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Innovation 'Elevator Pitch':
GRS is a proven fully integrated scheduling package that manages staff rostering, attendance, annual leave and sickness by streamlining everyday processes to increase efficiency and save money.
Overview of Innovation:
GRS is a powerful rostering software product providing a fully integrated suite of tools designed to manage the complex task of staff rostering in demand-led service delivery organisations. It also provides access to important personnel related data such as skills and contact details and enables organisations to make the most effective and efficient use of staff resources, in addition to providing comprehensive real time reporting.

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

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

Proactive and configurable reporting facilities ensure managers have timely and accurate information for planning and forecasting of employee shifts, overtime and absences. With real time visibility of staff availability this ensures adequate levels of resource are maintained to meet the organisation’s needs over current and future planning horizons.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
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Innovation 'Elevator Pitch':
The bespoke training programme aims to increase mental health awareness and increase skills in identifying and managing mental health crisis with emphases to referral pathways that can be applied in operational practice by frontline professionals.
 
Overview of Innovation:
Rapid, Assessment, Interface and Discharge Plus takes a more localised training approach and has identified priority front line services that frequently coming into contact with those suffering from mental illness and potentially at risk of crisis i.e. Police officers and Community healthcare professionals who are working with individuals with both physical and mental health difficulties.

The training aims to increase knowledge and understanding of mental illnesses as well as support early referral and appropriate management of individuals who are experiencing deterioration in their mental health. The overall aim is to build confidence and competence in front line professionals and generate a supportive and informed approach when working with those in mental health distress.

The training modules are as follows:
  • Understanding mental illness: Signs and Symptoms of mental health
  • Effective de-escalation and communication skills
  • Understanding Mental Health Act (1983) and Mental Capacity Act (2005)
  • Crisis Prevention and Management (including risk assessment of suicide and self-harm)
  • Dementia
The training package offers provision to tailor elements of the content to suit the locality’s policy and services available, should organisations wish to implement the  training. For example, the 'Crisis Prevention and Management' module explores referral pathways and services available within Birmingham and Solihull Mental Health Trust. These could be easily amended to reflect the organisations services to ensure the training maintains its bespoke, localised approach. The training can be customised but would generally take a full day to cover all modules.

This allows for local frontline professionals that come in contact with mental health patients to be able to identify and prevent patients going into crisis by referring patients to access appropriate mental health support in a timely manner.

The training is delivered by a registered mental health professional to ensure that the full potential of learning amongst participants is achieved. The experience and understanding of such an individual will aid questions posed throughout the training and allows them to draw to from previous experiences/scenarios from real life mental health practice within the delivery.
 
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 / Education, training and future workforce / Innovation and adoption
Benefit to NHS:
National directives indicate that, in general, the public should have a baseline knowledge and understanding of mental illness (Public Health England, NHS Five Year Forward View). It is nationally acknowledged that many patients with long term physical health care conditions have a diagnosed mental health issue (NHSE FYFV). Due to limited training and data sharing the co-ordination of care for these patients is often fragmented (Crisis Concordat, 2015). This may result in patients experiencing mental health crisis and entering the urgent care pathway unexpectedly. This causes pressure on urgent care services and could also impact the patient experience.

Our vision is to help develop a community healthcare workforce that is fully trained in mental health, with access to the right tools and pathways to support patients suffering with mental health issues. This will ensure that patients with comorbid conditions are positively supported to access the right care, at the right time in the right place. The better management of the mental health care can have a positive impact to patients' care as well as possibly avoiding their mental health deteriorating further.

In 2015 the Mental Health Network Confederation highlighted; "the police and mental health providers need to understand each other’s legal powers, roles and responsibilities "to manage /reduce the risks associated with mental health crisis". Additionally, the police often come in contact with people experiencing mental health distress and usually have to manage difficult and complex situations. Training is needed to equip them to recognise and assist when someone has a mental health issue or learning/intellectual disability. This is in line with the College of Policing requirements for mental health awareness training within the police force.

The police are frequently in contact with people suffering from mental health problems, so to be able to identify these symptoms and be able to direct them to right pathway in a timely manner is a huge benefit as it can save the person further unnecessary complications and faster access to help. The police would also benefit by being able to correctly manage people undergoing mental health distress when responding to mental health-related incidents. They will be able to acquire practical skills to spot the triggers and signs of mental health issues and be able to confidently step in, reassure and support a person in distress.
  
 
Initial Review Rating
1.00 (1 ratings)
Benefit to WM population:
Within the West Midlands 20-40% of police time is dedicated to those experiencing mental health difficulties. Therefore, the ability to identify symptoms and signs of mental health distress and be able to refer patients to the appropriate pathways ensures a better and efficient system. The training helps police develop skills to manage those with mental health illness/facing mental health crisis and saves time and resources. The training will cover the Mental Health Legislation and Mental Capacity Act which aligns with the College of Policing training requirement for the West Midlands Police.

By training the Birmingham Community Healthcare Trust staff, this supports staff being able to ensure the patients with long terms conditions that have signs of mental health issues are supported to access the right care in a timely manner. Having an understanding of the mental health support pathways and services for patients avoids patients experiencing mental health crisis by early intervention and reduces unplanned emergency visits to the urgent care system.

There is wider scope however for target audiences and suggestions to be considered for future delivery of the training include:
  • Wider community and health care teams within Birmingham/ Solihull
  • Schools, universities and colleges
  • Ambulance services
  • Fire Services
  • Workplace learning and team building
Current and planned activity: 
To date, the RAIDPlus training package has been created and delivered by the mental health trainer who is a registered mental health nurse with a number of years’ experience within acute mental health. The training was delivered to 1600 staff across the West Midlands Police and 150 Birmingham Community Healthcare staff.  

The police training was tailored and aligned to the learning objectives of West Midlands Police. This is in connection to the College of Policing requirements and Authorised Professional Practice for mental health within the police force. The community trust training was tailored to meet the learning needs of staff to capture the referral pathways and crisis prevention elements relevant to their services. Overall, the training was positively received by staff and early outcomes suggest improved capacity to provide supporting interventions to reduce the risk of crisis.
What is the intellectual property status of your innovation?:
BSMHFT is the provider of this training package.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
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Innovation 'Elevator Pitch':
Clinical CARPS improves patient care outcomes & staff experience through effective Handover management & prioritisation of work
  • Clear, consistent, flexible task allocation
  • Real-time workload understanding
  • Data for analysis & improvements
Overview of Innovation:
Clinical CARPS (C-CARPS) is a simple to use clinical task management system which aids safe handover and continuation of care. The system improves patient care outcomes & the experience of clinical staff in a very cost effective manner by saving time, optimising the deployment of staff resources & identifying areas for improvement. Users have been delighted with the speed of implementation & the ability to fine tune the system to their operational needs
C-CARPS has been implemented with great success by the Hospital at Night team at The Alfred Hospital, Melbourne with our co-developer partners, InControl Australia. Alfred Health have cited many achievements facilitated or directly enabled by the system:improved performance against patient care targets e.g.
  • 8% increase in emergency patients admitted within 4 hours
  • increased overall productivity
  • improved staff attitude towards the overnight shift
Alfred Health won the “The Premier’s Award for Advancing Healthcare 2013”  & "The Metropolitan Health Workforce Initiative Award 2014" for their achievements, in which C-CARPS was instrumental.
C-CARPS replaces the existing method of task allocation, typically reliant on paging & phone calls between staff to clarify patient needs. In simple terms it is used as follows:
  • Handovers are managed quickly & safely through the system
  • Nursing staff issue clinical task requests from ward PC’s or mobile devices
  • Team members carry a mobile device to track, manage & update allocated tasks
  • “Clinical Leads” have the ability to re-allocate work according to demand
Task requests contain all the information required to immediately prioritise & complete the task. Geographic, nurse & patient identifiers provided by C-CARPS task requests optimise efficient task allocation, improve communication & help prevent errors.
The ‘Clinical Lead’ can see all tasks in real time and redistribute them as appropriate. Clinical Leads now redistribute around 14% of the work on a nightly basis.
Data from C-CARPS is used to identify long trends & to understand the type of work carried out by specific staff at night. This has provided supporting evidence in cases of complaints or concerns from staff & enabled the implementation of organisational or procedural change to improve staff utilisation & patient care. In one instance, C-CARPS data was used to reduce the overnight drug chart re-writes average of 42 to 2.5.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
  • Improved handover between shifts, saving time and reducing the likelihood of errors
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • The centralised, time-stamped and easily accessible data will save time reporting on:
    •  Performance, creating new opportunities for performance analysis, promote continuous improvement of working practices and monitor any changes.
    • Resolve any complaints or disputes easily by reviewing real time data evidence.
  • Saves nursing and clinical staff time by communicating task information in a clear, complete and standardised way, giving staff more time to focus on the tasks themselves and to progress patient care and professional development
  • Clear visibility of entire workload means that teams can respond dynamically in busy periods by re-allocatingwork to optimise use of valuable resources in real-time
  • A more responsive and even workload distribution ultimately results in fewer delays and reduced risk of clinical errors due to unmanageable workloads, stress levels or ‘burn-out’
Additional Information
Please watch the presentation “Data to Transform: Electronic Task Management in the After Hours” by Alfred Health’s Benjamin Warren (Redesigning Care Project Officer at Alfred Health) and Dr Kyle Brooks (Senior ICU Registrar and overnight Clinical Lead at The Alfred), available through the InControl Australia YouTube Channel:

https://youtu.be/NmHE0Jg4DXU

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

InControl Australia have produced a short demonstration video entitled “CARPS Clinical Task Management Overview”, showing the basics of task allocation and distribution between the controller PC software and an Android smart device:
https://youtu.be/3a9yaZ1z8L0
Online Discussion Rating
4.00 (1 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Clinical CARPS is a tool that enables safer, more efficient working practices and improved opportunities for performance analysis, facilitating the implementation of further improvements. This can reduce the costs associated with handover, care delivery and dealing with errors and delays.
  • Saves nursing and clinical staff time
  • Reducing the likelihood of errors via Improved handover between shifts and saving time
  • Allows staff to progress patient care and professional development
  • Provides clear visibility of entire workload to optimise use of valuable resources in real-time
  • A result of workload distribution  is fewer delays and reduced risk of clinical errors  by managing workloads and stress levels and avoiding ‘burn-out’
  •  
  • Transparency of the system promotes a team ethic and a shared workload mentality
  • Time-stamped and easily accessible data reporting:
    •  new opportunities for performance analysis to promote continuous improvement of working practices whilst monitoring any changes.
    • Easily resolve any concerns, complaints or disputes by reviewing real time data evidence.
 
ROI
  • The potential exists for very high return on investment, depending on the relative efficiency of the hospital’s existing processes. A user of the original CARPS system cited recovering the original investment every four months! The non-clinical version of CARPS typically recovers initial investment within 18 months. We are awaiting analysis of data on installed versions of Clinical CARPS. We are expecting similar or even better results, due to potential cost savings within a clinical environment.

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

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

We look forward to discussing with West Midlands Clinical Management teams how ‘Clinical CARPS’ can transform their task management processes.
What is the intellectual property status of your innovation?:
Clinical CARPS is the property of In Control Pty Ltd, co-developer partners of Purcell Radio Systems Ltd. Purcell Radio Systems Ltd have sole rights for the distibution of Clinical CARPS within the UK and Europe.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regulatory Approvals:
Purcell has been an ISO 9001 accredited company since 1995, we are Safecontractor and Constructionline approved and are a member of the FCS.
Regional Scalability:
All of our solutions are highly scalable and an installation of CARPS software will typically lead to a future expansion of the system within that site or further installations at other sites within the region or company, usually by word of mouth promotion. Pricing for individual software licences will come down where larger systems are purchased within a single contract. Depending on the needs of the client we would expect to have a single installation up and running within two months. 
Measures:
Quality: We expect Clinical CARPS to improve the quality of communication regarding clinical task allocation, for instance Clinical CARPS task requests can be configured for required minimum information to be mandatory. We would expect this to be measurable by a reduction in the amount of time spent on task allocation (phone calls, conversations, etc) and an increase in productivity in the undertaking of the clinical tasks themselves (delivering patient care). We would expect the enhanced analytical possibilities enabled by CARPS data capture to result in the identification of improved working processes, which should also be taken into account as measures of the system's success.
Safety: We expect patient care outcomes to improve based on the fact that Clinicians and nursing staff have more time available to deliver care as above and can re-allocate work according to demand, priority, availability and suitability. We expect to see measurable improvements against patient safety targets such as improved performance against the four hour admission target from emergencey and a reduction in errors and delays to patient care. As above, any improvements to patient safety made possible through CARPS enhanced data capture should also be counted.
Cost: Return on investment can be measured against increases in productivity on the front line and relating to time saved on performance analysis and the production of reports performed my clinical Management. We would expect complaints to be reduced and costs around the complaints process should also be factored in. A normal CARPS system would be expected to cover the cost of implementation within 18 months and we might cautiously expect even better results within the clinical environment, due to the increased value of the resources involved.
People: Feedback from users and stakeholders should give evidence of an improved attitude towards the way clinical tasks are managed compared with the preceeding system.
Adoption target:
Minimum viability would be the out-of hours clinical team at one hospital. After confirmation of the system's success, we would hope to expand use to 24/7 and to implement the system at other hospitals within the WM region.
Investment sought:
We are looking for a hospital, Trust or region interested in implementing Clinical CARPS. As this would be a first for the NHS, we would be interested to know if funding might be available for an NHS hospital to make the initial investment on the basis of a formal evaluation of this innovation or "trial-to-permanent" basis.
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