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':
Meeting Centres are a local community driven, evidence based resource for people with dementia and family carers. enabling people and families affected by dementia to build resilience for the longer-term.
 
Overview of Innovation:
Meeting Centres were first developed in the Netherlands 25 years ago. Currently, there are 150 Dutch centres with a national network that local groups can utilise. There is good evidence both from Dutch research and recent UK research (www.meetingdem.eu) that people attending Meeting Centres experience better self-esteem, greater feelings of happiness and sense of belonging than those who don’t attend.  Recently completed translational research to implement Meeting Centres in the UK, Italy and Poland led to two successful Meeting Centre demonstrator sites being set up in the West Midlands: Leominster in Herefordshire and Droitwich Spa in Worcestershire. A new grant from National Lottery provides the opportunity to support new Meeting Centres and we are looking for people to set up new Meeting Centres.
 
The Dutch have a well-developed community process for developing new Meeting Centres that engages all local stakeholders in both the local development and longer-term implementation thus promoting local community engagement across health, social care and community groups.
At the heart of each Meeting Centre is a social club where people meet to have fun, talk to others and get help that focusses on what they need. A team of staff and volunteers trained in the Meeting Centre ethos provide an enjoyable and flexible programme for both the person with dementia and their family carers. The social clubs meet 3 days per week for 15 to 20 members per day.  Family carers get assistance with practical and emotional issues, as well as being able to contribute to social club activities. This can all help reduce social isolation and build resilience.

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

A diagnosis of dementia is a huge challenge to come to terms with. If people make good emotional, social and practical adjustment to dementia following diagnosis, then it is likely that they will experience fewer distressing symptoms later and will be able to live at home for longer with a better quality of life for them and their families.
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Innovation and adoption / Person centred care
Benefit to NHS:
Dementia is a key priority for both NHS England and the Government. In February 2015 the Prime Minister launched his Challenge on Dementia 2020, which set out to build on the achievements of the Prime Minister’s Challenge on Dementia 2012-2015. There are four key aspiration and this is the where Meeting Centres fill the gap ‘Every person diagnosed with dementia having meaningful care following their diagnosis.’ In terms of the West Midlands
 
In the Dutch studies and the MeetingDem project (www.meetingdem.eu) it was found that those who attended most regularly showed fewer of the more distressing symptoms of dementia and a greater feeling of support. Family carers also experience less burden and feel better able to cope. People with dementia and carers report high levels of satisfaction with the programme, seeing it as an important way of keeping active and feeling supported. In the Dutch studies it was found that attending Meeting Centres can extend the length of time before admission to care homes.
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
There are over 73,000 people living with dementia in the West Midlands (https://www.uhb.nhs.uk/dementia-facts-and-figures.htm ).  Dementia is a priority under a number of the West Midlands STP areas including Herefordshire and Worcestershire  which states that, ‘Our strategy focuses on people and patients so that every person with dementia, their carers and families have access to and receive compassionate care and support not only before diagnosis but after diagnosis and through to end of life.’  So far over 250 people affected by dementia have benefitted from attending Droitwich Spa and Leominster Meeting Centres. The cross-community information meetings, initiative and advisory groups as well as linkage with dementia friendly communities has raised the profile the profile of dementia in the communities and as a result reduced stigma. Aside from Droitwich Spa and Leominster there is a Meeting Centre in Ross on Wye (Herefordshire) and a great deal of interest from across the West Midlands, including Birmingham, Redditch, Worcester and Hereford. This will mean that the benefit to the WM population will increase in the future – see below.
Current and planned activity: 
The Association for Dementia Studies (ADS) at the University of Worcester has been awarded a National Lottery grant from the Big Lottery Fund - The UK Meeting Centre Support Programme. The project will run from 1st Sept 2018 to 31st August 2021. The aim is to help establish new Meeting Centres in different parts of the UK to work with their communities to support people and families directly affected by dementia.  In addition there will be further evaluation of the Droitwich Spa and Leominster demonstrator sites and the development of a toolkit for other Meeting Centres to self-evaluate in terms of benefits and cost-effectiveness. 
If you would like to set up a Meeting Centre we can support you with  this.
You can find out more by visiting
https://www.worcester.ac.uk/discover/uk-meeting-centres-support-programme.html  and https://www.worc.ac.uk/discover/meetingdem-jpnd.html  or emailing meetingcentres@worc.ac.uk  or reading the flyers attached below.
 
What is the intellectual property status of your innovation?:
The Meeting Centre concept has been develope by Professor Rose-Marie Droes at the  VUmc, Amsterdam see www.meetingdem.eu 
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
4
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Shirley Evans 07/12/2018 - 18:04 Publish Login or Register to post comments
6
2
Votes
-99999
Innovation 'Elevator Pitch':
Our award winning, low cost, high impact Patient Care Packs have been developed in collaboration with over 50 NHS Trusts to address the most common needs of patients and free up front-line staff time to spend on nursing and compassionate care.
Overview of Innovation:
Patients are often admitted to hospital at short notice. This means that some come ill equipped for their stay without event basic hygiene essentials, at what is often a confusing and difficult time.
 
Evidence indicates that nurses spend more than 5 minutes per patient obtaining essential items, or people survive without, having a negative impact on their well-being and impeding nursing ability.
 
Patient Care Packs (PCP’s) include essential items (such as toothbrush, toothpaste, grip socks, ear plugs and eye mask) everything a patient needs for their own personal hygiene, protecting their dignity and enhancing the feeling of comfort.


 
Our in-house assembly offers the flexibility to tailor packs to your specific requirements and include maps, questionnaires and information about staff and facilities, which will free up staff time to spend on nursing and compassionate care.
 
University of Leicester research proves that patient care packs save nurses more than 40 minutes per shift (1:8 patient ratio) enabling more effective nursing and saving the cash strapped NHS £1,705 per band 4 nurse. Read a two page summary of the research study or download the full report here.
 
Key findings from the research study conducted by the University of Leicester include:
 
94% of patients felt that PCP’s ensured they felt cared for during their hospital stay.
 
84% of nursing staff felt that PCP’s saved them more than 5 minutes per patient, releasing at least 40 minutes per shift, improving job satisfaction for 9 out of 10 nurses.
 
93% of nurses felt that PCP’s promoted positive interactions with patients.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Innovation and adoption / Person centred care
Benefit to NHS:
The HSCIC Indicator Portal Website show emergency hospital admissions (all conditions – data for 2014/15) in England as 5,131,589. Source: https://indicators.hscic.gov.uk/webview/
 
Hospitals have also experienced increases in the number of emergency admissions of older patients, by 18% between 2010-11 & 2014-15. Source: http://bit.ly/2tuy9we
 
The use of Patient Care Packs (PCP’s) provides tangible benefits for NHS Trusts through cost savings in procurement compared to competitor products, releasing nursing staff time and reduced demand on storage space.
 
PCP’s are essential toiletries available in one pre-packaged, easy-to-store, easy-grab pack. Receiving a pack improves the admission and care experience for even the most isolated and vulnerable patients.
 
PCP’s were piloted back in 2007 at the request of Leicester Hospital’s Chaplaincy, who were concerned that patients were being admitted with no basic care items and didn’t have family or friends nearby who could bring them essential items in an emergency situation – people like the elderly or homeless.  Staff may have had a few supplies, but these always ran out very quickly and then considerable nursing time was being expended in trying to obtain essential items for patients. A 3 year investment from the Department of Health in 2012 launched Personal Care Packs as a national social enterprise scheme.
 
PCP’s are viewed positively by nursing staff due to their role in conveniently and efficiently enhancing the quality of care to patients.
 
Patients also view PCP’s positively, perceiving that they improve their comfort, dignity and promote a feeling that they are being cared for.

Initial Review Rating
3.93 (3 ratings)
Benefit to WM population:
The HSCIC Indicator Portal Website show emergency hospital admissions (all conditions – data for 2014/15) in the West Midlands as 590,475. Source: https://indicators.hscic.gov.uk/webview/
 
The use of Patient Care Packs (PCP’s) provides tangible benefits for NHS Trusts through cost savings in procurement compared to competitor products, releasing nursing staff time and reduced demand on storage space.
 
PCP’s are sold to NHS Trusts through a social enterprise with the profits used to support the charity Giving World. These packs are distributed by nursing staff to the patients at the point of admission.
 
The attached research study conducted by the University of Leicester reported Nursing staff that use PCP’s found them beneficial in discharging their duties, enhancing the care they provide as well as leading to an increase in their job satisfaction through better patient-nursing staff relations. The use of PCP’s enables nurses to save time in performing their duties, relieving them of an administrative and logistical burden.
 
The report indicates that this time saving can be used to off-set the overall cost of the pack. The research has also provided an evaluation of the financial value of PCP’s when compared to alternative care packs. The compact nature of PCP’s also provides additional benefits in the space required to store the items.

The packs are proven to save 40 minutes per shift (assuming 8 patients cared for per shift), equating to between £8.58-£14.77 for band 4-7 staff.

Cost of 8 standard packs per shift (1 per patient) is £7.60, resulting in a saving of between £0.98-£7.17

Current and planned activity: 
We are the supplier of choice to over 50 Hospitals across the UK for customised patient care packs, including Guy’s & St Thomas’ Hospital’s Award-Winning Patient Pack. 100% of profits go to helping people living in poverty right here in the UK.
 
We would like WMAHSN to help to identify opportunities to offer Patient Care Packs to NHS Trusts in the region, enhancing the care they provide to patients by protecting their dignity and providing a feeling of comfort, as well as helping to increase the job satisfaction of nursing staff through better patient-nursing relations.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Sujata Sabharwal 06/11/2017 - 11:35 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Children are at risk of serious harm or even death because adults are mixing alcohol consumption with caring and parental responsibilitie. This campaign poses the question - "when parents drink, who's in charge?'
Overview of Innovation:
Parents from all backgrounds are putting their children at risk when they drink alcohol at home.

The 'Who's In Charge?' campaign from Birmingham Community Healthcare NHS Trust depicts real life child harm scenarios and asks – ‘when you drink, who’s in charge?’

The campaign was conceived in response to concerns that growing numbers of babies and children are at risk of serious harm because of the way their parents consume alcohol at home.

Safeguarding professionals warn that children are being placed in danger and even losing their lives because adults who in many cases do not consider themselves excessive drinkers are not exercising normal levels of care and attention while drinking or recovering from the after-effects of over-indulgence in alcohol.

And they warn of a ‘double jeopardy’ effect - that drinking too much alcohol can not only reduce a parent’s capacity to appropriately respond to children’s needs, but also make the drunken adult an active danger to the child.

One of the most worrying trends identified locally and nationally is a rise in the number of baby deaths connected with sleeping on a sofa with an adult who is under the influence of alcohol, the number of children left to care for their younger siblings and the impact of the example of parents’ drinking patterns on young people.

The number of victims of Sudden Infant Death Syndrome who were sleeping with a parent on a sofa has risen.

The campaign urges parents, and others with responsibility for children, to be aware of a range of potentially dangerous consequences if no adult remains sufficiently sober and aware of children’s needs or whereabouts.


In one year in Birmingham alone: 
  • 82% of babies who died from Sudden Infant Death Syndrome were sleeping with a parent at the time
  • 56% of these deaths were on a sofa; 44% in the parental bed.
  • 78% of the fatalities were associated with parental alcohol use at the time
  • while 44% involved parental drug use.
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 / Person centred care
Benefit to NHS:
  • supportive of statutory safeguarding responsibilities through reduced risk of harm to children and young people
  • supportive of adult clinical services due to reduced risk of harm to adults through excessive alcohol consumption.
  • community cohesion
  • marketing and education resources for professionals eg. health visitors, school nurses.
Initial Review Rating
3.60 (2 ratings)
Benefit to WM population:
  • reduced risk of harm to children and young
  • reduced risk of harm to adults through excessive alcohol consumption.
  • community cohesion
Current and planned activity: 
A set of photographs has been commissioned depicting hard-hitting photographic case study scenarios based on real life evidence from serious case reviews and other reported incidents.

AVAILABLE TO OTHER TRUSTS FREE OF CHARGE - If you wish to use these in your organisation, please contact David Disley-Jones or MidTECH Innovations (www.midtech.org.uk).

A simple logo was designed and has been trade-mark protected with the IPO.
A set of posters has been produced which have been displayed in a variety of locations.
A set of aide memoire cards has been produced for use by professionals such as health visitors and school nurses to generate discussion and raise awareness.
Who's In Charge? has been licensed to British Armed Forces in Germany for use on military bases, in acknowledgement of the issue of alcoholic consumption among military families.

 
What is the intellectual property status of your innovation?:
The logo and the use of the phrase 'Who's in Charge?' (in certain contexts) has been trade-marked with the IPO.
The photographs are copyright BCHC/Roy Peters Photography.
Return on Investment (£ Value): 
low
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Co-Authors:
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David Disley-Jones 30/05/2017 - 17:05 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
SEEING WHAT OTHERS SEE, AND WHAT THEY EXPERIENCE IN THE PROCESS
Eye Control, Eye Perception, Eye Emotion
Affordable,Intelligent Digital Eyewear
Overview of Innovation:
Eye Hyper Tracking System - Smart Wearable
Viewpointsystem has developed a completely new system to measure and understand human perception through the eyes.
The Eye Hyper Tracking doesn't just capture the line of sight,but also how the person reacts to what is seen. The system in the form of smart lightweight safety rated glasses allows extremely precise measuring of observations and insights coupled with the ability to SHARE what is being seen via REMOTE LIVE STREAMING.
  • Telemedicine - A health professional can conduct or instruct a procedure with the aid of a precise hands free view.
  • Training - Any aspect of training can be covered, be it a live event or with the ability to record 'what is seen' it can be then shared, learned from and shown as a unique prespective into the instructor or wearers' viewpoint and preception
  • Paramedic / 1st Responder - Imagine a world where an expert can see what you are looking at and give you on the spot support. Envisage a paramedic or 1st responder calling in advance to show the recieving hospital the extent or seriousness of a situation
  • Improving Results - Instructions are often given and confirmed as being understood, communication is key in getting things right first time. With a view of 'how' to carry out a instruction, in certain circumstances a person viewing your first attempt is both supportive and safe.
  • Reducing Costs - Specialists cannot be everywhere all of the time. With a live streaming function, they are only ever a click away to see what you see, thus reducing the need to travel, rebook appointments, move from place to place.
The system has truely endless possibilites. Having been in the scientific arena for a number of years it is proven to be relaible and very accurate. Our system takes the technology from the lab into the real world, being light, highly mobile and robust it is user friendly, simple and smart.

The revolution in the measurement and interpretation of human perception has truly begun.
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 / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption
Benefit to NHS:
NHS Benefits
  • Efficiency - Simulation of scenarios for training
  • Efficiency - Centrally situated teams all viewing the same situation though the same perspective
  • Efficiency - 1st Responder / Paramedic support given, time saved when arrival at hospital, faster turnaround times
  • Efficiency - Right 1st time approach to training, supportive and inclusive
  • Efficiency - Faster turnaround times for paramedics at hospitals
  • Cost Benefit - Travel of key staff and personnel
  • Cost Benefit - Training budgets reduced to all areas
  • Cost Benefit - Specialists can support remotely, no need to always attend sites
  • Cost Benefit - Abilty to simulate a scenario or situation. Feedback could be given by instructor remotely
  • Cost Benefit - General hospital infastructure - The system is applicable to services outside of medical arena - IT support, Machinery supplier support, building support.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
The system is designed to support all industries with medical being a specific area.
Our system not only enables faster, safer, most cost efficent ways of doing things, it provides an enabler to reduce time and improve effectivness.
Any improvements or cost savings can only help improve patient or colleagues healthcare, reduce waiting lists and improve services. It is also key to ensure the highly trained dedicated staff have every possible piece of equipment to help improve their working life balance and conditions.
Current and planned activity: 
Our current status is to engage with all 15 AHSN's in the UK.
Our system was only launched in UK in Sept 2016, and we have only just started to engage with the UK health sector.
We have a number of doctors, paramedics and hospitals trialing our system in Europe, and we have just engaged with a leading surgeon in USA who is keen to try our technology, as he was the first surgeon to use Google Glasses to carry out a live stream procedure.

Our primary intention is to be seen and heard by the NHS. We are keen to visit and demonstrate the system and possibilites first hand, as we are not a concept as we have an actual fully functioning system ready to use.
What is the intellectual property status of your innovation?:
We have IP on certain elements of the system.
Eye tracking is commonly adopted in VR/AR system is various guises.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Graham German 23/02/2017 - 13:14 Publish 1 comment
5
1
Votes
-99999
Innovation 'Elevator Pitch':
Aptvision is revolutionary to the radiology sector providing a paperless & cost effective workflow.  Designed with radiology experts, practiced in-depth and customised to meet the specific needs of today’s modern & demanding radiology environment.
Overview of Innovation:
Total Radiology Solution including RIS and other innovative solutions has been designed to increase efficiency in hospitals and clinics - not just to store patients’ data. It’s unique innovation can be seen in:
  • Cost savings and increased productivity
  • Increase revenues for hospitals and clinics: web booking, schedule optimisation
  • Reduce errors and staff duties
 
Aptvision RIS is the most innovative RIS on the market offering fully paperless workflow from start to finish: eReferral letters automatically attached to the RIS, e-consent forms, Online Results, etc. Aptvision RIS also assures:
  • Electronic access to all documentation and forms
  • Quick access to all medical history
  • Fully web based, no installation - just the web browser
  • Ability to report on studies from any location without a need of installing dedicated software on individual doctor’s PC.
 
Much more than a standard RIS, Total Radiology Solution offers:
  • Fully integrated Web Booking in which patients can book their appointment like a seat on an airplane. From the clinic’s website patients can see which appointments are available for the type of exam they need and book it immediately.
  • Aptvision’s system automatically provides a call back from a clinic’s Call Centre, to verify the selected appointment and go through safety questions. The operator is prompted by the system to ask the appropriate questions.
  • This feature has reduced the 40% dropped calls rate to zero and practically eradicated no shows and errors.
  • Before the appointment, the patient receives a SMS Reminder of their visit and gains access to the Online Consent Form. They can complete it on their phone or computer before their visit day.
  • On the appointment day, patients can use Online Registration in the clinic using the interactive kiosk or tablet & without the need to stand in a long queue at the reception. They can also monitor their live updated waiting time on dedicated monitors.
  • The electronic consent form as well as all previous medical history is attached to patient’s record in Total Radiology System leading to completely Paperless Workflow. Once the appointment is completed, patient is informed with an SMS telling them their results are ready and can be viewed in the Online Results portal if this is appropriate.
  • Voice Recognition to more quickly create medical reports
  • Scan Audits to improve the quality of the reports and enable sharing of expertise.
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: 
Advanced diagnostics, genomics and precision medicine / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Revenues increase
  • Across 16 clinics in Ireland we have facilitated savings of up to €600,000 per clinic through reducing no-shows, errors and through modality optimisation
  • We have also increased revenues by €2.4 million in an 18-month period through web-booking and e-referrals
 
Efficiency increase and cost reduction
Through fully paperless workflow
  • An advanced, configurable, fully integrated e-referral platform feeding actual availability of modalities
  • E-referral letters automatically attached to the RIS, e-consent forms, Online Results, etc
  • Electronic access to all documentation and forms
  • Quick access to all medical history
  • ensure scan is possible and safe for patient (availability & safety questions)
Reduction of manual processes
  • Fully business rules driven without manual intervention
  • Built-in processes for auto scheduling and bulk appointment operations
  • No re-typing of information
  • No web booking missed
  • Medical call centre takes over all calls so reception could focus on patients and their needs
  • Interactive kiosks, tablets and monitors allow patients to register online without a need to come to reception
Improved Patient satisfaction
  • Reduced waiting times for scans and results
  • Ensures patients safety and enhances patient experience at all stages of their appointments (web booking, online forms and results, SMS notifications, online registration etc.)
 
Quality improvement
Peer review feature that allows anonymous review of radiology reports by random peer
 
Better hospital/clinic management
Live updated personalized dashboards for quicker decision making and detailed reporting: revenue reports, comprehensive operations reports, etc.
 
Savings in time
  • Quick system implementation - within few days, not months
  • Easy and intuitive up and running in 30 mins
  • Improvements visible from day one
 
Existing customers have reported statistics of:
  • Modalities capacity increase of 30%
  • 1 extra scan per hour
  • 10 more booking per day
  • Reduced reporting time 20min -> 4min
  • 50 reports per day vs 15
"Aptvision is revolutionary to the radiology sector and is the key to a paperless workflow. It improves daily operations and leads to quicker reporting times and early diagnosis. My experience suggests that Aptvision RIS increases a clinic's efficiency and bottom line from day one and has been the answer to our digital problem in one step."

Prof. Michael Maher
Consultant Radiologist, Cork University Hospital
Professor of Radiology, University College Cork
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
With rapidly increasing demand for diagnostic imaging and hospital and clinics workflow heavily relying on paper and manual duties radiology providers are sometimes unable to cope with that increased demand and provide their diagnostic in efficient and timely manner which can result in patient dissatisfaction and in some cases even lost lives.

Aptvision Total Radiology Solution offers a solution that can revolutionize radiology industry by promoting efficiency and paperless workflow that increases productivity in hospitals and clinic and ultimately benefits patients and their lives.
Our innovative features can benefit patients in numerous manner including:
  • Better and quicker access to radiology
     
  • Reduced waiting times for scans and results which can save lives
     
  • Ensures patients safety and enhances patient experience at all stages of their appointments (web booking, online forms and results, SMS notifications, online registration etc.)
     
  • Quality improvement - Peer review feature that allows anonymous review of radiology reports by random peer. It improves the quality of the reports, enhances share of expertise and allows discussion of interesting cases with experts in anonymous manner. This hugely benefits patients and again helps to save lives
     
  • Make use of modern ecommerce technologies to patients
Current and planned activity: 
Aptvision has just completed the Serendip programme.

We have applied for late inclusion into supplychain RIS/PACS frameworks.

We are actively engaging with Queen's hospital (BHR hospitals trust). We have presented the system and received a very positive response and we are currently organising a full day workshop with all staff.

We are presenting shortly to Black County Alliance.

We are seeking to work in partnership with an NHS Trust to deliver an early demonstrator for the NHS.
What is the intellectual property status of your innovation?:
Full intellectual property of all applications and solutions is owned by Aptvision Ltd.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
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Fiona Smith 14/02/2017 - 12:23 Publish Login or Register to post comments
6
2
Votes
-99999
Innovation 'Elevator Pitch':
65m urine specimens analysed annually in the UK breaks down to 250,000 every working day, of which 45,000 will be unreliable. This means 45,000 patients daily who will not be treated for urine-based infections. Peezy Midstream means they can.
Overview of Innovation:
Peezy Midstream can save the NHS £30m in reduced retesting of the most common diagnostic procedure.

It is a simple but innovative device that automatically captures clean-catch urine from men, women and children (from toddler age). It is especially valuable for the elderly and pregnant women for whom accurate urine screening is essential.

The average national mixed growth rate reaches from 0.38% to over 70%; the average is 18% - that's nearly 1 in 5 patients who will not receive accurate right-first-time treatment from their urine specimen.

Peezy Midstream reduces mixed growth rates to 1.5%, which means many more patients will be treated right-first-time, saving the NHS as a whole over £30m in direct retest costs and over £1bn indirectly through saving repeat staff and resource time.

Peezy Midstream captures urine specimens hygienically - it prevents spills and splashing, improving infection control in healthcare settings. It can be held by the tube if help needs to be given - the assistant does not risk becoming soiled either.

Dignity is implicit; easy Peezy is comfortable, quick and removes the need to start-stop-start when giving a midstream urine specimen.

There is no down-side to using Peezy Midstream. It saves lives, saves time and money and reduces unnecessary broad spectrum anitbiotic prescribing. Peezy is poised to make novel cancer urine tests more efficient too.

Each Peezy kit costs just 87p on the NHSSC; use ten for every retest. Available on the NHS Supply Chain and on the UK Drug Tariff - growing in popularity with midwives and care givers to the elderly.
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: 
Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Peezy Midstream delivers huge cost and efficiency savings plus clinical benefits:

(See attached WM mixed growth data and separate cost savings model)
  • Reduction of average West Midlands mixed growth rate of 17.5% to 1.5%
  • West Midlands direct savings of £307,798
  • West Midlands indirect savings of £12,339,337 (see attached WM cost savings model)
  • reduced urine specimen mixed growth from West Midlands average  to 1.5%
  • right-first-time urine analysis, diagnosis and treatment - don't see the same patient twice for the same problem
  • delivers specimen into 10ml tube that fits most automated laboratory urine analysers (no decanting in lab)
  • no soiling, dry tube, clean toilets: more hygienic for healthcare professionals
  • targeted prescribing, reducing need for broad spectrum antibiotics
  • improved infection control: no spills or splashing of urine
  • works equally for men, women and children (from toddler age)
  • excellent for pregnant women where antenatal screening must be super-accurate; they don't have to see the funnel is in place - they can feel it
  • antenatal screening accuracy for maternal diabetes, pre-eclampsia
  • excellent for the elderly prone to UTI, which can affect both wellbeing and behaviour
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
  • West Midland Patient Savings of £90 (please see attached WM cost savings model, Patient Savings tab)
  • Accurate urine specimens mean prompt, accurate diagnoses
  • Patients will no longer need to visit their GP more than once for urine-related illnesses
  • They will receive the correct, targeted antibiotic, helping the fight against anitmicrobial resistance, encouraged by over prescribing of broad spectrums
Current and planned activity: 
  • Peezy Midstream is on the NHS Supply Chain at 87p (Peezy, tube, genital wipe)
  • It is approved by NHS Prescription Services and on the Drug Tariff for prescribing
  • Quality Improvement Audit at Barts (London) shows reduction in mixed growth from 17.5% to 1.5%
  • Quantative clinical study results pending from Stanford Medical School
  • Peezy currently part of MS Rapid Diagnostics Pilot, London
  • Prescribing growing amongst antenatal population
  • In use within some NHS departments: urology, outpatients, pre-admission, antenatal, A&E, Ambulance Services
What is the intellectual property status of your innovation?:
Patent and trademark granted:
  • UK
  • USA
  • Europe
  • China
  • Australisa
  • Asia
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
Easy; Peezy is available through the NHS Supply Chain
Forte Medical is happy to attend your location and brief staff on usage and instructions if necessary
Measures:
Reduced mixed growth
Reduced retesting
Reduced repeat appointments
Cost and efficiency savings
Adoption target:
6 months
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Giovanna Forte 09/11/2016 - 15:50 Detailed Submission 1 comment
4.7
3
Votes
-99999
Innovation 'Elevator Pitch':

Converting Clinical lab based Xanthochromia procedure into Near Patient testing/Point of Care Procedure using pocket sized spectrometer.

Overview of Innovation:

I am thinking of converting Xanthochromia lab based spectrophotometry procedure (SAH/fatal accidents/Head injuries) into Point-of-care/Near patient testing (POCT) procedure. A small pocket sized spectrometer is going to come soon in the market.

The device is a molecular sensor with cloud based database. The company offers developmental tools to build the database, by scanning  every material that exists in this world..from paracetamol to material science. 

Converting this to POCT offer some advantages: The patient's sample need not travel long from A/E to Lab. AE consultants/Nurses themselves without much technical comptency can perform the procedure with ease and early intervention/timely diagnosis is made possible: facilitating quicker clinical decisions, reduce length of stay..improve morbidity and mortality. The Challenge ahead is converting this device into a FIT FOR PURPOSE medical diagnostic POCT device.

Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Clinical trials and evidence / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:

Converting this to POCT offer some advantage: The patient's sample need not travel long from A/E to Lab. AE consultants/Nurses can perform the procedure with ease and early intervention/timely diagnosis is made possible: facilitating quicker clinical decisions, reduce length of stay..improve morbidity and mortality. The Challenge ahead is converting this device into a FIT FOR PURPOSE medical diagnostic POCT device.

Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:

Converting this to POCT offer some advantage: The patient's sample need not travel long from A/E to Lab. AE consultants/Nurses can perform the procedure with ease and early intervention/timely diagnosis is made possible: facilitating quicker clinical decisions, reduce length of stay..improve morbidity and mortality. The Challenge ahead is converting this device into a FIT FOR PURPOSE medical diagnostic POCT device.

Current and planned activity: 

Contacted the chief technology officer of the Company (Consumer physics) awaiting response for modifying the device into POCT medical diagnostic device. If green signal given may discuss with NHS trust and start the joint development/clinical trial/evaluation/validation/verification using NHS trust as base 

What is the intellectual property status of your innovation?:

N/A

Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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GANAESH 27/10/2016 - 03:21 Publish Login or Register to post comments
4
1
Votes
-99999
Innovation 'Elevator Pitch':
The i-THRIVE programme aims to improve children and young people’s mental health outcomes by working with 30 sites across the country to implement the THRIVE framework.
Overview of Innovation:
i-THRIVE is national programme of innovation and improvement in child and adolescent mental health. It is an NHS Innovation Accelerator and is currently being implemented in national accelerator sites across the country. It is delivered by supporting localities to implement the THRIVE Framework through their CAMHS transformation and service improvement programmes.

i-THRIVE Community of Practice 
More than 30 sites make up the i-THRIVE Community of Practice. The Community of Practice includes organisations that are using the THRIVE framework as the basis of their CAMHS transformation and improvement programmes who then share learning about the implementation of THRIVE and how it can be adopted to fit with their local plans for service redesign. Nearly 25% of the young people in England live within a locality that is a member of the i-THRIVE Community of Practice.

THRIVE
THRIVE Elaborated (Wolpert et al, 2015) can be downloaded here: THRIVE Elaborated

i-THRIVE
i-THRIVE is the implementation of the THRIVE conceptual framework, translating the THRIVE core principles into models of care that fit local contexts. Key to this process is the use of evidence based approaches to implementation.
 
i-THRIVE supports the provision of services using a whole-system, or place-based, approach to the delivery of child mental health services. This involves taking a population approach to delivery of care; enabling integration across health, care, education and third sectors, and a central focus on delivering improved outcomes for children and young people.
 
Choice and personalisation of care are core values and these are delivered in part through systematic implementation of shared decision making. To support this, a range of validated measures, tools and educational programmes have been developed by partners and are included in the i-THRIVE Implementation Toolkit, including the CollaboRATE measure, Option Grids and shared decision making training through the i-THRIVE Academy.

i-THRIVE Partnership Organisations
i-THRIVE is delivered through a partnership between the Anna Freud National Centre for Children and Families, the Tavistock and Portman NHS Foundation Trust, the Dartmouth Centre for Healthcare Delivery Science and UCLPartners.

Further Information
Further information about i-THRIVE and examples of successful implementation in sites can be found at http://www.implementingthrive.org/. For the latest news and updates you can also follow us on Twitter: @iTHRIVEinfo.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
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 / Innovation and adoption / Person centred care
Benefit to NHS:
i-THRIVE and the THRIVE framework have been developed to align with and to support established system transformation and quality improvement methodology. The i-THRIVE model is aligned to emerging tariff payments and is identified within Future in Mind as a suggested model of care.
 
i-THRIVE encapsulates many of the key strategic requirements for delivering CAMHS over the next few years. The NHS Five Year Forward View emphasises services being person-centered, the importance of early intervention, taking a whole system approach and enabling self-care, all of which are core to the THRIVE framework and in the delivery of i-THRIVE. By supporting sites to deliver i-THRIVE we will be helping them to deliver the changes called for in Future in Mind.

Expected benefits include increased proportion of young people accessing CAMHS with higher proportional improvement in vulnerable groups due to outreach and the location and accessibility of assessment services. There will be increased use of community services, self-care and peer-support networks as a result of effective signposting. We expect to see a reduction in waiting times and increased engagement with services with young people involved in co-designing services, their care and in peer-support networks. Efficiency gains are also expected.
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
We are currently working with sites in the West Midlands to support them in the delivery of i-THRIVE.
Current and planned activity: 
i-THRIVE is currently supporting 30 sites across the country to develop and implement the THRIVE framework as part of their CAMHS transformation plans. The programme is funded by Health Education England, The Health Foundation and the NHS Innovation Accelerator to directly support NHS sites  and their partners in local government, education and the third sector, by providing learning and development resources, sharing evidence based tools for implementation, the sharing of good practice and support for evaluation.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
3
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Emma Louisy 06/09/2016 - 16:24 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Neurocare’s™ muscle stimulation  therapy is safe, comfortable, non-invasive and clinically proven to accelerate  wound healing and musculoskeletal  rehabilitation which enables major treatment  cost reduction with  significant increases in HRQoL.
Overview of Innovation:
Neurocare™are seeking to promote the adoption in the UK of their muscle stimulation device and its comprehensive treatment protocols .
 
Neuromuscular electronic stimulation therapy is well established in many countries in the world particularly in the U.S.A. and with six FDA indications has a strong clinical trial evidence base in most of its  applications.  The Canadian and American Health Authorities have recommended its use in healing pressure ulcers as did the EPUAP/NPUAP collaboration in work published in 2009.
 
Patient compliance is potentially a challenge particularly where adherence to a treatment programme over a period of time is necessary. Many muscle stimulation devices can be painful  when set at voltages required to achieve a therapeutic level of muscle recruitment.
 
The Neurocare™ device has a unique electronic configuration which features AC output and allows very high voltage for full muscle recruitment at very low amperage for pain free comfortable therapy. Whether treatment occurs in clinic or in the home the objective is to recruit the patient as an enthusiastic active participant in their own programme of therapy.
 
The Neurocare™ device functions by introducing an electrical signal into the motor nerve of the muscle causing a muscle contraction which replicates exercise whilst activating the peripheral arterial and vascular systems which are essential to moving freshly oxygenated blood through the wound site.
 
Each treatment lasts between 30 to 45 minutes and may be administered once or twice daily as necessary at a cost of approximately £2 per treatment.
 
As an option remote web-based management incorporating a “virtual clinic” allows home self-treatment without the presence of healthcare professionals facilitating much more intensive therapy than periodic clinic/outpatient visits allow. This has potential for substantial cost reductions and significant acceleration of healing wounds or musculoskeletal rehabilitation with consequent improvement in HRQoL and timescales reduction.
 
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 / Wealth creation / Clinical trials and evidence / Innovation and adoption
Benefit to NHS:
As an adjunct therapy, NMES devices have been shown in clinical studies to reduce healing timescales compared with existing treatment pathways.  This is true of wound healing and musculoskeletal rehabilitation in general.
 
The Neurocare™  device is  simple,safe, non-invasive and comfortable. It is suitable for use in hospitals, clinics and the home and can be self-administered which permits both logistically and financially very much more intensive therapy than could be achieved with multiple visits to a clinic for outpatient treatment.
 
With the addition of the web-based management system the patient and Healthcare Professional can maintain constant contact for monitoring and management of the patient’s progress thus minimising the frequency of outpatient visits.
 
As an example diabetic ulcers are known to be slow healing. Six months plus  would be typical and many endure well in excess of one year. An adjunct therapy which can reduce  healing timescales by 25%+ and in many cases avoid patient episodes such as  revascularisation and amputation clearly reduces costs and radically improves the outcome for patients.
 
Many of the documents attached evidence the potential improvements accessible with this therapy which is very versatile and will bring more effective resource utilisation, cost reduction and improved patient outcomes across its very broad range of applications.
 
Web-enabled home self treatment accords well with NHS strategic priorities which stress the objective of bringing treatment closer to the patient and highlight the increasing importance of improving the patient experience.
 
Once established as a cost effective way of achieving wound healing the concept of using web-enabled treatment would be extended on a broad front. With NMES an extensive range of medical conditions can be treated remotely. The use of the Internet and the “Virtual Clinic” staffed by multi disciplinary experts allows scarce expert resources to be active over very large patient populations whilst simultaneously permits the patient to remain under the general care of their GP Practice.
Initial Review Rating
3.80 (3 ratings)
Benefit to WM population:
A healthy population is likely to be more productive than an unhealthy one and increasing productivity creates increasing wealth per capita. Healthcare delivered in the most productive way means that for each resource unit consumed more units of healthcare can be delivered.
 
Incremental productivity gains are largely driven by innovation but if maximum value is to be gained  proven innovation must be rapidly adopted and diffused.
 
Today’s aging population is increasingly frail and high quality care is increasingly expensive . Expectations will not be met if innovation driven productivity improvement stalls.
 
In a definitive NHS Document entitled ”Innovation Health and Wealth” published in Dec 2011, Innovation is defined as “An idea service or product new to the NHS or applied in a way that is new to the NHS, which significantly improves the quality of health and care wherever it is applied”. To this end the document recommends inter alia that the NHS should strive  to embrace innovation and become an early adopter, should make full  and early use of digital technologies and increasingly shift focus  toward early diagnosis and prevention,
 
The innovation proposed in this document accords well with these aspirations in that we are proposing the widespread adoption and diffusion of a clinically proven but as yet sparsely adopted medical technology supported by a state of art web-based management system.
 
Healing diabetic ulcers with home self-treatment has been chosen to illustrate the potential of web enabled management of NMES therapy  in this document but the same principles may be applied wherever this form of therapy has proven efficacy.
 
Effective prevention is difficult to prove clinically but several trials have shown that pressure ulcers can be prevented using NMES and the restoration of muscle strength and balance may extend self sufficient independence and thus delay nursing home and/or inpatient costs.
 
The way is open for CCGs to finance adoption trials at relatively low cost and risk pending widespread diffusion.
 
Current and planned activity: 
We are working with
1). Prof. Michael Edmonds at the Diabetic Foot Clinic - Kings College London.
2). Mr. David Russell at the Limb Salvage Clinic - Leeds NHS Trust
3). Prof. Ian Chetter - Vascular Surgeon at Hull NHS Trust

preparing an application for RfPB.

We also recently participated with other NHS hospitals & their Test Beds applications. We are continuing work with the Leeds Academic Health Network.
 
We are currently also working with four further AHSNs; East Midlands, West Midlands, West of England, Yorkshire and Humber.
  • Evaluation / Validation / Clinical Trial - Need to gain additional validation of system within the UK – Thus seeking a trial centre.
    Leading to:
  • Procurement / Adoption - Require addition assistance and validation to support UK sales and marketing to UK treatment centres within Acute and Primary sectors
What is the intellectual property status of your innovation?:
The device IP belongs to Neurocare Europe Limited under license from Neurocare  Inc USA.  
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Patricia Forrester 22/01/2016 - 15:45 Publish 1 comment
3.6
5
Votes
-99999
Innovation 'Elevator Pitch':
QbTest reduces delay to ADHD diagnosis, improves patient and family experience and saves significant clinical time required to rule in or rule out the disorder.  
Overview of Innovation:
QbTest is an FDA cleared objective testing system that simultaneously measures attention, impulsivity and motor activity, a core requirement of diagnostic criteria in both DSMV and ICD10.  After a 15-minute test, the individual patient’s performance is then compared to an age and sex-matched control group (n = 1307).  A comprehensive report is available on test completion. Reports are in a readily understandable format and outline whether a child is more active, impulsive and inattentive than a group of age and gender-matched controls (children without ADHD).

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

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Advanced diagnostics, genomics and precision medicine / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
ADHD affects approximately 4-8% of school-aged children and is characterized by symptoms of inattention, impulsivity and hyperactivity.
 
At present, the process for diagnosing ADHD extends over multiple steps.  Assessment is based on the clinician’s judgement, supplemented by subjective reports from parents, teachers and the young person.  These reports can be contradictory, incomplete and not returned within a timely manner leading to delays in diagnosis. 
 
Children in the UK wait 18 months (average) to obtain an accurate diagnosis. Multiple clinic visits over this period drive significant costs to the health service estimated at £23 million. These costs exclude wider healthcare system costs (school observations) and social and economic costs (parental work loss, parental stress-related illness and increased childcare expenses).  Quality of care is highly variable across England.
 
Patients: quicker diagnosis, so faster access to appropriate treatment or an alternative care pathway. Improved understanding of symptoms and communication with teachers/ schools.
 
Clinical staff: 
Increased satisfaction and confidence in decision-making and supports the delivery of the NICE recommended ADHD pathway for Children & Young People. Reduction in time to diagnosis, thus savings in consultation minutes and patients moved off caseload quicker, earlier treatment decisions.
 
Providers:
Reduced costs, staff efficiency and client (family) satisfaction. Reduction in numbers of patients being allocated to the wrong treatment pathway or misprescribed medication.
 
Commissioners:
Removes unnecessary outpatient appointments from the system with cost savings if risk/gain sharing agreed locally with providers resulting in new tariff.
 
Parents and schools:
Unintended benefits include quicker diagnosis resulting in faster SENCO / appropriate education support to prevent educational failure linked to ADHD.  Fewer appointments mean children miss fewer school hours and parents see reduced time off work.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
There are 490,459 children aged between 6-18 years old within the West Midlands based on 2018 nomis data.  From experience in the EMAHSN Demonstrator project 0.4% of this population will be evaluated for ADHD each year, n = 1962 .  There will be a reduction of approximately 1 clinic visit required to rule in or rule out ADHD, significantly reducing delay to diagnosis and time to effective treatment.   Early intervention to treat and support patients and families with ADHD is proven to improve academic and social functioning and avert the potential development of further mental health conditions i.e. depression and anxiety and associated social costs.
 
There are approximately 18-21 NHS clinics managing ADHD in the West Midlands.  With a mean saving per year of £84K the estimated return on investment to Trusts will be approximately £1.5-1.7M/pa
 
A complete calculation of the NHS and Social benefits in the West Midlands will be possible through the Budget Impact Model – Nov 2019.
Current and planned activity: 
Qbtech is engaging directly with NHS Trusts through online marketing, social media campaigns, face to face meetings and demonstrations.  Qbtech and EMAHSN are also committed to a series of roadshows to support adoption and spread in each AHSN area.  An implementation toolkit, developed together with the EMAHSN will be complete by the end of November 2019, as will a budget impact model developed by KSSAHSN for use at a National, Regional, AHSN and Trust/clinic level.  The toolkit will include national context for ADHD and the fit with stategic prioririties, funding case preparation and submission, workforce planning and pathway optimisation and evaluation support.  We will also provide contacts for support, a communication package and FAQs.
What is the intellectual property status of your innovation?:
QbTest is proprietary and trademarked medical device wholly owned by Qbtech.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Tony Doyle 14/10/2019 - 11:21 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Quality Improvers are seeking to connect to their network and add value to their patients. Hexitime is an elegant solution to both. "Give an hour, get one back". 
Overview of Innovation:
The concept of healthcare timebanking was first proposed at the 2017 annual Q Community conference and followed up with learning from timebanks in public services which have united disenfranchised communities. Small scale pilots across the Q Community have left members inspired, better resourced and equipped with new ideas. These have subsequently contributed to a successful bid for seed funding by myself and co-founder John Lodge from the 2018 Health Foundation Q Exchange.

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

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

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

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

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

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

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

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

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

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

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

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

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

The Hexitime.com platform has been developed by Made Open Ltd. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Hesham Abdalla 16/07/2019 - 20:35 Publish 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Prep Shield has a gentle, non-restrictive central aperture to protect patient’s skin & tourniquet from damaging preparation solution leakage. Made from medical grade material & suitable for all size limbs.


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

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

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

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

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

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

Examples of where Prep Shield can be used:

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

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

3. 'There are approximately 5-6000 major lower limb amputations undertaken per year in the UK.'​
Ref:  http://www.christopherimray.co.uk/lowerlimb.htm
 
Prep Shield is available in sizes 20 to 90cm. Clean room prepared in boxes of 25 & 50, Prep Shield is significantly cheaper than other drapes @ £2.40 each, adhesive paper drapes cost £5.40 each.
 
Disposable: size 40 x 40cm non-restrictive and non-adhesive.
 
 
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Innovation and adoption / Person centred care
Benefit to NHS:
NHS Benefits:

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

Patient Outcomes: 

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

Efficieny improvements:

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

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

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

Ref:  https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4265106/
 
Current and planned activity: 
Protoype ready, successfuly used. Lead time for production 3 weeks.  
What is the intellectual property status of your innovation?:
Trade mark and design registered.  Licensed by Joanna Winslade to QOL Limited.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Joanna Winslade 15/07/2019 - 16:04 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
One of the key ambitions of the Long-Term Plan is to refocus on CV disease. Amgen wish to engage in joint working with CCGs/STPs to identify high-risk CVD patients and FH patients and optimise cholesterol management.
Overview of Innovation:
One of the key ambitions of the long-term plan is to refocus on cardiovascular disease. Some key points from the plan:
  • CVD is ‘the single biggest area that the NHS can save lives over the next 10 years’
  • Early detection and treatment of CVD can help patients live longer, healthier lives. Too many people are still living with undetected, high-risk conditions such as high blood pressure, raised cholesterol, and atrial fibrillation (AF)
  • Section 3.68. States an ambition to improve diagnosis of Familial Hypercholesterolaemia from current diagnosis rate of 7% to at least 25% in the next 5 years
Amgen wishes to engage local stakeholders from STPs to discuss projects which could support delivery of the long-term plan.

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

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

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


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

 
Current and planned activity: 
Current Amgen activity is that 2 WMids Regional Account Managers have engaged with lipid specialists and cardiologists within the acute trusts. However there has been very little engagement with primary care stakeholders such as CCG clinical leads or STP leads.
 
We require the help of the AHSN in identifying and engaging STP stakeholders such as transformation leads, implementation leads, or programme manager leads or others who would be interested in discussing potential joint working projects outlined above with the Amgen Value Solutions Manager (non-promotional role).
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
Regional Scalability:
Potentially an initial pilot stage within 1 or 2 STPs / CCGs / Primary Care Networks could then be scaled up across the West Midlands. A joint working project was implemented with the NWC AHSN - The Cheshire and Mersey Lipid Programme. (Documents attached).
Measures:
The outcome of such a proposed joint work project would hopefully be a system-wide, long term improvement in cholesterol management so that high risk FH and CVD patients would be on higher doses of statins and have lower cholesterol (resulting in lower CV risk). Those patients that do not reach cholesterol targets despite maximal tolerated lipid lowering therapy may be eligible for a PCSK9 inhibitor as per NICE TA 394 and NICE TA 393.
​Development of a case-study document to showcase the work of the organisations involved.
Adoption target:
N/A
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Matt Bhageerutty 10/05/2019 - 16:34 Detailed Submission 1 comment
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-99999
Innovation 'Elevator Pitch':
ReferBack™ is a secure electronic specialist referral system that standardises the referral process, improves patient care, helps clinicians avoid unnecessary risk, interfaces with the BSR and saves time and money for the clinician and the NHS.
Overview of Innovation:
ReferBack™ provides a simple and secure electronic referral platform that allows medical teams to connect to specialists to assess conditions; refer critical patients and gain advice on treatment options for urgent cases. 
ReferBack™ has been developed by Amplitude in conjunction with leading spine surgeons in the UK; is endorsed by the British Association of Spine Surgeons and links directly to The British Spine Registry. 

Developed specifically for urgent spine and neuro referrals, the system is pre-populated with precise clinical questions and options that specialists require to make their assessment. 

Information is requested in structured forms and clinical questionnaires, relevant to the patients presenting problems. This allows a speedier in-put and selection of symptoms, co-morbidities, test results and observations, needed to gain a whole picture view. This process ensures thorough and consistent patient evaluations.
Patients and hospitals are no longer exposed to the consequences of unstructured and untraceable communications. All communications are tracked and traceable, so patients are not "lost" in the referral process.

ReferBack™ automatically notifies clinicians when a new referral has been received and when advice has been returned via text message, so that "downtime" between teams during any on-going communications is minimised. Communication continues until patient management decisions are agreed.

Clinical administration is simplified and reduced. Additionally, the system interfaces with the British Spine Registry (BSR), reducing the need for duplicate data entry, as the patient is on-boarded directly to the BSR. The use of an electronic emergency referral system and contribution to the BSR was highlighted as best practice recommendations in the 2019 Spinal Services GIRFT Programme National Specialty Report.

In 2016/17 the cost of medical negligence claims against spinal surgery was £135.1 million. Over 75% of these claims were due to ‘judgement / timing’ (512 claims, 52.35%), ‘interpretation of results / clinical picture’ (255 claims, 26.07%). All communications in ReferBack™ are tracked and traceable and can be used in any future litigation queries made about the quality of care received.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Digital health / Innovation and adoption
Benefit to NHS:
ReferBack™ is an electronic emergency referral system that was developed in collaboration with a leading spine surgeon, is endorsed by the British Association of Spine Surgeons and uploads directly to the British Spine Registry. It costs less than £100 per week, less than half the main competitor in the market.

From April 2019, all spine services in England are required to submit spine surgery data to the British Spine Registry in order to achieve best practice tariff, which equates to 10% of their department’s annual budget. The automated push of this data to the British Spine Registry ensures best practice tariff is achieved.

The simple to use, cloud-based software contains structured clinical questionnaires that allow fast input, ensuring complete information is captured and sent to the hub, who are then able to fully assess the patient from the outset.

Referrals use structured datasets to guide the referrer to ensure the data entered is complete and sufficiently detailed to allow the hub to properly assess the patient, resulting in thorough and consistent patient evaluations.
The system automatically notifies clinicians by SMS when a new referral has been received and when advice has been returned so that “downtime” between teams during any on-going communications is minimised, until patient management decisions are agreed. 

All communications are tracked and auditable. When a new clinician starts their shift, they can easily see any outstanding referrals and their status. The initial referral and any additional interaction between teams is documented and time stamped, helping Trusts to mitigate against future spinal litigation.

The system improves the speed of referral service being delivered ultimately improving the quality of care received by the patient. By using structured datasets, a complete picture is available from the initial referral, ensuring all information, including co-morbidities, are considered, resulting in a reduced risk of long-term complications.

In February 2019, GIRFT (Getting It Right First Time – NHS England initiative for best practice) released their Report into Spinal Services, in which they recommend the implementation of an electronic emergency referral system. ReferBack™ allows organisations to follow these GIRFT recommendations and by default, this electronic system digitises the entire referral process, reducing clinical admin and ensuring the records are accurate and less liable to mis-interpretation.
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
ReferBack™ was trialled at Royal Devon and Exeter and at Sheffield Teaching Hospitals NHS Foundation Trust.
Both pilots offered a testing environment that was similar to environments that could easily be replicated throughout the UK including the Trusts as set up in the West Midlands. There are 7 feeder hospitals for RD&E and 9 for STH, a set-up that would be similar to the midlands-based Spine Hubs.

There are 8 Trusts identified in the 2019 GIRFT report for Spinal Services as specialised providers of complex spinal surgery in the midlands.
  • Derby Teaching Hospitals NHS Foundation Trust
  • Nottingham University Hospitals
  • The Robert Jones and Agnes Hunt Orthopaedic Hospital NHs Foundation Trust
  • The Royal Orthopaedic Hospital NHS Foundation Trust
  • University Hospitals Birmingham NHS Foundation Trust
  • University Hospitals Coventry and Warwickshire NHS Trust
  • University Hospitals of Leicester NHS Trust
  • University Hospitals of North Midlands NHS Trust
All of which take referrals from feeder hospitals and are expected to submit to the British Spine Registry to maintain best practice tariff compliance and would benefit from ReferBack™ as an electronic emergency referral system.

The software is designed for a fast deployment into NHS Spine Hubs for future users of the system. Implementation can be within a week, including system training. It is self-regulating, meaning the clinical lead at the Spinal Hub approves the registration of new clinicians using the system. There are many mandatory fields that prescribe the minimum information required by the spine specialist team to make an accurate assessment. These were outlined during the research and development stages of the system design and remain the same in all platform deployments. These are managed by the group of senior spine surgeons that make up the development steering committee.

Although originally designed for spinal services, the system can be applied to any specialty and would benefit any specialty whereby time was a crucial element to safe delivery of care. I.e. Cardiology, Neurology, Stroke, Paediatric Trauma and others.

In addition, the system is now being developed to assist referrals in oncology, whereby MDT meetings review patients from greater geographic areas than just the local Trust with no single patient management system or platform, in all referring hospitals.
 
Current and planned activity: 
ReferBack™ recently exhibited at the BASS Annual Congress and was recommended by its executive committee. Several Trusts are now taking advantage of the 1-month free trial offer available, to test the system in their environment.

We are finalising the Cranial Pathway to be added to the Spine Pathway meaning that orthopaedic and neuro / cranial referrals can all be managed in the one system.

There is continual development on the system, continually taking on board requests from the system users to improve functionality by adding areas including detailed reporting.
What is the intellectual property status of your innovation?:
Amplitude Clinical Outcomes owns the intellectual property copyright of the innovation. BASS assisted in the development of the system with the understanding that it would be sold at a cost that covers the development plus the ongoing upkeep and development. This has enabled the system to enter the market at 1/2 the cost of the existing product, that has less functionality and does not upload directly to the BSR.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Sarah Steptoe 11/02/2019 - 14:47 Publish Login or Register to post comments
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Innovation 'Elevator Pitch':
We facilitate difficult conversations about extremism via engaging, practical training - sharing knowledge & evidenced case studies/our short films of former extremists to build capacity for prevention & intervention as part of safeguarding at work
Overview of Innovation:
Training: Safeguarding Against Violent Extremism in Healthcare

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

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

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

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

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

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Education, training and future workforce
Benefit to NHS:
The NHS serves our communities at their most vulnerable, and ethics, trust and accountability are at its heart. We understand that Prevent can be a sensitive addition to standard safeguarding, with very specific implications for the health sector and the diverse roles within it. Our specialist workshops are designed to be informative, engaging and practical, tailored to the staff participating – whose interactions with patients, the public, colleagues, and organisational policy may differ widely. Addressing extremism and radicalisation can understandably strike mistrust, fear and negativity, and health professionals wish to protect their patients in a context where many have heard negative stories around Prevent. We focus on the ways on which staff can use skills to protect vulnerable people through preventative approaches and proportionate interventions, increasing their knowledge and having confidence in how this translates into practice.

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

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

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

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

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

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

If you are a healthcare provider who wishes to build capacity for prevention and intervention as part of safeguarding at work please contact us.
What is the intellectual property status of your innovation?:
N/A
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Zubeda Limbada 31/10/2018 - 13:36 Publish Login or Register to post comments
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