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':
Catheters cause 250,000 serious infections, 3,000 deaths & up to £500m in healthcare costs a year research reports. UroShield prevents bacterial biofilm formation, increases antibiotic efficacy & decreases pain & discomfort of urinary catheter use.

Overview of Innovation:
90,000 Britons are fitted with a urinary catheter each year. Catheters are essential for a wide range of conditions that compromise the ability to empty the bladder effectively, such as prostate cancer patients and those with incontinence and neurological conditions like multiple sclerosis and spinal injury.
 
Indwelling catheters serve as an environment for bacterial attachment, biofilm formation and subsequent urinary tract infections (UTI). Biofilm formation is a thick, bacterial ‘glue’ that sticks to the surface of the catheter plastic and is highly resistant to antibiotics, making infections difficult to treat. Such catheter-acquired infections are one of the most common iatrogenic complications and may lead to increased mortality rates, extended hospital stays and increased medical costs for healthcare providers.
 
UroShield uses soundwaves to ‘shake’ away bacteria, protecting patients from painful and potentially life-threatening bladder infections. It is composed of 2 components: A disposable actuator which clips onto the external portion of the catheter and a portable battery powered driver.



The device sends out low-frequency ultrasound waves (Surface Acoustic Waves) which run longitudinally along both the inner and outer surfaces of the catheter. These surface acoustic waves prevent bacteria from docking and adhering to the catheter and subsequently prevent the formation of biofilm.
 
If there is a biofilm already present or one does form, the ultrasound waves help to break up the normally impenetrable biofilm matrix to allow access of the antibiotic to the biofilm. This increases the antibiotic efficacy by working synergistically so that patients may have a shorter course and lower dose of antibiotics.


In addition, independent studies from leading Universities have shown that the UroShield device enhances the immune systems’ ability to fight biofilm. In further studies the Uroshield device achieved a 90% reduction in the presence of common bacteria most likely to cause infection including E. coli and Staphylococcus epidermidis.
 
The action of the ultrasonic waves on the surfaces of the catheter interfere with the attachment of bacteria, prevents infections developing, reduces catheter encrustation and blockages and decreases or eliminates the need for antibiotics, reducing risk and improving patient outcomes. This in turn reduces the costs associated with indwelling catheter complications that may lead to increased medication and extended hospital stays.
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 / Innovation and adoption
Benefit to NHS:
Reducing health care-associated infections (HCAIs) remains high on the Government’s
safety and quality agenda and in the general public’s expectations for quality of care.
 
Patients with invasive devices such as urinary catheters are at a greater risk of developing a HCAI (NICE, 2012). In addition to increased costs, each one of these infections means additional use of NHS resources, greater patient discomfort and a decrease in patient safety.
 
UroShield is a breakthrough device to prevent or treat catheter-related trauma.
 

 
Once the urinary catheter has been placed into the patient’s bladder, the actuator is clipped on the extracorporeal part of the catheter and the device is activated. UroShield harnesses the known therapeutic effects of ultrasound such as tissue healing and muscle relaxation to significantly decrease catheter-associated pain and discomfort. This is extremely easy for nurses to use and maintain, with a simple clip around the catheter to be changed monthly and disposed of in standard waste.
 
UroShield could have huge implications for reducing A&E admission rates as 224,670 admissions for UTIs were reported in 2009 and 2010 and since then numbers have continued to increase, with 43-56% of all UTIs being associated with indwelling. Between 2013/2014, the NHS spent £434 million treating 184,000 hospital admissions for a UTI.
 
UroShield could play a key role in achieving CQUIN targets for CAUTI rates and the reduction in E. coli Bloodstream Infections through the initial prevention of infection.
 
E. coli is one of the main pathogens responsible for causing UTIs and CAUTI, of which Gram-negative CAUTIs are often a source of bacteraemia. E. coli account for 55% of all BSIs and of these UTIs are responsible for 45% of E. coli BSIs. E. coli BSIs have increased by 20% over the last five years and the trend is still rising, which is of grave concern.
 
E. coli BSI are therefore a huge patient safety issue and are set to cost the NHS £2.3 billion by 2018. These contributed to over 5,500 NHS patient deaths in 2015 and there is £45 million quality premium which is incentivised by Ruth May to reduce healthcare associated Gram-negative BSIs by 50% across the NHS by 2021. The goals are to: prevent the need for antibacterial prescription, to reduce the dose or length or antibiotics as a minimum, and to reduce hospital admissions and HCAIs.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
Over 1 million patients a year have a catheter for a short time while in hospital & those using them at home for longer periods have them changed every 3 months & infections can be missed between changes.
 
An untreated urinary tract infection (UTI) may spread to the kidney, causing more pain & illness & lead to sepsis, a life-threatening reaction to an infection.
 
Long-term catheterisation carries a significant risk of symptomatic UTI, which can lead to serious complications such as bloodstream infections (NICE 2012). The diagnosis of a CAUTI increases the use of antibiotics which will increase the burden & development of antimicrobial resistance (DH, 2007).
 
Recurrent lower UTIs have a detrimental effect on patients quality of life. Patients experience a psychological burden because they live with the anxiety of sudden acute episodes. The resulting social handicap is known to induce feelings of self-devaluation or culpability, which can lead to clinical symptoms of depression.
 
UroShield could protect thousands of patients from painful & potentially life-threatening bladder infections reducing the psychological burden & anxiety patients experience.
 
The innovation is currently being trialled in NHS hospitals with leading urologists including a consultant & surgeon at the Royal Marsden in London describing the device as ‘game-changing’.
 
Uroshield comprises an electronic driver (8-hour battery life) weighing 5g & a disposable clip that fits around the catheter tube, the driver transmits continuous ultrasound waves to the clip via a small cable. The rechargeable device can be switched on & off & a small screen on the driver indicates power supply & battery life.
 
Clinical trials have shown the acoustic sound waves generated by the UroShield device along the urinary catheter result in a significant decrease in catheter-associated pain & discomfort.
 
Click the image below to read the full article.


 
UroShield significantly reduces bladder washouts in catheterised patients & thus could reduce visits from district nurses to generate significant cost & time savings. For example, one patient required daily bladder washouts & since UroShield no longer requires any at all. Patients can have greatly extended catheter life, reducing the frequency of catheter change & maintenance & nurse callout time associated with this. Alongside freeing time & resources, UroShield could also assist Infection Prevention Nurses in achieving CQUIN targets based on catheter-associated infection rates.
Current and planned activity: 
We are speaking with over 80 primary and secondary care sites with regards to UroShield. We currently have 6 NHS sites evaluating UroShield in small scale patient service evaluations alongside a double-blind randomised controlled trial producing positive data proving the efficacy of UroShield.
 
We are also working to provide Health Economic Data which will further support the use of UroShield across various healthcare settings. To support this we are looking to work with a NHS partner in the West Midlands to undertake a small-scale (service) real-life evaluation of UroShield to demonstrate patient and fiscal benefits of using the device.
 
UroShield can help you to support the delivery of the national ‘reducing the impact of serious infections (Antimicrobial Resistance and Sepsis’ CQUIN by creating a new, improved pattern of care for patients, reducing their risk of painful and potentially life-threatening bladder infections.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
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Alex Ackernley 05/07/2018 - 09:41 Publish 4 comments
5.8
4
Votes
-99999
Innovation 'Elevator Pitch':
The Hydrant is a novel and effective solution of proviiding fluids to those patients with poor mobility or requiring flat-bed rest. it consists of a bottle and drinking tube that can be postioned to allow the patient to independently consume fluids.
Overview of Innovation:
 Within the NHS dehydration remains a significant problem with recent reports suggesting it may affect as many as one in seven hospital patients and cost the NHS £1 billion a year. The majority of hydration in secondary care, is reliant on patients’ independent consumption of fluids.One way to improve hydration amongst these groups of patients is to increase accessibility of fluids using drinking aids. These aids encompass a broad range of products from insulated mugs that maintain drinks at the appropriate temperature to more complex devices designed for patients who find it difficult to drink from standard vessels. it consists of a bottle with an adjustable, self-supporting drinking tube with a bite valve that allows patients to draw fluid from the device. The device has won design awards and offers a sensible solution to providing fluids for those patients with poor mobility or physical capacity, or otherwise confined to flat-bed rest. The bottle has been trialled on the Neurosurgery ward at UHB and was greeted favourably by staff and those patients offered it. 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Innovation and adoption / Person centred care
Benefit to NHS:
Within the NHS dehydration remains a significant problem with recent reports suggesting it may affect as many as one in seven hospital patients and cost the NHS £1 billion a year (Good, Richard 2014) with elderly patients particularly susceptible due to their diminished thirst sensation and changes in kidney function (Hooper 2014).  The majority of hydration in secondary care is reliant on patients’ independent consumption of fluids.  The act of drinking appears a straightforward response to a physiological need yet it is in fact a complex behaviour determined by a variety of factors and their interactions (Koster 2009) including physical, psychological, and environmental influences (Kenney 2001). In the ward environment patients rely on the support of health care providers and yet staff frequently report a number of barriers to performing hydration care with insufficient time as a key barrier amongst them (Simmons 2001; Mentes, chang 2006). This can leave patients with limited movement, cognitive ability or higher clinical dependency particularly vulnerable to dehydration. One way to reduce this risk is to increase accessibility of fluids using drinking aids such as the Hydrant. 
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
As above
Current and planned activity: 
The primary issue with its upatke within UHBFT was the availability of the device. Staff on wards where patients would benefit from its use were unable to procure the device.
We propose that WMAHSN facilitate a series of meetings with key staff involved in procurement at the hospital to improve the supply and availability of the bottle.
Once the bottle is more freely available we propose to raise awareness of its availability with staff on the relevant wards.
 
What is the intellectual property status of your innovation?:
Licensed product of Hydrate for Health Ltd,
http://www.hydrateforhealth.co.uk/our-products/the-hydrant/
 
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Ian Litchfield 03/11/2017 - 13:18 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Cladribine is a new oral therapy for the treatment of highly active Multiple Sclerosis (MS). It is effective in reducing relapses and can substantially reduce the administration and monitoring burden associated with other therapies currently in use.
Overview of Innovation:
The MS Society estimates that there are approximately 107,000 people with MS in the UK, and that each year 5,000 people are newly diagnosed with the condition. This means around one in every 600 people in the UK has MS. MS is between two to three times more common in women than men.
 
Multiple sclerosis is a chronic and debilitating autoimmune disorder of the central nervous system.  In Multiple Sclerosis, the body’s own immune cells mistakenly attack the myelin that surrounds nerve fibres, leading to nerve damage.
 
Cladribine is a small oral molecule, developed by Merck, that selectively reduces the number and activity of these immune cells (B and T lymphocytes) and modulates cytokines. There is only a transient and relatively small effect on the innate immune cells such as neutrophils.
 
Cladribine Tablets have been investigated in 4 main phase II/III studies in MS. In a Phase III study (CLARITY), 3.5mg/kg Cladribine Tablets over 2 years (n = 433) with significantly reduced annualised relapse rates (ARR) by 77.8% in patients with Relapsing Remitting Multiple Sclerosis compared with placebo (n = 437) (p<0.001).
 
A phase IIIb extension study (CLARITY EXT) confirmed that the initial 2 year treatment with 3.5 mg/kg Cladribine Tablets was effective in reducing the frequency of relapses in years 3 and 4 by 75.6%.
 
A post hoc analysis of the CLARITY data, which focused on a subgroup with High Disease Activity, provided a consistent treatment effect on relapses for Cladribine Tablets compared with placebo.
 
The safety profile of Cladribine Tablets has been thorougly investigated in the 4 main phase II/III clinical studies and an ongoing PREMIERE registry.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wealth creation / Innovation and adoption / Person centred care
Benefit to NHS:
  • Cladribine has the potential to deliver high efficacy without continuous suppression of the immune system;this results in a manageable safety and tolerability profile and low administration and monitoring burden.
     
  • Cladribine tablets are an oral therapy that selectively targets the immune system to produce effective disease control for up to 4 years with only 10 days of treatment per year for the first 2 years.
     
  • Cladribine tablets broaden treatment options for commissioners, clinicians and patients with highly-active MS.
     
  • Cladribine has the potential to substantially reduce the overall volume of administration and monitoring and of associated costs.
In addition, in many areas of England, MS specialist nurses (who bear much of the responsibility for administration and monitoring) are currently working at or above their patient capacity. The use of Cladribine has the potential to substantially free up this specialist nurse resource

CLADRIBINE IS THE ONLY MS THERAPY WHICH HAS RECEIVED A 'RAPID UPTAKE' DESIGNATION FROM THE ACCELERATED ACCESS COLLABORATIVE.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
The West Midlands Region has approximately 9,360 MS patients of which 1,363 are
estimated to be on MS treatments for highly active MS.
 
If these 1,363 patients had been treated with Cladribine as opposed to current therapies, an estimated saving of £18.1 million could be made over a 4 year period.
The above figures do not include the 20% VAT which is charged on MS therapies which are dispensed and administered in hospital Trusts (mainly infused MS therapies).

In addition,the availability of an oral alternative reduces the need for patients to attend hospital Trusts which may be located substantial distances from where the patients live.
Current and planned activity: 
Current activity
An agreement has been made with NHS England which provides an up front discount and also a rebate if the product is discontinued and replaced by another MS therapy during the expected 4 yr treatment window. 
NICE approval occured on 6th Dec.2017( TA 493 ).
Planned activity
MS treatments are traditionally prescribed by MS specialists based in hospital Trusts. However, the bulk of the costs of administration and monitoring are borne by CCGs.
Increases in the volumes of monitoring of specialised medicines are also creating service and governance challenges in some localities.
 
There is therefore a need to move from taking a purely secondary care to a cross-sector perspective when considering which treatments are most clinically and economically appropriate.
 
The support of West Midlands AHSN would therefore be very much welcomed in facilitating discussions between the relevant service stakeholders and to ensure a cross-sector perspective.
What is the intellectual property status of your innovation?:
The product license holder in the UK is Merck Serono Ltd
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
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Richard Lomas 27/06/2017 - 13:14 Publish 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
A web based solution addressing some major pain points for Health and Social Care - Cost Savings, visibility of available beds, A&E congestion, Delayed transfer of Care (DToC). We also provide a single Command & Control Centre for Major Incidents
Overview of Innovation:
Our  web solution offers:
Real-time visibility of available beds: For all care Professionals across multiple care domains and a wide geographical area, including Hospitals, Trusts, Boroughs and event Social Care block booked beds. A search for any bed type across any care domain in a city, region or entire country yields results in a matter of seconds.

A&E: Visibility of volumes waiting in A&E, their individual waiting times/times to breach and the ability to Triage score each and every one of them. From this, A&E departments can at least make informed decisions and prioritise well in advance of any bed availability issues.

Early warning system: Thresholds may be set by hospital management, particularly around A&E, Emergency and Acute bed types. These thresholds are then monitored in real-time by our solution, without any additional user intervention. An algorithm we created takes these thresholds and compares them with existing bed levels in order to provide an overall, colour coded hospital status indicator in line with the recent OPEL standard (NHS England 2016). This status indicator also provides colour coded status for each of these key bed types. Simply put it is an early warning system available for every care professional in the hospital setting so that they can all see where pressures are quietly building and take a more proactive approach to hospital status before a crisis occurs.

Outside the hospital: To assist those in search of available beds, such as bed managers from other hospitals, GP’s and other care professionals, our solution also provides a high-level view of a hospital’s current status to this wider audience. This approach makes clear whether a hospital or hospitals are currently experiencing difficulties and thus reduce the chance of blindly picking up the phone or making e-mail enquiries on available beds to a hospital that is already struggling.

Dynamic sitrep: Removes the need for lengthy update meetings. Sitrep++ provides real-time admit/discharge information instantly.

DToC: Identifies DToC the moment they occur and offers a collaborative approach for both Health and Social Care to manage and reduce DToC via a single interface. We provide full cost and delay duration/impact stats in realtime too, thus removing the overhead from the individual.

Major Incidents: Our Command & Control Centre feature allows co-ordination of multiple A&E's across an entire city via a single interface.

Our feature rich solution does much more.
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Digital health / Innovation and adoption
Benefit to NHS:
A&E congestion and waiting times: Just a 10% reduction in A&E breaches means that around 33,000 patients, per year, would wait less time to receive the appropriate level of care.

Delayed Discharge: A mere 5% reduction in DToC 'Bed Blocking' means a £45m per year saving for NHS alone. That's a reduction of 78,000 delay days; meaning that 6000 more people could receive treatment with the same bed count and less effort. The reduction in managing and reporting overheads for both Health and Social Care are also significant.

Efficiency: Precious time spent on day to day administration for both Heath and Social Care is enormous. Entry of the same information over and over again, manually counting available beds in times of crisis, bed managers glued to the telephone dealing with inquiries and multiple sitrep meetings, each slowly grinding care professionals into the ground. In these areas NHS and Social Care could realise a 90% reduction in effort/time. In a population of 200 GP's and 200 Bed Managers that equates to circa £8m year on year. GP's could locate an approapraite 'available' bed for their patient in seconds without a single e-mail or phone call. Social Care would be able to locate and Block booked bed or Care home bed anywhere in the country in seconds

Command & Control Centre:  In the event of a Major Incident - A single Command & Control enables NHS to manage/co-ordinate multiple hopsital locations from a single interface and direct Ambulance Servcies more efficiently.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
A&E congestion and waiting times: Just a 10% reduction in A&E breaches means that around 33,000 patients, per year, would wait less time to receive the appropriate level of care.

Delayed Discharge: A mere 5% reduction means a £45m per year saving for NHS. That's a reduction of 78,000 delay days; meaning that 6000 more people could receive treatment with the same bed count and less effort.
 
Current and planned activity: 
We are trying to gain traction with both NHS and Social Care which is notoriously difficult. Our planned activity is to engage with a number of key hospitals and boroughs to showcse our solution. This is the area where we require support in securing the inital contacts and interst in NHS/Social Care.
What is the intellectual property status of your innovation?:
We have the intellectual property of our solution already secured.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
Regional Scalability:
By design, a web based application is built to scale and is available via the usual suite of internet browsers.
Scaling across West Midlands: expected user footprint is circa 250 'concurrent' users
based on 19 Acute, 6 Mental Health, 1 Ambulance trust/s and 7 Social Care boroughs.
Measures:
Outcome: Greater efficiency within Hospitals:
Measure: Before and after comparison on visibility of available beds - quality and cost/time saving
Measure: Impact upon Patient flow
Measure: Impact upon A&E volumes, breaches and management effort, for time/cost saving.
Measure: Before and after DToC volumes, management and reporting effort on time/cost saving
Measure: Cost/time saving v cost of solution
Measure: feedback on impact of application wrt visiblity and ease of use.
Measure: Patient feedback

Outcome: Greater efficiency for Social Care
Measure: Before and after levels of visibility and availability of block-booked or normal care home beds
Measure: Before and after DToC volumes, management and reporting effort
Measure: Care Professional feedback

Outcome: Patient satisfaction
Measure: A&E waiting times and volumes
Adoption target:
Adoption Target: All Acute, Mental Health and Ambulance Trusts in the region.
Minimum viability: 4 Major hospitals in the region along with corresponding Social Care boroughs.
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Paul Rylance 16/06/2017 - 20:04 Detailed Submission Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Nearly 40% of NHS staff have reported feeling unwell as a result of stress (NHS Staff Survey).
Mental Health First Aid is an evidence based programme designed to help individuals to prevent, identify and tackle stress and mental health problems.
Overview of Innovation:
NHS staff are more likely than the rest of the working population to become patients, increasing demands on the system they work in (King's Fund).

Altruist Enterprises are experienced in providing training to help organisations to prevent, identify and tackle stress within organisations.

Since forming in 2013, we have grown from 1 trainer to 3 members of staff and 10 contracted trainers delivering courses nationally with notable customers including Birmingham Children's Hospital, Solihull Council and WMAHSN.

We currently offer the following main courses to the NHS:

Resilience Training - A 3 hour course which helps employees to manage stress and build resilience in an everchanging work environment using proactive approaches.

“I learnt how to recognise situations in my daily working and home life that I can work on to reduce my personal stress and build my resilience. We were taken through a process which allowed us to challenge our negative thoughts and look at things from a different perspective. A very helpful course”. Federica Merella, Consultant Anaesthetist, Birmingham Children’s Hospital

Mental Health First Aid Lite - A 3 hour evidence based mental health awareness course accredited by the Royal Society for Public Health.

“We learnt about some of the main mental health problems, how to support others who may be experiencing issues and also discussed ways to support our own well-being. The course was very thought provoking”. Sophia Nasreisfahany, Solihull Council

Adult Mental Health First Aid - A 2 day evidence based indepth mental health awareness course accredited by the Royal Society for Public Health.

"This 2 day training delivered by Altruist was one of the most fulfilling training courses I have attended.  Having worked in the NHS for 17 years and managing staff for 13 of those I found this course enlightening.  It compounded how mental health affects us all no matter what your background is.  It also really tackled the stigma of using the words “mental health”.  Practical advice, tips and scenarios were used to give us a toolbox of strategies to help staff.  On reflection of my own career I now realise I have been in this position many times and now I feel more empowered and equipped to deal with these sensitive situations". Helen Hunt, WMAHSN

We measure outcomes including increases in knowledge and personal confidence in supporting others. We can also measure reduction in absenteeism and recently helped a local charity reduce absence by 25%.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Education, training and future workforce
Benefit to NHS:
Increase in Confidence and Knowledge - Consultant Anaesthetists at Birmingham Children's Hospital saw a 32% increase in personal confidence of managing stress levels following our Resilience course. (Delegates are asked to rate their personal confidence, scale of 1-10 in managing stress levels and knowledge of resiliency building skills before and after the course).
Reduction in sickness absence - Stress affects the health and quality of life of staff. The benefits of tackling work-related stress are the obvious ones of more staff at work more of the time, and the reduction in sickness absence and its associated costs.
Improved Employee and Community Engagement - It also demonstrates the organisation’s commitment to its workforce and to addressing their health needs. This, in turn, affects how the organisation is perceived by both staff and the local community in terms of being a good employer.
Reduction in costs-  employees who are away from work because of stress will have to have their work covered by other staff, frequently bank or agency. Investment in stress management can reduce the need for this expenditure – one NHS trust reported a saving of £500,000 a year in agency cover costs.
Improved patient care - Chronic stress can lead to an increase in accidents and cause safety issues for staff and patients. Investment in resilience and stress management training will help reduce the risk.
NHS seen as innovators - There is a current campaign in government to make Mental Health First Aid a compulsory element of First Aid training in the workplace.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Mental Health costs the West Midlands region £12 billion a year & 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.
Current and planned activity: 
We recently delivered our Resilience course to doctors at Birmingham Children’s Hospital. We also recently delivered a Mental Health First Aid pilot course to NHS staff in partnership with WMAHSN.
 
We appreciate that the NHS are a large employer and that budgets are continuously being squeezed as demand for services increases. That is why we would introduce a Train the Trainer programme which will allow knowledge, skills and best practice to be cascaded throughout the organisation.
 
Trainers will be selected based on their knowledge of mental health, facilitation skills and willingness to be the go-to person for any concerns.
 
We envisage that the Train the Trainer programme will include an initial mental health workshop to give delegates the opportunity to experience the course first hand, presentation skills and facilitated tasks and assessments.
 
Alongside this, Altruist’s expert trainers will also continue to deliver Resilience and Mental Health First Aid courses to selected groups.
What is the intellectual property status of your innovation?:
Altruist Enterprises are licensed providers of the Mental Health First Aid courses.
The Resilience course and its materials were produced and is owned by Altruist Enterprises UK Limited.
​Altruist Enterprises UK Ltd was incorporated in February 2013 and began trading in August 2013. 
www.altruistuk.com and altruist.community and its content is owned by Altruist Enterprises UK Ltd.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
Regional Scalability:
We would introduce a Train the Trainer programme which will allow knowledge, skills and best practice to be cascaded throughout the organisation therefore aiding scalability.
Alongside this, Altruist’s expert trainers will also continue to deliver Resilience and Mental Health First Aid courses to selected groups. Altruist operate nationally and work with 10 regular contracted trainers and have access to a further bank of 35 specialist trainers.

We are currently 1 year into a 2 year training contract with Stoke on Trent City Council, delivering the Mental Health First Aid Lite course to employees. Delegates that have attended these courses have seen between a 30% - 60% increase in personal confidence of supporting others experiencing stress/mental health problems.
Measures:
All delegates that attend our training courses are required to complete an evaluation form to measure the impact that the workshop has had. Delegates are asked to rate their knowledge of resiliency building skills, personal confidence in managing stress and confidence in supporting others on a scale of 1-10 before and after the course. Percentage increases are then calculated. For this particular contract, we would look for between a 35% - 55% increase in knowledge/confidence following courses.

We will aim for a minimum of 80% good/very good feedback from delegates.
Adoption target:
Minimum of 3 x NHS Trusts enagaged
3 x 5 day train the trainer programmes to be delivered within first 12 months
24 x 3 hour courses to be delivered within the first 12 months
12 x 2 day courses to be delivered within the first 12 months
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Katie Buckingham 03/02/2017 - 16:42 Detailed Submission Login or Register to post comments
5.5
4
Votes
-99999
Innovation 'Elevator Pitch':

The Recipe for Workforce Planning is an easy-to-use online tool driven by a dynamic process map.The Recipe is a repository for best practice and facilitates peer support through a discussion forum.

Overview of Innovation:

The Recipe for Workforce Planning is an easy-to-use online tool driven by a dynamic process map; users click on each stage of the process to access resources and view the activities needed to complete that stage. The Recipe is a repository for best practice and facilitates peer support through a discussion forum.

This unique resource is the first of its kind, developed by Health Education England working across the West Midlands, and is being shared for use across Health Education England.

The Recipe process map, created in collaboration with workforce planners across the West Midlands, shows the stages that should be completed in order to create a good workforce plan:
 
Users can click on a stage to open a Stage Page showing:

  • Ingredients - documents and resources needed to complete that stage which users can download.
  • Method - activities necessary to complete that stage with assigned roles.
  • Hints and Tips – any useful advice or intelligence that will support the completion of the stage

The Recipe also includes:
 
What should I be cooking this month?
Each stage in the Recipe has a date range during which that activity should be completed.  Users will be able to see the stages within the Recipe which are currently ‘active’ at the time they visit the site.
 
Roles and Responsibilities
Each of the activities within a stage has an assigned role e.g. Workforce Planner, Finance Lead.  Users will be able to sort and filter the site to view only the stages and activities relevant to their role.
 
Discussion forum
The Recipe has a discussion area where planners can share ideas and ask questions or queries.  
 
Cookbooks
Users can select their favourite resources from the site (Word, Excel, PDF documents) and download these into a pack, or Cookbook.  There are also readymade Cookbooks for particular users and scenarios e.g. Workforce Planning for Beginners, Meeting with the Executive Team, Workforce Planning for Commissioners.
 
Links and Resources
The resources – or Ingredients – available to users for each stage are added to and updated as new resources become available.  However, there may be useful resources, reports, articles or links that are not relevant to a particular stage but may be of interest to workforce planners.  These are available on the Links and Resources page that will include an archive of all the resources on the site.
 
The Recipe also includes a search function and an interactive glossary. 

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Education, training and future workforce / Clinical trials and evidence / Innovation and adoption / Person centred care
Benefit to NHS:

Provides an easy-to-use online tool driven by a dynamic process map, demonstrating what good workforce planning looks like. This unique resource is the first of its kind and can be used in any clinical or non clinical setting when looking to effectively workforce plan.

Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:

Provides an easy-to-use online tool driven by a dynamic process map, demonstrating what good workforce planning looks like. This unique resource is the first of its kind and can be used in any clinical or non clinical setting when looking to effectively workforce plan. This resource was developed by the West Midlands and includes templates and resources which are currently being used across the region.

Current and planned activity: 

We have launched this resource nationally and are actively promoting this resource across the West Midlands, incorporating any feedback we receive.

For more information or to access the Recipe for Workforce Planning click here

What is the intellectual property status of your innovation?:

Health Education England.

Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Sarah Chamberlain 25/10/2016 - 11:44 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Tipsim® is a completely new product producing long lasting improvements in sensorimotor abilities of the hand in rehabilitation after brain damage, such as stroke, craniocerebral trauma or other neuro diseases e.g. Complex Regional Pain Syndrome.
Overview of Innovation:
Tip-stimulation with Tipstim® facilitates long-lasting therapy procedures. By sensory stimulation of the finger tips, Tipstim® drives plasticity processes in cerebral areas involved in the activation of the hand and fingers. Specially designed stimulation patterns – developed over many years of research & trials at the Institute for Neuroinformatics at the Ruhr University Bochum – are generated by a small, portable electronic pulse generator and applied directly to the finger tips via a completely new and highly-sophisticated therapy glove. The Tipstim glove® is the first product of its kind to utilise a new advanced medically approved conductive and biocompatible textile.
 
The therapy is completely painless, without side-effects and very easy to apply. The patient simply pulls over the glove, connects it to the pulse generator and starts the therapy session once a day for 1 hour. The therapy does not demand any special attention from the patient. Due to the small size of the pulse generator, the therapy can easily be integrated into everyday life and home. In principle, therapy can be applied everywhere, even when out walking.


 The proven efficiency of Tipstim® results from stimulation pattern specially designed for most effective enforcement of neuroplasticity processes. Clinical studies show that these special patterns produce cerebral changes which lead to persistent improvement of a patient’s sensorimotor abilities. This especially true with sensory and proprioceptive deficits which have shown a greater recovery than with standard rehabilitation therapy alone
 
Studies have shown that sensory stimulation drives plastic processes in the brain areas activated by the stimulation. This induces reorganisation in and around those brain areas that became dysfunctional by stroke or other brain injuries. This reorganization facilitates reactivation of cortical tissue that has preserved some functionality. The resulting remodelling of cortical circuits then mediates functional recovery.
 
Tipstim® is a clinically tested and CE approved product. The efficacy & safety of Tipstim® therapy has been proven in rigorous clinical trials.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Person centred care
Benefit to NHS:
Stroke is the UK’s third biggest killer.
 
First-time incidence of stroke occurs almost 17 million times a year worldwide; one every two seconds. Stroke is one of the largest causes of disability – half of all stroke survivors have a disability.
 
In the UK there are 152,000 recorded incidences of stroke a year and currently over 1.2 million stroke survivors. The economic costs of stroke in the UK from a societal perspective totals around £9 billion a year (Source: State of the Nation Stroke statistics - January 2016). The average cost of care (acute & rehabilitation) per stroke patient is currently £23,315 (National Audit Office. Progress in improving stroke care..., (February 2010). NAO Report (HC 291 2009-2010))
 
Over a third of stroke survivors in the UK are dependent on others.
 
Tipstim® is a completely new product to improve sensorimotor abilities of the hand in rehabilitation after brain damage, such as stroke, craniocerebral trauma and other neurological diseases such as Complex Regional Pain Syndrome.
 
Tipstim® comprises a small, battery powered electronic pulse generator unit and a close fitting glove that delivers the neurostimulation at the finger tips. Due to the compact size of the pulse generator, the therapy can easily be integrated into everyday life. In principle, therapy can be delivered everywhere, even during walking or when reading or watching television.
 
Clinical trials have demonstrated that the stimulation provided by Tipstim®  demonstrates a persistant reactivation of affected brain areas responsible to sensory and motor control of the hand and fingers. Moreover, balancing processes in adjacent non-affected brain areas are promoted.
The result is a substantially improved sense of touch as well as an improved mobility of the concerned hand.
 
The sensory & functional improvements resulting from Tipstim® neurostimulation have been demonstrated to last longer than for traditional therapy alone.
 
The Tipstim® is self contained and can easily be used by the patient in their own home. This reduces the frequency of hospital / clinic visits, frees up therapist time and would enable more patients to be treated than is currently possible.
 
Furthermore, the sensory and functional improvements resulting from the Tipstim® therapy will increase the patient’s ability to carry out task of daily living and will therefore increase their independence, thus reducing the need for additional care and support – with resultant manpower and monetary savings.
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
The West Midlands has the highest mortality for stroke in England in people over 65.
 
The region’s ethnic diversity and socioeconomic status also reflects in a higher than average incidence of strokes as people of black and South Asian origin are at double the risk of stroke as are those living in the most economically deprived areas of the UK (West Midlands has 28.1% of its population in the most deprived national quintile)
 
These statistics demonstrate that the demand for stroke rehabilitation services will be higher than the national average and therefore the opportunity to make a significant impact will be greater for therapies such as Tipstim®.
 
The region also has the lowest percentage of patients returning to their usual place of residence, and this is statistically significantly lower than the England average. Improved  independence and post stroke rehabilitation would help to address this and enable people to return to their own homes and live independently.
Current and planned activity: 
We are currently undertaking a pilot multicentre clinical trial of Tipstim® at the Countess of Chester NHS Foundation Trust, Chester.
We would welcome the opportunity to engage with the West Midland’s Stroke rehabilitation communities to raise awareness of our Tipstim®.
In addition, we wish to explore support for business model development and delivery strategies for NHS adoption and or private procurement.

We are also very interested in conducting a cost benefits analysis health economics study of therapeutic intervention with Tipstim®.
What is the intellectual property status of your innovation?:
Tipstim® is protected via granted patents and registered design rights held by the parent company.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
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Bharat Vadukul 21/09/2016 - 14:15 Detailed Submission 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
LiverMultiScan is an FDA 510(k) cleared and CE marked MRI technology that provides a quantitative assessment of liver health, including fibroinflammatory disease, steatosis and iron, all in a non-contrast 5 minute scan.
Overview of Innovation:
Perspectum Diagnostics is a medical imaging company with an ISO 13485 compliant CoreLab. The company has developed novel imaging technology, LiverMultiScan, an MRI-based non-invasive tool that has attained CE-marking and FDA 510(k) clearance to aid the diagnosis of patients with chronic liver disease.
LiverMultiScan (and LiverMultiScan Discover for clinical trial use) can characterise liver tissue in three ways, providing accurate measurements of liver fat, hepatic iron content and fibro-inflammatory disease, using the proprietary Liver Inflammation and Fibrosis (LIF) score. The LIF score has been shown to stratify NAFLD and NASH patients (Pavlides, 2015), correlate with histological markers of inflammation and fibrosis (Banerjee, 2014), and most importantly, is the first imaging test to predict liver-related clinical outcomes (Pavlides, 2016). It is the only liver imaging technology included in the UK Biobank study, with 100,000 scans to be performed in the coming years (Kelly, 2015).
Available as a Quantitative Analysis Service (QAS), LiverMultiScan has been cleared as an imaging tool to aid the diagnosis of early liver disease. It offers a standardised and high-quality method for supporting Gastroenterology/Hepatology and Radiology departments in diagnosis and monitoring of the liver in clinical settings and studies, and has potential to streamline clinical management by compressing the diagnostic pathway. Perspectum is also supporting multiple international clinical trials with LiverMultiScan Discover.
  • Banerjee et al. (2014) Multiparametric magnetic resonance for the non-invasive diagnosis of liver disease. J Hepatol. 60:69-77.
  • Kelly et al. (2015) Predicted prevalence of NAFLD and NASH in a large population using non-invasive multiparametric MRI. AASLD 2015. Abstract ID: 931.
  • Pavlides et al. (2015) Multi-parametric magnetic resonance can accurately assess NAFLD histological disease severity; comparison with transient elastography. AASLD 2015. Abstract ID: 2190.
  • Pavlides et al. (2016) Multiparametric magnetic resonance imaging predicts clinical outcomes in patients with chronic liver disease. J Hepatol. 64:308-315.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wealth creation / Clinical trials and evidence / Digital health / Patient and medicines safety
Benefit to NHS:
The utility of LiverMultiScan for assessing fibroinflammatory disease, steatosis and predicting clinical outcomes means it is well-positioned to reduce (and potentially remove) the need to perform invasive liver biopsies. It also facilitates longitudinal monitoring, which is near impossible with current sampling technology.
According to a recent NIHR HTA report, the cost of a liver biopsy is £956, but this can increase significantly with complications (clinically significant bleeding in 1.1 – 1.6%). For healthcare providers, liver biopsies are unappealing because of the attendant risk, financial cost, lack of reliability (as sampling only 0.002% of the liver volume), and uncertainty in interpretation. Nevertheless, primarily because there has not been a viable alternative, it is estimated that 650,000 liver biopsies are performed annually worldwide. 
There are substantial costs associated with managing patients with NAFLD, in particular for those patients progressing to NASH who are at significant risk of cirrhosis, HCC and liver failure. Although pharmacologic options are limited, there are numerous clinical trials ongoing.
Available treatment options increase (e.g., diet, surgery), outcomes improve and healthcare costs decrease the earlier those with, or at risk of, more advanced disease are identified. When combined with the rising incidence of NAFLD and NASH, the availability of a non-invasive test for accurately assessing fibroinflammatory disease, steatosis and predicting clinical outcomes, is vital.
A recent health economic study (submitted for publication) from the University of Birmingham concluded that LiverMultiScan is cost effective either as an adjunct to or replacement of Fibroscan in the diagnostic pathway of NAFLD. In addition, the utility of LiverMultiScan in reducing the proportion of patients with suspected NAFLD undergoing hospital consultations and/or liver biopsies is currently being evaluated in a large Europe-wide multicentre clinical trial (including the UK).
LiverMultiScan could allow:
  • A faster throughput and diagnostic analysis than conventional sampling – reducing patient lists and identifying those that need and do not need clinical intervention.
  • Regular monitoring of patients without painful invasive and potentially dangerous biopsies.
  • A less traumatic assessment of liver disease in children.
  • Assessment of liver health in other diseases (e.g., viral hepatitis, alcoholic liver disease)
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
Liver disease is the fifth ‘big killer’ in England and Wales, after heart, cancer, stroke and respiratory disease (http://www.britishlivertrust.org.uk/about-us/media-centre/facts-about-liver-disease), with twice as many people dying from liver disease now compared to 1991.
In a European study, the healthcare costs for patients with NAFLD were 26% higher than for those without the disease (Baumeister, 2008). In the US, the direct costs of cirrhosis and chronic liver disease were estimated to by $2.5 billion, whereas indirect costs were estimated to be $10.6 billion (Ruhl, 2008).
Identifying those with, or at risk of, more advanced liver disease earlier increases treatment options available, reduces healthcare costs and improves outcomes. Benefitting both the NHS and wider West Midlands community.
This diagnostic test could also be used to aid the diagnosis and monitoring of liver disease in children, with a European clinical trial underway.
 
  • Baumeister et al. (2008) Impact of fatty liver disease on health care utilization and costs in a general population: A 5-year observation. Gastroenterology. 134:85.
  • Ruhl et al. (2008) Costs of digestive disease. In The Burden of Digestive Disease in the United States. NIH Publication. pp 137-143.
Current and planned activity: 
LiverMultiScan currently in use at University Hospitals in Birmingham, Edinburgh, Oxford Southampton & Kings College London (KCL). Discussions with other NHS sites

Recent completion of large Innovate UK funded 2.5 year study at University Hospitals Birmingham & Edinburgh to develop & validate against liver biopsy

KCL is UK site for large EU multi-centre clinical trial to evaluate cost-effectiveness of LiverMultiScan in primary care pathway.

Patient study - 100 patients with history of liver disease receive LiverMultiScan, nearing completion with extremely +ve feedback

LiverMultiScan is only liver imaging technology in UK Biobank - 100,000 subjects to be imaged

Planned activity
West Midlands location of choice as:
  • Build on relationship with University of Birmingham following 2.5 yr study
  • West Midland’s considerable expertise in liver disease
  • Large patient cohort and trials infrastructure
  • Involve Children’s Hospital in study
  • Dr Banerjee, founder & CEO, visiting Hon. Consultant Hepatologist at UHB
What is the intellectual property status of your innovation?:
Perspectum holds or exclusively licenses 7 patent applications in the UK and other territories. To date, one has been granted in the UK (GB2497668).
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Matt Kelly 03/08/2016 - 12:07 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
We run a Suicide Crisis Centre in Gloucestershire, which was set up and is run by a person with lived experience. We've been providing services for 3 years and have never had a suicide of a client under our care.
Overview of Innovation:
The charity Suicide Crisis was set up in December 2012. It was set up by a woman who experienced suicidal crisis following a traumatic experience in March of that year. She couldn't find the right kind of help so she created what would have helped her. Our services have evolved to become what our clients have said they want and need. They have shown us what additional services we have needed to provide.

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

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

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

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

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

Our work is now starting to attract national attention. We have been visited by Helen Garnham, the national lead on suicide prevention at Public Health England. She has described our work as "inspiring" and asked us to address a suicide summit in February in London. Luciana Berger, the former Shadow Minister for Mental Health, asked to visit us in January and met staff and clients. The South West Zero Suicide Collaborative's steering group has described our work as "inspirational" and "extraordinary". 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness
Benefit to NHS:
We are providing something very different from NHS services but have found that mental health professionals are interested in understanding why our clients survive and how we have achieved zero suicide.
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Our Suicide Crisis Centre is helping people to survive who may have died by suicide. We are also helping to prevent crisis by providing trauma services (early intervention).
Current and planned activity: 
We have been contacted by the NHS and CCG in another part of the country as they are interested in having a Suicide Crisis Centre in their county. This is outside the West Midlands.
What is the intellectual property status of your innovation?:
To be confirmed
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
3
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Joy Hibbins 01/07/2016 - 08:39 Publish 1 comment
6
1
Votes
-99999
Innovation 'Elevator Pitch':
GENEO Software is an enterprise wide application for creating, governing, and managing all aspects of Standardised Work, also known as Standard Operating Procedures, or Work Instructions.
Overview of Innovation:
The GENEO Software was created in recognition of the difficulty most organisations have with the creation, governance, control and application of standardised work in the form of work instructions, local working procedures, standard operating procedures - each organisation has its own name.

Our software provides;
  • A simple to use interface where documents are built and edited, without the formatting worries and headaches that come with Word or Excel.  
  • A governance framework that is both transparent and seamless, allowing an agile approach to recording process change and implementation.  
  • Full history and version control of documentation with changes and commentary around changes fully maintained.
  • Fully customisable output that can be paper based or presented on-screen - computer or tablet.
  • Web based application that enables enterprise wide access, based on flexible permissions structure, so that best practice may be shared.
  • Linking of work requirements to competencies in an auto-generated skills matrix
  • Linking of regulatory requirements to work instructions to fully understand where change is needed when it happens.
  • Binding NatSIPs to LocSIPs in a meaningful way to demonstrate compliance to nationally recognised best practice.
The software has been designed to bring empowerment to the workforce encouraging engagement in the use and creation of standards and work instructions.  
Managing the full cycle of change and improvement can now be done in one place. Leadership can enable staff to create and authorise, assign to a process flow, control competency and capture the training history. Also, on a micro level within the standardised work, teams can capture the one best way: the safest, most, quality assured and productive method, whilst benefiting from a knowledge management system for driving out waste.

All of the above provides the groundwork and stability required for the ultimate goal of Continuous Improvement.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Our framework makes the real time management of SOPs practicable, by saving more than 50% of the time consumed with conventional approaches.  In so doing it allows SOPs to come alive.  Participation enriches workforce empowerment and in turn participating clinicians can see their ideas for improvement coming to life to deliver their identified savings and better care.  This in turn delivers financial results whilst simultaneously improving the consistency with which care is delivered.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
The WM population would experience a best practice approach to care provision.  The GENEO system facilitates the sharing of best practice through controlled visibility of operating procedures.
The ability to create links to defined national best practice (NatSIPs), so that local best practice always mirrors the national expectation, means that customers of WM health services would receive the most up to date interpretation of best practice.
Clinicians and care providers normally involved in the creation and management of operating procedures would experience significant reduction in the time required to carryout these duties, potentially freeing them to spend more time caring for the people of the West Midlands.
 
Current and planned activity: 
GENEO is currently in the process of negotiating a pilot with Poole Hospital Trust.  If this is something that would interest you then please do get in touch to see how this could work in your organisation. 
What is the intellectual property status of your innovation?:
GENEO retains full intellectual property rights to the code for the software.  All documentation created and stored within the software remain the property of the customer and is fully exportable.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:

This browser driven, cloud based solution, is easy to pilot and seamless to roll out with pace and scale.

Measures:

 Resources and facilities differ widely across the sector making it inherently problematic to understand the differences in care delivery and the impact these differences have on a patients outcomes. It also follows that it is extremely difficult to standardise activities and procedures in this environment.
A widely adopted, shared platform of agreed standards of care, makes it possible to define what is meant by best practice and to use this understanding as an effective yardstick to drive improvement throughout the sector. The CQC monitors, measures and audits the standard of care in all institutions.
The Geneo platform, driven centrally by the NHS whilst possibly encouraging private care collaboration, is an ideal way to set and monitor expected standards. Obvious variations caused by disparities in resources and facilities between sectors or containers can also be accommodated.
The platform affords excelent and easy accesibility and transparency, which means thst new users are more readily engaged, feeling part of an inclusive, intuitive system which is eminently scaleable It brings a 25% increase in compliance improvement.
It makes writing standards 3x faster, and leads to a 40% reduction in the number of standards, and a huge improvement in people engagement. You easily share common activities,- write once/use anywhere. Printing and formating issues are a thing of the past, with a change log for all revisions.
Comprehensively controlled authorisations ensure good and consistent governance, Plug-in architecture allows fileds to be added ina controlled way.
 

Adoption target:

Agree authorisations required and scope set-up: 1 month
Train standards writing team,- team up to speed & comfortable with use: 1 week
Geneo develop optimum layouts for standard content,- simple to view and obvious to use: 2 weeks
Agree KPIs for applications as directed,- used to deliver success/delivered outcomes: 2 weeks
Reviews/ updates: ongoing

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Bob Newton 01/02/2016 - 14:11 Detailed Submission 2 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
0
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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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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-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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-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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