Other innovations
If your innovation doesn’t fit any of the active categories then this is the place to submit your innovation for feedback and the opportunity for wider adoption across the region.

Ideas (Publish, Detailed Submission)

Innovation 'Elevator Pitch':
As experts in digitising clinical pathways, we empower patients and clinicians through our virtual outpatient clinic platform. Our work at Barts demonstrated 3x reduction in DNAs and 10 additional patients seen per 4-hour clinic.
Overview of Innovation:

Ortus-iHealth has developed a downloadable app for your smartphone and tablet. Within the app, the patient and carers can do the following:
  • Video Consultations
  • Record symptoms and health statistics
  • Set reminders for taking medicines
  • Manage appointments
  • Set tasks to achieve health goals
  • View clinic letters in a centralised place
  • Receive specific health-related information, research and more
  • Patient satisfaction surveys


All this data is then available to the clinician for review through an accompanying web portal. PROMS and PREMS questionnaires with actionable data analytics are easily generated. Finally, the portal allows for a secure, excellent quality virtual consultations to take place, from anywhere and at any time.

Please use this link for a video of the patient experience and see the attached user manual for a sense of the clinician portal and workflow. Please also feel free to use the following dummy logins to try it for yourself:

Patient Login
Email test+wmahsn_patient@ortus-ihealth.com
Password 16May2003
Access WebiOSAndroid

Clinician Login
Email test+wmahsn_clinician@ortus-ihealth.com
Password 16May2003
Access Web
 
Support Staff Login
Email test+wmahsn_support@ortus-ihealth.com
Password 16May2003
Access Web
 
All data is held on a secure server in the UK Cloud. Our product is data protection compliant and up to date with the latest information governance standards as set out in the latest DSP toolkit.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:

Increased efficiency
  • 4x reduction of ‘did-not-attends’ from 10-12% to 3% - applied across the NHS this would save £750bn
  • 10 additional patients seen per week due to additional capacity
  • 0 adverse events
  • In a remote monitoring clinic, 8 patients can be ‘seen’ in 30 minutes rather than 3 hours
  • In a video clinic with pre-filled questionnaires, 8 patients can be seen in 70 minutes rather than 3 hours


Patient savings
  • 100% saved money
  • 97% saved >30 minutes


Patient satisfaction
  • 90% satisfied with the virtual clinic experience
  • 100% found appointment reminders useful
  • 83% valued access to clinical letters
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Please see above
Current and planned activity: 
We are already working with Barts Health to scale up across multiple departments catering to 3000 patient interactions including in Cardiology, Cardiothoracics, Respiratory, General Surgery and Oncology.
What is the intellectual property status of your innovation?:
Ortus owns the IP.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Dilraj Kalsi 29/04/2019 - 18:00 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
AR providing point of need access to support information, training advice and guidance in multiple areas including mental health
Overview of Innovation:
Our augmented reality (AR) materials offer the first phase of support - Instant, point of need, self-help techniques and early intervention strategies.  All resources include signposting to follow on professional support and information on long-term strategies to improve access to NHS digital support strategies and resources.  These should be implemented alongside our resources to provide a complete support mechanism for those at risk of suicide and dealing with mental health issues.
 
Key rings, Posters and other objects can be transformed from passive, physical, real world objects into an engaging augmented digital experience and boosting “mobile-first” engagement. 
Simply put, mobile phone users, through the use of an access app are able to scan a poster or symbol on a product and immediately access video, website content and/or directly contact an organisation for support.  This technology can be harnessed to help meet the objectives set out in NHS Long Term Plan in regards to the use of digital technology to help people better manage their health and achieve widespread digital access to training, information advice and guidance (IAG) and support.  With estimates that around 94% of adults in the UK owning a mobile and that around 86% of 12 to 18 year olds regularly use a mobile(Statista, 2019), there is no need for specialized and/or expensive equipment to be supplied to users to use AR technology.
 
Augmented Reality (AR) allows content to be easily modified based on identified needs.  It provides a scalable and cost effective digital model to connect patients with care.   By Incorporating AR into, for example, into a mental health campaign strategy the NHS can overcome social and physical hurdles associated with asking for help, seeking information and accessing the right care promptly.  AR could also potentially provide immediate access to professional advice and guidance, assist in preventing and providing early intervention access, providing them with ‘take-away’ information and/or swift access to support.
 
Along with national NHS strategy Augmented Reality content can provide fast support to people in their own homes with ‘same day care’ and point of need digital support via AR wearables linking to online ‘digital’ GP consultations and act as a further service expansion to regional prevention campaigns like the West Midlands Combined authority Thrive at Work helping to reduce outpatient appointments. (see additional information)
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
We have found that 94% of adults own a mobile (up from 82% in 2005), and that around 86% of 12 to 18 year olds regularly use a mobile. The 55-75 year old age group are the fastest growing adopters of smartphones over the last 5 years. (Statista 2018).[SA1] 
 
We will use Augmented Reality (AR) to provide a discreet, immediate and anonymous route to relevant mental health support resources with the need for services to provide equipment for access.
 
Enlighten’s augmented reality solutions are a simple, user friendly way to meet some of the initiatives set out in the NHS long term plan. They are particularly relevant to plans centered around research and innovation to “drive future medical advance, with the NHS committing to play its full part in the benefits these bring both to patients and the UK economy”. They can save significant amounts of money on fewer lost sick days through mental ill health and by reducing waste and lowering the carbon footprint of the NHS by minimising the need to print out large quantities of materials.
 
Over the next ten years they will result in an NHS where digital access to services is widespread. Where patients and their carers can better manage their health and condition. Where clinicians can access and interact with patient records and care plans wherever they are, with ready access to decision support and AI, and without the administrative hassle of today.
 
Content provided will tie into the mental health focus areas by offering; tools and techniques to self-manage mental health conditions, routes to local support services, guidance for supporting somebody with a mental health condition and the workplace mental health policy/strategy to raise awareness and reduce stigma.
 
This pocket-sized technology provides instant access to support through users own smart devices raising the awareness of various mental health issues in an accessible and inclusive way, reducing the stigma attached through familiarization.
 
Additional benefits will include staff and users exposure to modern, Web 2.0 ideas regarding use of appropriate technologies including the potential use of AR video evidence and BYOD.
Benefits derived from this approach include:
  • Improving user experience whilst driving up quality and standardisation
  • Maximising use of electronic resources
  • A standardised package of AR resources to reuse within the NHS
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
As identified in the “Improving lives: The future of Work, Health and Disability”, employers can only help someone start or stay in work if they are aware of a mental health condition. Key findings nationally show that only 11% of employees discussed a recent mental health problem with their line manager, half of employees said they would not discuss mental health with their manager and only 24% of managers have received some form of training on mental health at work (Business in the Community, Mental Health at work Report 2017). From the statistics and our work with employers, we can see that there is further support required to address this gap. We will provide tools for employees and upskill employers to encourage better dialogue and workplace environments where:
 
  • Employees feel more able to disclose mental health conditions, access support and self-manage their conditions, allowing them to remain in work.
  • Employers have a greater awareness of the needs of their workforce and what support and resources are effective and engaging.
  • Both employees and employers are aware of local support services and have instant easy and discreet access to contact details.
Line managers and HR departments are skilled in understanding how to support colleagues disclosing mental health conditions.
Current and planned activity: 
  • In 2020, we plan to implement the output made possible with support from this project funding and verify its effectiveness through a demonstrative project with 1 x UK Smart City.
What is the intellectual property status of your innovation?:
Currently in discussions with IP experts 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Suzanne Edwards 13/03/2019 - 15:49 Publish Login or Register to post comments
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0
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-99999
Innovation 'Elevator Pitch':
Many physical examinations require patients to undress. The Bare-Non Modesty Apron protects patients modesty. This single use, cost effective, dignity restoring garment reduces feelings of vulnerability & embarrassment for clinicians & patients.
Overview of Innovation:
NHS policies on Dignity & Respect state that patients have the absolute right to be treated with dignity & respect in a way that suits their needs & that patient modesty must be protected at all times by the provision of suitable garments & drapes.
 
The use of a Bare-Non® Modesty Apron in an examination allows the patient to feel more comfortable & empowered rather than experiencing what is usually considered an uncomfortable & awkward experience. This helps to create a more harmonious environment between the patient & the practitioner.
 
Single use disposable, hygienic & hypo-allergenic, the Bare-Non Modesty Apron has a front split & extensible neckline, meaning one size fits all. It is simply placed over the patient’s head prior to examination or treatment & covers the front torso to mid-thigh level.


 
Each Apron comes individually packed with a ‘Proof of Use’ sticker which can be signed & inserted into the patients notes or attached to other documentation such as an ECG tracing. Lightweight, comfortable & moisture resistant it allows quick unhindered access to the patients’ chest & abdomen should the need arise.
 
Over time, clinicians can become desensitised to patient’s in a state of undress, a condition Bare-Non identify as “Nudity Blindness”. This can leave patient’s feeling vulnerable & embarrassed & unable to participate fully in important aspects of their consultation such as shared decision making whilst they focus on their state of undress. Patients who have worn the Bare-Non Modesty Apron have reported feeling less inhibited, more empowered & more able to participate in their treatment or consultation without feeling the need to rush to put their clothes back on.
 
Current garment offerings have to be completely removed in a variety of settings, leaving the patient inadequately protected in terms of modesty & dignity. Sometimes clinicians are only provided with drapes, which have a tendency to fall off. Cases of compromised patient modesty can lead to patient distress & formal complaints, the impact of which can be personal, organisational & financial with devastating & long-lasting consequences for both patient & clinician.
 
The Bare-Non Modesty Apron is relevant for examination applications across multiple clinical areas. These include, but are not limited to; pre-op assessment clinics, outpatients, breast clinics, cardiac function suites, radiology & interventional radiology, cosmetic & reconstructive surgery & General Practice e.g. ECG testing.
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: 
Patient and medicines safety
Benefit to NHS:
Enabling a practitioner to perform a thorough examination front and back whilst protecting patient dignity at all times, whether female or male, young or old, is a very important criteria which is often overlooked.

The benefits of employing the Bare-Non Modesty Apron within the NHS are:
  1. Positively affects patient satisfaction and outcome measures, and shows a real commitment to understanding and acting upon Dignity and Respect concerns – compliance with relevant NICE and NHSE guidance etc.
  2. Supply chain efficiency improvements in terms of reducing laundered garment use.
  3. Financial in terms of cost savings over current garments and reduced claims for breach of dignity and respect.
In spite of the pressures the NHS comes under, Dignity and Respect in patient care is acknowledged as a critical component in caring for patients. Finding innovative, cost effective ways to further enhance the patient experience may have a favourable effect on outcomes related to Regulation 10. Patient satisfaction is an important aspect to the NHS as evidenced by the Patient Survey Programme which collates data into Overall Patient Experience Scores

The Bare-Non Modesty Apron, if measured against a standard textile or single use hospital examination gown is more cost effective. However, from research carried out by Bare-Non it is evident that standard textile examination gowns (36p per use) and single use disposable gowns (Medline Examination Gown 51p per use) are unsuitable garments for many of the examinations and procedures they are used for as they require removing in order for the clinician to perform examination or treatment. The drapes employed in some NHS departments are unfit for purpose as they do not stay in place and can lead to more claims of compromised patient modesty.

The Bare-Non Modesty Apron is presented as an individually wrapped item in a paper pouch. Its small footprint and handy box size means storage is easy in a variety of clinical settings. Being single use disposable has supply chain advantages over laundered products, as there is less movement and storage requirements are smaller.
Initial Review Rating
3.20 (2 ratings)
Benefit to WM population:
The Bare-Non® Modesty Apron has been designed to protect the modesty and dignity of patients when it is necessary for them to be undressed. This includes being examined, undergoing investigations or when having treatment.

Benefits are focused on the positive aspects of the innovation to the NHS nationally, with West Midlands based NHS units having early adopter advantages.

The Bare-Non® Modesty Apron enhances the patient experience, empowering the patient to be fully engaged even when in a state of relative undress. Its use provides a cost-effective solution, reducing the need for chaperone services and releasing staff back to direct patient care.

Many patients find undressing highly embarrassing and awkward. The Bare-Non® Modesty Apron provides a solution, leading to a more dignified and enhanced experience for all involved.

There is no need for a patient to remain topless during the majority of examinations. Using a Bare-Non® Modesty Apron ensures that the patient is adequately covered reducing the feeling of embarrassment and vulnerability, enabling the patient to feel more comfortable and empowered during the examination process.

Our aim is to make the Bare-Non® Modesty Apron widely available within all hospitals and clinics.

To view the product animation showing the new Bare-Non Modesty Apron click here

The use of a Bare-Non® Modesty Apron should be considered as a cost-effective device in helping to alleviate the need for chaperone services thereby releasing a valuable resource back to direct patient care.
Current and planned activity: 
As a single use, disposable item, the Bare-Non Modesty Apron enhances the patient experience, eliminates the requirement to launder products and storage requirements are smaller due to the slim, flat packaging.
 
We would like to engage with West Midlands healthcare providers to trial the use of the Bare-Non Modesty Apron as a cost effective alternative to gowns and drapes currently used.
 
In addition, as an SME based in the West Midlands Bare-Non has attendant incentives for job creation by establishing a local logistics hub with associated supply chain for national and international distribution.
What is the intellectual property status of your innovation?:
Patents pending in the UK & International.
Design protection in Europe via EUIPO.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Trevor Norris 13/02/2019 - 10:56 Publish Login or Register to post comments
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0
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-99999
Innovation 'Elevator Pitch':
We have successfully designed, implemented and evaluated a standardised triage system for use within maternity care.  It is currently used in eight maternity units, with more planned.
Overview of Innovation:
Triage systems are designed to ensure the patient receives the level and quality of care appropriate to their clinical needs and resources available. Triage involves establishing the presenting problem, undertaking a standardised physiological assessment including vital signs and results in a score being assigned based on predictors of urgency which determines the priority of on-going care.
The physiological changes associated with pregnancy mean the standard triage tools may not be applicable. In addition, the underlying good health of the maternity population, which may mask the severity of maternal illness, and no assessment of the condition of the unborn baby reinforce the need for a specific maternity tool. While some informal triaging takes place within maternity care, a national survey showed that women currently wait to be seen in the order in which they arrive and that current prioritisation systems do not use clinical determinants.
 
Birmingham Symptom specific Obstetric Triage System (BSOTS)
The system was co-produced by clinicians and researchers in Birmingham to prioritise care for women presenting with pregnancy related complications or concerns.  
The BSOTS bundle includes:
  • Completion of a standard clinical triage assessment by a midwife within 15 minutes of the woman’s attendance.  This includes taking a brief maternal history, completion of baseline maternal observations, assessment of pain levels, abdominal palpation and auscultation of the fetal heart rate .
  • This assessment is used to define a category of clinical urgency using a 4-category scale, which guides timing of subsequent assessment and immediate care (by an obstetrician if required) using algorithms.
 
  • Standardised symptom-specific algorithms are used for allocation of clinical priority and the immediate care and further investigations of the eight commonest reasons for attendance (abdominal pain, antenatal bleeding, hypertension, suspected labour, ruptured membranes, reduced foetal movements, unwell/other, and postnatal concerns). 
 
  • Documentation is provided to support and standardise completion of the clinical tasks required.
 
Implementation of BSOTS requires multidisciplinary training of clinicians which takes approximately three hours. The BSOTS training has also been developed and elevated by the team
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: 
Innovation and adoption
Benefit to NHS:
The benefits to the NHS of a dedicated maternity triage system are centred on improving safety for women and their babies by reducing the interval from their attendance to their initial review by a midwife and prioritising urgent care. BSOTS is supported by Royal College of Obstetrics and Gynaecology and Royal College of Midwives for national implementation.
Implementation of BSOTS as the system improves management of the triage department by enabling staff to:
  • See how many women are waiting who have not yet had their initial triage assessment to determine level of clinical urgency
  • See how many women who have had the initial assessment and the level of clinical urgency is known for each women
  • Know when further assessments are due for women in the Department
  • In circumstances where women attend who require urgent treatment it allows women with less clinical urgency to be safely moved out to the waiting area and escalation to occur
  • Facilitate easy handover of the department between shifts using SBAR
  • Use a shared language between clinicians to communicate clinical priority
BSOTS  provides a standardised process to manage emergency attendances and reduces staff safety concerns in maternity triage whilst increasing their resilience and improving handover and communication.
 
Initial evaluation at BWCNFT demonstrated  that the use of BSOTS increased the numbers of women seen within 15minutes of attendance from 39% to 54% [Relative risk (RR) 1.4 (1.2, 1.7 (95% confidence interval (CI)] and reduced the time to medical review for those who require it. Thus providing a robust pathway for rapid assessment and urgent medical care if required, improving outcomes for mothers and their babies.
Good reliability and validity of the BSOTS bundle were found on the basis of the numbers of women who re-attended and investigation of predefined maternal and neonatal morbidities.  All the midwives reported that BSOTS training had improved their knowledge and confidence and that implementation of the system improved safety for mothers and babies and reduced stress amongst the clinicians.
Intra-rator reliability was excellent both at BWCNFT initially with an Intracluster Correlation Coefficient (ICC) of 0.961 (95% CI 0.91-0.99), and in the additional maternity units where the ICC was 0.971 (0.915-0.996). There was no apparent difference between midwifery band level and amount of triage experience. Showing that the BSOTS tools are reliable and consistent for use amongst varied midwifery staff.
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
The West Midlands remains a national outlier for poor rates of perinatal and infant mortality and is committed to the national ambition to halve the number of stillbirths, neonatal and maternal deaths and brain injuries by 2025.
 
In line with the National Maternity Review (published in February 2016) which set out a clear vision for maternity services across England to become safer and to promote good practice for safer care; the Birmingham Symptom specific Obstetric Triage System (BSOTs) improves the process and clinical prioritisation of care for women presenting with pregnancy related complications or concerns. BSOTs has also been shown to prioritise urgent care for those women who are most unwell or requiring more rapid access to obstetric intervention and emergency treatment.
 
With increasing use of the Birmingham Symptom specific Obstetric Triage System (BSOTs) across the maternity units within the West Midlands region, women can expect continuity of process and care when they present to units with urgent concerns and that care is standardised across the region. Standardisation of the maternity triage pathway also provides an opportunity to ensure that the midwifery and medical workforce in maternity are able to be trained with the right skills to implement appropriately timed and clinically relevant prioritised of care within all maternity triage departments in which they may work.
Current and planned activity: 
The Birmingham Symptom specific Obstetric Triage System (BSOTs) is currently used in seven units nationally; including half of all maternity units within West Midlands.
A further twelve maternity units have received training for their implementation teams and are due to launch the BSOTs programme in the next six months.
Bespoke training courses for maternity teams are held in Birmingham every two months. This training includes specific training the trainers materials, the BSOTS© maternity algorithms, Triage Assessment Cards and Patient information posters and tips for implementation from other units.

Further development of the Birmingham Symptom specific Obstetric Triage System (BSOTs) with Clevemed systems to transfer the paper based system into an electronic tool with contemporaneous patient record is on-going; due to complete by May 2019. This will enable maternity units currently using the Badgernet Maternity electronic system to use BSOTs digitally and further improve availability.
What is the intellectual property status of your innovation?:
Use is currently protected by signing a Licensing agreement provided by UoB and MidTech.
 
The schedule within the licensing agreement includes the Birmingham Symptom specific Obstetric Triage System (BSOTs) package for Training and Implementation and is intended to ensure the package is used as intended and that training has been given before implementation
The package is intended to support local training, implementation and on-going use of the (BSOTs) system, in the maternity unit assessing women who attend with unscheduled pregnancy related concerns. This package is set out during the face to face training course, it includes specific training the trainers materials, local training materials, the BSOTS© maternity algorithms, BSOTS© Triage Assessment Cards and BSOTS© Patient information posters. The components of the triage system should be adopted in its entirety, rather than separately.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Co-Authors:
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Nina Johns 07/02/2019 - 12:18 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
Future-proof blockchain based provenance solution for CGT. Our digital service creates an efficient & transparent chain of identity/custody/condition & diagnostic, address compliance burdens, reduce cost & enable co-operation in a competitive arena.
Overview of Innovation:
FarmaTrust have used blockchain to create a tracking service for the latest cell & gene therapies.

Our solution is a working prototype that is able to track chain of identity, custody, condition and diagnostic for autologous cell therapies. It ensures transparency for regulators, enables efficiency by reducing HIPAA compliance requirements and records are ultimately more secure. All with the ultimate aim to support improved patient outcomes.

We also believe that the blockchain will be a key enabler in decentralising the manufacturing process to ultimately take these new therapies closer to the patient.

Because of this we are developing significant knowledge and skill based on these new technologies for the digitised healthcare and medicines agenda, and specifically in the smart and connected logistics supply chain that are applicable globally, thereby making the UK the go to place for this type of expertise.

View the FarmaTrust Explainer Infographic – click here.

 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Advanced diagnostics, genomics and precision medicine / Clinical trials and evidence / Digital health
Benefit to NHS:
The features of our solution will provide the following benefits:
  • A foundational system that is interoperable with the multitude of hardware and software systems which are used in many healthcare settings around the world, including the NHS
  • By ensuring data integrity between the various systems, scanners and data input devices without having to make substantial integration changes
  • By creating efficiencies through automating payment processes, regulatory reporting, compliance and audit
  • By utilising blockchain with AI to mine data collected in order to maximise cost savings and delivering improved services with the same budget or less
  • By providing a truly connected and smart data collection system across the multiple stakeholders to benefit the research teams, NHS, regulators and ultimately patients
  • By providing a real alternative way to do things differently to the traditional legacy cloud-based technologies that will start to struggle with the increasingly digital future of healthcare and medicines/devices
  • By leveraging the innate properties of blockchain to enable effective co-operation between competing CGT manufacturers
  • Enabling future readiness for a world that moves from the current increasingly resource hungry and inefficient supply chain model to a decentralised efficient (on) demand driven chain reality!
                                                                 
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Our Innovation will:
  • Develop an effective and robust CGT supply chain solution for any research team in the WM involved in CGT development, eg Midlands & Wales ATTC
  • Expose and eliminate inconsistencies and errors, thereby give therapy quality assurance to WM researchers and patients involved in trials
  • Have the potential to remove product loss completely from the high value supply chain
  • Support on outcome based value proposition for precision medicines and high value therapies based on blockchain smart contracts
  • Be interoperable with blockchain advances, incumbent cloud technology providers and the latest IoT sensors used in the WM – less money spent on tech integration and more spent on patient care
  • Leverage machine learning for data analytics which provides predictive and prescriptive insights to allow greater efficiency, cost saving and demand planning for supply logistics
  • Help make the WM and the UK a global thought leader for blockchain (enabled by Internet of Things and Artificial Intelligence) developed healthcare services!
Current and planned activity: 
We have a working solution that is:
  • Already available through our US partner. As of late 2018 Systech One are white labelling and marketing our linear small molecule supply chain solution in the US and Europe. Systech One powered by FarmaTrust!
  • A fully working blockchain based needle to needle tracking solution prototype as a result of a significant commercial partnership with a German cell & gene therapy solution provider.
  • Creating increasing interest with the Innovate UK Catapults. Namely the Digital Catapult, Cell & Gene Therapy Catapult and Centre for Process Innovation.
  • Going to be a pilot in a province of Mongolia as commissioned by their Govt – this will be our small molecule linear track and trace solution
  • Going to provide track and trace services for medicinal cannabis plants. Work that has been commissioned by Peterson One for the Thai Govt
We are also working with a senior Oncologist from Birmingham to spec our new clinical trial tracking solution.
What is the intellectual property status of your innovation?:
Core IP belongs to FarmaTrust.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
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Raja Sharif 28/01/2019 - 11:53 Publish Login or Register to post comments
6
4
Votes
-99999
Innovation 'Elevator Pitch':
ETL is expert in health and care digital transformation developing, digital strategies, creating robust business cases, design and development of solutions architecture, process redesign, training and implementation support and benefits realisation.
Overview of Innovation:
The constant need for change
 
Underpinning every STP plan is the need for a coherent digital strategy encompassing Record Sharing, Whole System Intelligence, Citizen-Facing Technology, Self-Care Management, Infrastructure Interoperability and Digital Maturity.
 
What can ETL do for you?

We can provide much needed support around  
 
Digital Strategy – based on revised STP, ICS, and NHS 10-year plans
Cost to Change – secure funding backed by robust business cases
Programme and Project Management - credible plans with strong governance
Delivery – capacity and capability to ensure full utilisation for Go Live
Competing Priorities - address BAU, STP, ICS, LDR, GDE, LHCRE
Technical - capable infrastructure, applications which support interoperability
Integration - processes and systems, co-operation and collaboration of inter- and intra-organisation boundaries
Timetable for deployment – solutions delivered and aligned to the process and organisational changes.
Benefits Realisation – establishing reliable processes and data for measuring benefits.
 
How ETL can work in collaboration with you?
 
We would work in collaboration with you to develop coherent digital transformation plans. The aim is to identify initiatives, prioritising those that provide the advanced care and generate the greatest value.
 
We would combine resources that can architect solutions and suggest ways in which you can augment resource/services to enable the internal teams to engage with the STP programme.

What are the benefits of working with ETL?

ETL will work with you in an efficient and effective way, providing expertise, support and resource and help guide you through the digital transformation providing:
  • Independent, expert advice and support
  • Delivery of IT projects using proven methodologies
  • Help with creating and presenting robust business cases
  • Programme and project management expertise
  • Process re-design and change management support
  • Effective stakeholder management and collaboration expertise
  • Technical architecture skills and knowledge of new applications
  • Expertise in systems integration, optimisation and interoperability
  • Methodologies for benefits management and realisation
ETL will ensure maximum engagement from staff throughout the STP and provider organisations, ensuring that solutions are used to their full potential and that money is being spent effectively on priority initiatives. 
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
Benefit to NHS:
For every solution we deliver, we focus on the outcomes and work through what is required to deliver them and measured by it. For instance, we are involved in an initiative with South East London (SEL) STP, to establish how remote monitoring and assistive technologies can prevent patients with Type 1 Diabetes, COPD or Heart Failure from deteriorating and being re-admitted into hospitals. Unless we can prove this, the solution will not be fully adopted. This is just one example of many on how we focus on patient health outcomes beyond any other measure.

We start with the health and care processes and map out the current state in order to establish any inefficiencies. We take a holistic view, based on the well-recognised inter connected and inter related six domains of change POLDAT (Processes, Organisation, Location, Data, Applications and Technology). Essentially, we are considering who is doing what Processes in the Organisation and in which Location with what supporting Data, Applications and Technology. This gives us very valuable insight into where current systems aren’t being used appropriately, where enhancements can be made to practices and procedures to add real value or where new solutions will have a greater impact.

We have expertise in developing end-to-end patient pathways, so that we can see the big picture both for current and future states.

We are also able to do deep dives-in specific areas so that we are clear about the impact of particular solutions. This helps us to:
  • Engage with key stakeholders
  • Challenge any assumptions and identify clear metrics
  • Build and validate business cases
  • Establish clear ownership and robust mechanisms for benefits realisation
We also work closely with NHS Trusts to optimise the solution post implementation so that the greatest return on investment is achieved.

We employ experts with in-depth knowledge of the NHS and health and care systems and transforming processes through digital solutions. We therefore focus on solutions that deliver real value for money and the health and care organisations can be confident that the advice and support we provide will be grounded-in-reality.

Any solution we deliver is created in collaboration with senior stakeholders and end-user-buy in.  It is only with this level of support and collaboration can we be confident that any solution that we implement will generate a cost-effective service and experience for the staff and patients alike.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
ETL with its expertise in delivering transformations underpinned by digital solutions is very well placed to support some of the key initiatives that are underway to improve the health and wealth benefits of the West Midlands and its population. We offer expertise in:
 
Record Sharing – the ability to make appropriate patient data available to all care settings in the STP.

Whole System Intelligence – the utilisation of health data to provide strategic, operational and real time decision support.

Citizen Facing Technology – the ability for patients to access and interact with their own health data in a secure and seamless way.

Self-Care Management – the utilisation of wearables, apps, telehealth, and telecare.

Infrastructure Interoperability – joining up health care settings e.g. via HSCN (Health and Social Care Network) and providing effective systems access throughout the footprint.

Digital Maturity – providing enhanced systems and functionality for Medicines Management and Optimisation, Transfer of Care, Asset and Resource Optimisation, Orders and Results Management.
 
We can :-
  • provide assistance to refresh digital strategies, secure funding required to deliver new solutions, backed by robust business cases.
  • support the development of credible and detailed project plans with strong governance regarding risk, issues, and change management.
  •  offer much needed capacity and capability to ensure full utilisation of key solutions for go-live.
  • work closely with the STPs to highlight and help address and gaps, overlaps and competing priorities at the provider, BAU, STP, ACS, ICS, LDR, GDE level.
  • advise you on how capable, are your applications and infrastructure, to support the much-needed interoperability between inter and intra organisation systems.
  • facilitate processes and systems, co-operation and collaboration of inter- and intra-organisation.
  • help you to determine with confidence the speed with which solutions can be delivered and aligned to the process and organisational changes as stated in the STP plans.
  • help to resource and establish reliable processes and data for measuring benefits.
Transforming Healthcare Through Cloud Technology article published in Heatlh Business - read here.

Aligning technology and estates strategies article published in Health Estate Journal - read here.

What should CIOs be focusing on in 2019 article published on digitalhealthage.com - read here.

Implementing Disruptive Technology at Scale in the NHS article - attached.

 
Current and planned activity: 
In 2018 ETL worked with SEL STP to refresh their Digital Strategy. This was done in collaboration with provider organisations, GPs, CCGs, Community Trusts, Social Services, Third Sector, London Ambulance and 111 Service.
 
Matt Hancock, the secretary of State, announced £412.5m for Health System Led Investment (HSLI) in Provider Digitisation. This gave the STP the funding to deliver the changes in the digital strategy. ETL facilitated the creation of the HSLI Investment Case for £13.7m funding over 3 years and was hailed as the standard for the whole of London by NHSE.
 
ETL then worked with the STP and provider organisations to develop the PIDs, Business Cases and Value for Money (VfM) analysis for each of the initiatives.
 
The plan is to support the delivery of these projects and agree the priority initiatives for FY19/20 based on the ICS and NHS 10-year plans. This will lead to the creation of PIDs, Business Cases and VfM analysis for each of the projects for submission in Spring 2019.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
2
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Tas Hind 22/01/2019 - 19:34 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
The vPad allows clinicians to remotely monitor and manage the long-term health of residents in care homes by establishing long term health baselines.
Overview of Innovation:
The vPad is tablet sized device that features a number of attachment modules that allows the transfer of proxy biophysical data into a GP IT clinical system.
 
The system supports the establishment of long term health baselines for care home residents - enabling earlier detection of deteriorations in health and improving decision making from care home staff regarding when to seek emergency health care - potentially avoiding unnecessary hospital admissions and emergency GP visits by integrating the NEWS2 scoring system.
 
We believe the solution ties in well with NHS England's Enhanced Health in Care Homes framework. Our system bridges the communication and medical data transfer gap between primary care practices and care homes. We are integrated with EMIS and have TPP interoperability in the development pipe works too.
 
The system has two components:
  1. Equipment. vPad, an All-in-One vital sign smart monitor. The device measures Blood Pressure, SpO2, Pulse rate and Temperature. It also has a built-in 12-lead ECG for atrial fibrillation detection.
  2. Software. 121 Sync Agent connects the GP clinical system with vPad through Wi-Fi/3G and synchronises vital sign measurements to the Electronic Patient Record. It displays an on-screen historical vital signs baseline.
Currently Knowsley CCG are piloting the system with care homes and we're in talks with a number of others.

We're eager to run trials with other CCGs too. If you're interested in exploring this further please let us know and we'll arranged a demo at your organisation to showcase the benefits it can provide.

If you would like more information about the vPad or if you’d like discuss this product and its potential further please call us on 0330 678 0588. Likewise email us at info@121sync.com for any enquiries.
 
 
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 / Innovation and adoption
Benefit to NHS:
1. Patient outcomes
  • Earlier detection of deteriorating health
  • Through establishing health baselines it becomes easier to manage a patient with long term conditions
  • Intervene when appropriate to potentially avoid a non-elective hospital admission or a relatively extended stays in hospital.
  • Track a patients recovery/treatment
 
2. Efficiency improvements
  • Integration with GP IT clinical system means that the transfer of patient data is significantly quicker.
  • Synchronisation of data means that no human error is involved in uploading data to patient record
  • GPs or community matrons become more informed as they can access patients’ summary care record at the point of contact
  • If left within a care home, care home staff can take readings thereby freeing up the GPs time and reducing the need to travel
  • NEWS2 scoring system appropriately indicates the seriousness of abnormal biophysical data and the required action. Thereby potentially reducing the number of unnecessary GP/Community matron/ambulance call outs.
  • NEWS2 scoring systems allows staff across different types of care to communicate in a common language.
 
3. Cost Effectiveness
  • Keeping patients within their residential setting is cheaper than admittance and a prolonged stay in hospital
  • Seamless data transfer removes unnecessary duplication of records, the need for paper documents and staff (previously required to enter printed/written data into IT clinical systems)
  • Potential reduction in ambulance/GP call outs – saves fuel and time if the call outs are unnecessary.
  • If left in a care home it can empower staff and add value to care.
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
Benefit to WM population
With technology, medicine, healthcare and lifestyles ever improving, people are living longer and longer than they used to.

A projection made by the office for national statistics (ONS) states that ‘By 2041, the 1960s baby boomers will have progressed into their 70s and 80s, and by 2066 there could be an additional 8.6 million people aged 65 years and over in the UK’. At this stage the UK’s 65+ age group would account for 26.5% of the population.

The NHS estimates that roughly 1 in 7 OAPs (65+) currently reside in a care home. Based on the aforementioned projection this number will likely rise in the near future.
The issue will be more pronounced in the West Midlands area with the ONS currently estimating that OAPs make up 18.3% of the total population (2016 population estimate).

At age 65 years, both men and women can expect to spend around half of their remaining life expectancy in good health. However, the likelihood of being disabled and/or experiencing multiple chronic and complex health conditions among those aged 65 years and over increases with age. As life expectancy increases, so does the amount of time spent in poor health.

Healthcare requirements increase with age, with healthcare costs increasing steeply from around age 65 years. Hospital admissions have increased since roughly the beginning of 2007, but with a steeper increase in admissions for the 65+ age group. This has contributed to rising healthcare costs.

A study carried out by Stoke and the North Staffordshire CCGs featured in the Care Home Strategy (2015/17) found that on average 230 (Northern Staffordshire) care home residents were admitted to hospital each month. In 2013/14 there were a total of 2804 admissions which costed the NHS £6.73 million with an average length of stay of 6.94 days.
With relevance to reducing unplanned admissions and A&E attendances local data analysis demonstrated that approximately 30% of unplanned admissions from care homes could’ve be avoided with improved care planning and proactive management or timely access to specialist services.

By implementing our solution we have the potential to better manage a growing ageing population who by default will have increasing dependency on an ever strained healthcare service. Through the prevention of illness, where possible, therein lies the potential of saving vast amounts of both time and money.
Current and planned activity: 
Current and Planned Activity
We are currently focusing on approaching CCGs, as care home services are often commissioned through CCGs it also makes sense to approach these organisations so that they can see first see the cost effectiveness of our solution.

We have also networked through various conferences, which has allowed us to reach out to a number of clinicians who have shown interest in the vPad.

We are currently trialling with Knowsley CCG and are due to start with another practice imminently. 

We’re looking to trial with other organisation and clinicians so that they may also see the benefits of both our solution and investing in technology to enhance the provision of healthcare.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
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Adam Carnell 17/12/2018 - 14:26 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Meeting Centres are a local community driven, evidence based resource for people with dementia and family carers. enabling people and families affected by dementia to build resilience for the longer-term.
 
Overview of Innovation:
Meeting Centres were first developed in the Netherlands 25 years ago. Currently, there are 150 Dutch centres with a national network that local groups can utilise. There is good evidence both from Dutch research and recent UK research (www.meetingdem.eu) that people attending Meeting Centres experience better self-esteem, greater feelings of happiness and sense of belonging than those who don’t attend.  Recently completed translational research to implement Meeting Centres in the UK, Italy and Poland led to two successful Meeting Centre demonstrator sites being set up in the West Midlands: Leominster in Herefordshire and Droitwich Spa in Worcestershire. A new grant from National Lottery provides the opportunity to support new Meeting Centres and we are looking for people to set up new Meeting Centres.
 
The Dutch have a well-developed community process for developing new Meeting Centres that engages all local stakeholders in both the local development and longer-term implementation thus promoting local community engagement across health, social care and community groups.
At the heart of each Meeting Centre is a social club where people meet to have fun, talk to others and get help that focusses on what they need. A team of staff and volunteers trained in the Meeting Centre ethos provide an enjoyable and flexible programme for both the person with dementia and their family carers. The social clubs meet 3 days per week for 15 to 20 members per day.  Family carers get assistance with practical and emotional issues, as well as being able to contribute to social club activities. This can all help reduce social isolation and build resilience.

All activities are designed to help people adapt to the challenges that living with dementia can bring. This involves a chance to get together socially, to be creative, to get active and to share lunch. Everyone brings their skills and talents to the Meeting Centre and the programme is driven by what people want to do. People attend as little or as often as they need.

A diagnosis of dementia is a huge challenge to come to terms with. If people make good emotional, social and practical adjustment to dementia following diagnosis, then it is likely that they will experience fewer distressing symptoms later and will be able to live at home for longer with a better quality of life for them and their families.
 
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 / Innovation and adoption / Person centred care
Benefit to NHS:
Dementia is a key priority for both NHS England and the Government. In February 2015 the Prime Minister launched his Challenge on Dementia 2020, which set out to build on the achievements of the Prime Minister’s Challenge on Dementia 2012-2015. There are four key aspiration and this is the where Meeting Centres fill the gap ‘Every person diagnosed with dementia having meaningful care following their diagnosis.’ In terms of the West Midlands
 
In the Dutch studies and the MeetingDem project (www.meetingdem.eu) it was found that those who attended most regularly showed fewer of the more distressing symptoms of dementia and a greater feeling of support. Family carers also experience less burden and feel better able to cope. People with dementia and carers report high levels of satisfaction with the programme, seeing it as an important way of keeping active and feeling supported. In the Dutch studies it was found that attending Meeting Centres can extend the length of time before admission to care homes.
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
There are over 73,000 people living with dementia in the West Midlands (https://www.uhb.nhs.uk/dementia-facts-and-figures.htm ).  Dementia is a priority under a number of the West Midlands STP areas including Herefordshire and Worcestershire  which states that, ‘Our strategy focuses on people and patients so that every person with dementia, their carers and families have access to and receive compassionate care and support not only before diagnosis but after diagnosis and through to end of life.’  So far over 250 people affected by dementia have benefitted from attending Droitwich Spa and Leominster Meeting Centres. The cross-community information meetings, initiative and advisory groups as well as linkage with dementia friendly communities has raised the profile the profile of dementia in the communities and as a result reduced stigma. Aside from Droitwich Spa and Leominster there is a Meeting Centre in Ross on Wye (Herefordshire) and a great deal of interest from across the West Midlands, including Birmingham, Redditch, Worcester and Hereford. This will mean that the benefit to the WM population will increase in the future – see below.
Current and planned activity: 
The Association for Dementia Studies (ADS) at the University of Worcester has been awarded a National Lottery grant from the Big Lottery Fund - The UK Meeting Centre Support Programme. The project will run from 1st Sept 2018 to 31st August 2021. The aim is to help establish new Meeting Centres in different parts of the UK to work with their communities to support people and families directly affected by dementia.  In addition there will be further evaluation of the Droitwich Spa and Leominster demonstrator sites and the development of a toolkit for other Meeting Centres to self-evaluate in terms of benefits and cost-effectiveness. 
If you would like to set up a Meeting Centre we can support you with  this.
You can find out more by visiting
https://www.worcester.ac.uk/discover/uk-meeting-centres-support-programme.html  and https://www.worc.ac.uk/discover/meetingdem-jpnd.html  or emailing meetingcentres@worc.ac.uk  or reading the flyers attached below.
 
What is the intellectual property status of your innovation?:
The Meeting Centre concept has been develope by Professor Rose-Marie Droes at the  VUmc, Amsterdam see www.meetingdem.eu 
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
4
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Shirley Evans 07/12/2018 - 18:04 Publish Login or Register to post comments
6
2
Votes
-99999
Innovation 'Elevator Pitch':
We facilitate difficult conversations about extremism via engaging, practical training - sharing knowledge & evidenced case studies/our short films of former extremists to build capacity for prevention & intervention as part of safeguarding at work
Overview of Innovation:
Training: Safeguarding Against Violent Extremism in Healthcare

For those working with young or vulnerable people, the impact of violent extremism and radicalisation is an increasingly urgent element of standard safeguarding. This is particularly sensitive for those working within the health sector (eg mental health/young people), a forefront of safeguarding – both prevention & intervention – where client trust and confidence is paramount. Developed through engagement with health staff with a range of roles, our trainer led course is tailored to organisational requirements, and designed to build the confidence & capacity of frontline staff as well as senior management & policy officers whose roles are different but equally crucial to the prevention of all forms of violent extremism.

ConnectFutures have met, interacted with and understood the motives and drivers of hundreds of individuals impacted by violent extremist recruitment. This includes many who have committed acts of terror. Therefore, our presentations are academically and evidentially supported.

We use real case studies, our own films of former violent extremists, candid discussion, and practical group exercises with highly experienced trainers with backgrounds in policing, education, prisons and probation, health, housing and more.

Learning outcomes: Legislation: understanding the law and its implications for your work; Definitions of extremism/violent extremism; Wider history, context and community experiences; Understanding to prevent: recruitment techniques and propaganda; Processes of radicalisation and disengagement - identifying risk and vulnerabilities in individuals; Practical action: talking through real cases, preventing, intervening, signposting, de/escalating; Your organisational policies & their implications

ConnectFutures: Connecting, engaging, changing: bringing people together can be powerful and informative. Yet many organisations miss out on opportunities to understand and learn from the most important source – their staff & the people they serve. We bring people together to build trust & collaboration between organisations and their clients, using research, facilitation and training. Our aim is to improve services and the health and wellbeing of our communities. We address a range of needs & challenges - from diversity & inclusion to extremism & exploitation. We've delivered successfully to a range of clients from local charities and police forces to businesses such as Facebook.

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 / Education, training and future workforce
Benefit to NHS:
The NHS serves our communities at their most vulnerable, and ethics, trust and accountability are at its heart. We understand that Prevent can be a sensitive addition to standard safeguarding, with very specific implications for the health sector and the diverse roles within it. Our specialist workshops are designed to be informative, engaging and practical, tailored to the staff participating – whose interactions with patients, the public, colleagues, and organisational policy may differ widely. Addressing extremism and radicalisation can understandably strike mistrust, fear and negativity, and health professionals wish to protect their patients in a context where many have heard negative stories around Prevent. We focus on the ways on which staff can use skills to protect vulnerable people through preventative approaches and proportionate interventions, increasing their knowledge and having confidence in how this translates into practice.

By training staff in a way that increases knowledge but also confidence and practical skills, the statutory duty to prevent violent extremism can be transformed from a tick box exercise to one that staff fully appreciate and engage in with passion. Our training is nuanced & balanced, directly engaging with staff concerns in a safe space. With a better sense of their safeguarding role in relation to violent extremism, we build knowledge in relation to legislation, organisational policy and violent extremism itself, & practical steps that will increase the safety and well-being of both staff, patients and the wider community. The result is a reduction in the potential for unnecessary and damaging Prevent referrals hand in hand with increasing levels of effective safeguarding protecting staff, patients & the public.

Working with ConnectFutures means that both the course material and the quality of delivery are of the highest standard as our team members’ own experience of working in the public sector such as the police and local authority facilitates trust, collaboration and a genuine partnership that understands and respects the needs of NHS staff, patients and our communities.
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
ConnectFutures is a Birmingham-based social enterprise providing insight on matters of social cohesion and justice, specializing in conflict generating issues such as violent extremism, child sexual exploitation and gangs, with a focus on grassroots-led solutions. We are as passionate about our local impact as we are about our international reach. We employ local people who bring a range of skills and previous specialist employment experiences into their roles with our team to support the health and well being of people in the West Midlands and beyond. We work with young people, communities and practitioners against extremism and exploitation, delivering training for a wide range of organisations as well as developing bespoke programmes that increase knowledge, build resilience and engage in fun and creative ways.

Regionally, we work extensively with communities and specifically BAME communities who are affected by sensitive topical areas such as trust and confidence in policing, terrorism and extremism, gangs & grooming, particularly with BAME groups and those experiencing high levels of deprivation and disengagement. We believe this range & depth of experience within the West Midlands & more widely is of mutual benefit to both the NHS and ConnectFutures.

We’ve collaborated with international governments, RAN and other European organisations at the forefront of critical thinking which keeps our work at the forefront of current best practice. This adds to the wider benefits to our region.
Current and planned activity: 
We would like to work alongside the WMAHSN:

1. Mental Health area, particularly the RAIDPlus Integrated Mental Health Urgent Care Test Bed as our courses have an immediate fit with the multi-disciplinary team. Training will be delivered to the MH teams.

2. Via WMAHSNs Meridian Innovation Health Exchange we would like to engage and be a part of the local and regional health ecosystem working as a delivery partner with teams from organisations such as Birmingham Community Healthcare Trust, Joint Commissioning Team - Midlands and Lancashire Commissioning Support Unit, West Midlands Ambulance Service and West Midlands Police who are RAIDplus partner organisations.

If you are a healthcare provider who wishes to build capacity for prevention and intervention as part of safeguarding at work please contact us.
What is the intellectual property status of your innovation?:
N/A
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Zubeda Limbada 31/10/2018 - 13:36 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Key challenges for Health and Care are Staff, Beds and Costs. These exacerbate, breaches, delays and overall efficiency. Our web based innovation ‘VIDIMO’ addresses all of these by bringing Health and Care organisations together 'in a virtual sense'.

Overview of Innovation:
VIDIMO - A real-time, web based platform specifically designed to target key operational challenges. Its primary audience is Health and Care professionals. At its core, VIDIMO is about reducing patient waiting times, Delayed Transfers of Care and Manual Overheads endured by front-line staff whilst improving overall visibility, efficiency, collaboration and patient flow across multiple care settings.

In essence, VIDIMO takes the Internet of Things (IoT) approach and applies it to the Care World:
 
Bringing Ambulance Trusts and Hospitals together, by delivering real-time visibility of hospital status and capacity to Ambulance Trusts and their crews to:
  • Rreduce waiting times for crews and patients
  • Reduce the £78.4m spend on private ambulance companies
  • Remove the risk of redirects altogether.
Bringing Acute hosiptals and Social Care Boroughs together by providing:
  • Real-time visibility of available beds within and beyond the organisational boundary and across multiple care settings.
  • A collaborative platform to monitor, reduce and manage Delays more effectively.
  • Reduce penalty tariffs
  • Significantly reduce manual overheads.
Bringing Social Care and other Care organisations together, allowing much greater flexibility and efficiency in locating appropriate care beds and services regardless of patient location. VIDIMO provides:
  • The mechanism for Care Homes (large or small), to make available bed assets visible to the widest possible Health and Care audience. This includes Rehab Centres, Extra Sheltered and D2A partner initiatives.
  • Provides Social Care and CCG Brokerage Teams with a single platform of visibility and management.

VIDIMO's more clever together approach is a step change from the traditional silo'd approach and provides more intelligent ways of working.
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: 
Education, training and future workforce / Wealth creation / Digital health
Benefit to NHS:
Reduction in Ambulance crew wait times:
Ambulance Trusts: Lengthy A&E waits or time costly redirects from one hospital to another are costing Trusts £78.4m on private ambulance companies to help them cope with these challenges. Redirects are not only bad for crews but places additional risk on patient safety.
Number of Ambulance redirects (2017-18): 500+
Time lost in a single day by waiting Ambulance crews (Jan 2018):  800 hrs
Costs to the NHS in patient delays this winter 2017/18: - 75,000 hrs
Source: Nuffield Trust
Benefit: removal of redirects altogether.
Reduction in Ambualnce Trusts £78.4m spend on private ambulance companies
Potential reduction in ambualnce wait times meaning greater patient throughput per crew.

Reduced delays for Acute Hospitals and Social Care:
For every 1% reduction in Delays:
An additional 2000 patients would leave hospital on time.
Health and Care could reclaim 22,000 delay days and reduce their penalty tariffs by £12m.

Reduction in Manual overheads and associated costs savings.
Multiple Situation Reports, Bed management meetings and Delay Report meetings are just the tip of the iceburg when it comes to manual overheads. Add to that the effort involved in locating and appropriate care bed or service and it all adds up to a staggering 1.6m person days (equiv to an additional 9000 full-time staff) or £270m worth of care professionals time, time that could be better spend on patient. Our analysis shows that it typically takes 10-15 minutes(600-900) seconds to locate an appropriate available bed using current mothds and approaches. Using VIDIMO the task would take that length of time in seconds to locate every available bed in the region. That equates to a circa 6000% efficiency increase.
Benefit: Refocus upto 1.4m staff days back to direct patient care. CCG & Social Care brokerage teams, in fact all parties, would have unprecedented visibility of available beds across multiple care settings, with no phone calls, emails or running round in ever deceasing circles.

Reduction in the £1bn Breach/readmit penalty tariffs
Benefit:
for every 1% reduction - thousands of patients wait less time to receive appropriate level of care; reduction in NHS penalty tariffs by £10m.
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
Health and Social  Care would have increaced real-time exposure to Care Home and/or care service providors regardless of size.
Increased exposure of service provision and care homes.
More efficient services from Social Care
Greater value for money.
 
Current and planned activity: 
We have initiated contact with CLAHRC, NHIR (i4i) but have yet to receive any response.
We have initiated contact with Prof. Lyndon Smith (University of the West of England) wrt 3D facial
recognition but have yet to receive any formal response.
Predictive analytics - Scheduled to meet with Kings College London.
We have initiated dialog with several AHSN's
Accepted on the Innovate UK testbed initiative (April 2018)
Reached out to all STP's
Reached out to 24 CCG's
Reached out to NIA
Reached out to ADASS national and regional
 
What is the intellectual property status of your innovation?:
We already have provision in place for our intellectual property.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Paul Rylance 02/10/2018 - 18:09 Publish 2 comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Liva Healthcare empowers patients to manage or reverse their chronic disease through expert behaviour change coaching. Liva is an evidence-based hybrid service leveraging human empathy and technology to achieve sustainable, positive health outcomes. 
Overview of Innovation:
Liva Healthcare has over 16 years of industry expertise, with over 140,000 users through the behaviour change intervention to date.  Liva is an innovative digital health coaching platform for scalable lifestyle and disease management.  
  
Winner of 'Health IT  Firm of th e Year' at the HealthInvestor Awards 2018 and 'Healthtech Innovators of the Year - Europe' at the Global Health & Pharma Awards 2018, Liva Healthcare is used  by  public healthcare, private insurance and pharma companies including : - NHS  England, AXA PPP Healthcare and Copenhagen Municipality.  
  
Liva  Healthcare’s platform facilitates ongoing,  personalised Health Coaching through an intuitive app, building a unique, empatheticbond between Health Coach and patient.  Its focus lies  in tackling chronic diseases such as type 2 diabetes, obesity and heart disease by  driving behaviour change.   
   
Currently being used in the UK, Denmark and Sweden, the app is multilingual across several languages. It is proven to work efficiently across all socio-economic backgrounds and is capable of engaging historically hard to reach areas and demographics. The service is based upon 9 to 18 months  of  continuous  patient  engagement to form new habits for good.  Each Health Coach  can  manage up to  500 patients per year full time without the loss of patient outcomes.  
  
Implementation time from get-go is normally within weeks and the platform is available as a white-label SaaS platform, or as a turn-key solution, dependent on client specifications.  
  
Liva  Healthcare has Headquarters in Marylebone, London and Copenhagen, Denmark. 
 
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 / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
By helping to both prevent and cure chronic lifestyle diseases, Liva consequently relieves the cost pressures on healthcare systems.  Unhealthy lifestyles lead to significant cost pressures on healthcare systems. For example, in the UK it is claimed that type 2 diabetes costs the National Health Service (NHS) £8.8 billion per year, which equates to almost 9% of its annual budget and causes 20,000 early deaths per year. In addition, it is estimated that obesity costs the NHS over £5 billion per year.   
 
The platform allows Health Coaches to monitor up to 500 patients siumtaneously. This enables the NHS to save costs as the digital health tool can help patients come off medication safely. It also drives efficiency by enabling more patients to be monitored.  
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The primary benefit that Liva Healthcare provides patients with is the opportunity tp make long-term, and SUSTAINABLE lifestyle changes to diet and exercise, with the help of a personal Health Coach, that can prevent or remove their lifestyle disease (e.g. type 2 diabetes, obesity or heart disease).  
 
Liva was designed to help prevent and reverse chronic diseases caused by unhealthy modern lifestyles, such as type 2 diabetes and heart disease, both of which are often caused and affected by weight gain.  The app is based on clinical research that has shown lifestyle interventions can lead to long-term lifestyle change and help patients reduce their risk of the disease or enter remission by losing weight.  
 
For example, Liva Healthcare monitored the progress of 136 patients using its digital healthcare app to prevent and roll back type 2 diabetes over a nine-month period. Over the period, 82% of the patients (112) lost weight, losing an average of 6.3kg, demonstrating signs of a successful lifestyle intervention.  
Current and planned activity: 
In response to this crisis, the NHS chose Liva as one of five providers to tackle type 2 diabetes using digital innovations. GPs can now refer patients at risk of type 2 diabetes in North East London, Humber, Coast and Vale to use the Liva app. Patients are given a personal Health Coach and an app to help monitor and track their health goals. The app is based on strong evidence that has shown lifestyle interventions - delivered digitally - can lead to long term lifestyle change and help patients with - or at risk of developing - type 2 diabetes reduce their risk of the disease or enter remission. Liva holds a firm belief that prevention is better than cure. Though, in many instances, its platform has been proven to facilitate both. 
What is the intellectual property status of your innovation?:
We are fully aligned to NHS IG and GDPR requirements, in addition to being a member of the NHS App Library and fully accredited and highly scored with ORCHA and QISMET. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Simon Pickup 01/10/2018 - 15:47 Publish 1 comment
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Innovation 'Elevator Pitch':
Do you feel the frustration of having a really great idea, stonewalled by the people you’re trying to help?
WCBL is a training and coaching package we're developing to help Healthcare Transformation champions resolve the people-factor issues they face
Overview of Innovation:
What is the WCBL Package?
  • There are existing courses to address the rational, process approach to change
  • This package complement those, by addressing the human, emotional side of change.
  • We will use a people-centred approach, focusing on key aspects of how we think, communicate and build resilience as individuals.
  • The package will include various coaching methods, using traditional coaching and NLP communication tools as most appropriate.
  • The package will consist of two main elements:
    • A Digital Coaching & Training Course to bring the delegates up to an initial capability;
    • An Ongoing Support facility to help the delegates apply their newfound skills in practice and to facilitate resolution of more challenging issues.
Course Structure
The course is made up of a number of live sessions, mainly provided digitally by webinar, sandwiched with initial and final sessions face-to-face.
WCBL Toolkit: The live course elements are supplemented by an online digital ‘toolkit’ of useful video and written material, available to the delegates throughout. 
WCBL – Ongoing Support
Course ‘graduates’ will have gained new skills in resolving people-factor issues.  Ongoing support facilitates the transition to using these in practice.  This support also makes use of a mix of digital online and direct elements.

Package Aims
  • To empower delegates with understanding and rapport, so as to address human and emotional aspects of transformation programmes.
  • To build their resilience, providing the energy and motivation to resolve such issues.
What are the initial course Measurable Objectives?
  • To enable transformation ‘champions’ to resolve c.80% of the people-factor (non-functional, emotional, ‘illogical’) issues that they come across.
What are the ongoing support Measurable Objectives?
  • To enable transformation ‘champions’ to resolve nearly all of the remaining, more challenging people-factor issues that they come across.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Digital health / Innovation and adoption
Benefit to NHS:
The NHS and local councils are developing and implementing shared proposals to improve health and care in every part of England. Over the next few years, these represent the biggest national move to join up care in any major western country.” A large part of this work is underpinned by several digital health initiatives - WCBL provides the necessary skills and capabilities for NHS Transformation Teams to actually deliver what they are intended to.
Initial Review Rating
3.20 (2 ratings)
Benefit to WM population:
WIth digital health initiatives successfully in place, the WM population will have much better access to timely patient care, often in the comfort of their own home.  WCBL will allow these initiatives to succeed much more quickly and effectively.
Current and planned activity: 
Have held some discussions with healthcare agencies in the NW. 

Currently, have just completed Proof of Concept trials with with webinar taster sessions and WCBL Toolkit 'appetisers', to assess feasibility and hone the approach.  The results have been very promising, and are to be discussed with the healthcare agencies once written up.
What is the intellectual property status of your innovation?:
The coaching and training elements are, in themselves, generally available.  The specific mix of techniques and the course syllabus are Evsco Ltd commercial IPR. The webinar and toolbox platforms are commercially available (currently WebEx and Teachable).
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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Andrew Evans 18/09/2018 - 19:39 Publish 3 comments
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Innovation 'Elevator Pitch':
Teleswallowing enables poorly people to be seen more rapidly by specialists and improves staff productivity threefold
Overview of Innovation:
Teleswallowing is an approach using technology whereby a speech and language therapist can run a virtual clinic to triage, manage and review his/her patients with eating and drinking problems (dysphagia).  Teleswallowing Ltd staff train the carers within residential and care settings to be able to link remotely with speech therapists to provide rapid access to specialist skills to avoid unnecessary distress, avoidable deterioration and hospital admissions.  Speech and Language Therapy is a scarce resource and the waiting lists to see a specialist are long.  The use of Teleswallowing technology prevents vulnerable people suffering and can be used as an out of hours/weekend cover approach. 
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 / Digital health / Innovation and adoption
Benefit to NHS:
I developed the approach at Blackpool where it is used; NWAHSN sponsored its development in Cheshire and West Hants CCG has commissioned the use in Southampton.  We have proven, through clinical trials supervised by Dr Liz Boaden from the University of Central Lancashire, that the approach increases staff productivity three fold and saves approximately £60 per assessment.  University College London used the approach in a workforce scoping project and found that 10.38 weeks of speech therapy time could be saved by using Teleswallowing.  Please see all evaluations on www.teleswallowing.com
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
Many SLTs (speech and language therapists) are women working part time and below their level of training due to having child care or elderly parent responsibilities.  We would like to upscale our approach so that we not only offer training in the approach, but are able to deliver commissions for weekend/out of hours cover remotely, giving the opportunity for West Midland SLTs to work from home at hours best suited to their life and also help reduce the waiting times for sick people needing dysphagia assessments.  The SLTs would earn a better income, use their hard earned skills and be of benefit to the health system - by utilising a modern, digital approach.
Current and planned activity: 
The approach is used at Blackpool Teaching Hospitals, Cheshire and West Hampshire CCG.  I am bidding for a Women in Innovation award (Innovate UK) in order to develop the approach into an e-learning package, an app which then will be a digital clinic portal whereby SLTs will book in their availability to fulfil contracts remotely.  The SLTs will also be able to take advantage of the e-learning videos/second opinions/webinars which I intend to develop if I win the funding which goes with the Women in Innovation bid.
What is the intellectual property status of your innovation?:
Teleswallowing Ltd is a limited company and we have registered the name as ours.  The intellectual property is ours.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Veronica Southern 09/09/2018 - 16:59 Publish Login or Register to post comments
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2
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Innovation 'Elevator Pitch':
People living with dysphagia - swallowing difficulty - need drinks that flow slowly.
We are to help them make Slõ Drinks for all their healthcare needs.
Overview of Innovation:
For people with dysphagia, ordinary drinks like you and I have flow to fast for them to cope with.
As a result they choke when they drink, which can lead to aspiration pneumonia, malnutrition and readmission.

To prevent this they must make all their drinks flow slowly and at specific speeds. This is done by adding thickener using a scoop. However, it is very difficult to add the right amount with a scoop and make every drinks safe to swallow.

We have therefore taken all the drinks someone could need or want, calculated the amount required and put that in a sachet. Then sachet contents are simply mixed with the volume of liquid we specify to change drinks for hydration into Slõ Juice, Slõ Tea or Slõ Fizzy. Drinks for medication such as soluble laxatives into Slõ Solulax and drinks for relaxing with into Slõ Wine, Slõ Beer and Slõ Cider.

Oral Nutritional Supplements (ONS) are different.
 
Powdered and ready to drink ONS are difficult to impossible to thicken safely with starch and gum thickeners. Consequently, health care professionals prefer to reduce risks by prescribing Fresubin and Nutilis Complete pre-thickened ready-to-drink ONS.
 
They cost £2.20 each and the NHS spent £4,500,000 on them over the last year.
 
The innovation I want to introduce to your CCG's is an alternative which provide all the safety of a ready to drink ONS for the price of a powdered one. Called Slõ Milkshakes+ they are the 1st pre-thickened and powdered protein rich ONS on prescription.

Costing 84p each, they provide a saving per prescription of £ 80+ per month or £ 900+ per patient
per year. If Slõ Milkshakes+ were used during the same period they would have saved a massive
£ 2,800,000.

They also provide huge environmental savings. Slõ Milkshakes+ are presented in powder form in sachets. Not using single use plastic bottles, dramatically reduces the CO2 impact of manufacture, delivery and recycling. Our sachets can even be incinerated and used in energy recovery plan.
 
Just as importantly, Slõ Milkshakes+ are drinkable. Made with whole milk from the fridge, they taste fresh, do not taste too sweet or have a metallic aftertaste. Ultimately, that makes it easier gain compliance and maintain patient’s oral nutritional intake.
 
It’s for all these reasons they are being added to Formularies across the UK and why I want to introduce Slõ Milkshakes+ with the aim of introducing your CCG’s to
Slõ Milkshakes+.
 
There is additional useful information here: www.slodrinks.com/ons



 
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 / Innovation and adoption / Person centred care
Benefit to NHS:
Slõ Milkshakes+ have been created to help reduce financial and environmental costs whilst improving patient outcomes - now and in the future.

Just focusing on costs - as previously stated, Slõ Milkshakes+ save £80.00+ per prescription. That may not seem like a huge amount, but the cumulative saving is huge.
 
From March 2017 to March 2018, the NHS spent £ 4,500,000 on Fresubin and Nutilis Pre-thickened ready to drink ONS. In comparison to spend on medications that is not a lot. However, spend on products for dysphagia is going to increase for two key reasons.
 
Firstly, healthcare professionals are not seeking to diagnose dysphagia. As recently as two months ago the Doctors dedicated website www.gponline.com made identifying Dysphagia a Red Flag topic.
The reason – they now recognise the impact dysphagia has on treating the primary condition.
 
If a patient is diagnosed with it every medication, drink and supplement has to be altered so it can be swallowed safely without inducing aspiration.
 
Secondly, it is a secondary symptom of 127 conditions including; Stroke, Alzheimer’s, Head and Neck Cancer and Motor Neurone Disease. These conditions present themselves typically in the elderly and dysphagia affects 10-12% of those over 50 – an increasingly large proportion of our population.   
 
We can therefore predict with certainty, if the spend on ready-to-drink Fresubin and Nutilis just remains the same the accumulative spend in 5 years will be £ 22,500,000.
 
By making Slõ Milkshakes+ a 1st line response for dysphagia now over the same period the cost of prescribing Slõ Milkshakes+ would only be £ 8,148,000, saving £ 14,352,000!

 
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
Slõ Milkshakes+ make a positive impact to the health and wealth of the region through saving: saving patients from the risks of aspiration pneumonia, malnutrition and readmission; saving the CCG’s and healthcare professionals from unnecessary spend on expensive ONS for this patient group.
 
 
By providing a safe and reliable method to make safer to swallow ONS, Slõ Milkshakes+ reduce the risks of patients acquiring complications.
 
Patients will find it easy to consume the prescribed number of Slõ Milkshakes+ because they can actually drink them. They know they flow at the right speed and don’t need to worry about choking or embarrassing themselves in front of others – including their spouse.
 
When made Slõ Milkshakes+ look like ordinary milkshakes. No one can tell it flows slowly. It therefore doesn’t highlight their condition; gives them a feeling of inclusion.
 
Ultimately this makes for a better patient experience and improves compliance, which in turn saves them from the risks of malnutrition and re-admission.
 
Avoiding re-admission will save all the financial and patient costs associated with it, but and more importantly Slõ Milkshakes+ keep the costs of providing adequate nutrition in the Community to a minimum, saving CCG’s and healthcare professionals unnecessary spend on finances and time.
 
The financial savings are easy to quantify. Slõ Milkshakes+ will save £ 80+ per prescription every time a prescription is written for them instead of a ready to drink ONS.
 
Your CCG’s can quantify those savings by adding up the number of Fresubin and Nutilis Complete prescribed, multiplying by 84p (the Slõ Milkshake+ cost) and comparing the two.
 
Further savings are achieved by presenting Slõ Milkshakes+ in boxes of 7. A prescription can be written for just 7 sachets – a weeks’ supply – to see if a patient likes them. If they do, a larger prescription for one month’s supply can be written.
 
It’s also important to highlight the time saved, specifically time spent on implementation and training
in Nursing Home and Care Facilities where the majority of those with dysphagia reside.
 
These facilities typically have a high turnover of staff and many do not have English as a first language. As a direct result every Slõ Milkshake+ sachet features written and pictorial instructions to make sure they are always made correctly.
 
This makes training quick, easy and efficient, allowing health care professionals to focus on other important healthcare needs.
 
Current and planned activity: 
We are in constant contact with all divisions and levels of the NHS across the UK.
 
Our primary contacts have been healthcare professionals in Acute Hospitals, their colleagues in the Community and Doctors who have prescribed Slõ Milkshakes+.

During 2018 we have been focusing establishing relationships with CCG’s and their Medicines Management Team. We have been able to make contact via some Prescribing Support Dietitians but this has been difficult and slow.
 
This is why I have contacted all other ASHN's and yourselves - with a view to meeting your CCG’s and showing them how Slõ Milkshakes+ can help them and their patients.
What is the intellectual property status of your innovation?:
Our Competitors are giant Pharmacutical Companies and therefore a patent would be difficult to impossible to defend.
As a result I have had the Slõ Brand is trademarked here and in various Counties around the world.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Mathew Done 10/08/2018 - 11:17 Publish Login or Register to post comments
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1
Votes
-99999
Innovation 'Elevator Pitch':
Giving one drop of blood for analysis by SOMAscan informs me of my current health status, and helps my doc give me the right advice to reverse or prevent further disease development, or guide their treatment recommendations that will work first time!
Overview of Innovation:
The measurement of 5,000 blood proteins (a quarter of the human protein repertoire) is now possible on a reproducible and industrial scale in clinically-accredited central lab settings. Prior analysis of hundreds of thousands of study subjects' and patient blood samples, whose basic & physiological measurements, life style and clinical histories have been collated, has been used to create a suite of health status defining algorithms that define risk of disease event occuring over 1-5 year time horizons, rates of development, and likelihood of response to alternative intervention that are available.  Whereas rudimentary 'disease risk' insights such as Framingham cardiovascular diasease (CVD) risk scores and QRISK2 are used in public health, primary care and specialist acute care settings to augment disease prevention or guide optimal treatment choices, it is now possible to expand this range of probablistic medicine insights.  Expanding the repertoire beyond CVD to include pre-diabetes conversion to full diabetes or development of complications (amputations, kidney failure, blindness) that lead to costly or catastrophic outcomes, is a starting point.  However, diseases such as non-alcoholic fatty liver disease and steatohepatitis, which leads to liver cancer & failure is another silent killer whose development can be revealed just by applying a different status-prognosis algorithm to protein measurements derived from the same blood sample.  Chronic disease management and care accounts for ~70% of healthcare costs with diabetes alone consuming 10% of the NHS' entire budget and so these are worthy of attention for  prevention, early disease interception (at a reversible stage), or optimising existing care paths that maximise available resources to deliver disease management interventions.  Our primary focus is to prolong and improve population wellbeing such that patient treatment outcomes leads to broad adoption.  However, whereas traditional diagnoses rely heavily on clinical symptoms, SomaLogic's AI-derived algorithms consider the molecular underpinnings of disease.  Clinically-defined diseases are treated in standardised ways which doesn't always work.  Identifying patients with treatment-refractory disease could help target those into research programmes including clinical trials for novel regimens or pharmacological agents.  A secondary output of routine adoption could be creation of an accelerated trial recruitment resource to attract pharma partners.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Healthcheck, although ultimately funded by Public Health England, commissioned by City Councils and delivered through contracted CCGs/GPs, is of questionable value.  A battery of tests whose results are combined with additional clinical parameters and a consultation with a GP or practice nurse, is designed to pre-empt intervention in patients with rising risk for cardiovascular disease or identified as having 'frank' disease.  The net contribution based on opportunity savings delivered to the NHS and the cost of delivering the HealthCheck programme is close to zero.  The repertoire of diseases whose status can be tested for, could be expanded to include multiple silent diseases, as well as provision of range of physiological status-related insights that could complement the patient review process.  For example, patients at risk of developing frank diabetes could be managed more objectively and successfully.  A reduction by 1% of patients converting to full diabetes could equate to £100 million/year by their avoidance of costly complications such as stroke, amputations, kidney failure and blindness.  Avoidance of liver failure associated with liver fibrosis, could contribute further significant opportunity savings: Coupling life style (e.g. dietary education or excercise on prescription) or emerging pharmacological interventions with conveniently measured disease status insights will be required.  However, rather than creating increased burden on NHS resources, provision of clinically validated insights but could also create opportunities for third party organisations beyond the NHS in offering relevant health-maintaining or disease-reversing solutions.
Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:
In a county in which 29% of the population is clinically obese there is a higher risk compared to the majority of the UK population, for diabetes and also fatty liver disease-related complications.  Treatment costs for the latter alone costs the NHS (England) around £1billion/year.  Providing disease risk insights to citizens and their health practictioners, particuarly if the information is objective and made actionable, could be used to support increased health literacy, increase patient activation (motivation), and support the best choice and resource-optimal delivery of advice and clinical interventions.  Ultimately, compliance with such advice and insights will improve the healh of the local population, reduce the burden of dependancy on long-term chronic disease care, and perhaps even result in development of a health-focused preventive health solution provider market.
Current and planned activity: 
SomaLogic has submitted plans for implementation of diabetes risk and complication development predicting algorithms in the routine primary care setting in Leeds (one CCG and 3 GPs). The objective is to use the more objective patient profiling (identified through hypertention clinics) to promote deeper patient enagement measured through increased patient uptake of commissioned nutritional education programmes and/or gym by prescription.  Logistics around blood collection, processing, analysis and data delivery and presentation will be evaluated and optimised, after whcih there is scope to expand this initiative to a wider geographical region.  However, there is scope to evaluate the utility of additional disease status (risk), and prognostication algorithms within the different clinical settings and associated clinical workflows, in neighbouring geographies.
What is the intellectual property status of your innovation?:
SOMAscan is a patented proprietary protein measurement technology.  Algorithms developed using artifical intelligence to mine for associations between patient characteristics, lifestyle histories, clinical interventions and decades of clinical follow-up/outcome data (2 million years) that correlate with patterns for 5,000 protein measurements (mined from 2 billion protein data points), provides a highly defensible starting position.
Return on Investment (£ Value): 
Very low
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
2
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Anthony John Bartlett 11/07/2018 - 16:11 Publish 3 comments
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