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':
Quality Improvers are seeking to connect to their network and add value to their patients. Hexitime is an elegant solution to both. "Give an hour, get one back". 
Overview of Innovation:
The concept of healthcare timebanking was first proposed at the 2017 annual Q Community conference and followed up with learning from timebanks in public services which have united disenfranchised communities. Small scale pilots across the Q Community have left members inspired, better resourced and equipped with new ideas. These have subsequently contributed to a successful bid for seed funding by myself and co-founder John Lodge from the 2018 Health Foundation Q Exchange.

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

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

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

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

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

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

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

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

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

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

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

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

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

The Hexitime.com platform has been developed by Made Open Ltd. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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Hesham Abdalla 16/07/2019 - 20:35 Publish 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
The NHS is on a digital transformation journey. Our online digital education service provides everyone across the NHS with an introduction to the digital 'fundamentals' to enable everyone to engage in this journey. 
Overview of Innovation:
DEfactoEd is an online digital education company founded in 2017 by former Big4 Consulting Partners, Commercial leaders and Digital academics to provide people with a highly engaging and structured introduction to digital. 

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

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

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

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

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

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

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

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

ALIGNMENT WITH GOVT PRIORITIES

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

 

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

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

2. CURRENT EVALUATIONS

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

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

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

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

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

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

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

 
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
The UK has a growing and ageing population, with increasing numbers of dementia diagnoses, there are 850,000 people estimated to be living with dementia in the UK, this number is set to rise to one million in 2025. Additionally, one in five people will experience depression sometime in their life and the prevalence of delirium in people on medical wards in hospital is about 20% to 30% and can be much higher in intensive care units.

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

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

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

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

Seed funding would enable this project to grow roots in the S Asian communities in the West Midlands so that people from these communities feel empowered to have a say on services and support long term collaboration to tackle health issues such as dementia.  A small amount of project funding would unlock significant preventative savings and improve co-production in the long run as well as developing long term relationships with the BAME communities in West Midlands.
Current and planned activity: 
This project currently operates in Rochdale and recently recieved funding to grow its reach across Greater Manchester.  We believe it would have huge impact in other areas of the UK.
What is the intellectual property status of your innovation?:
Pending TM owned by Life Story Network
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Thomas Hughes 18/06/2019 - 14:20 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
Knowing Me!
 
Is a free online booklet to enable people to better identify and react to the three D’s – Dementia, Depression and Delirium which are all closely linked.
Overview of Innovation:
What did you wish you knew about dementia at the point of diagnosis that you now know?

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

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


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

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

This approach to training is becoming popular with health care teams in Northern England who want to be more than just 'dementia friends' but seek to understand the disability and better support those they work with.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Patient and medicines safety / Person centred care
Benefit to NHS:
Staff quickly identify the differences between, dementia, depression and delirium and can react appropriately ensuring the person gets the right care at the right time.
Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:
Many health care staff still don't feel confident in dealing with dementia and the issues surrounding it such as memory loss, end of life planning, wellbeing issues and dealing with delerium.

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

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

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

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

The staff that have recieved this training have said it has empowered them and given them renewed confidence when supporting people with dementia.
 
Current and planned activity: 
We look to disseminate this free online resource to ensure its uptake by NHS staff at all levels.  This booklet was co-produced by people with dementia and their carers and enables staff to have a strong understanding around dementia, depression and delirium.
 
Along with this we look to roll out face to face training to accompany this resource
What is the intellectual property status of your innovation?:
This is held by Life Story Network
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Thomas Hughes 18/06/2019 - 14:07 Publish 1 comment
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Votes
-99999
Innovation 'Elevator Pitch':
Edu Pod is an affordable and accessible digital solution which enables schools to create a whole school approach to mental health. 
Overview of Innovation:
Due to an increase in demand for our service we can no longer meet demand
with our current face to face delivery model. This means that schools cannot access our content that will aid them to create a whole school approach to mental health. 

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

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

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

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

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

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

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

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

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


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

 
Current and planned activity: 
Current Amgen activity is that 2 WMids Regional Account Managers have engaged with lipid specialists and cardiologists within the acute trusts. However there has been very little engagement with primary care stakeholders such as CCG clinical leads or STP leads.
 
We require the help of the AHSN in identifying and engaging STP stakeholders such as transformation leads, implementation leads, or programme manager leads or others who would be interested in discussing potential joint working projects outlined above with the Amgen Value Solutions Manager (non-promotional role).
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
Regional Scalability:
Potentially an initial pilot stage within 1 or 2 STPs / CCGs / Primary Care Networks could then be scaled up across the West Midlands. A joint working project was implemented with the NWC AHSN - The Cheshire and Mersey Lipid Programme. (Documents attached).
Measures:
The outcome of such a proposed joint work project would hopefully be a system-wide, long term improvement in cholesterol management so that high risk FH and CVD patients would be on higher doses of statins and have lower cholesterol (resulting in lower CV risk). Those patients that do not reach cholesterol targets despite maximal tolerated lipid lowering therapy may be eligible for a PCSK9 inhibitor as per NICE TA 394 and NICE TA 393.
​Development of a case-study document to showcase the work of the organisations involved.
Adoption target:
N/A
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Matt Bhageerutty 10/05/2019 - 16:34 Detailed Submission 1 comment
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0
Votes
-99999
Innovation 'Elevator Pitch':
As experts in digitising clinical pathways, we empower patients and clinicians through our virtual outpatient clinic platform. Our work at Barts demonstrated 3x reduction in DNAs and 10 additional patients seen per 4-hour clinic.
Overview of Innovation:

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


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

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

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

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

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


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


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


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

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

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

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

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

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

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

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

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

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

The use of a Bare-Non® Modesty Apron should be considered as a cost-effective device in helping to alleviate the need for chaperone services thereby releasing a valuable resource back to direct patient care.
Current and planned activity: 
As a single use, disposable item, the Bare-Non Modesty Apron enhances the patient experience, eliminates the requirement to launder products and storage requirements are smaller due to the slim, flat packaging.
 
We would like to engage with West Midlands healthcare providers to trial the use of the Bare-Non Modesty Apron as a cost effective alternative to gowns and drapes currently used.
 
In addition, as an SME based in the West Midlands Bare-Non has attendant incentives for job creation by establishing a local logistics hub with associated supply chain for national and international distribution.
What is the intellectual property status of your innovation?:
Patents pending in the UK & International.
Design protection in Europe via EUIPO.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Trevor Norris 13/02/2019 - 10:56 Publish Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
ReferBack™ is a secure electronic specialist referral system that standardises the referral process, improves patient care, helps clinicians avoid unnecessary risk, interfaces with the BSR and saves time and money for the clinician and the NHS.
Overview of Innovation:
ReferBack™ provides a simple and secure electronic referral platform that allows medical teams to connect to specialists to assess conditions; refer critical patients and gain advice on treatment options for urgent cases. 
ReferBack™ has been developed by Amplitude in conjunction with leading spine surgeons in the UK; is endorsed by the British Association of Spine Surgeons and links directly to The British Spine Registry. 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

There is continual development on the system, continually taking on board requests from the system users to improve functionality by adding areas including detailed reporting.
What is the intellectual property status of your innovation?:
Amplitude Clinical Outcomes owns the intellectual property copyright of the innovation. BASS assisted in the development of the system with the understanding that it would be sold at a cost that covers the development plus the ongoing upkeep and development. This has enabled the system to enter the market at 1/2 the cost of the existing product, that has less functionality and does not upload directly to the BSR.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Sarah Steptoe 11/02/2019 - 14:47 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
We have successfully designed, implemented and evaluated a standardised triage system for use within maternity care.  It is currently used in eight maternity units, with more planned.
Overview of Innovation:
Triage systems are designed to ensure the patient receives the level and quality of care appropriate to their clinical needs and resources available. Triage involves establishing the presenting problem, undertaking a standardised physiological assessment including vital signs and results in a score being assigned based on predictors of urgency which determines the priority of on-going care.
The physiological changes associated with pregnancy mean the standard triage tools may not be applicable. In addition, the underlying good health of the maternity population, which may mask the severity of maternal illness, and no assessment of the condition of the unborn baby reinforce the need for a specific maternity tool. While some informal triaging takes place within maternity care, a national survey showed that women currently wait to be seen in the order in which they arrive and that current prioritisation systems do not use clinical determinants.
 
Birmingham Symptom specific Obstetric Triage System (BSOTS)
The system was co-produced by clinicians and researchers in Birmingham to prioritise care for women presenting with pregnancy related complications or concerns.  
The BSOTS bundle includes:
  • Completion of a standard clinical triage assessment by a midwife within 15 minutes of the woman’s attendance.  This includes taking a brief maternal history, completion of baseline maternal observations, assessment of pain levels, abdominal palpation and auscultation of the fetal heart rate .
  • This assessment is used to define a category of clinical urgency using a 4-category scale, which guides timing of subsequent assessment and immediate care (by an obstetrician if required) using algorithms.
 
  • Standardised symptom-specific algorithms are used for allocation of clinical priority and the immediate care and further investigations of the eight commonest reasons for attendance (abdominal pain, antenatal bleeding, hypertension, suspected labour, ruptured membranes, reduced foetal movements, unwell/other, and postnatal concerns). 
 
  • Documentation is provided to support and standardise completion of the clinical tasks required.
 
Implementation of BSOTS requires multidisciplinary training of clinicians which takes approximately three hours. The BSOTS training has also been developed and elevated by the team
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Innovation and adoption
Benefit to NHS:
The benefits to the NHS of a dedicated maternity triage system are centred on improving safety for women and their babies by reducing the interval from their attendance to their initial review by a midwife and prioritising urgent care. BSOTS is supported by Royal College of Obstetrics and Gynaecology and Royal College of Midwives for national implementation.
Implementation of BSOTS as the system improves management of the triage department by enabling staff to:
  • See how many women are waiting who have not yet had their initial triage assessment to determine level of clinical urgency
  • See how many women who have had the initial assessment and the level of clinical urgency is known for each women
  • Know when further assessments are due for women in the Department
  • In circumstances where women attend who require urgent treatment it allows women with less clinical urgency to be safely moved out to the waiting area and escalation to occur
  • Facilitate easy handover of the department between shifts using SBAR
  • Use a shared language between clinicians to communicate clinical priority
BSOTS  provides a standardised process to manage emergency attendances and reduces staff safety concerns in maternity triage whilst increasing their resilience and improving handover and communication.
 
Initial evaluation at BWCNFT demonstrated  that the use of BSOTS increased the numbers of women seen within 15minutes of attendance from 39% to 54% [Relative risk (RR) 1.4 (1.2, 1.7 (95% confidence interval (CI)] and reduced the time to medical review for those who require it. Thus providing a robust pathway for rapid assessment and urgent medical care if required, improving outcomes for mothers and their babies.
Good reliability and validity of the BSOTS bundle were found on the basis of the numbers of women who re-attended and investigation of predefined maternal and neonatal morbidities.  All the midwives reported that BSOTS training had improved their knowledge and confidence and that implementation of the system improved safety for mothers and babies and reduced stress amongst the clinicians.
Intra-rator reliability was excellent both at BWCNFT initially with an Intracluster Correlation Coefficient (ICC) of 0.961 (95% CI 0.91-0.99), and in the additional maternity units where the ICC was 0.971 (0.915-0.996). There was no apparent difference between midwifery band level and amount of triage experience. Showing that the BSOTS tools are reliable and consistent for use amongst varied midwifery staff.
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
The West Midlands remains a national outlier for poor rates of perinatal and infant mortality and is committed to the national ambition to halve the number of stillbirths, neonatal and maternal deaths and brain injuries by 2025.
 
In line with the National Maternity Review (published in February 2016) which set out a clear vision for maternity services across England to become safer and to promote good practice for safer care; the Birmingham Symptom specific Obstetric Triage System (BSOTs) improves the process and clinical prioritisation of care for women presenting with pregnancy related complications or concerns. BSOTs has also been shown to prioritise urgent care for those women who are most unwell or requiring more rapid access to obstetric intervention and emergency treatment.
 
With increasing use of the Birmingham Symptom specific Obstetric Triage System (BSOTs) across the maternity units within the West Midlands region, women can expect continuity of process and care when they present to units with urgent concerns and that care is standardised across the region. Standardisation of the maternity triage pathway also provides an opportunity to ensure that the midwifery and medical workforce in maternity are able to be trained with the right skills to implement appropriately timed and clinically relevant prioritised of care within all maternity triage departments in which they may work.
Current and planned activity: 
The Birmingham Symptom specific Obstetric Triage System (BSOTs) is currently used in seven units nationally; including half of all maternity units within West Midlands.
A further twelve maternity units have received training for their implementation teams and are due to launch the BSOTs programme in the next six months.
Bespoke training courses for maternity teams are held in Birmingham every two months. This training includes specific training the trainers materials, the BSOTS© maternity algorithms, Triage Assessment Cards and Patient information posters and tips for implementation from other units.

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

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

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

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

View the FarmaTrust Explainer Infographic – click here.

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

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

What are the benefits of working with ETL?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

We’re looking to trial with other organisation and clinicians so that they may also see the benefits of both our solution and investing in technology to enhance the provision of healthcare.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
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Adam Carnell 17/12/2018 - 14:26 Publish Login or Register to post comments
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