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':
AposTherapy can reduce elective care waiting lists and costs significantly, whilst maintaining excellent clinical outcomes and patient satisfaction. For the CCG's/ Trusts with long waiting lists it will be a game changer.
Overview of Innovation:
AposTherapy technology is not new science. AposTherapy incorporates traditional concepts used in physiotherapy and surgery and puts it all into one easy to use device. AposTherapy methodology is based on changing the forces working on the joints and increasing proprioception through controlled instability. By doing this the biomechanics of movement can be changed whilst new/forgotton neuromuscular pathways can be formed.
For example, a patient who has medial knee osteoarthritis is likely to have varus knee alignment, increasing the adductor moment on the knee - therefore increasing pain and difficulty with movement/ weightbearing. AposTherapy can reduce this adductor moment to allow soft tissue around the joint to work in a more efficient way.
Gradually through frequent short daily usage (like slippers) the body will learn better improved movement patterns/ motor pathways, so even when not using AposTherapy the improvements will be maintained. This incorporates functional rehabilitation and self-management techniques.
 
Compliance to treatment is exceptionally high due to the immediate pain-relieving effects of the device.
The AposTherapy device is a footworn pair of shoes, with convex components in specific positions - depending on the patient’s mobility, irritability and severity of symptoms - so it is completely individual to each patient.
 
Patients are screened over the phone for suitability, and then fully assessed by a physiotherapist using internationally recognised PROMS, spatio-temporal gait analysis and traditional physiotherapy assessment techniques. If the treatment is a suitable option for the patient then they will enter into an initial year plan, with 5-6 follow ups spread across 12 months to work towards their goals. At each follow up all outcomes and the device are reassessed and progressed as required.
 
During follow up years we expect patients to receive follow ups for maintenance / continued improvements.
 
AposTherapy is both a Product and Service - as the device is only fully effective through attendance to follow ups and following a treatment programme. Throughout treatment, patients will receive ongoing advice on pain management and graded exercise.
 
Intended patient group size is at least 50% of patients who meet criteria for hip/ knee replacement surgery.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Education, training and future workforce / Wealth creation / Innovation and adoption / Person centred care
Benefit to NHS:
-Reduced spend in this pathway. If less patients are requiring hip and knee replacement surgeries - and are being treated at 1/3 of the cost of surgery then funds saved here can be diverted to other areas, improving other pathways and not just this one MSK pathway. It also means waiting lists for surgeries have a better chance of meeting 18 week pathways.
-Improves skills of the physiotherapist work force by teaching them specialist gait analysis skills, and the implementation of a new treatment.
-Reduced GP/ healthcare professional visits
-Reduces analgesics consumption/ prescription
-Help with the fight against increasing antibiotic intolerance by reducing the number of surgeries
- Reduce obesity by reducing lower limb joint pain in this population to allow them to be more active
-More free beds
- Reduce antibiotic use as reduced risks due to reduced surgeries.

For Patients:
-Significantly improved pain and function in the long term,
-Greater understanding of their condition and persistent pain
-Allowing for improved self management techniques.
-An overall improvement in Quality of Life
-Avoidance of surgery in many cases.
-Reduced need to visit GP/ healthcare professionals
-Reduced intake of analgesics
 
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
AposTherapy is able to provide a long term solution to persistent pain conditions, a key part of this is the immediate change in symptoms that patients feel when using the device, encouraging them to comply with the pathway.
-Non invasive,
-Produces excellent clinical results
-Has high patient satisfaction
-Is 1/3 of the cost of surgery
-Doesn't have the risks of surgery
-Doesn't have the waiting lists of surgery
-Free's up funds from this population to be used in other areas
-Risk Model ensures that for patients who do defer to surgery (<25%, as low as 9%)- Apos provides a proportional refund
-The effect size of Apostherapy for the OA hip/knee population is comparable to joint replacement surgery
Current and planned activity: 
Bedfordshire and Greenwich CCG- via Circle Health - treatment is prescribed to patients with hip and knee osteoarthritis - Circa 450 patients - ongoing
MECCG - Treatment is available for patients with knee osteoarthritis - follow ups for the next 3 years - Circa 250 patients
In the private market we have a network of independent physiotherapy/ multidisciplinary clinics providing AposTherapy for any suitable MSK condition of the lower limbs and lower back pain.
What is the intellectual property status of your innovation?:
IP is owned by Apos Global Assets the parent company 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
2
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seema odedra 16/10/2019 - 11:37 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
QbTest reduces delay to ADHD diagnosis, improves patient and family experience and saves significant clinical time required to rule in or rule out the disorder.  
Overview of Innovation:
QbTest is an FDA cleared objective testing system that simultaneously measures attention, impulsivity and motor activity, a core requirement of diagnostic criteria in both DSMV and ICD10.  After a 15-minute test, the individual patient’s performance is then compared to an age and sex-matched control group (n = 1307).  A comprehensive report is available on test completion. Reports are in a readily understandable format and outline whether a child is more active, impulsive and inattentive than a group of age and gender-matched controls (children without ADHD).

QbTest results in a more accurate and timely clinical diagnosis. This includes ruling out ADHD as well as confirming ADHD.
 
QbTest includes a Data Management System to help demonstrate clinical/service outcomes through automatically collected data and is underpinned by a Professional Training Programme for quality assurance.
 
In 2017, the EMAHSN supported the delivery of 1231 QbTests within different pathways in three Trusts across the East Midlands. Time from assessment to diagnosis was reduced by 153 days. Costs were reduced by 32% by releasing 20% of the clinical time (median figures). 85% of patients found the results helpful and 94% of clinicians reported greater understanding of patient’s symptoms.

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Advanced diagnostics, genomics and precision medicine / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
ADHD affects approximately 4-8% of school-aged children and is characterized by symptoms of inattention, impulsivity and hyperactivity.
 
At present, the process for diagnosing ADHD extends over multiple steps.  Assessment is based on the clinician’s judgement, supplemented by subjective reports from parents, teachers and the young person.  These reports can be contradictory, incomplete and not returned within a timely manner leading to delays in diagnosis. 
 
Children in the UK wait 18 months (average) to obtain an accurate diagnosis. Multiple clinic visits over this period drive significant costs to the health service estimated at £23 million. These costs exclude wider healthcare system costs (school observations) and social and economic costs (parental work loss, parental stress-related illness and increased childcare expenses).  Quality of care is highly variable across England.
 
Patients: quicker diagnosis, so faster access to appropriate treatment or an alternative care pathway. Improved understanding of symptoms and communication with teachers/ schools.
 
Clinical staff: 
Increased satisfaction and confidence in decision-making and supports the delivery of the NICE recommended ADHD pathway for Children & Young People. Reduction in time to diagnosis, thus savings in consultation minutes and patients moved off caseload quicker, earlier treatment decisions.
 
Providers:
Reduced costs, staff efficiency and client (family) satisfaction. Reduction in numbers of patients being allocated to the wrong treatment pathway or misprescribed medication.
 
Commissioners:
Removes unnecessary outpatient appointments from the system with cost savings if risk/gain sharing agreed locally with providers resulting in new tariff.
 
Parents and schools:
Unintended benefits include quicker diagnosis resulting in faster SENCO / appropriate education support to prevent educational failure linked to ADHD.  Fewer appointments mean children miss fewer school hours and parents see reduced time off work.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
There are 490,459 children aged between 6-18 years old within the West Midlands based on 2018 nomis data.  From experience in the EMAHSN Demonstrator project 0.4% of this population will be evaluated for ADHD each year, n = 1962 .  There will be a reduction of approximately 1 clinic visit required to rule in or rule out ADHD, significantly reducing delay to diagnosis and time to effective treatment.   Early intervention to treat and support patients and families with ADHD is proven to improve academic and social functioning and avert the potential development of further mental health conditions i.e. depression and anxiety and associated social costs.
 
There are approximately 18-21 NHS clinics managing ADHD in the West Midlands.  With a mean saving per year of £84K the estimated return on investment to Trusts will be approximately £1.5-1.7M/pa
 
A complete calculation of the NHS and Social benefits in the West Midlands will be possible through the Budget Impact Model – Nov 2019.
Current and planned activity: 
Qbtech is engaging directly with NHS Trusts through online marketing, social media campaigns, face to face meetings and demonstrations.  Qbtech and EMAHSN are also committed to a series of roadshows to support adoption and spread in each AHSN area.  An implementation toolkit, developed together with the EMAHSN will be complete by the end of November 2019, as will a budget impact model developed by KSSAHSN for use at a National, Regional, AHSN and Trust/clinic level.  The toolkit will include national context for ADHD and the fit with stategic prioririties, funding case preparation and submission, workforce planning and pathway optimisation and evaluation support.  We will also provide contacts for support, a communication package and FAQs.
What is the intellectual property status of your innovation?:
QbTest is proprietary and trademarked medical device wholly owned by Qbtech.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Tony Doyle 14/10/2019 - 11:21 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
The TUC Safety Valve eliminates risk associated in treating patients requiring TUC by preventing inadvertent balloon inflation in the urethra thus preventing traumatic injuries which prove costly to both patient safety and health system expenditure.
Overview of Innovation:
Urinary catheter related injuries typically occur in patients when the catheter’s anchoring balloon is inadvertently inflated in the urethra instead of correct inflation in the urinary bladder. Approximately 1.3%-7% of patients receiving an indwelling catheter will sustain iatrogenic urethral trauma during the insertion process through inadvertent balloon inflation whilst misplaced in the urethra. Many more patients outside of the hospital setting (ie. community care) rely on TUC as part of their daily lives, thus the scale of the issue at large is under reported. Injuries are more common in vulnerable patient groups such as spinal cord injury patients, pregnant females with distorted urethral anatomy and elderly men dependent on long-term urinary catheters or supra-pubic catheters.
 
In 2016, a prospective study in two hospitals from Republic of Ireland over 6 months highlighted that 37 urethral injuries occurred across the two hospitals during the placement of 2,750 catheters resulting in a healthcare cost of €335,377 exclusive of long-term complications, outpatient care and medico-legal costs. There were an additional 330 bed days and 17 ICU days required as a direct result of these injuries. This resulted in a cost in excess of €122 per catheter placed in these hospitals to cover the costs of iatrogenic injuries caused during the procedures. In 2019, a follow up study from the 37 patients who received urethral injuries highlighted 2 patients died as a result of urethral trauma related to TUC.

The patent protected TUC Safety Valve, is a novel, innovative, clinically proven technology preventing the risk of inadvertent inflation of the Foley catheter retention balloon in a patient's urethra instead of the bladder, as intended. It uses a safety pressure relief valve to indicate misplacement of the retention balloon during catheterisation, eliminating urethral damage. Once the valve has “popped” it will automatically deactivate once the user ceases depressing the syringe plunger so that it functions effectively throughout the procedure. The flow restrictor prevents rapid inflation of the retention balloon (an act which has the potential to allow a portion of the fluid to bypass the pressure valve and cause partial inflation of the balloon even when mispositioned) in the urethra.

View articles:
https://doi.org/10.1007/s11845-014-1120-5
https://doi.org/10.1016/j.juro.2016.05.114
https://doi.org/10.1016/j.urology.2018.02.026
https://doi.org/10.1007/s00345-019-02775-x

 
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Urinary catheterisation yields significant volume of iatrogenic injuries with serious short & long-term patient complications that have substantial financial, resource, and medico-legal implications. Such injuries lead to an increased burden on resources, inpatient/ICU beds and workforce in the NHS.

Up to 25% of all hospitalised patients undergo routine Trans-Urethral Catheterisation (TUC) during their stay. Many more patients outside of the hospital setting (ie. community care) rely on TUC as part of their daily lives, thus the scale of the issue at large is under reported. TUC is more challenging in male patients due to the tortuous anatomy of the male urethra and due to prostatic hyperplasia however this risk is not limited to male patients nor solely adult patients.
Another cost measurement to consider is medico-legal claims against health organisations. In a 2011 British Journal Urology International publication, between 1995 to 2009 in the NHS 493 urology related claims were closed with indemnity payment with an average of 35 successful claims per year. In all, £20,508,686 was paid out, averaging £41,599 per claim.

Assuming a conservative 0.55% incidence rate (lower than the studied incidence rate), using the example of an 1,800 bed capacity NHS Trust:
  • 21,600 catheterisations per annum @ £10 per catheter kit = £216,000
  • 118 urethral traumas per annum (21,600 catheterisations * 0.55% incidence rate)
  • (1053 additional bed days, 54.5 additional ICU bed days)
  • £948,542 in complication costs + £216,000 total catheter spend = £1,164,542
  • 21,600 TUC Safety Valve @ £15 = £324,000
  • Net Yearly Cost Reduced from £1,164,542 to £540,000 (catheter kit + TUC Safety Valve)
Complication costs relate directly to immediate care required to manage urethral injury complications ie. additional bed days and ICU days incurred.

Using a reference of 142,000 in the NHS, assuming the above 0.55% incidence rate:
  • 1,704,000 catheterisations per annum @ £10 per catheter kit = £17,040,000
  • 9,372 urethral traumas per annum (1,704,000 catheterisations * 0.55% incidence rate)
  • Average 35 medico-legal claims @ £41,599 = £1,455,965
  • £75,336,742 in complication costs (83,627 additional bed days, 4,325.5 ICU bed days)
  • + £17,040,000 total catheter spend
  • + £1,455,965 total medico-legal claim
  • = £93,832,707 total NHS catheter care spend per annum
  • 1,704,000 TUC Safety Valve @ £15 = £25,560,000
  • Net Yearly Cost Reduced from £93,832,707 to £42,600,000 (catheter kit + TUC Safety Valve)
 
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
As the manufacturing organisation (Class Medical Ltd) aspires to grow and develop an organisational structure in the UK to further promote and enable adoption of the TUC Safety Valve in the UK and Internationally, there is potential for an office base to be located in the UK with recruitment of a sales/clinical engagement team, marketing persons and a small administration and logistics team. This could benefit the WM region should the company decide to locate their office base in the UK as WM is a central location with access to a good logistical network and access to a skilled workforce.

From a patient perspective, through delivering upon the NHS ethos ‘Do No Harm’ by preventing: unnecessary adverse events, short and long-terms complications, unplanned care episodes, avoidable trauma, inpatient admissions, referrals to A&E and morbidity, the health and safety of the overall WM population (whom require TUC as part of their care) enables a better health economy whilst also reducing the strain on services in the region allowing a more efficient service to be provided. This in turn aids the local economy and resources can be allocated more efficiently and effectively to better support the needs of the population.
 
Current and planned activity: 
The TUC Safety Valve is pending CE and FDA Approval, both of which are on schedule for December 2019 as the final benchmark testing of sterility (shelf life) is finalised.

Commercial launch will take place internationally in January 2020. In the meantime, MedTech Connect Ltd are acting on behalf of Class Medical Ltd in the UK and internationally in engaging with KOL's, regulatory bodies, healthcare organisations and health innovation partners to identify pathway to adoption.

In the UK, we are identifying with AHSN partners regional sites for clinical evaluation and engaging discussions with community healthcare providers highlighting the safety and cost burden Urethral Trauma secondary to TUC in order for the TUC Safety Valve to be considered as part of the catheterisation pathway for patients and an effective value proposition to be delivered. NICE have also selected the TUC Safety Valve for selection by the selection committee to move forward with relevant guidance.
 
What is the intellectual property status of your innovation?:
Class Medical has a strong IP position, and no other syringe or catheter exists in the EU for TUC that has any safety features. The IP currently resides with the University of Limerick. The TUC Safety Valve was granted patents in the USA in October 2016 and the EU in January 2018. The simplicity of the design makes it very difficult to replicate. Importantly, the IP covers the device interface parameters with the human body and rate of inflation preventing a false positive signal. Parameters patented make it extremely difficult for other syringe or catheter designs to operate in the design window.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
3
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James Wright 20/09/2019 - 09:02 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
Tide is a social movement led by carers of people with dementia to have a voice in society.  Tide identifies and develops carers of people with dementia to support long term co-production and involvement with a range of health care providers.
Overview of Innovation:
Together In Dementia Everyday is a social movement led by carers of people with dementia. Tide enables carers and former carers to have a powerful collective voice, using their lived experience to raise awareness of their unique needs, have their rights respected and be empowered to influence policy, practice and research at all levels. Tide works with partners to ensure carers have a say and supports co-production at local, regional and national levels.

The Tide development programe creates trained and confident carers for health and social care to draw on as experts by experience to participate in local/regional planning forums and service reviews and to contribute to joint training. Carers can advise on and participate in research in health and social care, ensuring that the systems measure what really matters.

We have recruited and developed large co-horts of carers in the North of England who support a range of co-production activities with our healthcare partners.  Recently carers were invited to have a say in Westminister on the All Party Parlimentary Group on Dementia.

Getting involved also enables carers to influence change and shape their local communities by influencing how services are designed and delivered. Having a voice, understanding the system and being able to influence it improves carers’ well-being, enabling them to be strong advocates and care for longer

A person-centred approach must include involving carers as equal partners from the beginning; they know the person with dementia better than anyone else. Using their lived experience to inform policy and practice helps to improve services, ensures better outcomes for people with dementia, improves continuity of care, reduces carer breakdown and helps staff support people better. Carers represent 42% of the dementia care workforce so are key resources in achieving the shift from hospital to community.  Tide works with partners to give carers a meaningful say on service provision.

We would like to extend Tide into the Midlands - recruiting and developing carers of people with dementia and supporting them to have meaningful input into healthcare decisions at every level.

Examples of how carers have used Tide to have a say in other areas of the UK can be found here.

The Tide evaluation can also be found here.

By working with Tide we can enable more carers of people with dementia to have a seat at the decision making table and create a lasting partnership with skilled committed family carers.
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 / Person centred care
Benefit to NHS:
Carers of people with dementia have a unique experience of caring. This includes coping with the unpredictable nature of the condition and the emotional and psychological impact of grieving for the person they have known as a result of the cognitive decline of the person they are caring for;
 
Carers want to have their own voice and not be seen solely as adjuncts to those they are caring for. They should be recognised as experts by experience and helped to gain the knowledge, skills and confidence to influence and advocate for positive system change
 
There are 700,000 carers of people with dementia across the UK, with many feeling socially isolated and lonely as a result of their caring roles;
They make up the largest workforce (44%) in dementia, saving the care economy £11.6bn a year, but this is not recognised, valued nor respected by policy makers, professionals nor society as a whole;
 
Our Carer Development Programme will create a cohort of trained and confident carers for health and social care to draw on as experts by experience to participate in local/regional planning forums and service reviews and to contribute to joint training. Carers can advise on and participate in research in health and social care, ensuring that systems measure what really matters.
 
Giving carers a voice, improving their knowledge, skills and confidence and creating opportunities to get involved will help them lead healthy and independent lives. Research has clearly shown the adverse impact of caring on the health of those looking after people with dementia. Getting involved also enables carers to influence change and shape their local communities by influencing how services are designed and delivered. Having a voice, understanding the system and being able to influence it improve carers’ well-being, enabling them to be strong advocates and care for longer
 
A person-centred approach must include involving carers as equal partners from the beginning; they know the person with dementia better than anyone else. Using their lived experience to inform policy and practice helps to improve services, ensures better outcomes for people with dementia, improves continuity of care, reduces carer breakdown and helps staff support people better.
 
 
Initial Review Rating
3.80 (3 ratings)
Benefit to WM population:
The UK has a growing and ageing population, with increasing numbers of dementia diagnoses, there are 850,000 people estimated to be living with dementia in the UK, this number is set to rise to one million in 2025. Additionally, one in five people will experience depression sometime in their life and the prevalence of delirium in people on medical wards in hospital is about 20% to 30% and can be much higher in intensive care units.

If you live with dementia, depression or delirium it can sometimes be really difficult to express what is important to you and why. The NHS recognises that it is incredibly important that people living with the 3Ds receive person centred, and individualised care, particularly as these can offer incorporated protected characteristics. 
 
 
Carers don’t apply for the job. In learning from scratch, they develop a wealth of knowledge and expertise about the person they care for. Not all carers are comfortable in the role. Tide helps carers articulate this and helps professionals providing care and support to understand this too.

Our Carers Development Programme increases carers’ confidence, knowledge and skills, validates their expertise and enables them to speak up to influence change. Modules include ‘Maze Runner’ – helping carers to find their way through the health and social care system, policy and legislation and to understand their rights. Tide helps carers channel their anger and frustration into constructive action so that they feel that they are making a contribution and are valued by society.

“I am treated with dignity and respect…my voice is heard and listened to”

Working in partnership with people and building on their strengths and abilities require more than conversations with professionals through individual consultations. We need to harness carers’ collective voices to talk to and influence the system, policies and processes.

Tide connects carers together in a network, helping reduce isolation, giving them assurance that they are not alone and providing opportunities to get involved at whatever level suits them; this can be through an e-mail consultation, a letter to their MP, speaking at events, research or local, regional and national planning/advisory groups.
Current and planned activity: 
We currently operate in Northern England, Wales, Scotland and Northern Ireland and have over 600 members.

We propose working to recruit 50 carers of people with dementia in the West Midlands, providing them with 10 training and development modules and supporting them to have 100 opportuntities to influence.  This ranges from involvement on stakeholder groups, supporting CCG recruitment, co-producing projects, speaking at events, co-developing training and supporting reasearch.

We will then work with carers and partners to evaluate their input and to build long term connections so the voice of carers can be a resource that supports co-production in the long term.  Through the process we look to build stronger links between carers and the organisations involved to support robust co-production.

We know carers want to get involved with co-production and we would like to work with organisations in the West Midlands to give carers a worthwhile say on service provision.
What is the intellectual property status of your innovation?:
It belongs to Life Story Network CIC
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Thomas Hughes 05/09/2019 - 15:11 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
Quality Improvers are seeking to connect to their network and add value to their patients. Hexitime is an elegant solution to both. "Give an hour, get one back". 
Overview of Innovation:
The concept of healthcare timebanking was first proposed at the 2017 annual Q Community conference and followed up with learning from timebanks in public services which have united disenfranchised communities. Small scale pilots across the Q Community have left members inspired, better resourced and equipped with new ideas. These have subsequently contributed to a successful bid for seed funding by myself and co-founder John Lodge from the 2018 Health Foundation Q Exchange.

We now have a platform built and ready to conduct exchanges at www.hexitime.com

Observing the simple premise of reciprocity, timebanking uses a virtual currency for skills exchanges that can work at organisational, regional or national levels. It is a way to source the skills, energy and expertise of the Quality Improvement community without real money changing hands. All exchanges are for improvement work and exchanges are equitable (e.g. member ‘A’ is not worth more than member ‘B’). Every hour given is rewarded by 1 credit that can be redeemed in a subsequent exchange.

Timebanking principles
1. Money is not exchanged.
2. Exchanges are for improvement work.
3. Exchanges are equitable, with participants' time worth the same.
4. Support is exchanged around a system.
5. Time credits can be earnt, spent or donated between anyone.
6. The exchange belongs to the community.
7. Community members want to make improvements

Hexitime was launched on the 4th April 2019 and within a few weeks has attracted 150 members who have posted dozens of heartfelt requests and generous offers. We are having at least one exchange per week with rich learning for both donors and recipients of the exchange. This video shows the story of one such exchange.

We now need to grow the Hexitime community and cultivate exchanges on the platform whilst evaluating the value it brings. Our vision is that this disruptive way of working becomes a mainstream way of sharing experience and expertise by catalysing connections between healthcare professionals and service users with the intention to improve the service itself. 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Innovation and adoption
Benefit to NHS:
Hexitime supports the NHS 10-year plan in 4 key areas;
  • Workforce. Hexitime provides a practical way for the workforce to deliver on its commitments as outlined in Closing the Gap by finding the right improvement skills at the right time without having to resort to more expensive bank, agency or consultancy options.
  • Digital potential. For the first time Hexitime creates an open marketplace for the health system to share improvement skills. It uses the potential for cheaper more collaborative and joined up health services, in line with Secretary of State’s priorities and the thinking behind the newly formed NHSX.
  • Integrated care. Hexitime offers users a mechanism for sharing their skills across organizational boundaries for the benefit of improving services, which our case studies show.
  • Forming genuine partnerships between professionals and patients. Hexitime was co-designed with patients from the outset and now has system wide partners participating on the platform for coordinating patient led co-design.

Hexitime also supports the national healthcare improvement and leadership development framework Developing People – Improving Care in the way it supports systems by allowing leadership and improvement skills to transfer indiscriminately between national/regional/provider/patient level (see conditions 1-5).

When piloting this scheme, we discovered that some Quality Improvers had spare time and capacity through their salaried roles or corporate volunteering schemes, whilst others simply wanted to continually challenge themselves and learn from others. Indeed, with the government pledging in 2015 to entitle all public sector workers three days’ paid leave to undertake volunteering, the healthcare benefits of this peer exchange could be quite significant given the right support and conditions.

For now, we're confident that Hexitime will benefit the system by:
  • Offering a free alternative to expensive day-rate improvement resource.
  • Connecting the demands and capacity of our members.
  • Allowing patient representatives to join in improvement work.
  • Enabling members to share their skills, develop themselves and widen their network.
  • Being accessible to all members regardless of their profession, background or pay grade.
  • Increasing the Q Communities connectivity.
  • Providing practical opportunities to share learning and skills across traditional boundaries.
  • Steering the healthcare community towards collaboration.
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Giving time to, and connecting people within, a community can have a remarkable effect on personal well-being, preventing burnout and building community cohesion.

Hexitime gives members, and the organisation they work for, a free platform to exchange their skills for improvement – helping both professional development and improvement projects.

Exchanges might include mentoring and coaching, delivering presentations, patient safety advice, data analysis and evaluation, workshop facilitation, sharing resources, peer review, support pathway development and user perspectives, to name a few. 
Current and planned activity: 
After the initial funding from the Health Foundation (HF), we have maintained a relationship and will be submitting a final report on the establishment of the platfrom in 3 months time.

In the interim we have engaged with the HF supported Q Community and the wider Quality Improvement workforce, encouraging them individually to join the plaffrom and conduct exchanges. We now have dozens of hearfelt-requests and generous offers.

We have encouraged and have had interest from Patient Experience groups and organisations including Care Opinion who have expressed an interest in organisational membership and thereby acting as a conduit for patients involvement in QI projects.

We have approached leads in individual organisations about they could use the platform to easily move resources around their own organisation or local healthcare economy. Several have been intrigued by the idea and see the appeal of a disruptive system in which no money changes hands and is hence low in bureaucracy.
What is the intellectual property status of your innovation?:
"Hexitime" is trademarked.

The Hexitime.com platform has been developed by Made Open Ltd. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Hesham Abdalla 16/07/2019 - 20:35 Publish 1 comment
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-99999
Innovation 'Elevator Pitch':
Prep Shield has a gentle, non-restrictive central aperture to protect patient’s skin & tourniquet from damaging preparation solution leakage. Made from medical grade material & suitable for all size limbs.


 
Overview of Innovation:
Prep Shield is a disposable drape with central apertures for use in minor and major operations. Prep Shield protects the patient and tourniquet from potentially corrosive skin preparation solutions, blood, pus and other fluids.

Prep Shield is easy to use and prevents pooling of the prep solutions around or under the torniquet that could be a potential fire risk or irritant. The soft seal technology prevents seepage through to the drapes, protecting friable skin and rheumatoid patients from a potential reaction to adhesives or prep solutions.

Prep Shield can be easily removed by snipping the edge and tearing to the central aperture. 

Prep Shield is made from a flexible, lightweight, blue latex-free medical grade material, CE attested.

To view a demonstration visit: https://www.youtube.com/watch?v=RENACNX8SQE
To view the website visit: https://www.buddycover.com/prep-shield/ 

With an increasing ageing population, replacement knee surgery and lower limb amputations are becoming more prevalent.

Examples of where Prep Shield can be used:

1. 'The number of hip replacement operations on people aged under 60 has risen 76% in the last decade, NHS figures for England reveal. ... Demand for new hips across all ages has risen - there were 89,919 of the operations in 2004-05 and 122,154 in 2014-15.​'

2. 'Diabetes UK has shown that there were 26,378 lower limb amputations related to diabetes in England from 2014 to 2017, an increase of 19.4% from 2010-2013.​'
Ref:  https://www.diabetes.org.uk/about_us/news/lower-limb-amputations

3. 'There are approximately 5-6000 major lower limb amputations undertaken per year in the UK.'​
Ref:  http://www.christopherimray.co.uk/lowerlimb.htm
 
Prep Shield is available in sizes 20 to 90cm. Clean room prepared in boxes of 25 & 50, Prep Shield is significantly cheaper than other drapes @ £2.40 each, adhesive paper drapes cost £5.40 each.
 
Disposable: size 40 x 40cm non-restrictive and non-adhesive.
 
 
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: 
Innovation and adoption / Person centred care
Benefit to NHS:
NHS Benefits:

Prep Shield is easy to use and store. It is more cost effective and less bulky than traditional drapes. Prep Shield will keep the tourniquet protected for possible re-use.

Patient Outcomes: 

The patient's skin is protected from preparation fluids which are potentially corrosive, reducing skin irritation.

Efficieny improvements:

Prep Shield is quick and easy to use and remove
Initial Review Rating
2.40 (2 ratings)
Benefit to WM population:
Figures show increased prevalence of diabetes and its consquences in Pakistani, Bangladeshi and Indian communities. The West Midlands has the largest population of this ethnicty.  

https://digital.nhs.uk/data-and-information/publications/statistical/hea...

There were 25,312 amputations and 136,215 revascularisations, and 7543 cases were linked. The prevalence rate per 100,000 (95% confidence intervals) for amputation was 26.3 (26.0–26.6) with rates significantly higher in Northern England (North: 31.7; 31.0–32.3, Midlands: 26.0; 25.3–26.7). The odds of having an amputation with a revascularisation remained significantly higher in the North (OR 1.22; 1.13–1.33) even after controlling demographic and disease risk factors.'

Ref:  https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4265106/
 
Current and planned activity: 
Protoype ready, successfuly used. Lead time for production 3 weeks.  
What is the intellectual property status of your innovation?:
Trade mark and design registered.  Licensed by Joanna Winslade to QOL Limited.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Joanna Winslade 15/07/2019 - 16:04 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
BUDDY® waterproof covers protect limb wound dressings in the shower and bath. 
Overview of Innovation:
BUDDY® limb covers could save health professionals time when bathing patients at home, in hospital or in a care home because they can bathe normally and keep their wound dressings dry on both legs and arms, whether they be bandaged or stitched. The ability to bathe improves wellbeing and potentially allows the wound to heal more quickly. There are products on the market that cover wound dressings to keep them dry but in our opinion, none are as lightweight and gentle​.  

This submission's statistics focus on the major problem of diabetic limb ulcers and skin tears.

An increasing number of (1) & (2) diabetic and (3) elderly people have (4) compromised skin and leg ulcers. 

(1https://digital.nhs.uk/data-and-information/publications/statistical/national-diabetes-audit/diabetes-prevention-programme-2017-18 “Who's affected. Venous leg ulcers are estimated to affect around 1 in 500 people in the UK, although they become much more common with age. It's estimated around 1 in 50 people over the age of 80 has one.”

(2) https://www.diabetes.org.uk/resources-s3/.../diabetes_in_the_uk_2010.pdf
In 2013, there were almost 2.9 million people in the UK diagnosed with diabetes. By 2025, it is estimated that more than 5 million people in the UK will have diabetes. ... It is estimated that 10% of people with diabetes will have a diabetic foot ulcer at some point in their lives.

(3) https://www.ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationestimates/articles/overviewoftheukpopulation/november2018#the-uk-population-is-ageing
By 2066 there could be an additional 8.6 million people aged 65 years and over in the UK.

(4) https://www.woundcareadvisor.com/no-more-skin-tears/amp/
"A reported 1.5 million skin tears occur in institutionalised adults each year, and that does not include tears that occur at home."


 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wellness and prevention of illness / Clinical trials and evidence / Innovation and adoption / Person centred care
Benefit to NHS:
NHS Benefits:  

BUDDY® covers are available on the UK Drug Tariff for Primary Care.  Hospital patients wellbeing and health professionals could benefit if they were available for Secondary Care, potentially freeing hospital beds due to improved recovery times, fewer visits to the GP (5) & (6) and less risk of infection due to wet dressings.

(5https://www.england.nhs.uk/2019/01/missed-gp-appointments-costing-nhs-millions/
 "Each appointment costs an average of £30"

(6) https://patient.info/doctor/leg-ulcers-pro​/

Patient outcomes:  

Improved physical and mental wellbeing and recovery times, at home or in hospital with the ability to bathe independently.  Lesser occurence of painful re-dressing due to wet dressings, and reduced risk of infection. Potential for faster recovery and home return from hospital.

Efficiency and improvements:

Potential for reduced home visit time and hospital attendance for patients and health professionals.

Cost Effectiveness: 

Saving health professinals (7) time and money (8) & (9) re-dressing wounds, accelerating patient recovery time and wellbeing, and freeing-up hospital beds at a cost of £ 400 per day or more (10).  

(7) Time:  http://www.pssru.ac.uk/pub/uc/uc2010/uc2010_s10.pdf

(8) Cost:  http://www.pressureinjury.com/uk-wound-care-cost/

(9https://www.magonlinelibrary.com/doi/full/10.12968/jowc.2017.26.6.292 '"The patient care cost of an unhealed wound was a mean 135% more than that of a wound that heals (ranging from £698 to £3998 per patient for a healed wound versus £1719 to £5976 per patient for an unhealed wound)."

(10) ​https://www.linkedin.com › pulse › stay-hospital-bed-uk-costs-400-per-day-...


 
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
Health:  With the increasing elderly population of 1.6 million (2017) (11)  in the West Midlands and the rise in diabetes (12), inevitably more patients will suffer from skin tears, pressure sores on limbs and leg ulcers.  According to diabetes.org.uk and Google, the ethnic mix of the West Midlands has a large Pakastani population (227,248 2011) who are 5 times more likely to have type 2 diabetes than the general population, the Bangladeshi population is 3 times more likely as are Indian population at 2.5 times more likely. 

(11) Elderly population: http://www.birmingham.gov.uk

(12) Diabetes:  http://www.england.nhs.uk/mids-east/2018/06/18
 
Current and planned activity: 
Currently supplied to pharmacies via Prescriptions.

Planned activity includes accessing smaller tenders for NHS Procurement and private hospitals and establishing a clinically based evidence trial for which we need support.  We are planning to develop waterproof covers for hips & shoulders.
What is the intellectual property status of your innovation?:
Trade mark BUDDY® registered along with product design rights licensed to QOL Limited by Joanna Winslade.
Return on Investment (£ Value): 
low
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Joanna Winslade 15/07/2019 - 15:59 Publish Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
The NHS is on a digital transformation journey. Our online digital education service provides everyone across the NHS with an introduction to the digital 'fundamentals' to enable everyone to engage in this journey. 
Overview of Innovation:
DEfactoEd is an online digital education company founded in 2017 by former Big4 Consulting Partners, Commercial leaders and Digital academics to provide people with a highly engaging and structured introduction to digital. 

Digital technologies are advancing at a rate far faster than the capabilities of people to adapt; in many organisations this is impeding the pace at which the benefits and risks of the new technologies can be delivered. Our online programmes address this critical capability gap.

Our programmes have been succesfully deployed into major corporates and other institutions and are now being made available for the NHS workforce. We intend to offer 3 core online programmes :

1. Digital Leadership (for Clinical and NonClinical leaders) addressing:
  • Digital disruption (what's happening, where are things going?)
  • Digital opportunities and risks
  • Core digital technologies and NHS application
  • Leadership in a digital organisation
  • Transforming to digital
  • Ethics - impact of AI
  • Data - practical insights
  • Cyber - the Human Firewall
2. Digital Essentials (for NHS Digital Champions addressing a subset of the modules above)
3. Digital Awareness (for all other NHS Staff to provide the wider workforce with an abbreviated introduction to the concepts of digital).

Our programmes have been designed to appeal to modern learning styles; they are modular, multi-media (include videos, games etc, ebooks, etc) and available on all devices, 24/7. People will be able to fit this learning around their personal schedules rather than take time out from their busy daily routines.

Our release plan is as follows:
  1. Pilot phase (Q3 2019)  - pilots are in progress with UK Trust hospitals. Pilot involves inviting c50 Leaders and Staff from selected CSU's/Support Functions to engage in an 'Innovation Sprint' to complete the course and apply the learning to develop 'Ideas' on digital adoption in the Pilot sites. This will deliver immediate operational benefits and shift the teams toward 'digital culture'.
  2. Build phase (Q4 2019) - to modify programmes and make programmes fully relevant to NHS audiences
  3. Promotion and Launch (Q4 2019).
 
 
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Advanced diagnostics, genomics and precision medicine / Education, training and future workforce / Wealth creation / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
Our programmes will deliver:
  1. ​Rapid upskilling and awareness of 'digital' across large scale NHS audiences :
    • Enabling people to adapt and be relevant in their roles as digital becomes more prevalent (without adaption, people will become sidelined and at risk in their roles as technology takes over)
    • Giving people the confidence to engage in digital
      • get them curious about digital and want to learn more
      • engage in digital dialogue and innovate
      • encourage idea creation from all areas of the NHS
    • Giving leaders the insights to make improved decisions on:
      • digital development priorities
      • risk management (ethics, cyber etc)
      • governance to deliver the most effective returns from digital investments
      • how they need to work together as leaders rather in silos to improve the overall patient experience
  2. Contribute to shifting the culture of the NHS to digital (at Leadership levels and across the wider organisation)
    • Get people to deploy digital to improve the 'patient experience' from point of entry to exit through the care system
    • Get people to recognise the potential for deploying digital to drive operational improvements
  3. Rapid acceleration of idea creation and deployment into individual departments and across the wider organisation.
    1. Make education an engaging and highly relevant experience for everyone
    2. Link education directly into innovation by deploying the programmes in 'Innovation Sprint's' to create momentum.
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
The benefits to the WM population will be as for the wider NHS England population, above. Our programmes are designed for a national audience.
Current and planned activity: 
Referred to above.

We are currently engaging with NHS Trusts to 'Pilot' our programmes and intend to progress to Build and Lauch later in Q4 2019.
What is the intellectual property status of your innovation?:
IP is owned by DEfacto Learning Solutions Limited.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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david knight 01/07/2019 - 11:29 Publish Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
The MindHarp provides an engrossing, stimulating and active music-based activity addressing the typical behavioural and psychological symptoms of dementia (low self-esteem, social withdrawal, stress, depression). It is designed for any carer to use.
Overview of Innovation:
MindHarp is unique. It generates beautifully crafted musical sounds at the touch of a button. It’s a deeply rewarding and enriching activity engaging the player and carer physically, mentally and emotionally. It requires no learning, musical background or ability.
  1. Doesn’t require expensive, specialist facilitation or intervention (i.e. entertainers or music therapists)
  2. A wonderful bridge between ageing relatives, children, grandchildren and friendship groups
  3. Relaxing, stimulating, sociable, immersive and leads to all sorts of unexpected conversation, song and laughter
It was designed and developed over 12 months working directly with people living with dementia. It is now used regularly in care homes and by domestic carers via a new programme in the BANES carers Centre who loan out MindHarps.

It is currently available for iOS Apple iPads. (Android version available by end of 2019). It requires NO internet connection. The one-off price provides organisations with multiple downloads. It is fully supported with training and session guidance.

WHY IS MINDHARP IMPORTANT?
  • Less than 5% of care homes provide good quality arts and music provision (Utley/ILC report 2018)
  • It is a meaningful, adult activity that build bonds and connection between domestic carersand their loved ones /professional carers and  those being cared for
WHY MUSIC MATTERS – THE KNOWN BENEFITS
  • Firstly, there are no really definitive randomised control trials (RCTs) and more and better quality studies are required. However, the experiential and anecdotal evidence that music has a powerful and positive effect is overwhelming. There is much compelling evidence to support and suggest the use of music interventions has a direct effect on the psycho-social well-being of people living with dementia. We ourselves have much evidence in this regard.
  • We are seeking further support to participate in studies to definbitevely confirm:
    • Effects on BPSDs
    • Increased well-being of user and carer (enhanced moods, social participation, communication etc)

ALIGNMENT WITH GOVT PRIORITIES

The government wants to expand the use of music for dementia patients, as part of its drive to expand “social prescribing”. The NHS long-term plan, published in January 2019, promises to roll out social prescribing, including music and the arts. By April 2021, there will be over 1,000 trained social prescribing link workers and more in place by April 2024, with the aim that over 900,000 people are able to be referred to social prescribing schemes.

 

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
As an engrossing, absorbing and creative activity, the MindHarp can be deployed in a number of ways:

1. AS A WELL-BEING TOOL
The MindHarp addresses all 3 acknowledged routes to well-being:
  •  Hedonic: An engrossing, calming, relaxing activity, reducing stress and anxiety. It is played for fun.
  • Eudemonic: More purposed, reflective with specific outcomes - this would include mindfulness-type training which is in development
  • Social: as an activity done in pairs or small groups

2. CURRENT EVALUATIONS

Dr Ed Carlton of the Southmead Hospital in Bristol is doing a pilot test to measure the MindHarp's impact on Dementia patients presenting in A&E (approx 3 per day). He is particularly interested in the MindHarp's ability to relax people prior to painful painrelieving injections.

Other Potential Applications:
  • In-Patients:
    • a cost effective activity for bored and stressed in-patients
    • a non-language/cultural and non-verbal activity - accessible to all irrespective of background or abilities
    • a valuable addition to the toolkit of those working in rehabilitation, requiring mental and physical stimuli (i.e.stroke recovery)
    • an activity for families and friends waiting around in hospital and also something they can do with their loved ones who have been admitted
  • For Staff:
    • As with carers in care settings, the MindHarp is an excellent de-stress tool for busy and stressed-out staff
  • Care in the Community:
    • For dementia, memory cafes, community groups etc
    • For mental health applications: children with ADHD, autism etc 
    • For bringing together disparate groups - social stimuli and social cohesion
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
As above
Current and planned activity: 

1. With Dr Ed Carlton of the Southmead Hospital in Bristol is doing a pilot test to measure the MindHarp's impact on Dementia patients presenting in A&E (approx 3 per day). He is particularly interested in the MindHarp's ability to relax prior to painful pain relieving injections.

2. BANES Carers Centre. We have a funded trial underway working with the BANES (Bath and Northeast Somerset) Carers Centre. They have purchased 10 MindHarps and we are working with them to assess impacts on the well-being of the carer, their cared-for. (3 month trial). It includes a broader spectrum of carers delaing with conditions beyond dementia (i.e cerebral palsy, Parkinsons etc.)

2. NHS Dementia Wellbeing Service. Working with all community stakeholders  to work out ways to implement MindHarp across their activities - (homecare organisations, prison service, special needs)

3. Wiltshire CCG Mental Health Initiatives. Invited by the CEO to present and discuss and contribute to their evolving programme.
What is the intellectual property status of your innovation?:
We have Registered TM and legal protection over the musical sound content.
Return on Investment (£ Value): 
Very low
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Stewart Redpath 25/06/2019 - 17:08 Publish 3 comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
The Dementia Dekh Bhaal programme invests in South Asian carers of people with dementia. We do this by identifying, reaching out and empowering carers to normalise the conversations around dementia and become leaders in influencing change.
Overview of Innovation:
‘Dementia Dekh Bhaal’, meaning ‘to care for dementia’, was set up by tide - together in dementia everyday. Tide is a social movement led by carers for carers and campaigns to have better recognition and support for carers, enabling them to have a voice to speak up and influence change. This Project Outcome Report evaluates the success of Dementia Dekh Bhaal in its delivery as commissioned by the Heywood Middleton and Rochdale Clinical Commissioning Group (HMR CCG) and Rochdale Borough Council (RBC).
 
In 2015 the Life Story Network was commissioned by the CCG and RBC to review their dementia offer. The report ‘Strategic Review of Local Dementia Support’ was submitted in March 2016 and included a section on the needs of BAME communities, with a recommendation that commissioners should:
 
Invest in the development of a sustainable programme of work with the local BME communities to identify BME Community Champions to establish a coordinated model of education, advice, help and support for their local communities, building on the good practice from Liverpool and Bradford. It is particularly important to ensure that you engage and develop local community champions’.

In 2018 the CCG and the Council commissioned the Dementia Dekh Bhaal project to address the needs of South Asian carers. Specifically, the three strategic aims of the project were:
 
1. Develop and deliver a training package for professionals to understand more about the approaches to take for BAME people with dementia and their carers to provide more culturally competent care.
 
2. Campaign to increase awareness within the community, general public and public-sector staff around BAME dementia including a suite of material to support local carers in campaigning work and provide them with the knowledge, skills and confidence to do this with impact.
 
3. the power of stories to change perceptions including the creation of a suite of videos capturing the experiences of people with dementia and their carers.
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 / Person centred care
Benefit to NHS:
Dementia is significantly affecting the South Asian community. Not only do people in the community have to deal with the issues normally associated with dementia and caring but other factors such as social, medical and institutional which multiply the devastating effect it has.
 
Socially
 
There is a high degree of stigma in the community caused by a lack of understanding and false beliefs about dementia.  There is no word for dementia and often the carers are the first generation not familiar with caring or dementia.
 
 
Medically
 
There is a high prevalence rate of dementia in the South Asian community which looks to increase seven-fold in 40 years.
 
It is estimated that nearly 25,000 people with dementia are from BAME communities in England and Wales and this number is expected to grow to nearly 50,000 by 2026 and over 172,000 people by 2050.
 
People from BAME communities are under-represented in services and they are often diagnosed at a later stage of the illness, or not at all. Indeed, there are no reliable figures available it is likely that dementia is more common among BAME communities as the risk factors, high blood pressure, diabetes, hypertension and high cholesterol are more common. Vascular dementia is also believed to be more prevalent among BAME groups as they are more prone to such risk factors.
 
Institutionally
 
Despite the prevalence of dementia in different BAME groups being higher than in the indigenous white British group, the prevalence of BAME older people in contact with Old Age Psychiatry Dementia Services (OAPDS) is generally low. Moreover, BAME people with dementia present to services at a more severe stage of dementia that their white British counterparts.
 
In some BAME communities there is also the fear that once the disclosure of mental health has been made to the family doctor it may not remain confidential; or they choose to consult traditional healers than GPs. Some older BAME people may feel that they are a burden on their families. Family members may also feel that is their duty to continue to look after older people (whether or not it is in best interest of the person with dementia); fear that other may criticise them for seeking help, delay seeking help until they cannot cope or others comment on the problems, and believe that diagnosis alone maybe purposeless
 
The intense pressure on South Asian carers often leads to mental health issues, poverty and physical health issues.

 
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
The UK has a growing and ageing population, with increasing numbers of dementia diagnoses, there are 850,000 people estimated to be living with dementia in the UK, this number is set to rise to one million in 2025. Additionally, one in five people will experience depression sometime in their life and the prevalence of delirium in people on medical wards in hospital is about 20% to 30% and can be much higher in intensive care units.

The number of people with dementia from black, Asian and minority ethnic (BAME) groups is expected to rise significantly as the BAME population ages. The Centre for Policy on Ageing and the Runnymede Trust applied well established dementia prevalence rates to census data, giving a current estimate of nearly 25,000 people with dementia from BAME communities in England and Wales.* This number is expected to grow to nearly 50,000 by 2026 and over 172,000 people by 2051. This is nearly a seven-fold increase in 40 years. It compares to just over a two-fold increase in the numbers of people with dementia across the whole UK population in the same time period.

Due to the significant proportion of South Asian people living in West Midlands we know this area will face significant challenges.

These challenges can be overcome through a project such as Dementia Dekh Bhaal which is a person led social movement.  By creating a movement within the community we can begin to mitigate and prevent some of the issues effecting people in the BAME community around dementia.

By giving people a voice and say we can increase diagnosis rates, improve culturally competent care, improve longer term health outcomes and reduce stigma.

Seed funding would enable this project to grow roots in the S Asian communities in the West Midlands so that people from these communities feel empowered to have a say on services and support long term collaboration to tackle health issues such as dementia.  A small amount of project funding would unlock significant preventative savings and improve co-production in the long run as well as developing long term relationships with the BAME communities in West Midlands.
Current and planned activity: 
This project currently operates in Rochdale and recently recieved funding to grow its reach across Greater Manchester.  We believe it would have huge impact in other areas of the UK.
What is the intellectual property status of your innovation?:
TM owned by Life Story Network
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Thomas Hughes 18/06/2019 - 14:20 Publish Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
A co-produced blended learning resource with free PDF available.  Developed by people with dementia and carers to increase peoples ability to identify dementia, depression and delirium and feel confident in reacting to these conditions.
Overview of Innovation:
What did you wish you knew about dementia at the point of diagnosis that you now know?

This is what we asked people with dementia, their carers and the professionals that work with them.

We took what people told us they wished they knew, broke it into bite-size easy to read pieces and created our free learning resource: Knowing Me!


Knowing Me! Is a free online booklet to enable people to better identify and react to the three D’s – Dementia, Depression and Delirium which are all closely linked. https://www.lifestorynetwork.org.uk/pages/15-knowing-me  This booklet was co-created by people with dementia and their carers with consideration to what they wish they knew from day one of diagnosis. 
 
This free online learning has been downloaded by people with dementia, carers and professionals that want to have a useful resource to dip into.

Because of its popularity and feedback we have developed a blended learning approach which includes face to face training, online training and printed resources.

This approach to training is becoming popular with health care teams in Northern England who want to be more than just 'dementia friends' but seek to understand the disability and better support those they work with.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Patient and medicines safety / Person centred care
Benefit to NHS:
Staff quickly identify the differences between, dementia, depression and delirium and can react appropriately ensuring the person gets the right care at the right time.
Initial Review Rating
2.60 (2 ratings)
Benefit to WM population:
Many health care staff still don't feel confident in dealing with dementia and the issues surrounding it such as memory loss, end of life planning, wellbeing issues and dealing with delerium.

Many staff are having increasing interations with those affected by dementia and want more depth of understanding than being just 'dementia friends'.

This blended learning approach, co-produced by people with dementia enables staff to dig deeper into dementia, not only being better able to spot the symptoms and challenges but being empowered to know how to react to them.

Many people with dementia and their carers live in misery as the depression or delirium is an assumed part of dementia that cannot be treated.  We know this can be treated and this resource enables staff to identify and react to the issues that face a person with dementia.

This blended learning can easily be rolled out across the West Midlands for staff at all levels who have interactions with those effected by dementia.  The training is fun, fast paced and applicable to their role.  They will be able to take away key learnings to implement in their practice improving outcomes for patients and improving satisfaction levels for all involved.

The staff that have recieved this training have said it has empowered them and given them renewed confidence when supporting people with dementia.
 
Current and planned activity: 
We look to disseminate this free online resource to ensure its uptake by NHS staff at all levels.  This booklet was co-produced by people with dementia and their carers and enables staff to have a strong understanding around dementia, depression and delirium.
 
Along with this we look to roll out face to face training to accompany this resource
What is the intellectual property status of your innovation?:
This is held by Life Story Network
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Thomas Hughes 18/06/2019 - 14:07 Publish 2 comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
Edu Pod is an affordable and accessible digital solution which enables schools to create a whole school approach to mental health. 
Overview of Innovation:
Due to an increase in demand for our service we can no longer meet demand
with our current face to face delivery model. This means that schools cannot access our content that will aid them to create a whole school approach to mental health. 

This is disruptive within the field of mental health in education as the
current available online platforms do not offer a full service from audit to
intervention and user experience has been described as boring and dull. Our
approach is innovative and disruptive hence why we are now in a position we
can no longer meet service demand. This is because we are talented at
partnership working and bring in innovation to enhance user experience. 

The vision
Our vision is to create an online tool to support schools to deliver an innovative 'whole school approach' to mental health' to enable students and staff access support. 

This project is innovative because:
Scale: We are responding to every local authority's and multi academy trusts pain point. They cannot find a quality mental health service that can industrialise their work to support the schools in their geographical patch. The technology and the content we are creating does not exist on the scale we are envisaging. This technology will also open national and global implementation opportunities.

Clinical Expertise: As a team of clinical psychologists, we are using our clinical experience to create a digital platform that will transform mental health in education. This is a true partnership between schools and health practitioners to devise a product that meets the needs of educational providers, students and parents. This is a rare combination in world of heath and ed tech.
 
Transferability:The digital platform can be used in different industries and content can be adapted to meet the end users’ needs. This enables scaling and pivoting to occur. 
 
Technology disruption: We are using technology to innovate our currently
model of offering and also disrupt how online training is delivered. We will include gamification, machine learning and create a social network to increase engagement experience.
 
Stage of Development:
Ideas stage - Early concept and ideas stage
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 / Person centred care
Benefit to NHS:
Working in collaboration with education – The healthcare and education sector have difficulties with working together therefore therapeutic recommendations are not always implemented within the educational environment, and educational staff feel frustrated because they are not aware of the treatment plan delivered by national services such as CAMHS. The Whole School Approach will enable educational staff to become more psychologically minded and informed about how they can work in collaboration with the NHS. This approach is supported by the Green Paper, Health Education England and Department for Education. 

Cost Effectiveness- Mental illness represents the single largest cause of disability. It is estimated that better mental health support in the workplace could save UK businesses up to £8 billion a year. Total non-inpatient costs for children are projected to rise to £233 million by 2026 (Kings Fund). Edu Pod will enable people to access early help and be in an environment that is supportive of their mental health which prevent a deterioration in mental health and support children to learn how to live with their mental health difficulties. Failure to address poor mental health and conduct disorder in childhood results in higher risk of suicide, substance misuse, self-harm, lower educational and employment achievement.We measure our value for money by calculating Social Return on Investment (SROI). For example, At Young People's Academy school we achieved a total of £104,081 social return on investment of £23,400. Every £1 of funding generated £4.10 SROI.

NHS seen as innovators - There is a current campaign in in government to ensure health care professionals work in collaboration with the education sector. This has been challenging to implement due to staffing shortages and it is costly to deliver this is continuing to deliver the ‘standard’ NHS service. Edu Pod will enable individuals to access content from a Multi-disciplinary team and seek consultation from professionals at an affordable cost. 
 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Mental health costs the West Midlands region £12 billion a year and affects around 70,000 people (West Midlands Combined Authority). Poor mental health results in enormous distress for individuals, greater pressure on public services and reduced economic productivity. In the West Midlands there are approximately 4000 schools. In Birmingham, there are over 400 schools and Birmingham Educational Partnership have identified that they are unable to deliver scalable solutions to create a whole school approach. 
Current and planned activity: 
Since 2016, we Innovating Minds is working across 45 schools across London, Birmingham, Staffordshire and Coventry and Warwickshire. We have contracts with two local authorities and are contracted to deliver early help interventions for Coventry and Warwickshire NHS. 
 
The ideas for Edu Pod as received positive feedback and an advisory board has developed. This will enable the platform to be built based on feedback from individuals that will be using the platform and professional that will be creating content.   
 
The non-executive board included Dr Pooky Knightsmith, a major influencer within the field of early intervention and mental health. Dr Pooky Knightsmith has input into policies at a governmental national and international level which has enabled us to understand the challenges. 
What is the intellectual property status of your innovation?:
‘Innovating Minds’ and ‘Mind Space’ are trade marked. 
‘Edu Pod’ is in the process of being trade marked. 
 
The platform will be based on a subscription model therefore licensing agreements will be drawn up to enable users access the platform and content. 
 
Discussions regarding IP for coding have taken place with the external companies that may be contracted to build the platform. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
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Asha 12/06/2019 - 11:40 Publish 1 comment
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-99999
Innovation 'Elevator Pitch':
One of the key ambitions of the Long-Term Plan is to refocus on CV disease. Amgen wish to engage in joint working with CCGs/STPs to identify high-risk CVD patients and FH patients and optimise cholesterol management.
Overview of Innovation:
One of the key ambitions of the long-term plan is to refocus on cardiovascular disease. Some key points from the plan:
  • CVD is ‘the single biggest area that the NHS can save lives over the next 10 years’
  • Early detection and treatment of CVD can help patients live longer, healthier lives. Too many people are still living with undetected, high-risk conditions such as high blood pressure, raised cholesterol, and atrial fibrillation (AF)
  • Section 3.68. States an ambition to improve diagnosis of Familial Hypercholesterolaemia from current diagnosis rate of 7% to at least 25% in the next 5 years
Amgen wishes to engage local stakeholders from STPs to discuss projects which could support delivery of the long-term plan.

Such joint working projects would be designed by the local stakeholders but could potentially involve:
  • Support for audit of primary care databases to diagnose more FH patients and identify high risk CVD patients - these patients can then be treated according to local / national guidelines
  • Education for GPs, Practice Nurses and Practice Based Pharmacists to improve cholesterol management
  • Use of digital technology solutions
  • Patient empowerment / Self-care
  • Redesign of local referral pathways / local guidelines.
Amgen’s PCSK9 inhibitor is NICE approved through TA 394. It can be prescribed if LDL-C remains above threshold levels despite maximally tolerated doses of lipid lowering therapy. It is prescribed by secondary care physicians across the WMIDS and is an injection given once every two weeks and is delivered to patients’ homes for self-injection.

PCSK9 inhibitors have been included in the Accelerated Access Collaborative as an innovative, transformative class of medicine that is currently under-utilised by the NHS.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health
Benefit to NHS:
The NHS Long-term plan sets out the ambitions for the NHS over the next 10 years. One of the key ambitions is to re-focus on Cardiovascular disease as it remains the biggest cause of premature mortality & the rate of improvement has slowed over the last few years. The plan states that ‘too many people are still living with undetected, high-risk conditions such as high blood pressure, raised cholesterol & atrial fibrillation (AF)' and aims to help prevent up to 150,000 heart attacks, strokes & dementia cases over the next 10 years.
 
Section 3.67. Early detection & treatment of CVD can help patients live longer, healthier lives. Too many people are still living with undetected, high-risk conditions such as high blood pressure, raised cholesterol & atrial fibrillation (AF). Other countries have made more progress on identification & diagnosis working towards people routinely knowing their ‘ABC’ (AF, Blood Pressure & Cholesterol). Replicating this approach will be increasingly possible with digital technology & major progress could be achieved working with the voluntary sector, employers, the public sector & NHS staff themselves.
 
Section 3.68. States an ambition to improve diagnosis of Familial Hypercholesterolaemia from current diagnosis rate of 7% to at least 25% in the next 5 years.
 
Since cholesterol was removed from the QOF many high-risk CVD patients & FH patients have not had their cholesterol optimally managed. Amgen wish to engage in joint working with CCGs/STPs to identify these patients & optimise cholesterol management.
 
A Joint Working Project would be designed by local stakeholders but may involve support for audit of primary care databases to diagnose more FH patients & identify high risk CVD patients. These patients can then be treated according to local/national guidelines. A joint working project may also involve education for GPs, Practice Nurses & Practice Based Pharmacists to improve cholesterol management, use of digital technology, patient empowerment & potentially redesign of local referral pathways/local guidelines.
 
The outcome of such a proposed joint work project would hopefully be a system-wide, long term improvement in cholesterol management so that high risk FH & CVD patients would be on higher doses of statins & have lower cholesterol (resulting in lower CV risk). Those patients that do not reach cholesterol targets despite maximal tolerated lipid lowering therapy may be eligible for a PCSK9 inhibitor as per NICE TA 394 & NICE TA 393.
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
According to the Health Survey for England 2017 the prevalence of CVD in those 35 and over in the West Midlands was amongst the worst in the country with 22% of men and 12% of women affected.
 
A Joint Working Project would be designed by local stakeholders and may involve support for audit of primary care databases to diagnose more FH patients and identify high risk CVD patients - these patients can then be treated according to local / national guidelines. The joint working project may also involve education for GPs, Practice Nurses and Practice Based Pharmacists to improve cholesterol management, use of digital technology, patient self-care / empowerment and potentially redesign of local referral pathways / local guidelines.

The outcome of such a proposed joint work project would hopefully be a system-wide, long term improvement in cholesterol management so that high risk FH and CVD patients would be on higher doses of statins and have lower cholesterol (resulting in lower CV risk). Those patients that do not reach cholesterol targets despite maximal tolerated lipid lowering therapy may be eligible for a PCSK9 inhibitor as per NICE TA 394 and NICE TA 393.
 
We can potentially write a case study of any joint working project which can then be used by the partnering organisations to showcase their work.


https://www.nice.org.uk/aac - link to accelerated access collaborative
https://www.nice.org.uk/guidance/ta394 - link to NICE TA 394

 
Current and planned activity: 
Current Amgen activity is that 2 WMids Regional Account Managers have engaged with lipid specialists and cardiologists within the acute trusts. However there has been very little engagement with primary care stakeholders such as CCG clinical leads or STP leads.
 
We require the help of the AHSN in identifying and engaging STP stakeholders such as transformation leads, implementation leads, or programme manager leads or others who would be interested in discussing potential joint working projects outlined above with the Amgen Value Solutions Manager (non-promotional role).
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
Regional Scalability:
Potentially an initial pilot stage within 1 or 2 STPs / CCGs / Primary Care Networks could then be scaled up across the West Midlands. A joint working project was implemented with the NWC AHSN - The Cheshire and Mersey Lipid Programme. (Documents attached).
Measures:
The outcome of such a proposed joint work project would hopefully be a system-wide, long term improvement in cholesterol management so that high risk FH and CVD patients would be on higher doses of statins and have lower cholesterol (resulting in lower CV risk). Those patients that do not reach cholesterol targets despite maximal tolerated lipid lowering therapy may be eligible for a PCSK9 inhibitor as per NICE TA 394 and NICE TA 393.
​Development of a case-study document to showcase the work of the organisations involved.
Adoption target:
N/A
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Matt Bhageerutty 10/05/2019 - 16:34 Detailed Submission 1 comment
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0
Votes
-99999
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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0
Votes
-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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