonymous 03/04/2018 - 14:43 Detailed Submission Login or Register to post comments
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Innovation 'Elevator Pitch':
FREED is an innovative, evidence-based care package for 16 to 25-year-olds with an eating disorder of up to 3yrs duration. It reduces waiting times for treatment, tailors treatment to the needs of young people, and improves outcomes at low cost.
Overview of Innovation:
Eating disorders are severe mental disorders with high levels of disability and mortality. The first 3 years offer a critical window for achieving recovery. Beyond this, outcomes are much poorer.
 
FREED (First episode Rapid Early intervention for Eating Disorders) is an innovative, evidence-based, specialist care package for 16 to 25-year-olds with a first episode eating disorder of less than 3 years duration. FREED overcomes barriers to early treatment and recovery and consists of a service model (incorporating rapid screening and assessment protocols) and a care package that can be adapted to service needs (including print and electronic patient resources that specifically attend to the needs of young people and their families). It was developed to be compatible with any existing evidence-based eating disorder service, and complements rather than replaces existing eating disorder treatments.

FREED was developed at the Maudsley hospital (South London and Maudsley NHS Foundation Trust) with support from The Health Foundation and has since been scaled to 3 additional sites in London and Leeds. These cover a population of approximately 7 million from urban, sub-urban and rural catchment areas. The Maudsley has provided a consultancy model with access to protocols and tools plus expert coaching in implementation and ongoing supervision.
 
Evaluation data show that FREED reduces waiting times for treatment by approximately 50%, compared to matched audit patients. It also improves treatment uptake (100% with FREED vs. 73% with audit) and, once in treatment, mean symptom scores for FREED patients reduce below clinical cut-points by 6 months. For patients with anorexia nervosa, 60% of FREED patients may be expected to reach a healthy weight by 12 months vs. 17% of audit controls. 
 
FREED is also low cost, as all implementation material is available free of charge. The cost to services is that for a band 7 FREED champion, at 0.6FTE (£20k/yr) for a large service seeing 100 FREED patients/year. In-year savings are feasible due to the 35% reduction in day-care and inpatient care seen with FREED compared to treatment as usual / audit data. This translates to a cost of £112k per 100 patients seen through FREED. Modelling analyses suggest longer term savings of £2-5 per £1 spent, due to reduced treatment re-presentations and early achievement of full recovery.
 
FREED is scaling around England in 2018 with support from the NIA.
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 / Innovation and adoption / Person centred care
Benefit to NHS:
Available data show improved clinical outcomes at reduced cost (please see prior section for details).

Standard waiting times for eating disorder treatments for adults routinely exceed 6 months, and it is established that patients waiting for treatment tend to deteriorate and become at higher risk of a chronic disorder course. FREED addresses this.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Available data show improved clinical outcomes at reduced cost (please see prior section for details). FREED was co-designed with patients and carers and we are consulting with patient representatives around the country.
Current and planned activity: 
FREED has received support from The Health Foundation and NHS Innovation Accelerator. We are working with AHSNs around the country as well as specific clinical services and service user groups/charities.
What is the intellectual property status of your innovation?:
No intellectual property copyrights - we are sharing materials.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
We have already successfully scaled FREED from the South London and Maudsley NHS Foundation Trust to Central and North West London NHS Foundation Trust, North East London NHS Foundation Trust, and Leeds and Yorkshire Partnership NHS Foundation Trust. In so doing, we have gained experience with implementation and helping teams adhere to the core principles of FREED whilst also making necessary adaptations to local requirements. FREED now serves a population of over 7 million from urban, semi-urban and rural areas and has been delivered by professionals with a variety of training backgrounds.

Our Leeds partner site has also scaled FREED to two further services in Yorkshire, providing evidence for the regional scalability of the model.

The Gloucestershire all ages eating disorder service (2gether NHS Foundation Trust) is confirmed as an additional, new partner site for 2018 with training occurring in April. Discussions are underway with a further 3 sites around the country.
Measures:
We will measure waiting times for assessment and treatment, the percentage of patients who take up treatment and the percentage of patients who complete treatment, as well as those that need inpatient or day care treatment on top of outpatient work.

Pre and post-treatment measures will be conducted as part of routine clinical assessment processes but we are asking all partner sites to use the following 3 well-established and well-validated measures for this; the Eating Disorder Examination-Questionnaire; CORE measure of depression and anxiety; and Clinical Impairment Questionnaire. We will also monitor changes in Body Mass Index.

Outcomes with FREED will be compared to pre-existing, baseline outcomes for each service. We will undertake the audit evaluation of these baseline outcomes, with support and consent from services.
Adoption target:
All adult eating disorder services offering evidence-based treatment are potential adoption sites. The specific goal for 2018 is to scale FREED to 8 new sites, 2 from each of the regional England teams.
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Karina Allen 19/03/2018 - 16:45 Detailed Submission Login or Register to post comments
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Innovation 'Elevator Pitch':
CMC is an NHS urgent care planning service designed to capture a patient’s preferences for their care in one single version of the truth. The care plan is available digitally to all the clinicians involved in their care and emergency services 24/7.
Overview of Innovation:
The service was started in 2010 and currently serves Greater London. It is commissioned by the 32 London Clinical Commissioning Groups. There are currently over 50,000 CMC care plans in existence.
 
CMC fast facts:
  • The CMC service has been developed by NHS clinicians for NHS patients
  • Developed on the foundations of patient centric care, clinical integrity, information governance, data protection and security
  • Helps reduce unnecessary and unwanted hospital admissions, readmissions and associated ambulance transport costs and hospital stays
  • 76% of patient who have a CMC plan and place of death recorded, die in their place of choice
  • Where patients have a CMC care plan 19% died in hospital compared to the national average of 47% and 53.6% in London
  • Data suggest that the NHS saves on average £2,100 per patient who dies with a CMC care plan in place
  • For healthcare professionals it’s the confidence that the important and sensitive work they have documented with the patient is accessible to emergency services who may not know them as well
  • For patients it’s the knowledge that they are at the heart of planning and decision making around their own healthcare and that they will not need to repeat themselves repeatedly
 
The service is constantly evolving with an ongoing focus on interoperability with other healthcare IT systems and allowing patients to start to create their own care plan on a new patient portal myCMC. For more information please visit www.coordinatemycare.co.uk or call 020 7 811 8513.
 
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 / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
The key benefits to the NHS include:
  • A higher quality of care for patients during the out of hours period with all the healthcare professional teams joined up and the patient's own preferences at the heart of the care delivered
  • Fewer unplanned hospital admissions and the associated costs with hospital stays
  • Lower costs with an estimated £2100 saved per patient with a CMC care plan
  • Meeting the NHS goals of digital, interoperable and paperless systems
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Similar benefits to London where we are established:
  • Greater connectivity of the multidisciplinary team working around the patient
  • Greater involvement of the patient in their own care delivery
  • An online care plan accessible to all healthcare professionals and emergency services representing one single version of the truth
  • Cost savings
Current and planned activity: 
Key priorities for Coordinate My Care include:
  • Interoperability with all GP, hospital and community IT systems
  • Taking CMC into wider regions across the UK
  • Supporting the myCMC patient portal for more patients to start their own care plans ratified by their clincians upon consultation
What is the intellectual property status of your innovation?:
The intellectual property of CMC has two components;
  1. The ‘wrap around’ that consists of teaching, training, monitoring, clinical and information governance, reporting and analytics. (Intellectual property of CMC/NHS)
  2. The IT platform on which the system is hosted and maintained (Intellectual property of InterSystems)
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Professor Julia Riley 07/03/2018 - 16:32 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
WaitLess is an app for patients, combining A&E & MIU real-time waiting times, numbers waiting, traffic & routing helping patients make better decisions about where to go for minor emergencies. In east Kent, it reduced minor A&E attenders by 11%.
Overview of Innovation:
WaitLess is an innovative new app for patients. This reduces A&E attendances during busiy times by showing patients the quickest place to be seen, simply. It proves patients can be treated faster and closer to home by highlighting alternative services, driving activity away from busy A&Es. It's free for patients to download and was designed by patients for patients, funded by CCGs and STPs. Our charging model is 25,000 per CCG, or 3p per person based on population.

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

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

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

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

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

With many UTCs commissioned on block arrangements, overheads are already paid for. In these scenarios, each A&E attendance saved is equivalent to 85.00 per episode saved. Where UTCs are commissioned on PbR, the standard tariff is 65.00 per episode. in thesecases, WaitLess saves 20.00 per episode. The PbR savings alone equate to 100,000.00 per CCG. 
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Activity analysis has highlighted over the years that A&E is seen as a  trust brand by patients. Commissioning of alternative facilities with different names, such as MIU / UTC / Minor Injury Cinic / MIIU has created a significant confusion among patients about which services are  available and what they offer. A number of self help apps have been developed to support patients, however these have nationally had a limited impact on emergency attendances to A&E. Since 2004, the UK has seen A&E attendances grow by 5% year on year. A&E Departments are now widely reported to suffer from overcrowding, leading to sub-optimal conditions both for clinicians and patients. The majority of A&E attendances are from patients who choose to self present to Hospital, most with Ambulatory and more minor conditions. As an ex Urgent Care Commisisoner and General Manager for A&E and Acute Medicine, I knew prior to the build of an app that patients make a quick decision about where to access urgent care services, which was recognised by the behavioural insights team in 2015. In many other parts of healthcare planning, autonomous patient decision aids have been found to be highly effective in terms of both influencing behaviour and flattening demand. This can be seen in the NHS rightcare guides. WaitLess provides this for Urgent Care services. It helps the local population in the following ways:
  1. Encouraging people to access care services closer to home
  2. Reducing avoidable A&E attendances
  3. Improving the patient experience
  4. Empowering patients to mae a better decision about where to go to be seen
  5. Reducing pressure on overstretched A&E departments
  6. Savng money for the local health economy to re-invest in pathway changes that are sorely needed to improve urgent care flow.
Current and planned activity: 
We are currently enagaged in discussions around WaitLess with Nene and Corby CCGs, Yorkshire and the Humber and Greater Manachester. As part of the National Innovation Accelerator, we have ensured WaitLess is built on a platform that is simply scaled. Patient feedback has highlighted a need to provide WaitLess at scaleas patients commute for work and leisure and come to rely on the information. Our diffusion plan is outlined in a 12 week programme per CCG which can run in parralel with up to 26 CCGs per cycle. As WaitLess technology is bespoke, it has been built with scaling in mind. Our 12 week programme can be accelerated to 2 weeks, depending on each health economies informtion capabilities and appetite.
What is the intellectual property status of your innovation?:
As a developed and deployed product, we have IP rights  to our innovation
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Alistair 07/03/2018 - 01:41 Publish 1 comment
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-99999
Innovation 'Elevator Pitch':
Common Approach To Children’s Health (CATCH) is a free-to-users healthcare app aimed at parents/carers of children aged 0-5. The app gives users confidence to know when their child needs medical treatment or when self-care would be more appropriate.
Overview of Innovation:
The concept of a Cheshire East health app was originally borne out the council's Annual Report of the Director of Public Health, 2013/14 which among other findings determined that large numbers of young children in Cheshire East are being taken to A&E & are sent home with advice rather than treatment.

There could be many reasons why A&E attendance for children aged 0-4 in Cheshire East is higher than the national average but one explanation could be that some parents lack the confidence & knowledge to self-care when appropriate.

To remedy this Public Health Cheshire East, NHS Eastern Cheshire CCG & NHS South Cheshire CCG came together to jointly commission the CATCH app.
Users of the app create a profile for their child/ren to receive regular guidance & advice tailored to suit them as they grow. Once the child’s information is inputted to the app the Home section will provide users with NHS guidance that is highly relevant to their child’s age.
 
The Learn section contains a multitude of health information that is split by age, e.g. ‘0-6 months’ or ‘4-5 years’ to help parents & carers determine which information is relevant to their child. Learn also includes sections such as ‘Making your home safe’ & ‘Parents corner’.
 
Information about what to do in an emergency, such as if a child swallows a battery or button can be reviewed at any time, ensuring parents & carers are prepared if a health emergency were to occur. General announcements for subjects like seasonal advice, local news & health warnings can also be received.
 
The app contains highly localised information about healthcare services/support groups available in the region and an explorable map of local health services such as GPs, dentists & pharmacies. Users can set timely reminders about key health dates such as childhood immunisations.
 
The Emergency section contains information about emergency situations, such as allergic reactions, how to help a choking child & head injuries. The idea is for users to review this section when they have some free time rather than during an emergency itself, meaning they will be more confident to take action should an emergency occur.
 
CATCH uses NHS approved advice, better informing users on a range of conditions by providing advice from a trusted source - directly from NHS choices.
 
To view more information, videos and download the app for iOS or Android go to the website...
http://catchapp.co.uk

And watch the video...
https://youtu.be/G3bFBlC8l8M
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: 
Digital health
Benefit to NHS:
NHS Digital reports that in 2015-16 children aged 0-4 had a higher number of A&E attendances than other age groups.  In fact, NHS Digital’s headline figures for A&E Attendance shows an increase in the number of patients aged 0-4 attending A&E going from 1,874,132 in 2014-15 to 2,054,092 in 2015-16.
 

 
 By preventing unnecessary attendances at A&E for the 0-4 age group it will enable A&E departments to free up vital capacity to deal with those patients with immediate needs, this in turn will demonstrate efficiency savings.
 
The main benefits of CATCH from a health professional’s point of view are:
  • Parents and carers are more confident to provide self-care for their children
  • A common approach to children’s health is promoted, in that parent, grandparents, carers and health professional are all being provided with the same, clinically sound information which is up-to-date and approved by doctors in the region
  • Ultimately pressure on local NHS services is reduced and unnecessary A&E attendances are reduced.
CATCH has helped to reduce A&E attendances and GP Visits in the Cheshire East region of the UK. Cheshire East CATCH users were surveyed and a majority (52%) of participants, who required medical attention for their child, have used CATCH to self-care for their child rather than using an emergency service. Similarly, a majority (64%) reported that the app helped to treat their child at home instead of using GP services.

Early Eastern Cheshire CCG cost findings are in line with the user survey and for the four months to 31 January 2016/17 show that the number of 0 to 5 year olds discharged from A&E with nothing but basic information and advice was 538 or 155 fewer than for the same four months in 2015/16 – before the app was launched. The figures cover all A&E departments in which Eastern Cheshire children were seen, not just Macclesfield District General Hospital.
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
NHS Digital: Number of A&E attendances in each provider by age group, 2015-16 shows there were 316,303 A&E attendances in the 0-9 age group in the West Midlands region.

The CATCH app reduces the number of parents visiting A&E who have understandable anxieties about their children’s health, often stemming from not knowing what else to do when their child is ill. The CATCH app offers guidance and reassurance for parents to provide self-care for their children at home, without visiting the hospital.

The reduction in A&E visits by this patient group will reduce the pressure on local NHS services. By preventing unnecessary attendances at A&E for the 0-5 age group it will enable A&E departments to free up vital capacity to deal with those patients with immediate needs, producing efficiency and monetary savings the WM A&E providers.
Current and planned activity: 
CATCH is ready to scale and has been taken up by the Innovation Agency, Halton CCG, Cheshire East CCG, Cheshire South CCG, Vale Royal CCG, Knowsley Public Health and Liverpool CCG. The app will be unique in allowing supported regions to have complete control over the information held by their section of the app. The service also includes online marketing and an admin site that delivers analytics on a per postal-district basis that conforms to Information Governance rules.
What is the intellectual property status of your innovation?:
Wholly owned by Damibu Ltd
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Co-Authors:
Regulatory Approvals:
CATCH does not require any regulatory approval.  However, Damibu are registered with the Information Commissioners Office (ZA276533) and with the Department of Health’s Information Governance Toolkit (8JP11)
Regional Scalability:
CATCH is commissioned for all CCG/LA areas within Cheshire and Merseyside.
As of February 2018, CATCH is delivered in Cheshire East, Cheshire South, Halton, Vale Royal, Liverpool, St. Helens and Knowsley, with the remaining CCG/LA areas going live by May 2018.
Measures:
The overall aim is the reduction of inappropriate use of NHS services.  CATCH focuses on A&E, because 1) the project originated from a review of A&E usage at Macclesfield hospital. 2) In part, via the coding within the A&E tariff system, the reason for children attending A&E can be determined, were as this is much hard for GP visits.  Although, both the trusts and the surgeries can see the benefit in what CATCH does.
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David Burrows 05/03/2018 - 14:35 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
RespiraSense demonstrated a potential for 6-12 hours earlier detection of patient deterioration when compared to the standard of care. Putting that into context, for every 30-minute delay in treating Sepsis, increases the risk of mortality by 7%
Overview of Innovation:
RespiraSense is the world's only continuous respiratory rate monitor. Respiratory rate is the earliest and single most sensitive indicator of patient deterioration, more so than heart rate if systolic blood pressure. In fact, 26 breaths per minute are considered the earliest point of divergence between Spo2 and respiratory rate. Giving rise to 12+hours of false security is accurate RR is not measured. 

The standard of care remains the manual counting of breaths per minute, which has been shown to be biased and prone to error. With evidence showing no change in the quality of measurements for over 170 years (1846SirHutchenson) (2017Badawy). 

RespiraSense gives medical teams the advantage of being able to intervene early, thus reducing time to intervention and improving outcomes. Outcomes such as Average Length of Stay, Average Unit Cost of Care, and Patient Safety targets can be achieved. 

RespiraSense is a simple, wireless, and discrete wearable monitor, placed on at admission and worn/measuring continuously for up to 7 days. Each patient receives a new sensor and a reusable electronic device or Lobe. See how the system works @ https://www.youtube.com/watch?v=u6KB1hBPQbM  
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Each year, there are approximately 500,000 admissions of Sepsis and Pneumonia with an average unit cost of £4,600 per admission. These two conditions are increasing in incidence and often lead to an escalation of care due to the risk of undetected deterioration. It's shown that a 5% reduction in the escalation of care of these two pathways alone, through the use of continuous Respiratory Rate monitoring triggering decreased time to interventions (Fluids, Oxygen, Antibiotics, Steroids), can reduce the average unit cost by £300 and the average length of stay by 0.5 days. This translates into a total Net cash saving of £115m and 250K bed days. Popular opinion suggests that as high as 20% reduction is achievable - Evidence pending. 

Each event prevented, having an average cost of £25,000, will pay for a whole year's supply of sensors for one year.
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
West Midlands Trusts are driving the awareness of Sepsis through their ambulance services, patient awareness campaigns, and in-hospital initiatives. With 44,000 lives lost each year attributed to Sepsis, it is important to Prevent, Diagnosis Early, and Effectively Treat the condition. RespiraSense focused on the area of Diagnosis Early. Research suggests that NEWS2 is a more sensitive indicator of deterioration due to Sepsis than QSOFA. Both of which have Respiratory Rate as a critical parameter to measure. There is clinical and economical value in monitoring this essential vital sign accurately and clear additional benefit to having it monitored continuously. RespiraSense achieves both with low impact of False alarm due to its innovative design, boasting advanced motion-tolerance. 
Current and planned activity: 
PMD Solutions is working with Nursing Times to launch an educational campaign on the clinical science and importance of respiratory rate monitoring in acute care clinical practice. 

In addition, PMD Solutions is looking for Respiratory and Emergency teams to partner with and create a culture of Peer Leadership in the development of best practice for respiratory rate monitoring. 
What is the intellectual property status of your innovation?:
RespiraSense is positioned to be the new industry standard in respiratory rate monitoring. It is patented in Europe, United States, China, Hong Kong, and Japan. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regulatory Approvals:
Please describe any current regulatory approvals you have achieved and how they were met/ in progress/planned.
Commercial information:
Please describe how the product/service is being developed commercially, whether in development, trials, pilot or full commercial delivery. Include the results you have from any market/demand surveys and forecasts . Please include any research you have on the broader commercial opportunity for the innovation both within the health sector nationally and internationally.
Investment activity:
Please describe what stage of investment you have reached and whether you are seeking additional rounds of investment. Please include cash investment as well as investment of soft assets such as access to specialist equipment, knowledge, trial base etc. and indicate the types/sources of your investment such as grants etc.
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
Investment sought:
What investment are you looking for in order to support wider adoption of this innovation and what have you managed to secure to date? Please provide a breakdown of these costs if possible.
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Myles Murray 02/03/2018 - 20:21 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
Oviva Diabetes Support and Prevention are QISMET-accredited education and behavioural change interventions for people with or at risk of type 2 diabetes, which have demonstrated signficant improvements in uptake and clinical outcomes.
Overview of Innovation:
Oviva’s services for people with or at risk of type 2 diabetes are now available in 18 CCGs across England, and have demonstrated improved uptake and outcomes in comparison with traditional models of care.

Oviva services offer accessible, evidence-based, personalised care
All Oviva services combine:
  • High-frequency, 1-to-1 coaching from a diabetes specialist dietitian to drive behaviour change and tackle psychological barriers, delivered over the telephone or using the Oviva app.
  • Supporting materials for participants to access in their own time, including videos, podcasts, and written guides, which explain more about type 2 diabetes. Participants retain access to resources for life, and they are available online or as hard copy booklet and/or DVD. All Oviva resources reflect NICE and NHS guidelines and are reviewed by a clinical advisory board regularly.
  • Optional use of the Oviva smartphone app, which participants can use to maintain a food diary and access learning resources. This app links to the dietitian’s electronic patient record to enable the dietitian to provide feedback.
  • Activation call from Oviva patient pathway coordinators, who are trained in motivational interviewing and focused on driving uptake.
This approach is tailored to meet the needs of different patient cohorts, as described below.

Oviva Diabetes Prevention: an 8 week intensive education and behaviour change programme with follow up care at 3, 6 and 12 months, focused on weight loss and reducing HbA1c levels (for patients with non-diabetic hyperglycaemia). This service has recently been adopted as part of the NHS Diabetes Prevention Programme in England, and real world data will be available for analysis soon.

Oviva Diabetes Support: an 8 - 10 week QISMET-accredited structured education and behaviour change programme, focused on supporting patients to meet diabetes treatment targets, lose weight, and develop sustainable self-management skills. Real world data demonstrates an average HbA1c reduction of 13mmol/mol at 6 months, weight loss of -4.5%, whilst patients report that their average confidence in managing their diabetes increased from 4/10 to 8/10 (clinical outcomes from 85 patients). Uptake in 1453 referrals is c.70%, compared with c.30% in traditional models.

Oviva Diabetes Support has now been selected by NHS England to join the NHS Innovation Accelerator and the Digital Diabetes Coach Test Bed.

To view our Information Pack - click here.
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
Benefit to NHS:
Oviva Diabetes Support and Prevention benefit the NHS by widening access to effective care, and generating improved patient outcomes for people with or at risk of type 2 diabetes. In turn, this drives efficiency savings in terms of avoiding preventable utilisation of services in primary and secondary care, along with medications and treatment costs associated with disease progression and diabetes complications.

As described in the overview, service uptake is c.71%. By contrast, the National Diabetes Audit indicates that uptake of structured education for people newly diagnosed with type 2 diabetes is c.7.4% (2.9% in the West Midlands), and uptake of the National Diabetes Prevention Programme is 49%. Increased accessibility and flexibility enables people unable or unwilling to access traditional face-to-face courses, along with supporting commissioners and clinicians to meet targets associated with attendance at diabetes structured education included in the NHS Improvement and Assessment Framework and Quality and Outcomes Framework.

Moreover, real world data (85 Oviva Diabetes Support patients) demonstates an average HbA1c reduction at c.6 months of 13mmol/mol, and bodyweight loss of 4.5%, supporting the achievement of diabetes treatment targets (also included in the Improvement and Assessment Framework and Quality and Outcomes Framework).

These clinical outcomes can drive a return on investment for CCGs; Frontier Economics modelling indicates that based on existing clinical outcome data, provision of Oviva Diabetes Support for 500 participants achieves £219k of year 1 savings, rising to £550k by year 5. This is comprised of avoidance of 72 admissions, 100 outpatient and 280 GP visits, along with avoidance of more than £17k of prescribing costs. Targeting the service at patients receiving or likely to need high cost medications (including insulin, SGLT-2, and GLP-1) could drive additional savings of more than £800 per participant per year.

Oviva Diabetes Support and Prevention also offer commissioners a 'payment by engagement' cost model, ensuring that commissioners only fund the service for active participants. This contrasts with the block contract model of traditional face-to-face group courses, which offers commissioners limited recourse to challenge poor uptake locally.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
By providing an accessible, flexible and effective approach to improving outcomes for people with type 2 diabetes Oviva Diabetes Support and Prevention can impact on the WM population (7.7% of whom have type 2 diabetes, and 11% of whom are likely to be at risk) beyond the local health economy by:
  • Reducing the need for people with or at risk of type 2 diabetes requiring time away from work to attend education courses or future appointments associated with the treatment of complications, thus contributing to maintaining productivity and the local economy.
  • Providing participants with personalised and remote care widens access to cohorts identified as less likely to attend traditional programmes, such as working age men, BME groups, or rural communities, particularly essential in diverse populations such as the West Midlands. Evidence of accessibility can be seen in the success of Oviva Diabetes Support in areas such as London and Devon.
  • Reducing the impact on the environment associated with delivery of traditional models of care, which drives a number of journeys for patients and staff and the environmental costs associated with physical premises.
  • Improving outcomes enables people with type 2 diabetes to remain in work; Diabetes UK has estimated that the costs of reduced productivity at work due to people with diabetes not working because of death or poor health, or working at a lower level of productivity are estimated at nearly £9 billion.
Current and planned activity: 
Oviva Diabetes Support is currently in pilot or commissioned in the following areas: North West London collaborative of CCGs, South West London collaborative, NEW Devon CCG, Chiltern and Aylesbury Vale CCGs, Swindon CCG, Somerset CCG, Leicester, Leicestershire and Rutland CCGs, and Salford CCG. Oviva Diabetes Support will soon be available to self-referral nationally as part of the Diabetes Digital Coach Test Bed. Oviva Diabetes Support is supported through NHS England through the NHS Innovation Accelerator, and has been rewarded a research grant via Innovate UK and the digital health catalyst to evaluate our clinical outcomes with King's College London.

Oviva Diabetes Prevention is part of the NHS England Healthier You - Diabetes Prevention Programme digital stream, recently launching in North West London, Somerset, and Chiltern and Aylesbury Vale CCGs.

Oviva is keen to explore opportunities for adoption of our service in the West Midlands.
What is the intellectual property status of your innovation?:
All intellectual property is owned by Oviva.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Olivia Hind 27/02/2018 - 17:14 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
MyDiabetesMyWay is a comprehensive self-management platform/ electronic personal health record, linking NHS data with home recorded data, empowering people with diabetes to take ownership of their disease, data and treatment.
Overview of Innovation:

MyDiabetesMyWay (MDMW) has been running since 2008 in NHS Scotland funded by the Scottish Government. It is a cost saving online web-based platform offered to all people with diabetes with over 35,000 registrants in Scotland. MDMW gives patients access to their institutional (NHS) health records, and integrates with home-recorded data, utilising algorithms and data linkage to drive highly tailored self-management advice and reports. MDMW has been evaluated with results published in peer-reviewed journals and is viewed as an international exemplar having won many quality awards including the European ehealth adopters award (2017), the Diabetes UK self-management award (2015) and a UK Quality in Diabetes Care award (2013). It has been shown to impact on clinical outcomes such as HbA1C and offers cost savings through reductions in complications and efficiencies in care for NHS providers. It is low costs - around £1 per diabetes patient (based on diabetes population size) per year licence cost, and can be rapidly scaled across regions and countries.
 
THE PRODUCT:
MDMW is a complete online diabetes self-management portal encompassing:
  • Around 200 digital educational resources (text, video, interactive content etc.)
  • Patient electronic health record access point (institutional NHS data)
  • Patient self-management decision support with data-driven tailored advice/web links
  • Personalised care planning documents
  • Personalised care quality reporting (against Diabetes UK 15 Care Measures)
  • Patient goal-setting tools
  • Communication tools; secure messaging with health care team, and peer discussion groups
  • Remote glucose monitoring support (allowing community upload and sharing of home blood glucose (sugar) readings and feedback (through integration with Diasend/GlookoTM).
  • External social media channels
  • Responsive and accessible web/mobile platform design
"Patient access to diabetes records through My Diabetes My Way has meant a step change in the care and understanding of my condition to a level that it has never been. I am much more in control of my condition but importantly I now understand the goals that I should be achieving and am able to have a constructive discussion with my consultant. "

MyDiabetesMyWay is now being rolled out in sites across NHS England.

www.mywaydigitalhealth.co.uk
www.mydiabetesmyway.scot.nhs.uk
debbie.wake@mywaydigitalhealth.co.uk
07904154101
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
MyDiabetesMyWay is a novel patient facing intervention which can directly impact on clinical outcomes, quality of life, and improve efficiencies in service delivery. Diabetes is growing health problem with high treatment costs affecting 8-9% of the global population. Good patient self-management driven by education, empowerment and motivation is key to good outcomes. Diabetes spending will consume around 17% of the entire NHS budget over the next 10 years.  People with diabetes only spend a few hours per year with health care professionals. The rest of the time, patients self-manage their condition; includes blood glucose (sugar) monitoring, medication adjustment, appropriate daily foot care, weight management and correct dietary and activity choices. Self-management is key to reducing costly long-term complications such as ulcers, amputations, blindness, kidney disease, heart disease, stroke/ vascular disease, mental health disorders, sexual dysfunction and neurological complications. 
 
MyDiabetesMyWay delivers cost savings and  better outcomes for patients, it also improves data transparency for practitioners across primary and secondary care and can reduce the need for face to face education and consultation, improving efficiency in working practices. Regular knowledge updates, feedback on results, motivational support and flexible access to health care staff are key to supporting patients, reducing costly clinic visits, hospitalisations and death due to secondary complications, leading to longer healthier lives with significantly reduced costs.
 
Technology approaches in diabetes care work well, particularly if they are personalised. Low cost population based solutions are appealing in the current climate of rising prevalence on a shrinking NHS budget.  Long-term conditions management needs to evolve to reap the potential benefits of data driven approaches. There is massive potential for wider lifestyle/ home monitoring/ institutional big data analytics to drive push notifications and automated decision support in real time to patients, which could transform care delivery. Our product development supports this evolution.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
MyDiabetesMyWay is a novel patient facing intervention which can directly impact on clinical outcomes, quality of life, and improve efficiencies in service delivery. Diabetes is growing health problem with high treatment costs affecting 8-9% of the global population. Good patient self-management driven by education, empowerment and motivation is key to good outcomes. Diabetes spending will consume around 17% of the entire NHS budget over the next 10 years.  People with diabetes only spend a few hours per year with health care professionals. The rest of the time, patients self-manage their condition; includes blood glucose (sugar) monitoring, medication adjustment, appropriate daily foot care, weight management and correct dietary and activity choices. Self-management is key to reducing costly long-term complications such as ulcers, amputations, blindness, kidney disease, heart disease, stroke/ vascular disease, mental health disorders, sexual dysfunction and neurological complications. 
 
MyDiabetesMyWay delivers cost savings and  better outcomes for patients, it also improves data transparency for practitioners across primary and secondary care and can reduce the need for face to face education and consultation, improving efficiency in working practices. Regular knowledge updates, feedback on results, motivational support and flexible access to health care staff are key to supporting patients, reducing costly clinic visits, hospitalisations and death due to secondary complications, leading to longer healthier lives with significantly reduced costs.
 
Technology approaches in diabetes care work well, particularly if they are personalised. Low cost population based solutions are appealing in the current climate of rising prevalence on a shrinking NHS budget.  Long-term conditions management needs to evolve to reap the potential benefits of data driven approaches. There is massive potential for wider lifestyle/ home monitoring/ institutional big data analytics to drive push notifications and automated decision support in real time to patients, which could transform care delivery. Our product development supports this evolution.
Current and planned activity: 
MDMW is currently deployed throughout NHS Scotland. MyWay Digital Health are now implementing in sites in NHS England, e.g. Somerset and NW London. We have been selected to be part of the NHS innovation accelerator programme (one of 11 innovations in NHS England) and the Digital Health London accelerator, bot of which are supporting adoption.

We are continue to develop the product include the addition of Artifical intelligence, decision support and a corresponding clinician platform through Innovation funding.
What is the intellectual property status of your innovation?:
Intellectual Poperty for MDWM is fully assigned to the company from the University of Dundee for exploitation
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
Implemented at scale across NHS Scotland since 2008 (currently> 35,000 registrants), Implementing in Somerset CCG and across NW London STP. Working on applications in Greater Manchester and other areas
Measures:
Previous Assesment in NHS Scotland:

MDMW clinical impact has been assessed (April 2017) using time-series analysis comparing HbA1c of active users with those in the inactive background patient population (control cohort) matched by age, duration of diabetes, socioeconomic status and gender (7147 interventions (registrants and active users) vs 36020 matched subjects). My Diabetes My Way (MDMW) users demonstrated a sustained 4 mmol/mol HbA1C reduction. Further health economic analysis based on UKPDS complications models and £1 per diabetes population annual charge/ 5-10% registration, suggests a return on investment of around 6:1. User surveys; 90% feel MDMW supports diabetes knowledge, self-management and motivation.

Ongoing Assessment:

- Identifying strategies/ barriers for successful implementation and uptake.
- Gather feedback on new product feature to assist in ongoing product development
- Assess changes in health outcomes, complications prevention and health economic benefits 
- Assess changes in working practices/ care delivery efficiencies e.g. impact on consultation numbers, face to face education, unnecessary screening tests


*Outcomes will be added to the health economic model
 

 
Adoption target:
We would aim to offer to everyone in the region with diabetes and rapidly onboard 5-10% of the entire diabetes population in your area in the first 12 months. Our intervention USP is low cost and scalability (at no additional per person cost).
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Deborah Wake 27/02/2018 - 15:34 Detailed Submission Login or Register to post comments
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Innovation 'Elevator Pitch':
ORCHA is the world’s largest Health App library ORCHA has been designed to offer local targeted app stores to engage populations and to support professionals to recommend the best apps to their patients.

Overview of Innovation:
ORCHA, the Organisation for the Review of Care and Health Applications, is an SME specialising in the rapidly developing world of health and care mobile applications and related digital health services. The medical and wellbeing app market is growing fast, offering the prospect for clinicians and patients to better monitor, report and manage multiple health challenges. Apps exist and are in development for a wide array of users, ranging from solutions that remind and assist people with essential activities, to approaches that monitor key physiological parameters to improve management of multi-morbid long term conditions and to improve quality of life through enabling social interaction.


 
There is growing evidence that apps can improve outcomes for populations and patients, however, there is currently little independent review to ensure their effectiveness, safety or value to users and professionals. This limits user and professional confidence, the growth of app businesses, and also constrains the opportunity for the UK population to take advantage of apps to address major health demographic issues while potentially reducing load on public resources. The sheer scale of emerging apps in health and care also actively inhibits the use of these services, as patients, carers and their health and care professionals struggle to find the right solutions. Finding a clear and trusted pathway through these congested waters is a critical enabler of any wider digital health strategy.  ORCHA provides the solution. It delivers a clear and robust approach to the review, validation and dissemination of these services and through this core capability creates an attractive powerful and multifaceted digital health hub that patients, carers, health and care professionals and developers themselves are all able to utilise to drive this critical agenda.
 
The ORCHA platform has been designed to consist of multiple ‘white labelled’ variants, which are all driven by a common repository of review information and associated data. Through this approach it is possible to create solutions targeted for particular geographies, conditions or cohorts, enabling the key ORCHA components to be seamlessly integrated into existing public facing and professional facing solutions.
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 / Person centred care
Benefit to NHS:
The key benefit of the ORCHA solution is to individual patients & citizens in supporting them to find solutions they can trust to improve their health & wellbeing & in also supporting clinical professional groups across health & care providers, who wish to recommend, prescribe & clinically implement apps.  We have hundreds of GPs, clinicians & carers who are using this feature to prescribe apps to their patients & clients. For example, we are working with in primary care where local practices are using the system to recommend the best smoking cessation app to their patient lists known to smoke. We are also working with care assistants who prescribe apps as a part of health checks & we are working with Mental health services, where patients are provided with an app at their GP appointment & along the IAPT or CAHMs pathway. Here apps have been seen to reduce patients need for therapy, drugs & have also been used to achieve better outcome measures across the whole pathway.
 
The ORCHA tool is the first scalable assessment of health-apps, enabling clinicians to recommend & end-users to benefit from apps of guaranteed quality & safety. Through research-oriented design, ORCHA enables clinicians & commissioners to provide solutions in areas of unmet need, gauge the opinions/experiences of users & evaluate impact of services against patient-level outcomes. By making evidence central to activities, ORCHA is slowly transforming mHealth, from a largely uncertain prospect, to a valued tool in the armoury of clinicians & patients alike; mitigating risks & improving the likelihood of TECS embedding themselves as valued components of clinical pathways.
 
ORCHA are:
  • Increasing the availability of evidence-based services to those otherwise unable to fully benefit from face-to-face services, enabling care from home & helping the NHS maintain ‘equal access for equal need’
  • Increasing trust among those using & commissioning app-based services, by informing users of the risks & benefits of over 3,500 health-apps to date
  • Working with East Lancashire, West Lancashire, Bolton & Salford health economies to ensure those quitting smoking, still receive adequate support following the reduction or withdrawal of funding for smoking cessation support
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
The key benefit of the ORCHA solution is to individual patients and citizens in supporting them to find solutions they can trust to improve their health and wellbeing and in also supporting clinical professional groups across health and care providers, who wish to recommend, prescribe and clinically implement apps.  We have a growing number of GPs, clinicians and carers who are using this feature to prescribe apps to their patients, and clients.
 
We work at regional and local level to activate populations to access a local library of health apps to support their health or health needs, activate patients through their trusted professional and upskill the professionals communities with a wide range of apps and the ability to prescribe these solutions to create a digital health offering which is reportable, managed and governed.
 
We also support health and care app developers. ORCHA not only provides these individuals and organisations with a ‘route to market’ outside the very crowded and commercially challenging confines of the various major app stores, but it also provides an environment for solution improvement, collaboration and the creation of critical interfaces that not only drive greater interoperability between complimentary solutions, but also starts to enable the creation of shared standards and common protocols around key issues such as data privacy and control.

ORCHA are:
  • Highlighting that working in schools is a viable & sustainable approach to activating young people & their families to use health-apps for health promotion; with the average child registering with ORCHA subsequently recommending 6.4 apps to others, 61% resulting in a download
  • Supporting KS4 students in raising awareness of taboo subjects including sexual/mental health through the use of apps. Students are now using ORCHA to extend their advice to include additional apps (not just period trackers) to attendees of the shool based clinic
  • Enabling North West London CCG to identify barriers to implementing TECS, promote efficiency & extend the effective reach of existing care; gaining user feedback to overcome these barriers & realise the benefits of TECS across North West London
  • Demonstrating, through our academic research published in BMJ:Evidence-based mental health, that contrary to popular belief, app quality is not correlated with both prior download figures & user-review scores, providing prospective app-users with useful information to minimise blind faith in popular apps[3].

 
Current and planned activity: 
Health app activation is a real challenge for health care systems. The ORCHA Solution enables customisable App Libraries that can help you to promote reviewed Apps to a specific population. These tailored App Libraries, “ORCHA Microsites” have been designed to enable them to be configured to meet your specific requirements. ORCHA Pro-Account works with the Microsites & is in essence a prescribing solution for health/care professionals. The service supports organisations that have commissioned App Licenses (an increasing trend) to manage the distribution of licenses by their staff & the ProAccount provides the core infrastructure for managing & monitoring Health App prescribing more broadly. The act of recommending an App via the Pro-Account feature is a key tool where individuals are 10 times more likely to respond positively to a prompt from healthcare professionals than if they arrived on the site via a direct search. Engaging clinical communities is a core feature of our solution.
 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Liz Ashall-Payne 27/02/2018 - 12:54 Publish 1 comment
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