Creation
Draft
Initial
Detailed
Accepted
Adoption
Idea Description
Supplementary Information
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)
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Innovation 'Elevator Pitch':
An app, designed by doctors, to promote safe and effective handover both within and between teams. With the inforamtion captured for handoer, clinical leaders can better review and manage patient flow through their team and the wider organisation. 
Overview of Innovation:
Careful is an app designed by clinicians. It helps doctors, nurses and allied health professionals share and protect critical patient information.

At its heart, it answers two pressing questions - who is currently looking after the patient and what is their clinical plan? It uses our Handover® system to keep track of the former and for the latter it provides a job-tracking system, with free-text clinical updates.

It has been designed to be simple, easy to use and mobile-first — so it can replace traditional paper-and-memory handover sheets.

This information, gathered from clinicians at the bedside, provides an exceptionally rich set of data that is currently lost in handover sheets and verbal order, or is buried in notes. By making this accessible, the app provides an overview that allows clinical leaders to review and manage the flow of patients through their team and the wider organisation.

By capturing structured information about actions and patient diagnoses, the system also creates the opportunity for 'clinical coding at the bedside' - a potentially huge cost saving.

Finally, we are developing a patient-centred app to enable patients to access and contribute to their own record and to communicate directly with the teams looking after them.

They will also, in response to the General Data Protection Regulation which comes into force in May, have direct oversight of their own record, ensuring that they can identify who has accessed it, and exercise control over who views the information.

We have tested and revised the first version of the system and are now ready to deploy version 2 of the clinician app. This is developed and ready for deployment in 2018. We need further support so that we can ensure that it is refined in response to customer feedback and to add further features. We also need funding for the patients’ app.
 
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: 
Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The NHS is facing an unprecedented strain on its resources - particularly in secondary care. Many hospitals stuggle with patient flow. The object of this app is to allow doctors, nurses and other team members to share the clincial plan for patients - making the status of patients much more visible and improving the handover of clinical data. It is estimated that in the average 400-bedded trust, as many as 120 patients may be ready for discharge. We aim to improve the visibility of this information.

The cost-savings from effective patient flow managment in secondary care could run into billions, and this app will be a useful tool both to improve trusts' understanding of patients' status and to make handover more effective for the teams involved.
 
​It will also significantly benefit patients. - We know, from the investigation of serious incidents, that communiation is a prominent factor in around 80% of the thousands of incidents in which patients die each year in hospitals from preventable harm. It is also acknowledged that handover is a time of great risk for the loss of critical information.

The Careful app is designed to improve the communication and handover process between clinicians - and to encourage multidiisciplinary use, where doctors, nurses and other professionals all have access to the same information. We believe that it can save lives - although this will, again, be hard to quantify.

Finaly, the Careful app can help with the transfer of care between organisations. Becasue it is cloud-based, it is 'organisation-agnostic' and can therefore allow the transfer of patient records between organistions as easily as between teams in the same organisation. This is a perennial 'tough nut to crack' - as any clinician will tell you. We belive that the Careful app can do this without the inherent issues found in paper, fax and phonecalls. The cost and patient safety implications of this are significant.
 
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
Our intention is to use this app with Birmingham Children's Hospital. We have contacts there but have not, as yet, secured an agreement - largely because we have other trusts in Yorkshire and the South East who are further ahead in their adoption.

We would use any money raised through this process to ensure that the app was made available to all hospitals in the West Midlands.
Current and planned activity: 
We have recently finished Version 2 of this app - which has significant information governance and privacy improvments (we have attached our Privacy Impact Assessment for more information). The app has also had a complete overhaul of its user interface (UI). We have also recently completed the status-flow elements of the app, allowing us to provide overivew patient-flow data at the organisation level.

We are testing this in two NHS trusts and two private hospitals in the next 3-6 months. These trials are 'pre-revenue', designed to refine the app before being launched on the wider healthcare market. The outline terms and benefits of this trail are provided in one of the attachments.

We intend to use any further funding to expand our user base to organisaitons that will pay, and to start the devleopment of the patient app.
What is the intellectual property status of your innovation?:
We own all intellectual property in the form of code and design. We also own the Careful and Handover trademarks in the UK.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Co-Authors:
Regional Scalability:
Our businss model is based on scalablity. The app runs in the cloud (in a Microsoft Azure implmentation) and allows new organiations to be added with no overhead. Moreover, the design of the app is expressly to allow inter-organisational referrals and information sharing across the normally tight boudnaries between primary/community care and hospitals.

Scaling is 'built-in' to this app.

.
Measures:
For the business, the main meausre are user adoption and, of course, revenue. However, for the users themselves, the measurable benefits would depend on their role (see below).

Primarily, however, the financial / cost-benefit is improvement of flowand reduced length of stay

Benefits are: 

1) Juniror doctors - pimarily time-saving
  • Less time ‘polishing the list’
  • More accurate and timely communication about patient jobs and patient status / location 
2) Senior doctors and clinicians - primarily patient safey measures
  • More clarity on the individual patient status
  • No more ‘safari ward rounds’
  • Ability to monitor individual clinician activity
  • With ‘action bundles’ - the ability to standardise care for patients with particular conditions 
3) Site practitioners/Bed managers - time saving and improved flow
  • Less walking-the-floors to determine what is happening to patients
  • Clarity on the status of beds and patients throughout the organisation
  • Faster bed-turnaround times 
4) Finanical / service managers
  • Shorter length-of-stay
  • Higher bed utilisation
  • Patients admitted and discharged more efficiently
5) Information governance leaders
  • Ability to provide granular data to patients, in accordance with the General Directive on Data Protection (GDDP)
  • The ability to control which clinicians see what patient data.
  • No more IG breaches from handover sheets 
6) Coding departments
  • Faster coding - using machine-readable medical input
  • 'Codling at the bedside' in later versions
Adoption target:
As described, we want to use this in Birmingham Children's hospital initially, but we would like to see it adopted in all hopstials in the region.
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Innovation 'Elevator Pitch':
eCAS Card simplifies recording activity data at point of care in busy A&E Departs.  This data is available to all clinical staff with associated patient safety checks. Patient record is more complete accurately reflecting activity & improving coding
Overview of Innovation:
Paperlite - The eCAS Card system is a replacement for the paper Casualty Card used in an Accident & Emergency Department and focuses on simplifying activity recording so the patient record contains rich clinical and nursing content. 
 
Data Collection – The eCAS Card system simplifies and streamlines data collection by reflecting the processes and work flow within A&E Departments whilst integrating with the Trust’s PAS and key IT systems to ensure administrative functions are minimised.
 
Accessibility - No longer are nurses and clinicians required to search for a single paper record as they will have access to the latest patient information anywhere within the hospital where there is browser access to the network.  The same patient record can be viewed with the capability of updating different parts of the record by multiple people simultaneously.
 
Accessible via multiple devices including Tablets, iPADs and C.O.Ws utilising NHS security protocols.
 
Monitoring - the system monitors “wait times” and provides simple, visual updates on screen to assist with meeting targets.  Utilising the data provided by nursing staff, Sepsis, VTE, Child and adult safeguarding checks are undertaken and appropriate alerts raised if the data meets certain parameters.
 
  • nursing staff report that their capacity to treat patients and record their activity increases with the use of the eCAS Card service
  • clinicians benefit from having the latest patient information to ensure appropriate and timely treatment.
  • administrative staff note a significant reduction in time spent chasing paper notes, scanning CAS Cards and completing activity data not entered prior to discharge.
 
Data Sharing – the eCAS Card service ensures accurate and complete activity recording that results in an improved patient record which is then used for;
  • automatic production and e-mailing of GP attendance letters
  • all necessary reports and correspondence
  • A&E data available for Inpatient episode where a patient is admitted
  • simplified coding
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 / Person centred care
Benefit to NHS:
The use of eCAS Card system improves patient care, efficiency, and improves activity reporting by:

Patient Care
  • Improved patient flow facilitates quicker turnaround
  • Ensures that the right care is delivered as the clinical staff has the most up to date information at hand
  • Sepsis Screening, VTE, Child and adult safeguarding checks removes the potential for a condition/issue to be overlooked  
  • Accurate record keeping ensures episode details can be relied upon for any follow-up treatment and as part of the patient’s medical history.
Provides Efficiency
  • Increase in productivity from nursing staff who are able to Triage and stream patients quicker.
  • Information can be accesses by the clinical staff via a mobile device reducing time locating the patient record or the correct form to complete.
  • Removes the necessity for double entry and transcription errors this can cause.
  • Reduction in administrative tasks, including scanning of paper Casualty Cards, production and postage of Attendance Letters
  • Facilitates direct communication and documentation with patients GP’s
  • Interfaces with PAS and Ambulance information systems for seamless transfer of patients
  • Integrated with Referral Management services to allow for the Demand Management to ensure patient is treated in the most appropriate location by the optimum service
  • Key step in becoming a paper-lite NHS organisation
 
Improved Data Quality
  • Improved recording of activity to allow for more accurate charging and ensuring the Trust is paid for all its activity and improves CQUIN Reporting
  • Outputs audit data for department requirements and allows for the management of A&E Services based on accurate, up-to-the-minute information.
  • Integration with Primary Care to share patient data
  • Integration with Secondary Care to maintain Care Pathway if an attendance leads to an admission
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Patient Benefits
  • Improved patient experiences at A&E
  • Streamlined and efficient patient triage & treatment delivery via clear trust pathways reducing time in department
  • Consistent level of service and treatment
  • Safeguarding and inbuilt alerts for Sepsis and VTE ensures important checks are not missed
  • Reduced anxiety as clinical and nursing staff do not need to ask the same question multiple times
  • Greater confidence in the service as professionals have the information they require
  • Improved communication allows for seamless follow-up care if required
 
Trust Benefits
  • Most efficient use of resources including physical locations, equipment, staff, patient information etc.
  • Improved data collection for each episode ensures patient data is both complete and accurate, increasing confidence in nursing care and clinical decisions
  • Activity accurately recorded improving CQUIN reporting and ensuring all attendances are correctly charged
  • Clear management and audit data to allow for proactive management of the A&E Department and assessment of process efficiency.
 
Regional Benefits
  • Opportunities to manage demand of urgent care services by sharing load across Healthcare Economy as part of Sustainability & Transformation Plan.
  • Significant Patient Safety benefits by being able to consistently monitor and review vulnerable children and adults across the region.
Current and planned activity: 
Current Activity
eCAS Card used successfully by East Kent Hospital University NHS Foundation Trust since 2015.

WASP has developed additional innovative products and services for other NHS Trusts, inc. London North West Healthcare & Northampton General Hospital NHS Trusts.

WASP is undertaking  Marketing Campaign to raise awareness of products and services that support improved operational efficiency of trusts, but which can be tailored to meet the demands of STPs & Local Digital Roadmaps.

Planned Activity
  • Promotion - Meet with region’s senior managers involved with Local Digital Roadmaps to raise awareness of WASP’s current capability & strategic ambitions.
  • Adoption - Additional adoption sites within the West Midlands for the eCAS Card service.
  • Innovation –Work with an Healthcare Economy in order to implement new technology to join up the patient, GP, OOH services, NHS 111, CCG and Acute Trust providers to co-ordinate & manage Urgent & Emergency Care services demand.
  • Resolve the issues below.
What is the intellectual property status of your innovation?:
The eCAS Card Service has been specified, developed and supported by WASP Software.  The software “Code Base” is managed by the WASP Development Team and released in compiled form through our Operations Team.
On this basis, all Intellectual Property and copyright (although not registered) resides with WASP.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
3
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Innovation 'Elevator Pitch':
 
Lincus Integrate is a codevelopment collaboration between Rescon, Worcestershire Telecare, the Council and NHS that will analyse and share information from services, software and devices to improve clinical outcomes and stimulate regional growth. 
Overview of Innovation:
Lincus Integrate will create an integrated digital hub that surrounds a patient/service user and can connect with different health and social care systems, software applications and devices. It will analyse individual and grouped data providing insights through targeted visualisation to individuals, carers, health and social care professionals, managers and commissioners. Each user type will have customised access permissions and a user interface that has been co-developed with them and is appropriate for their needs.

Worcestershire Telecare (Worcstelecare) are rapidly expanding and to fulfil their ambitions to provide high value health and social care services to service users/patients they require a digital technology that will integrate with a range of  systems, digitial products and devices. Through a formal market scoping exercise they have selected Lincus, an at-market CE marked software as a platform product, to realise their goals.

Rescon’s Lincus platform has been chosen as the development platform as it has been codeveloped with end users and health and social care customers in the UK since 2011, and has numerous accreditations and awards. Rescon are working with Worcstelecare to integrate and develop the Lincus telehealth product to meet their full requirements (see attachments).

Lincus already integrates multiple digital evaluation technologies including patient self reporting, structured clinical and social care observation, and wireless devices including wearables and remote sensors. Currently there are 3600 users and 700 health and social care workers on the platform. As well as subjective and objective measurement of user health and wellbeing, it incorporates alerts for changing health and wellbeing markers, educational content, a calendar with reminders, planning, video and email/SMS communication functionality and meets high accredited information and clinical governance standards.

Lincus Integrate requires development work to further develop connections between services, other digital products and devices. It requires further refinement of user types with more discrimination between different service providers including GP, specialist, nurse, OT, physiotherapist, teleservice operator and community nurse specific interfaces.

Health Innovation funds will accelerate the development, adoption and delivery at scale of this unique integrated service proposition improving patient outcomes and generating wealth and employment for the West Midlands.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Lincus Integrate will build on previous work by Rescon and Worcstelecare that has demonstrated improved health and social care outcomes. Lincus is an NHS AHSN Atlas Product (http://atlas.ahsnnetwork.com/lincus-improving-self-care-and-wellbeing/) and has been used in assisting the delivery of health and social care services to people with Long Term Conditions, Learning Disabilities and Homelessness since 2013. For hypertension screening and support services Lincus use in partnership with a local service delivery charity produced at 3.21:1 return on investment in year for the Liverpool CCG.

Our Worcstelecare and Lincus integrated health and social care system solution is expected to save significant costs to both NHS and local government services whilst improving patient/service user outcomes. Preliminary modelling demonstrates a 10% across the board saving in social care provision through decreasing care needs. In addition, as lack of coordinated social care provision is a common cause of delayed discharge, we forecast that Lincus Integrate will decrease hospital inpatient resource load by at least 10% whilst decreasing readmission rates by 20% freeing up NHS resources to deal with those who need acute clinical care.

The Lincus Integrate system is applicable to multiple long term conditions and care needs. Using COPD as a working example Lincus Integrate is compliant with NICE Guidelines (CG101,2010) and will reduce non-elective inpatient COPD admissions (£1960/admission), or nationally >£160 million per year, (CG101, NIHR 2011 addendum).

Lincus Integrate will realise these savings through
1.) Sharing patient vital signs and other in community evaluation information across systems where
it will be used for better informed decision-making;
2.) Sharing and preemptively addressing social care issues prior to, or at the point of, potential admission;
3.) Creating a robust and continuous audit trail relating to patient data;
4.) Presenting information in a way that all the appropriate people in a patient’s care pathway (include patients and carers) can act on in a timely manner; and
5.) Integrating alerts and notifications for either routine, or rapid responsive, use.
The team is already working with the local STP and Council who are receptive and supportive of our approach including our evaluation of 10% reduction in social care needs, 10% reduction in bed days per admission, and 20% decreased readmissions whilst improving the health and wellbeing of citizens.
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
Worcstelecare has an exemplar telecare service which has been accredited to the highest level and has been selected as a partner with the local council to integrate health and social care service delivery in Worcestershire. They currently deliver services to 17,500 service users with mixed health and social telecare needs from West Midland bases, including their head office in Kidderminster. As a result of this partnership Rescon has also created a base in Kidderminster, and a staff member in Little Malvern, to further support their West Midlands activities.

Worcstelecare’s unique partnership agreement with Worcestershire County Council, formalised in January 2018, is addressing health and social care needs across Worcestershire. A 55 person scale-up pilot is commencing in April to test the new integrated model of care which has the aim of exceeding the care, discharge and admission metrics described above. This will be expanded across the West Midlands improving individual, community and population health whilst decreasing the load on the health and social care system and creating wealth and further jobs in the region.
 
Worcstelecare and Rescon's reach extends both nationally and internationally and there is interest from both partners existing customer base to extend the model to other regions. This will result in growth of both businesses amplifying the wealth and employment benefits to the West Midlands.
For Rescon a three year forecast of the impact of the Lincus Integrate project will have on company revenues has been uploaded in the attachment section.
Current and planned activity: 
Rescon are actively engaging and working with Worcstelecare to develop and implement the long term vision of Lincus Integrate (see attachments). The partnership has been engaging with the council over the last few months which has extended to working with local clinical teams. The first clinically driven issue the combined Worcstelecare, Rescon, Council and NHS partnership is working on is that of "frequent flyer" admissions. 

Rescon and Worcstelecare are due to commence formal work in the last week of January, but have limited resources to realise the ambitions of the project over a short time frame. The attachments outline the planned work in both infographic format and as a top level project plan. The direct development cost of this activity to Rescon is £130,000. Worcstelecare have secured £55,000 to commence activities however there is a considerable shortfall which the Innovation Fund would directly address, accelerating speed to market and revenue generation.
What is the intellectual property status of your innovation?:
The combined integrated service and technology delivery model will be owned in partnership with Rescon and Worcstelecare. The working model is that the service delivery intellectual property will be retained by Worcstelecare whereas the technology intellectual property will be retained by Rescon.
Specificallty relating to intellectual property owned and being developed by Rescon all related trademarks (Lincus, Rescon, Wellbe, One Precious Life, Rescon Technologies, -tracker, IoT-Med), IPR and copyright of source code, designs and algorithms that will be utilised for Lincus Integrate are owned by Rescon.

Lincus Integrate will utilise 2 granted patents: Medical symptoms tracking apparatus methods and system (US8941659, 9754075)

It will also leverage technologies developed from the following pending UK and International patents including:
Differentially weighted modifiable prescribed history reporting apparatus, systems, and methods for
decision support and health (IT: 20160379511) and Session Limited Passcode for Re-authentication
(US62468359)
All the searches carried out for prior art have indicated that there is freedom to operate.

Strategy for knowledge protection:
Our knowledge protection strategy involves frequent IP audits with literature scanning including patents.
We make protection decisions on the basis of patentability, defensibility, costs and exploitability. The intellectual property realised by Lincus Integrate will be secured in accordance with the above strategy.

Regulatory requirements:
Lincus Integrate software will be developed out of Rescon's existing software platform technology which has multiple accreditations including being a CE marked Class 1 Medical Device, GDPR compliance and IG certifications. Our CE marked Class 2 diagnostic algorithms relating to arrythmia detection may also be utilised by the platform depending on further engagement and requirements of clinical stakeholders.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regional Scalability:
Lincus Integrate will be rapidly scaled through the partnership with our at market partner, Worcestershire Telecare.
 
We will build on the success and scale of the Worcestershire Telecare service.  Our previous at market activities have not been with a highly ambitious partner who has a growing service.  Through the partnership we are expecting to rapidly scale both locally and then nationally and internationally with the scaling up accelerating as more features are added.
 
This at scale adoption will be only be achieved through evidence of success.  The evidence will be leveraged both locally and also used to create marketing materials to create further uptake outside the West Midlands and into the European marketplace, where we have strong contacts, especially in Spain.
Measures:
Worcstelecare were first attracted to Lincus due to its comprehensive and configurable capability in measuring outcomes of service provision.  

We intend to realise and measure the following outcomes:
  • Savings release through increasing efficiency of care delivery via new proactive preventative teleservices, and better communication systems.
    • Measurement: will compare costs post intervention with historical data and predicted spend based on profiles (regional social care data available), we will base healthcare outcomes analysis on disease specific models such as the Cardiff Diabetes Model.
  • More social inclusion and improved patient experience through wider reaching communication systems and processes. The proactive telecare model demonstrably improved health and social care outcomes including inclusivity amongst the elderly in Spain (Cabrera-Leon et al 2013).
    • We will measure both platform engagement and patient self-reported and assisted reported outcomes from baseline introduction into the programme.
  • Harm reduction through better communication and proactive care.
    • We will monitor events, interventions and incidents reported and compare to historical data.
  • Improved identification and profiling of frailty with the output of tailored personalised care plans best utilising local resources. 
    • This will be measured through cases profiled, new diagnoses and care plans.
  • Better or stabilised quality of life for service users, and carers and support staff through better systems support.
    • Measured through self and advocate-assisted report.
  • Reduced GP visits, hospital admission and delay in admission to long-term care.
    • Comparison of attendance figures for both emergency and routine admissions.
  • Increased jobs and turnover within the West Midlands.
    • Employment metrics for both Worcstelecare and Rescon.
  • Increased exports locally and internationally resulting in considerable inward investment into the West Midlands.
    • Audit of finances.
Adoption target:
Our primary adoption target is for Worcstelecare to commission Lincus Integrate for the 17,500+ users they support.  The minimum viability levels for Lincus Integrate to be sustainable is 13,700 users at £35 per annum to cover support and development costs of £40,000 per month. 
 
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Innovation 'Elevator Pitch':
The Zesty patient portal is simple to use, designed for mobile devices first and very cost effective. Patients love to use it, with adoption rates by specialty of more than 50%.
Overview of Innovation:
At Zesty we've been working hard with a group of NHS trusts to digitally transform outpatient appointment management.

Our patient portal has been built from the ground up with appointment management as its core function, ensuring a secure, robust and friction free patient experience. We deliver significant cost savings and overall efficiency gains via -
  • Full EPR integration – our system is read & write enabled.
  • A best in class user experience – support for all devices with a strong focus on smartphone.
  • Complex workflow management support, including support for integrated reporting and other downstream process management.
  • Support for first appointment, follow ups, remote consultations and ERS.
  • e-Broadcast – fill cancelled slots with patients further down the waiting list.
  • Intelligent SMS and notification support.
  • N3 secure hosting and access.
  • Complete control of RTT target times and slot publishing rulesets, customisable by specialty.
Digital Letters 

The Zesty patient portal provides patients access to their letters instantly and give them the ability to ‘opt out’ of paper completely.
  • Seamless integration with your existing HL7 messaging or document management system.
  • Instant document view on any device – optimised for smartphones.
  • Support for all letter and document types.
  • Automated suppression of paper letters, for those patients who have opted to go paperless.
 
Real world savings
 
We're committed to driving both tangible cost reductions and incremental revenue via the use of our portal. We can support the business case process with independently verified cost saving data, based on the % of patients who use our portal. We target a minimum 3:1 ROI.

We enable savings via
  • Less phone calls
  • Less paper, stamps and associated fulfilment charges
  • Lower in person administrative support
  • More accurate patient pathway management
  • More accurate patient demographic data
We generate income via
  • Increased attendance rate (lower DNA's)
  • Enabling remote appointment management – at the new tariff rate
Zesty is live across 11 NHS Trusts, our flagship NHS Trust is Milton Keynes University Hospitals.
 
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 / Innovation and adoption / Person centred care
Benefit to NHS:
We don't measure success on paper based savings, we deliver actual, real world, cost reductions.
 
We're committed to driving both tangible cost reductions and incremental revenue via the use of our portal. We can support the business case process with independently verified cost saving data, based on the % of patients who use our portal. We target a minimum 3:1 ROI.
In addition to the significant benefits for patient experience, the main financial benefits being realised are :
 
  • Reduction in paper letters, stamps and fulfilment costs;
  • Reduction in administrative head count;
  • Lowering inbound call volumes and reducing time to answer calls;
  • Capacity and efficiency improvements around outpatient appointment slots;
  • Reduction in DNA’s;
  • Increase in perceived transparency surrounding medical record access.
Online Discussion Rating
5.50 (2 ratings)
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
The Zesty patient portal supports the delivery of the Five Year Forward View at both a local and national level. Our portal completely supports the ability to deliver better health, better patient care and improved NHS efficiency.
 
Zesty understand Acute NHS Trusts face ongoing financial pressures, therefore they need to take action as soon as possible to ensure patients, their families and carers are empowered to take more control over their own care and treatment.
 
For example… 
 
Better Health– 
 
Improve access to secondary care, acute and outpatient services
 
Increasing the ability to support people in their own homes
 
Better Patient Care– 
 
use of digital technology for pre visit and post treatment. Enables care providers to deliver better care by capturing both clinical and non-clinical data from patients.
 
Providing digital solutions for self-care, virtual consultations and interoperability to increase patients’ access to information and reduce duplication and travel.
 
Improved NHS Efficiency– 
 
unlocking cash saving benefits 
  • Less phone calls
  • Less paper, stamps and associated fulfilment charges
  • Lower in person administrative support
  • More accurate patient pathway management
  • More accurate patient demographic data
 
Current and planned activity: 
Zesty are currently engaged in a number of direct conversations with NHS Trusts and via channel partners. We are planning to exhibit at and attend the main NHS focused conference and events in 2019.
What is the intellectual property status of your innovation?:
Zesty Ltd owns 100% of the IP for our products.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The Zesty portal could be scaled across WM once direct EPR/PAS integrations have been acheived.

Zesty has experience of scaling products regionally, for example in 2017 Zesty was part of the consortium that won the 9 Year Pan London Sexual Health Digital Transformation Programme.

The new service is the result of a unique collaboration of 29 London boroughs who commission sexual health services and has been developed following comprehensive consultations with patients and clinicians.

http://ssha.info/london-sexual-health-transformation-programme-may-briefing/
Measures:
In addition to the significant benefits for patient experience, the main outcomes we focus on are :

* Reduction in paper letters, stamps and fulfilment costs
* Reduction in administrative head count
* Lowering inbound call volumes and reducing time to answer calls
* Capacity and efficiency improvements around outpatient appointment slots* Reduction in DNA’s
* Increase in perceived transparency surrounding medical record access
 
Adoption target:
Adoption rate targets are 30% of patients within 6 months.
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