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':

We know that time in the NHS is precious, why waist time plugging in and charging devices when you can simply place the device on our stand. Don't lean over a tablet for lengthy periods; use our stand to alleviate posture issues, aches and pains.
Overview of Innovation:

Qlic is a Universal tablet stand with charging capabilities. Qlic has several models; cable suitable for both apple and android tablets, simply plug the charging cable into your device and plug the power supply unit to the wall. Our QI patch receiver can enable most devices for wireless charging. Insert the connecter to the charging point on your device, stick the patch to the rear and pop your tablet or phone back into its case (compatible with cases up to 5mm thick).

 Qlic was designed to save time for tablet users as well as to provide a more ergonomically suitable solution for people who use mobile devices on a daily basis.

​We believe that as mobile devices become more and more popular within care settings Qlic will help to support the working environment within NHS trusts.

​Qlic was originally developed to support the learning environment within schools and has proven to be very popular within educational settings (please see our product video - https://www.youtube.com/watch?v=Cepvxf07oU8).

After looking into the NHS and the use of mobile devices we thought that Qlic would be ideal for NHS settings as well. Not only will Qlic save time and effort, you won't need to think about charging the device as simply placing the device on the cradle will enable charging to begin. We looked at the use of mobile devices and thought that our stand would be ideal on nurses stations, for use by clinical leads, office staff, ambulances and drug trolleys as our stand can also be permanently fixed to surfaces. 

​We would like to find out the type of tablets/ mobile devices and the type of protective cases currently used to ensure that our stand is suitable for all. We would also like suggestions on where you think our product would be most suitable for use? Where would Qlic make your life easier?  



 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Digital health
Benefit to NHS:
  • Time and space saving.
  • Easier to view content on mobile devices.
  • Secure.
  • Enables the user to sit in the correct ergonomic position.
  • Ensures mobile devices are charged at all times.
  • Ensures mobile devices are easily accessible to users.
Initial Review Rating
2.80 (2 ratings)
Benefit to WM population:
Qlic will improve efficiency in the NHS settings within the west midlands by ensuring all mobile devices are fully charged at all times. Qlic will ensure that Staff will have one less thing to worry about with regards to daily use of mobile devices enabling more time spent on more important tasks and with patients. 
Current and planned activity: 
We are not currently involved with the NHS but are willing to undertake any developments needed.
What is the intellectual property status of your innovation?:
Patent pending on the cardle adjustment. The design is a registered design with the government IPO.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Katie Loforte 01/08/2016 - 12:43 Publish Login or Register to post comments
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0
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-99999
Innovation 'Elevator Pitch':
The National Osteoporosis Society has pioneered a package of support for the commissioning and improvement of secondary fracture prevention services.  This can save the average CCG 1.7m over 5 years.
 
Overview of Innovation:
The Fracture Liaison Service (FLS) care model enables secondary fracture prevention through identification of low trauma or fragility fractures by means of dedicated case finding, with assessment and treatment of osteoporosis where appropriate.  This model has been replicated across the UK since April 2015 with the support and expertise of the National Osteoporosis Society.  A team of specialist development managers with clinical and commissioning experience is currently working with 167 sites (to date) to support new service development (50), or quality improvement of existing services (78).  Preliminary results from an analysis of the effectiveness of these services in preventing secondary fractures indicate a significant positive difference between sites with an FLS, and those without.

Operating in a tough economic climate with health budgets tightly constrained, investment in new services must demonstrate both a solid evidence-base and a strong business case.  There is strong evidence that investment in FLS results in improved quality of care and financial savings in health and social care.  The NOS has produced a suite of online resources to support FLS development and improvement.  A comprehensive FLS Implementation Toolkit supports providers and payers in the commissioning process and is provided free of charge. [1] Users can create a compelling, evidence based business case without the need for advanced skills in costing, modelling or other health economic techniques.  The SDT is also available at any stage throughout the implementation process to support clinical pathway or business case development.  Advice is available regarding outcome measures and performance indicators, as well as effective data collection for service evaluation.  This service is provided free of charge. 

To date, 9 new FLS have been commissioned (8 new services and 1 augmented service).  These new services represent FLS provision to an additional cumulative population of nearly three million people, which could prevent more than 1000 hip fractures over 5 years.  This in turn represents gross savings across health, social care, and community services of £17.3m (service costs typically run at less than 40% of the gross benefit).
 
[1] The Implementation Toolkit https://www.nos.org.uk/health-professionals
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 / Wealth creation / Innovation and adoption / Person centred care
Benefit to NHS:
The aim of the National Osteoporosis Society (NOS) is a future without fragility fractures.   Fragility fractures are common: 1 in 2 women and 1 in 5 men break a bone after the age of 50.[i]  People who have had one fracture are at greater risk of sustaining another (i.e. a secondary fracture).  There is strong evidence that investment in Fracture Liaison Services (FLS) results in improved quality of care and financial savings for the whole associated health economy.  
As highlighted earlier, to date, nine new FLS have been commissioned nationally (eight new services and one augmented service), with the support of NOS project management.  These new services represent FLS provision to an additional cumulative population of nearly three million people, which could prevent more than 1000 hip fractures over five years.  This in turn represents gross savings across health, social care, and community services of £17.3m (service costs typically run at less than 40% of the gross benefit).
 
[i] Van Staa TP, Dennison EM, Leufkens HG, Cooper C. Epidemiology of fractures in England and Wales, Bone 2001; 29 (6):517-522.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
As part of the FLS Implementation Toolkit[i], the NOS has developed a financial model (the FLS Benefits Calculator) which demonstrates potential future fracture reduction and cost savings for any given population.  Taking an exemplar from the West Midlands: If Coventry and Rugby CCG were to commission a FLS, the Benefits Calculator indicates that 345 fractures would be prevented over 5 years of operation of the service.  Of these, 145 are hip fractures, which at a conservative estimate, cost the health economy around £17,000 each.  
The calculation shows a total gross saving[ii] of £2,909,841 - £1,470,702 in acute care, £1,362,565 in social care and £76,574 in community and primary care.
 
[ii] We estimate the cost of the service to be approximately 37% of the gross benefit
Current and planned activity: 
The NOS is currently providing bespoke project management support to 168 sites across the UK, including 15 sites in the West Midlands area, looking to set up or improve an FLS:  
  1. Facilitation of engagement with stakeholders to generate commitment to FLS.
  2. Assistance to stakeholders from inception to launch of FLS, including development of the economic and business case; service specification; and resource and capacity planning.
  3. Assistance with recruitment and training of the fracture liaison nurse (FLN). [i]
  4. Input to enable the development of an FLS to meet the UK FLS Clinical Standards. [ii]
  5. Help to establish relevant protocols/care pathways for the service.
  6. Work with commissioners to ensure services are sustained.
  7. Assistance re. data collection and methods of analysis, reporting and evaluation.
 
[i] FLS Fracture Prevention Practitioner Training https://www.nos.org.uk/health-professionals/elearning
What is the intellectual property status of your innovation?:
The Implementation Toolkit is the property of the National Osteoporosis Society, but is available free of charge.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
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Will Carr 04/07/2016 - 12:52 Publish Login or Register to post comments
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0
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-99999
Innovation 'Elevator Pitch':
We run a Suicide Crisis Centre in Gloucestershire, which was set up and is run by a person with lived experience. We've been providing services for 3 years and have never had a suicide of a client under our care.
Overview of Innovation:
The charity Suicide Crisis was set up in December 2012. It was set up by a woman who experienced suicidal crisis following a traumatic experience in March of that year. She couldn't find the right kind of help so she created what would have helped her. Our services have evolved to become what our clients have said they want and need. They have shown us what additional services we have needed to provide.

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

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

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

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

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

Our work is now starting to attract national attention. We have been visited by Helen Garnham, the national lead on suicide prevention at Public Health England. She has described our work as "inspiring" and asked us to address a suicide summit in February in London. Luciana Berger, the former Shadow Minister for Mental Health, asked to visit us in January and met staff and clients. The South West Zero Suicide Collaborative's steering group has described our work as "inspirational" and "extraordinary". 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness
Benefit to NHS:
We are providing something very different from NHS services but have found that mental health professionals are interested in understanding why our clients survive and how we have achieved zero suicide.
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Our Suicide Crisis Centre is helping people to survive who may have died by suicide. We are also helping to prevent crisis by providing trauma services (early intervention).
Current and planned activity: 
We have been contacted by the NHS and CCG in another part of the country as they are interested in having a Suicide Crisis Centre in their county. This is outside the West Midlands.
What is the intellectual property status of your innovation?:
To be confirmed
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
3
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Joy Hibbins 01/07/2016 - 08:39 Publish 1 comment
6
1
Votes
-99999
Innovation 'Elevator Pitch':
Bac-Track MicrobeCare reduce outbreaks of communicable infection control incidents, bed stays caused by Healthcare Associated Infections & costs associated with Primary/Secondary care outbreaks, facilitating compliance with CQC guidelines & EPIC 3
Overview of Innovation:
Test: In a room or facility undergoing the treatment programme, nominated locations recognised for high propensity to retain bacteria are tested using Adenosine Triphosphate (ATP). All nominated locations are given a unique code & the readings are uploaded onto the Bac-Track™ Dashboard.
 
Treat: The nominated rooms are then treated with MicrobeCare™ using an electrostatic sprayer, which unlike mist sprayers, negatively charge the particles to ensure uniform coverage across all surfaces. The advanced formulation of MicrobeCare™ has a very short (3-minute) dwell time to ensure swift decontamination is undertaken & its unique residual killing power, delivers a continuous long term antimicrobial & antibacterial surface protection killing bacteria for a minimum of 1 year.
 
MicrobeCare™
  • is an odourless, colourless, non-leaching, long lasting antimicrobial & delivers a permanently bonded antimicrobial barrier
  • kills bacteria, viruses, fungi, algae & yeast without dissipation 
  • permanently bonds to all surfaces, protecting them against further microbial contamination
  • does not wash off the surface it is applied to
  • does NOT allow for the adaptation into superbugs
  • does NOT transfer into the environment
  • clinically tested & EPA* approved. *United States Environmental Protection Agency (EPA)
  • is not designed to replace current cleaning protocols. By treating surfaces with MicrobeCare™ bacteria & virus levels will dramatically decrease & remain so for a minimum of 1 year following treatment. This could significantly reduce the potential for cross contamination & healthcare acquired infections (HAI) stemming from contaminated surfaces
Track: Bac-Track™ dashboard provides accurate data of a clinical facility & the equipment therein, monitoring comparative ATP results on an ongoing basis. This provides a unique, simple & affordable way to track contamination levels within a facility & reduce HAIs’. Bac-Track™ provides access 24/7 to monitor bacteria levels, monthly trends & cleaning effectiveness.
With this valuable information the user is able to pinpoint where the highest risk areas are for contamination & keep track of changes in the location of equipment. Bac-Tag also allows facilities to track bacteria & maintenance levels on their equipment. This tag is linked to the Bac-Track system enabling the user to see history, including treatment/maintenance schedules.
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: 
Wellness and prevention of illness
Benefit to NHS:
By incorporating Bac-Track and MicrobeCare™ your NHS Trust will benefit from:
  • a reduction in Healthcare Acquired Infections
  • a reduction in fatalities from Healthcare Acquired Infections, currently levels of over 5000 patient deaths per year that are preventable
  • a reduction in the amount of extended bed stays
  • a reduction in ward closures
  • a reduction in overall costs including: the cost of anti-biotics, cost of isolation, reduced bed occupancy, reduced blood stream infections, reduced disinfection cleaning costs, fewer staff hours lost through illness, fewer wards closures as a result of wide spread viral infection
  • Reputation of hospital or facility improves as no cases of virus reported
 
By using Bac-Track the NHS will benefit from the ability to monitor:
  • bacteria levels by department, equipment category and individual items
  • and identify trends, treatment and cleaning effectiveness
  • and pinpoint where the highest risk contamination areas
  • keep track of changes in the location of equipment
  • historical data by department or equipment category  
  • monitor the effectiveness and progress of Infection prevention protocols
​The cost of a HAI Outbreak such as Norovirus can be considerable and include:
  • Decontamination and deep cleaning
  • Additional care and treatment of effected patients
  • Staff Sickness and additional nursing costs to cover staff absence
  • Lost revenue through closures or restrictions
  • CQC compliance
  • Reputation damage
Results from our US Partners indicate, treatment programme costs are quickly recuperated through the reduction of HAI Outbreaks   
 
Initial Review Rating
3.80 (1 ratings)
Benefit to WM population:
Region wide benefit in the reduction contracted cases of viral diseases contracted within healthcare facilities ultimately resulting in fewer deaths. This would help to paint a regional picture of the quality of care in the West Midlands.
 
By incorporating Bac-Track and MicrobeCare™ the West Midlands region will benefit from:
  • a reduction in Healthcare Acquired Infections
  • a reduction in fatalities from Healthcare Acquired Infections, currently levels of over 5000 patient deaths per year that are preventable
  • a reduction in the amount of extended bed stays
  • a reduction in ward closures
  • a reduction in overall costs including: the cost of anti-biotics, cost of isolation, reduced bed occupancy, reduced blood stream infections, reduced disinfection cleaning costs, fewer staff hours lost through illness, fewer wards closures as a result of wide spread viral infection
  • Reputation of hospital or facility improves as no cases of virus reported
 
By using Bac-Track the West Midlands will benefit from the ability to monitor:
  • bacteria levels by department, equipment category and individual items
  • and identify trends, treatment and cleaning effectiveness
  • and pinpoint where the highest risk contamination areas
  • keep track of changes in the location of equipment
  • historical data by department or equipment category 
  • monitor the effectiveness and progress of Infection prevention protocols
Current and planned activity: 
Clinical Support Surfaces is not currently supplying to the NHS on any of our products. We work closely with our partner companies in United States where MicrobeCare™ has been tested and adopted and Australia who are currently launching Bac-Track™ and MicrobeCare™. We are actively seeking support and adoption of MicrobeCare™ across all NHS Trusts to establish the product within the UK market.
 
In the US a wide number of Healthcare facilities and Schools treated with MicrobeCare™ are successfully using Bac-Track™ to monitor monthly trends and treatment or cleaning effectiveness by department or equipment category demonstrating significant reductions in bacteria levels as well as virtually eradicating occurrences of HAIs’. A number of case studies are readily available.
 
Planned activity:
  • Procurement / Adoption of MicrobeCare™ across the West Midlands NHS Trusts
  • Support to get MicrobeCare™ into acute and community settings to ensure we get UK evaluation and endorsement
What is the intellectual property status of your innovation?:
Patents held for MicrobeCare™
 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
3
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Ian Bickerton 18/04/2016 - 12:15 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Birmingham Surgeons created endoscope-i an award-winning system that enables the viewing, recording & sharing of HD endoscopic images & videos using an iPhone/iPod. Endoscope-i works with existing endoscopes or supplied as a secured turn-key solution
Overview of Innovation:
Smartphones & tablets are becoming a central technology within clinical care systems for their high definition cameras, brilliant screens, integrated sensors and unlimited software potential.
 
Originally developed as a simple and cost effective solution to mobile endoscopic HD imaging Endoscope-i can benefit both clinicians and patients across several specialities. To date otolaryngologists, urologists, gynaecologists, orthopaedic physicians, laparoscopic surgeons and anaesthetists are some of the many specialties which benefit from using endoscopes. The superior lighting and optics allow for visualisation of 'hard to reach' areas within the human body. Endoscope-i has been involved in a number of projects globally to facilitate cost effective HD imaging and documentation.
 
The multiple award winning Endoscope-i is simple to operate and comprises an adapter to connect a medical endoscope to align with the camera of an iOS device (iPhone or iPod). The ‘e-iPro’ app allows the user to calibrate and centre the acquired image and prevents rotation allowing images to be recorded in high definition (HD) video or still images which can be shown to the patients and stored in the patient’s medical record in seconds.
 
Endoscope-i will fit any endoscope with a 32mm eyepiece, which means the possibilities are endless. A shared endoscopic view was previously the reserve of the privileged few   - where they have large expensive stacking systems - Endoscope-i makes this technology available to everyone, at a fraction of the cost and in a more convenient portable format.” 
People are surprised to hear that before Endoscope-i, clinicians relied on hand drawn sketches to update patient records.
 
NB: Data and images are currently distributed via NHS.net. Discussions are ongoing with the Information Commissioners Office to design bespoke data management protocols.
 
Endoscope-i is available to fit a range of iOS devices and has a multitude of uses which include both clinical and non clinical applications such as:-
 
Otolaryngology
HD imaging of the ear nose & throat to allow rapid and easy storage and sharing of images and videos with both patients and clinicians
 
Anaesthetics
Portable HD viewing to facilitate endoscopic fibre optic intubations available at any time
 
Veterinary
Small and large animal endoscopy from the surgery to the field using the most advanced portable camera technology
 
Engineering
Carry only one portable device for communication and sharing of images obtained on site
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
A target has been set for the NHS to become paperless by 2020. Many health trusts have facilitated this by creating their own electronic health record (EHR). However, though a transcription of the patient consultation can be typed directly into the record there is no efficient means of capturing and storing images of patient findings safely into the patient record.
 
The speciality of ear, nose and throat (ENT) examines areas of the body that are usually difficult to visualise without endoscopes. However even though there it is possible to see inside the ear nose and throat many doctors must then create a sketch of their observations for documentation.
 
To overcome this major problem, a mobile imaging solution - Endoscope-i - has been developed by a team of specialists which include engineers, software developers and practicing clinicians. The ‘Endoscope-i system’ uses the power of smart phones to quickly and safely capture images from endoscopes and store them directly into the patients EHR with the touch of a button. What’s more, patients can now share their own examination findings with their doctor or relatives to understand their condition better.
 
The images produced are of such high definition that they can be taken by doctors in primary care and then sent on to specialists in secondary care for an expert opinion, without the patient ever having to go to hospital. This saves the cost of an outpatient referral for the commissioning group, is far more convenient for the patient, reduces unnecessary journeys, frees Consultants’ clinic time, speeds diagnosis and in the long term could save millions of pounds for the NHS.
 
Initial Review Rating
3.27 (3 ratings)
Benefit to WM population:
The proposed ‘Telescopic Mobile referral service’ will allow patients to get expert opinions of their ear conditions within hours and without ever having to visit the hospital, thus saving valuable consultant time and minimising travel and inconvenience for the patient.
 
Reduced cost and greater access to services will result through the use of Endoscope-i as there is no longer a need for multiple data capture and processing devices as each Consultant can use their own iOS device to record and transfer images. Additionally, Endoscope-i will work with existing endoscopes that have a 32mm diameter eyepiece and so directly enhances the equipment’s clinical benefit.
 
In the three months of the Telescopic Referrals (Telemedicine using Endoscope-i) in North Staffordshire and Stoke and Trent, 27 referrals have been dealt with remotely from 6 GP practices. 24 of these cases were managed without referral giving an 88% success rate to referral.
 
In the West Midlands region, a new patient referral currently costs the CCG £107 compared to the remote ‘Telescopic’ referral cost of £30, a dramatic saving for the CCG. This has already saved £1,758 in referral costs alone without measuring the indirect cost benefits for patients who did not require the Telescopic referral because of the improved diagnostic ability the GP had when using Endoscope-i.
 
Reducing the need for a physical consultation will also result in transport savings and time ‘away from work’ costs for both the patient and any employer.
Current and planned activity: 
Current WMHASN funded project with Dr Ruth Chambers (Clinical Telehealth Lead at NHS Stoke-on-Trent Clinical Commissioning Group), using 15 practices from the S-O-T and North Staffordshire CCGs piloting the Telescopic Mobile Referral Service. Currently 3 months into preliminary data collection showing 30 referrals handled with Telescopic referrals powered by Endoscope-I technology. Almost 90% of patients referred avoid being sent to hospital. Cost of teleconsultation is only £30 compared to £107 for a new patient hospital consultation.
 
Endoscope-i not only provides a rapid consultant opinion for the patient but helps to deal with the excessive burden on secondary care services by keeping chronic disease and some acute ear disease management within primary care.
What is the intellectual property status of your innovation?:
No patent on product. We have full copyright of the code written for the app. Endoscope-i is a registered trademark and adapter designs fall under design copyright.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Ajith George 13/04/2016 - 07:57 Publish 5 comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
The PCAF service is a nationally recognised, peer reviewed, multi-award winning service that is provided within GP practices to support the identification, diagnosis and treatment for patients with AF with the aim of preventing AF-related strokes.  
Overview of Innovation:
The PCAF service is an innovative consultant-led service that provides dedicated expert resource to GP practices to: 
  • Identify additional 'unknown' AF patients within the clinical system; 
  • Qualify the accuracy of the AF register(s), referring patients for diagnostics to secure a diagnosis where required;
  • Assess the risk of stroke within the AF population by using a robust risk assessment tool (i.e. CHA2DS2- VASc);
  • Undertake comprehensive case note reviews of all patients who have been assessed as being at high risk of stroke with the aim of identifying those who would benefit from receiving an expert review;
  • Provide ‘in-house’ consultant-led AF clinics, ensuring that all patients at high risk of stroke receive access to an expert review and patient education;
  • Optimise the treatment and management of patients with AF, supporting quality outcomes and an increase in health related quality of life;
  • Provide one-to-one and group clinical education, thus ensuring a ‘legacy’ is left amongst clinical teams within primary care;
  • Enable access to an AF Stroke Prevention RCGP and CPD accredited eLearning package, enabling clinicians to increase their knowledge and skills on the current evidence base;
Primarily, the service will optimise the treatment and management for patients with AF (whilst being fully compliant with NICE Guidelines, local guidelines/pathways and the local medicines management formularies), ensuring a reduction of AF related stroke incidence within GP practices.

The service comprises of the following four phases, all of which are provided by Inspira Health:
  • Phase 1 - PRIMIS audits are run on the practice clinical system (including GRASP-AF).
  • Phase 2 - 5 clinical audits are completed and involve comprehensive patient case note reviews.  Each audit will identify patients at high risk of stroke who would benefit from an expert review;
  • Phase 3 - Patients are systematically invited to an expert review and are provided with education;
  • Phase 4 - Patients are reviewed by an independent local specialist (e.g. Consultant Cardiologist) within their GP practice and their management is optimised.
All clinicians within the practice are provided with an opportunity for one-to-one education during Phases 2 and 4.  In addition, all clinical staff are offered the opportunity to undertake an RCGP and CPD approved AF Stroke Prevention on-line eLearning package which consists of 5 modules and a competency assessment through patient case scenarios. 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The following are benefits to a GP Practice:

The PCAF servicve will ...
  • Identify 'new' AF patients through a case finding exercise on the clinical system;
  • Significantly improve the quality of the AF disease register;
  • Achieve maximum indicators and performance thresholds in 2016-17 QOF (as a minimum standard);
  • Increase capacity within the clinical team through increasing knowledge, awareness and confidence in relation to evidence-based treatment strategies for AF.  This is achieved through one-to-one education, group education and/or eLearning;
  • Increase anticoagulation therapy in patients with AF at high risk of AF-related stroke;
  • Reduce the incidence of AF-related stroke within the practice population;
  • Ensure compliance with CQC standards in relation to patient safety and clinical effectivness;
  • Independently review the practices current poathways, processes and governance in relation to warfarin patient safety;
  • Provide a unique opportunity for personal development (PDP) and to gain CPD points for appraisal and/or revalidation.
Implementing the PCAF service would mean allignment with a number of key themes and strategic objectives as per the commissioning plans across the West Midlands.  The service woiuld contribute towards the following:
  • Improved health and healthcare through the introduction of a high quality, outcome driven, innovative service;
  • Increased life expectancy and the quality of life in the local population through optimising evidence-based treatment strategies, therefore reducing AF-related stroke incidence;
  • Increased medium-long term efficiency and productivity through the introduction of a sustainable service and a more educated, confident primary care workforce;
  • Improved and accurate AF disease registers;
  • A reduction in CVD related mortality;
  • A reduction in unplanned hospital admissions;
  • Improved patient experience;
  • Value for money;
  • The introduction of evidence-based practice across the West Midlands footprint.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The following are benefits to AF patients within the West Midlands

The PCAF servicve will ...
  • Increased a patients knowledge and awareness about their AF condition and their current and future risk of stroke through one-to-one education;
  • Provide an opportunity for patients to discuss their AF condition with a local expert within their GP practice;
  • Provide an opportunity for patients to learn more about their treatment options in relation to their overall AF management, quality of life and reducing their AF-related stroke risk. 
Current and planned activity: 
The PCAF service has been delivered in a vast number of GP practices and CCG's throughout the UK and has been recognised as a method of best practice nationally.

Inspira Health have engaged with the following key stakeholders;

CCG's
GP Practices
GP Federations
AHSN's
Public Health England
Public Health Departments
Strategic Clinical Networks
Pharmacutical Industry
Charity Sector (eg British Heart Foundation, Arrhythmia Alliance, Stroke Association)
Commercial Partners (eg, INR Star, Blue Stream Acadamy)
 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Commercial information:

The PCAF service is in full development and has been implemented in practices throughout the UK.

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Jennifer Mills 12/04/2016 - 14:20 Publish Login or Register to post comments
5.5
2
Votes
-99999
Innovation 'Elevator Pitch':
There is a growing understanding of the importance of patient safety in primary care. In response a Patient Safety Toolkit has been developed that consists of a total of eight tools that address patient safety across a number of domains.
Overview of Innovation:
The Patient Safety  Toolkit was a multi-site multi-phase venture funded by the NIHR National School of Primary Care Research. Tools were piloted across some 50 practices across England and were intended to meet the challenge of dealing with patient safety incidents across a number  of domains. The toolkit included an aid to rapid retrospective note review to detect patient safety incidents; an on-line survey to assess the safety climate amongst staff; a questionnaire to gauge patients’ experiences of safety in primary care; a software based intervention to prevent medication related injury; a tool to assess medicine reconciliation for recently discharged patients and a concise safe systems checklist .

The toolkit was the National School for Primary Care Research has said that the Toolkit project was one of the ten most valuable they have been involved in over the last decade. Each of the individual elements of the toolkit are available to download free of charge from the RCGP website (www.RCGP.org.uk) (http://www.rcgp.org.uk/clinical-and-research/toolkits/patient-safety.aspx)
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Patient and medicines safety
Benefit to NHS:
This is the first toolkit that has attempted to collate a series of tools designed to improve patient safety in primary care across a number of domains. 
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
The toolkit is free to use, readily available and can help practices improve patient safety across a number of domains.
Current and planned activity: 
We have recently completed a number of workshops conducted across England to raise awareness of the toolkit. We will continue to promote and support its use through the use of forums such as the  Academic Health Science Network events. 
What is the intellectual property status of your innovation?:
This belongs to the NIHR.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Ian Litchfield 30/03/2016 - 17:20 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Combining patient demand, workforce availability & skills to deliver care, eCommunity supports right skill, right place, right time in the community, identifies daily & broader skill mix gaps, reducing time & improves quality of visit allocations
Overview of Innovation:
District and community nursing have unique pressures in terms of identifying and coping with high demand across a wide range of care needs. Service demand, rosters and skills have traditionally been held in separate systems, many of which are paper based. Bringing all this information together into a single visual solution enables service managers to make faster, smarter decisions ensuring quality care is delivered and the workforce isn’t burned out.
 
The additional released administration time for senior team members enables faster visit allocation and allows them to spend more time supporting their staff and patients.
 
eCommunity is a web based solution www.qes-online.com that enables visit allocators to rapidly plan days for frontline staff in under 30 mins, something that currently takes 2hrs +. This new allocation process is supported by supplying recommended best fit treatment by continuity, acuity, skills availability and location.
 
For the first time a team or whole service has a forward facing view of capacity and can create a roster to meet demand, be well informed of capacity gaps and proactively even out demand rather than react to circumstances.
 
Utilising a “care catalogue” dictating time and skill needed to deliver treatments, eCommunity ensures that the workload given to a member of staff is both appropriate for their skill mix and can be delivered within the allotted shift time, two advantages other services cannot evidence. “Actualising” the actual time it takes to deliver care and updating the care catalogue is a vital to ensure capacity and demand is based on real life evidence.
 
eCommunity is web based, making it accessible from home enabling staff to be well prepared for their first visit the following day, removing the need to “go to base” at the start of a shift saving hundreds of care hours a day.
 
Utilising smart capacity, demand & caseload allocations means fewer people can manage greater demand and larger teams. This further frees up often highly skilled team managers to focus on delivering care and supporting frontline staff.

eCommunity is the first dedicated operational tool designed by experienced, practicing community nursing teams to improve both the care delivery and working practices for staff.  This level of dynamic, real life operational support and intelligence has not previously been possible using existing clinical tools and systems.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
The quality of care delivered will be significantly improved via the “care catalogue” that ensures that the nurses assigned to deliver treatments have the appropriate skills. This not only improves care quality but also improves job satisfaction and role engagement as staff know the scope of care is within their capacity.
 
One of the largest efficiency savings will be the releasing of time available to care. This is possible by pre-planning, enabling care delivery to commence immediately at the start of a shift, not requiring a pre-meeting at which the visits are allocated. Hundreds of hours of additional care time will now be made available.
 
Business intelligence is key to optimising available capacity and demand, identifying skills gaps and aiding training & recruitment. Team differences in care delivery are identified through visit ‘actualisations’ and an accurate picture of what treatments are being delivered. This smart business intelligence can be used to drive discussions with commissioning organisations.
 
Significant reductions in travel mileage will also be realised by ensuring smart navigation and scheduling of visits that optimise travel. Given the huge mileage covered in delivering care, even a small saving in distance travelled delivers big financial and carbon footprint savings.

eCommunity can deliver these advantages for large teams or small teams delivering specialised services via a single license for unlimited use.
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
eCommunity is flexible and adaptable able to work effectively with any kind of mobile workforce that includes a variety of skill mixes and challenges, where capacity and demand are under pressure.

Although primarily designed for use in community and district nursing, its value would be realised across any health or care service.
Current and planned activity: 
eCommunity now 12 months old and benefits in use are being collated
(See attached Appendix ‘Testimonials’ for NHS user testimonials)

eCommunity solutions have been trialled and liked by frontline staff and team leads. However, many care providers struggle to formulate suitable business plans to support investment, despite obvious savings, lacking adequate baseline data and IT support to evidence impact.
 
eCommunity development is ongoing to enable a ‘live view’ of workloads for all staff delivering care and flag when visits need re-allocation to ensure assigned visits & tasks can be delivered. This development is only possible by effecting cultural change to complete information immediately at the end of each visit, not waiting until return to base.
 
Work ongoing to integrate eCommunity within a clinical tool. Current tools are mis-perceived as the “be all and end all” of IT solutions by both frontline staff and senior management, despite their lack of support for operational needs
What is the intellectual property status of your innovation?:
IP is fully owned by QES
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Nick Chinn 23/03/2016 - 09:49 Publish Login or Register to post comments
4.3
3
Votes
-99999
Innovation 'Elevator Pitch':
GRS is a proven fully integrated scheduling package that manages staff rostering, attendance, annual leave and sickness by streamlining everyday processes to increase efficiency and save money.
Overview of Innovation:
GRS is a powerful rostering software product providing a fully integrated suite of tools designed to manage the complex task of staff rostering in demand-led service delivery organisations. It also provides access to important personnel related data such as skills and contact details and enables organisations to make the most effective and efficient use of staff resources, in addition to providing comprehensive real time reporting.

GRS was developed initially with the emergency services in mind and subsequently performs to the needs of a demand led service that can be unpredictable. GRS enables users to manage staff time more efficiently and can handle ANY type of rostering across ALL staff groups whether Operational, Administrative, Part-Time, Dual Contract, Flexi and Fixed work patterns and placing the emphasis on having the right people with the right skills in the right place at the right time.
The GRS solution has been developed over many years in demanding 24/7 operations and incorporates many key aspects specifically for the Scheduling and Management of an Organisation’s Personnel and includes a full and comprehensive integrated module for the management of Shift Pattern Working, Time worked, Overtime and Absences of any type.

Flexibility and customisation capabilities ensure that GRS is capable of managing the diversity of working practices, and can deal with the complexities of an Organisation’s local rules and interpretations in personnel contracts. Inbuilt Alert and Workflow facilities enable communication and action management across the organisation and incorporates out of the box Bradford Scoring Indexes and Working Time Directive Monitoring.

Proactive and configurable reporting facilities ensure managers have timely and accurate information for planning and forecasting of employee shifts, overtime and absences. With real time visibility of staff availability this ensures adequate levels of resource are maintained to meet the organisation’s needs over current and future planning horizons.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Benefits below are as a result of GRS being adopted and used by all NHS Ambulance trusts across the country along with Police Forces Nationwide including West Midlands Police.
  • A 5% reduction in annual operational costs was determined by one Ambulance Trust after the implementation of GRS
  • 50% reduction in sickness as a  result of the sickness package being used in conjunction with the rostering system
  • Significant and quantifiable multi million pound savings are achieved across Services with
    • Reduction in, and Management of, Overtime staffing costs
    • Automated and simplified Work flow and Authorisation processes for Annual Leave, TOIL and other absences such as training
    • Highlighting of Shift Patterns not delivering contractual needs
    • Employees failing to meet there contracted hours commitments
  • Visibility of Establishment, Skills, Demand and Absence distribution across the organisation
  • Auto generated Alerts from shift changes to Sickness KPI management increases communication, information sharing and action management across the organisation.
  • Promotes uniformity of working practices across the organisation

Peter Stelfox, a Resource Manager from North West Ambulance Service NHS Trust, has stated that the Global Rostering System (GRS) when introduced across their Emergency Service, now provides a far greater degree of management control than the legacy manual systems it replaced and enables the Trust to maximise effective use of the available staff resources. Any gaps in shift allocation can be quickly identified and addressed. Reports generated through GRS have fundamentally enhanced the timeliness and quality of management information providing visibility of resource levels and utilisation of overtime, improving annual leave and training release planning and contributing to more robust and focused absence management. The efficient input to an electronic system as opposed to the manual collation and analysis of information has also had an additional benefit in enhancing capacity of the service line’s administrative staff.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Significant savings in operational costs can be attained by the use of GRS in streamlining workflow and administrative activities, and making more Efficient and Effective use of the most valuable resource of an organisation, its People.

Contracted Hours and Overtime can be more closely monitored, authorised and controlled, and reductions in Sickness Levels attained by improvements in reporting, recording, and health and well-being management.

Efficiency measures and savings made would allow re-investment of funds for improving or providing additional front-line services.

With the GRS system already adopted by both West Midlands Ambulance Trust and West Midlands Police it would enable a joined up, cross sector service throughout the Midlands region.

Software Enterprises is based within the West Midlands and wider adoption of GRS within the region would allow us to grow and facilitate further collaborations with other region based organisations.
Current and planned activity: 
GRS is adopted by all NHS Ambulance Trusts and we are keen to develop new relationships with more Trusts within the West Midlands region.

GRS is currently used by all NHS Ambulance Trusts and has proved to be a vital operational and cost saving tool.
 
Mobile App facilities are being released and continually being developed, along with Web Dashboards and Mapping Technologies.
 
Software Enterprises (UK) Ltd would like to see its software used by more NHS Trust Sectors and would welcome the opportunity to trial GRS in a variety of departments, be it Wards, Accident & Emergency or within Mental Health Trusts. We are currently developing a shift generation package that supplements our existing offer and would like to trial this within the NHS.
 
What is the intellectual property status of your innovation?:
Intellectual Property (IP) is retained for all Company designed software.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Peter Hall 14/03/2016 - 13:48 Publish Login or Register to post comments
5
1
Votes
-99999
Innovation 'Elevator Pitch':
The MicroEye system delivers simple, reliable and highly cost-effective continuous glucose, lactate and many other blood analyte samples capable of measurement by stand-alone external diagnostic equipment for display on laptop or bed-head monitor.
Overview of Innovation:
MicroEye transforms point-of-care blood sampling from ‘point in time’ to automated continuous monitoring of a vast range of potential analytes, for improved outcomes in critical care. MicroEye is an easy to use device that is inserted using common peripheral venous catheters. It delivers dialysate to an external sensor system which means the blood can stay in the patient and real-time data is available to standalone monitors, bed head array systems or hospital information systems.

MicroEye is approved for use in the peripheral vascular system and in subcutaneous, intramuscular and adipose tissue. Most small water-soluble molecules can be monitored, and many including glucose and lactate can be monitored in real time, helping to improve clinical outcomes in a range of specialties including intensive care, cardiology, surgery, emergency medicine, paediatrics and neonatology.

Glucose Control
Continuous and automated real-time online monitoring of blood glucose using MicroEye® may provide accurate data for improved management of some patient groups. Although around 10 per cent of intensive care patients may be diabetic, the incidence of stress-induced hyperglycaemia has been reported to range from 30 to 100 per cent. Effective control of blood glucose levels reduces the incidence of hyperglycaemia and hypoglycaemia, both of which may compromise patient safety.
MicroEye delivers real-time blood glucose data which meets ISO 15197 accuracy criteria which results in improved patient outcomes, speedier recovery and shorter hospital stays.
Lactate Monitoring
MicroEye® can be used to assess metabolic stress by monitoring blood lactate levels. High blood lactate (hyperlactatemia) is frequently found in critically ill patients and often used as a marker of adverse outcome. A study* looking at all adult ICU admissions (n=13,932) in a healthcare institution over a three-year period found incidences of high blood lactate between 40 and 45 per cent. There was also a highly significant association between hyperlactatemia (blood lactate > 2 mmol/L) and mortality rates of 27 per cent. Other studies show that mortality rates of nearly 70 per cent are independently associated with blood lactate levels of at least 3.5 mmol/L.

MicroEye gives a reliable measure of cellular hypoxia and can help assess the effectiveness of therapeutic interventions. This data can then be used to improve patient outcomes and allow for a speedier recovery
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: 
Advanced diagnostics, genomics and precision medicine / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
  • Cost saving benefit through better glucose monitoring which has been proven to  improve patient well being resulting in shorter hospital stays
  • Automated continuous monitoring freeing up nurses and other staff to perform other essential tasks, which improves efficiency and ultimately provides a cost saving benefit to the NHS
  • Published work shows an improvement in patient outcome and cost savings from continuous Glycaemic control
  • Trend data can be displayed rather than point in time
  • Compares favourably in cost to current methods.
  • Many other analytes can be collected at the same time and measured offline  e.g. antibiotics
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Our  innovation will bring benefits to patients using the technology as soon as it we have finalised trials and able to bring to market. Thus during this development and the final marketing of this product it will help us secure the growth and develmpent of the company as well as it products, current and futurre

We also are looking forward to developing collaborations and stronger relationships with West Midlands NHS Clinical reseach teams to enhance one anothers research and the care we can deliver to patients.

Some of the lactate research has been conducted at the University of Coventry
Current and planned activity: 
  • Seeking NHS Evaluation Centres / collaborators - We plan to commence evaluations in NHS centres, if possible here in the West Midlands
     
  • Gaining Evaluation and Validation - The device is in final evaluation stage, although it is CE marked for use in EU hospitals
     
  • Developing Final Products & Sales - Following this we will moving through to mass production and growing our sales base from our offices in Coventry and developing exports to countries that have been showing interest.
     
  • Note: To early to say ROI - Value or Time Scale but we suspect thes will be very favourable and beneficial to the NHS and patients.
What is the intellectual property status of your innovation?:
Patented product and IP held by company. Licenced out IP to be used to integrate with other products abroad (Japan and Italy).

Curent Certification:CE marked product, ISO 13485, Directive 93/42/EEC
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
Regional Scalability:

We have already conducted feasability studies with our manufacturer to ensure volume production is possible

Measures:

Initially we are looking for user evaluations. We already know the device works succesfully. A full trial protocal is avilable in request

Adoption target:

initially we would lie to start eavuations in 1 -3 centres.

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Neil Smith 01/03/2016 - 15:03 Detailed Submission Login or Register to post comments
3.8
5
Votes
-99999
Innovation 'Elevator Pitch':
Clinical CARPS improves patient care outcomes & staff experience through effective management, distribution & prioritisation of work
#Clear, consistent, flexible task allocation
#Real-time workload understanding
#Data for analysis & improvements
Overview of Innovation:
Clinical CARPS (C-CARPS) is a simple to use clinical task management system. Users have been delighted with the speed of implementation & the ability to fine tune the system to their needs
The system improves patient care outcomes & the experience of clinical staff in a very cost effective manner by saving time, optimising the deployment of staff resources & identifying areas for improvement. 
C-CARPS has been implemented with great success by the Hospital at Night team at The Alfred Hospital, Melbourne with our co-developer partners, InControl Australia. Alfred Health have cited many achievements facilitated or directly enabled by the system:
  • improved performance against patient care targets e.g. 8% increase in emergency patients admitted within 4 hours
  • increased overall productivity
  • improved staff attitude towards the overnight shift
Alfred Health won the “The Premier’s Award for Advancing Healthcare 2013”  & "The Metropolitan Health Workforce Initiative Award 2014" for their achievements, in which C-CARPS was instrumental.
C-CARPS replaces the existing method of task allocation, typically reliant on paging & phone calls between staff to clarify patient needs. In simple terms it is used as follows:
  • Nursing staff issue clinical task requests from ward PC’s or mobile devices
  • Team members carry a mobile device to track, manage & update allocated tasks
  • “Clinical Leads” have the ability to re-allocate work according to demand
  • Handovers are managed quickly & safely through the system
Task requests contain all the information required to immediately prioritise & complete the task. Geographic, nurse & patient identifiers provided by C-CARPS task requests optimise efficient task allocation, improve communication & help prevent errors
The ‘Clinical Lead’ can see all tasks in real time and redistribute them as appropriate. This allows free staff to ease the burden on others, preventing individuals from being overwhelmed & minimising delays. Clinical Leads now redistribute around 14% of the work on a nightly basis.
Data from C-CARPS is used to identify long trends & to understand the type of work carried out by specific staff at night. This has provided supporting evidence in cases of complaints or concerns from staff & enabled the implementation of organisational or procedural change to improve staff utilisation & patient care. In one instance, C-CARPS data was used to reduce the overnight drug chart re-writes average of 42 to 2.5
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  • Saves nursing and clinical staff time by communicating task information in a clear, complete and standardised way, giving staff more time to focus on the tasks themselves and to progress patient care and professional development
  • Clear visibility of entire workload means that teams can respond dynamically in busy periods by re-allocating work to optimise use of valuable resources in real-time
  • A more responsive and even workload distribution ultimately results in fewer delays and reduced risk of clinical errors due to unmanageable workloads, stress levels or ‘burn-out’
  • Improved handover between shifts, saving time and reducing the likelihood of errors
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • The centralised, time-stamped and easily accessible data will save time reporting on:
    •  Performance, creating new opportunities for performance analysis, promote continuous improvement of working practices and monitor any changes.
    • Resolve any complaints or disputes easily by reviewing real time data evidence.
Additional Information
Please watch the presentation “Data to Transform: Electronic Task Management in the After Hours” by Alfred Health’s Benjamin Warren (Redesigning Care Project Officer at Alfred Health) and Dr Kyle Brooks (Senior ICU Registrar and overnight Clinical Lead at The Alfred), available through the InControl Australia YouTube Channel:

https://youtu.be/NmHE0Jg4DXU

Please view the presentation slides, including graphs, from a presentation delivered by Andrew Stripp, Deputy Chief Executive & Chief Operating Officer of Alfred Health, at the 2014 Emergency Department Management Conference in Melbourne, Australia, which demonstrate the instrumental role Clinical CARPS has played in the success of Alfred Health’s ambitious and award winning “Timely Quality Care” initiative:
http://www.slideshare.net/informaoz/andrew-stripp-alfred-health

InControl Australia have produced a short demonstration video entitled “CARPS Clinical Task Management Overview”, showing the basics of task allocation and distribution between the controller PC software and an Android smart device:
https://youtu.be/3a9yaZ1z8L0

 
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Clinical CARPS is a tool that enables safer, more efficient working practices and improved opportunities for performance analysis, facilitating the implementation of further improvements. This can reduce the costs associated with care delivery and dealing with errors and delays.
  • Saves nursing and clinical staff time
  • Allows staff to progress patient care and professional development
  • Provides clear visibility of entire workload to optimise use of valuable resources in real-time
  • A result of workload distribution  is fewer delays and reduced risk of clinical errors  by managing workloads and stress levels and avoiding ‘burn-out’
  • Reducing the likelihood of errors via Improved handover between shifts and saving time
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • Time-stamped and easily accessible data reporting:
    •  new opportunities for performance analysis to promote continuous improvement of working practices whilst monitoring any changes.
    • Easily resolve any concerns, complaints or disputes by reviewing real time data evidence.
 
ROI
  • The potential exists for very high return on investment, depending on the relative efficiency of the hospital’s existing processes. A user of the original CARPS system cited recovering the original investment every four months! The non-clinical version of CARPS typically recovers initial investment within 18 months. We are awaiting analysis of data on installed versions of Clinical CARPS. We are expecting similar or even better results, due to potential cost savings within a clinical environment.

    Note: Our previous model is used successfully within 15 UK NHS trusts to mange non-clinical tasks
Current and planned activity: 
Currently ‘Clinical CARPS’, Clinical Task Management System is being used in Australia and seeking first adoption within the NHS in the UK. We are looking to NHS organisations within the West Midlands to discuss the possibility of adopting the clinical version on a trial-to-permanent basis.
 
We are seeking collaborations with West Midlands NHS trusts, clinical speciality services or an NHS region to experience our technology, understand the simplicity of installation and to witness the benefits that it can bring to managing the clinical workload, especially out of hours where resources may be limited or stretched and thus not immediately available unless the work flow is adjusted. 

Evaluation/Validation – We are seeking a trial centre to work with to gain additional evidence & validation of the benefits that our software delivers

We look forward to discussing with West Midlands Clinical Management teams how ‘Clinical CARPS’ can transform their task management processes.

.
What is the intellectual property status of your innovation?:
Clinical CARPS is the property of In Control Pty Ltd, co-developer partners of Purcell Radio Systems Ltd. Purcell Radio Systems Ltd have sole rights for the distibution of Clinical CARPS within the UK and Europe.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regional Scalability:

All of our solutions are highly scalable and an installation of CARPS software will typically lead to a future expansion of the system within that site or further installations at other sites within the region or company, usually by word of mouth promotion. Pricing for individual software licences will come down where larger systems are purchased within a single contract. Depending on the needs of the client we would expect to have a single installation up and running within 2 - 3 months.

Measures:

Quality: We expect Clinical CARPS to improve the quality of communication regarding clinical task allocation, for instance Clinical CARPS task requests can be configured for required minimum information to be mandatory. We would expect this to be measurable by a reduction in the amount of time spent on task allocation (phone calls, conversations, etc) and an increase in productivity in the undertaking of the clinical tasks themselves (delivering patient care). We would expect the enhanced analytical possibilities enabled by CARPS data capture to result in the identification of improved working processes, which should also be taken into account as measures of the system's success.
Safety: We expect patient care outcomes to improve based on the fact that Clinicians and nursing staff have more time available to deliver care as above and can re-allocate work according to demand, priority, availability and suitability. We expect to see measurable improvements against patient safety targets such as improved performance against the four hour admission target from emergencey and a reduction in errors and delays to patient care. As above, any improvements to patient safety made possible through CARPS enhanced data capture should also be counted.
Cost: Return on investment can be measured against increases in productivity on the front line and relating to time saved on performance analysis and the production of reports performed my clinical Management. We would expect complaints to be reduced and costs around the complaints process should also be factored in. A normal CARPS system would be expected to cover the cost of implementation within 18 months and we might cautiously expect even better results within the clinical environment, due to the increased value of the resources involved.
People: Feedback from users and stakeholders should give evidence of an improved attitude towards the way clinical tasks are managed compared with the preceeding system.

Adoption target:

Minimum viability would be the out-of hours clinical team at one hospital. After confirmation of the system's success, we would hope to expand use to 24/7 and to implement the system at other hospitals within the WM region.

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Tom Purcell 18/02/2016 - 12:27 Detailed Submission Login or Register to post comments
3.7
3
Votes
-99999
Innovation 'Elevator Pitch':
OsCare Sono allows early assessment of Osteoporosis risk in an out of hospital environment. It is a low cost device, can be used by any healthcare professional, emits no radiation, proven technology & vastly improved patient outcomes and cost savings
Overview of Innovation:
The OsCare Sono™ measures ultrasound wave propagation longitudinally in the radial bone. In comparison to other ultrasound bone sonometers, the OsCare Sono™ has a lower ultrasound frequency, of about 200 kHz. The low frequency ultrasound travels deeper in to the bone tissue providing better correlation with cortical thickness and its patented transducers and algorithms help to eliminate the effect of soft tissue. Oscare Sono also uses the radial bone which is easier to access and more sensitive to osteoporotic changes.

The device compares the measurement result to the available reference population group data and calculates the Z- and T-Score values, indicating if the patient has an increased risk of osteoporosis and future fractures.
OsCare Sono™ measurement results help to recognize those individuals who are at higher risk for osteoporosis and potentially further investigations such as a DEXA.
Osteoporosis is an increasingly prevalent skeletal disease characterized by diminished bone strength and increased risk of fracture which costs the NHS £2.9bn annually.

‘The International Society of Clinical Densitometry (ISCD), the International Osteoporosis Foundation (IOF) and the European Society for Clinical and Economical Aspects of Osteoporosis and Osteoarthritis (ESCEO) describe in their position statements that although DXA (dual X-ray absorptiometry) and the femoral neck are the reference technology and site for diagnosing osteoporosis, other techniques such as quantitative ultrasound (QUS) can be used in clinical practice to identify patients at high or low risk of having osteoporosis. The Foundation and Societies stated that QUS is proven to predict osteoporotic fractures similarly to central DXA.’

Oscare Sono is highly portable and can be set up within minutes in an environment suitable for assessing patients.
No ionising radiation is emitted and therefore there is no restriction on location or IMIR regulations.

Early assessment of patients at risk of Osteoporosis in the NICE pathway will identify patients at risk of osteoporosis and allow early intervention.
Oscare will enable large scale assessment of patients at risk of Osteoporosis, facilitate early intervention and improve patient outcomes.
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 / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Features:
  • Low-frequency (200 kHz) axial ultrasound velocity correlates well with bone mineral density (BMD) and cortical thickness, giving valuable information on bone strength
  • No ionizing radiation — measurement can be performed in any suitable location and repeated when required
  • Facilitates assessment in any appropriate setting, GP surgery, pharmacy etc.
  • Short assessment time, typically 10 minutes per patient
  • OsCare Sono™ is cost-effective and enables large scale assessment – A reliable and quick procedure
  • No specialised or qualified staff needed, short training cycle, easy to interpret report.
  • Measurement is on the radial bone which is easily accessible so no need for patients to undress
  • Patented soft tissue disturbance effect eliminates artefact producing a clear signal and improved diagnostic confidence
  • Compact in size & highly mobile. No dedicated PC needed, software runs in a standard Windows operating system
Cost savings from:
  • Reduction of referrals for DEXA scanning
  • Potentially significant cost savings in treating reduced numbers of fractures
  • Reduced demand on downstream services as 70% of patients with #NOF or pelvis fail to make a full recovery
  • Reduced emergency admission for osteoporotic fractures
The International Society of Clinical Densitometry (ISCD), the International Osteoporosis Foundation (IOF) and the European Society for Clinical and Economical Aspects of Osteoporosis and Osteoarthritis (ESCEO) recognize QUS methods as relatively inexpensive, transportable and proven to predict osteoporotic fractures as well as the central DXA. Compared to DXA, the OsCare Sono™ device is significantly less expensive, portable and, importantly, free of potentially harmful ionizing radiation.

Return on Investment
  • NHS Osteoporotic fracture burden is £2.9 or 3.5 Bn, depending on source
  • Identifying patients who may be at risk or actually have osteoporosis is not being undertaken currently at the rate which is needed. As the population ages, this will become more significant
  • The device is 80% the cost of one A&E admission
  • Early identification reduces decades of patient treatment costs
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
Early assessment of patients will facilitate early identification of patients at risk of osteoporosis and enable early intervention. This will lead to reduced incidence of osteoporotic fractures, related mortality and morbidity and associated health costs.
It will dramatically improve patient outcomes by reducing the significant mortality and morbidity associated with osteoporosis which is frequently overlooked as a consequence of being older rather than a modifiable outcome - which it is.
There are currently not enough DEXA scanners in the West Midlands region to cope with demand.
The adoption of this technology within the West Midlands and across the UK. Would not only save some patients the inconvenience of going for a DEXA scan or even repeated scans, when they are not required whilst still providing the patients with confidence and reassurance.
This is not intended as a replacement for DEXA which is still the gold standard in diagnosis of Osteoporosis. This would mean that patients referred for DEXA scanning would have a higher diagnostic yield.
This in turn would reduce the costs of DEXA referrals and investigations for GPs/CCGs to where they are required thereby reducing the waiting times for such investigations and the costs and time associated with reporting negative results on the imaging consultation service and the GP on a subsequent patient visit to collect results.
It is estimated that Oscare Sono will facilitate a reduction of DEXA referrals which cost in the region of £278 per patient. The total number of DEXA scans undertaken in the region and the outcome is not known. But it is clearly not enough as many thousands of patients suffer osteoporotic fractures still and this number will continue to rise as the population ages.
Physiological Measurements Ltd are working closely with the Finnish inventors or this product and have secured a UK distribution and support agreement. The regional and wide scale adoption of this technology would allow the company to grow and take on additional specialist staff to train and support users of this technology as well as having a significant impact on the company and West Midlands Osteoporosis services.
Current and planned activity: 
The device and concept are a disruptive innovation and are not currently in place within the UK healthcare system.
We are about to start a small scale trial with a GP in the Northwest of England and a Pharmacy in the Midlands to gauge acceptance and identify how many people in a cohort are found to be at risk. We are contacting lead commissioners and clinical leads at each of the 44 CCGs that we are currently delivering services too.

Planned / required activity:
  • Procurement / Adoption of our OsCare Sono – First Line Osteoporosis Assessment technology -  We seek to disseminate via the network to clinicians at all levels, the potential impact of this innovation in terms of improved patient outcomes and a reduction on healthcare resource use at all levels.
  • Evaluation / Validation / Clinical Trial  - We would welcome the opportunity to work with an acute NHS trust to evaluate the impact this innovation could have on patient flow and also as a primary prevention tool.
What is the intellectual property status of your innovation?:
Patented Product held by Oscare Medial OY, Finland

Product Certification: CE IIa ref:0537 - - EC-Certificated 93/42/EEC - ISO13485:2003
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Jon 08/02/2016 - 17:14 Publish Login or Register to post comments
4.2
5
Votes
-99999
Innovation 'Elevator Pitch':
GENEO Software is an enterprise wide application for creating, governing, and managing all aspects of Standardised Work, also known as Standard Operating Procedures, or Work Instructions.
Overview of Innovation:
The GENEO Software was created in recognition of the difficulty most organisations have with the creation, governance, control and application of standardised work in the form of work instructions, local working procedures, standard operating procedures - each organisation has its own name.

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

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

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

Measures:

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

Adoption target:

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

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Bob Newton 01/02/2016 - 14:11 Detailed Submission 2 comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
​LIAISE is a cloud-based platform that harvests information from publicly available and third party sources and auto-combines with your own spreadsheet data to identify accessible efficiencies 
Overview of Innovation:
In an ideal world, cash would be available for investment in new services and models of care.
 
In reality, however, almost all of next year’s fund - £1.8bn of it – will be spent on bailing out NHS providers in deficit, leaving just £339m to fund ‘transformation'
 
With this in mind and alongside the Lord Carter of Coles' report on Adjusted Treatment Cost (ATC) we have been conscious that Trusts need some help in unpicking what this all might mean for them.
 
The Health Service Journal analysis published on January 5th gave you a potential savings figure using reference costs.
 
Several observers have commented that they were expecting something a little more sophisticated. 
 
We’d like offer you a share of the benefits achieved with other NHS Trusts and public sector bodies by use of our LIAISE platform.
 
Others have commented how we have brought into clear view a number of savings opportunities that were hidden - even though they can be identified from a sophisticated analysis of publicly-available data and cross comparison to in house spreadsheet data
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Wealth creation / Innovation and adoption / Person centred care
Benefit to NHS:
  • Avoid un-necessary consultancy costs
  • Unlock dead budget
  • Self supported business improvement
  • Accurate management information
  • Reduce spreadsheet dependency / and single points of failure
  • Reduce lost time (FTE days)
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Reduction in bottom line costs without the need for outsourcing or redundancies
More available cash to pay for transformation and future health care system jobs
Current and planned activity: 
We have worked with Bradford District Care Trust, Heart of England NHS Foundation Trust and have proposals in with Sandwell and West Birmingham NHS Trust. Our ROI is between 3,000 and 10,000%. IE for every pound spent we will model £3 - £10k of savings
Demonstrations of capability provided;
  • St Andrews Healthcare – We have just undertaken a high level demonstration  benchmarking suggesting achievable targets of between £4 and 26 million which is representative of 2 – 14% against an income of £189m
  • Bradford District Care trust Estates Department - We have benchmarked the ED against direct comparators and demonstrated £140k to £2m which is representative of 1% and 14%
  • Heart of England NHS FT - We have benchmarked the ED against direct comparators and demonstrated  procurement savings of £910k and operational efficiencies of between £265k and £9m which would is equivalent to a 6400% ROI. Assuming £4.5m / 50% of savings are realised
What is the intellectual property status of your innovation?:
Fully owned by Alphafish associates
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:

We are concentrating our efforts on sales in the UK with an initial focus on the NHS and specifically the 38,000 managers who have an immediate need to find efficiencies totalling £22bn with a government investment of £8bn. We will expand into the entire public sector and then beyond into the $2.7bn global market as defined by Gartner
 
Analysts to Discuss Business Intelligence Trends at Gartner Business Intelligence and Information Management Summit 2013, June 10-11 in Mumbai, India. Worldwide business intelligence (BI), corporate performance management (CPM) and analytics applications/performance management software revenue totalled $13.1 billion in 2012, a 6.8 percent increase from 2011 revenue of $12.3 billion, according to Gartner, Inc.

From the experience we have to date there is considerable opportunity for Cloud CIO in the UK before venturing to Europe and the East Coast of the USA. 
 

Measures:

We believe we can build a cost down business model that helps the NHS to reduce consultancy costs by 30%, saving the NHS a potential £100m million per year.

 

Adoption target:

Market Share – NHS managers only 
User licenses @ £2k (min 10 users)

  • 5% = £3.7m
  • 10% = £7.4m

Upsell 1, auto-combine own systems based on 50% of users @ +1k per pack 

  • 5% = £0.9m
  • 10% = £1.85m

Upsell 2, 30% professional services

  • 5% = £1.1m
  • 10% = £2.2m

Total

  • 5% = £5.7m
  • 10% = £11.9m
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Neil Streets 29/01/2016 - 11:44 Detailed Submission Login or Register to post comments
4.7
3
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

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