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Idea Description
Supplementary Information
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':
CaDDI provides ‘live’ capacity and demand information across the Mental Health Urgent Care Pathway through an internet based dashboard. This provides a realistic resource and bed capacity and referral demand across the urgent care pathway and beyond.
Overview of Innovation:
The Midlands and Lancashire Commissioning Support Unit (MLCSU) , in partnership with Birmingham and Solihull Mental Health NHS Foundation Trust (BSMHFT), have developed a live Capacity and Demand Dashboard Information (CaDDI) system for use across the mental health urgent care pathway. It delivers improved patient pathways by providing managers and operational staff instant access to ‘live’ patient flow information, allowing them to make more informed decisions on staff deployment and onward referrals based on data-led assessments. 

The CADDI package consists of two elements:
  • A mobile APP solution to collect ‘live’ data from operational teams, on their current capacity, and progress of their patients’ journey throughout the referral process;
  • A ‘live’ dashboard providing an overall capacity and demand summary status across the Urgent Care pathway, with drill down functionality to a service/team level.

The CaDDI system can be populated from any source that can send live structured data or can use the app developed to enable the live gathering of data.

Currently the data capture systems options include:
  • Rapid, Assessment, Interface and Discharge teams (In-reach service hosted within another organisations)
  • Decision Unit (location based service, with defined number of places available)
  • Place of Safety (specialised location based service, with defined number of places available)
  • Street Triage Team (Out-reach service in partnership with Ambulance and Police Service)
  • Bed management (populated through PAS) – Inpatient demand and capacity, key metrics on patients waiting for a bed, occupancy rates, patients waiting for discharge, and patients out of area.
The CaDDI mobile app enables urgent care teams to access an ‘at an glance’ worklist view of the referrals currently open on their team, including at which point each patient is in within the referral process. The staff can then record timely information in the app any action taken, what is the next action and if patient is waiting for services. This chronological record of the steps from when the patient enters the system until departure helps in the completion of the patient’s clinical record and can be can be accessed by all team members until patient has been discharged.
 
The 'live' dashboard will then display this information obtained by the mobile app and bed management system, providing a holistic and comprehensive view of capacity and demand across services. 
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 / Wealth creation / Digital health / Innovation and adoption
Benefit to NHS:
The CADDI system aims to streamline the way in which patients move through the Urgent Care pathway. The new system will be able to demonstrate realistic capacity and demand across the Urgent Care system. The information team will be capturing the data delivered by theRapid, Assessment, Interface and Discharge Plus CADDI mobile app and using this data to better understand the way in which the Urgent Care teams deal with increasing demand.
 
Expected Outcomes

The system will be able to provide an overview of the urgent care system in real time which will allow proactive realignment where required. It will also help capture data that can be used to inform decisions on the ground.
 
Patient experience:
  • Reduction in waiting times
  • More timely response from services
  • More clinician time to ensure appropriate placement that meets needs
  • Reduction in out of areas placement
  • Reduction in overall in-patient admissions
  • Safer care for patients as a result of a more efficient system
  • Improved patient focused services leading to improved patient and carer experience
Operational Effectiveness
  • The availability of valuable structured quantitative data that has not been collected before
  • Increased ability to monitor and plan across the system
  • Better decision making and improved use of system resources
  • Live data on demand allowing for prioritisation
  • Reduction in duplication and waste within the referral process
The CADDI system has been developed so it is scalable to regional and national requirements. The system can be adapted to an organisations patient administration system and the dahsboard can also collect data  using an alternative system, if available, as long as data is available in real time. 
 
Initial Review Rating
1.00 (1 ratings)
Benefit to WM population:
The CADDI system will provide the most realistic and timely method for assessing the capacity of Urgent Care mental health teams across Birmingham and Solihull. As a result, potential savings can be made by  utilising resource effectively to meet demand. We expect to see a reduction in acute hospital waiting times as a result of more efficient staff deployment.

Our RAIDPlus test bed partners West Midlands Ambulance service and West Midlands Police will be better informed about the more appropriate pathway to bring patients experiencing mental health crisis. Unnecessary pressure on staff will be evidenced by the CADDI system and will lead to a precise reporting system examining capacity and demand across the system in a way that is not currently possible.

RAIDPlus has links with the MERIT Vanguard programme, the project aims to spread the experiences, learning and opportunities identified through the development and implementation the CADDI system throughout the partnership.
Current and planned activity: 
The MLCSU and BSMHFT are working on new ways to populate the internet dashboard directly from the patient administration system as an alternative for using the mobile app.
 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
2
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Innovation 'Elevator Pitch':
Nearly 40% of NHS staff have reported feeling unwell as a result of stress (NHS Staff Survey).
Mental Health First Aid is an evidence based programme designed to help individuals to prevent, identify and tackle stress and mental health problems.
Overview of Innovation:
NHS staff are more likely than the rest of the working population to become patients, increasing demands on the system they work in (King's Fund).

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

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

We currently offer the following main courses to the NHS:

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

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

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

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

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

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

We measure outcomes including increases in knowledge and personal confidence in supporting others. We can also measure reduction in absenteeism and recently helped a local charity reduce absence by 25%.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Wellness and prevention of illness / Education, training and future workforce
Benefit to NHS:
Increase in Confidence and Knowledge - Consultant Anaesthetists at Birmingham Children's Hospital saw a 32% increase in personal confidence of managing stress levels following our Resilience course. (Delegates are asked to rate their personal confidence, scale of 1-10 in managing stress levels and knowledge of resiliency building skills before and after the course).
Reduction in sickness absence - Stress affects the health and quality of life of staff. The benefits of tackling work-related stress are the obvious ones of more staff at work more of the time, and the reduction in sickness absence and its associated costs.
Improved Employee and Community Engagement - It also demonstrates the organisation’s commitment to its workforce and to addressing their health needs. This, in turn, affects how the organisation is perceived by both staff and the local community in terms of being a good employer.
Reduction in costs-  employees who are away from work because of stress will have to have their work covered by other staff, frequently bank or agency. Investment in stress management can reduce the need for this expenditure – one NHS trust reported a saving of £500,000 a year in agency cover costs.
Improved patient care - Chronic stress can lead to an increase in accidents and cause safety issues for staff and patients. Investment in resilience and stress management training will help reduce the risk.
NHS seen as innovators - There is a current campaign in government to make Mental Health First Aid a compulsory element of First Aid training in the workplace.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Mental Health costs the West Midlands region £12 billion a year & affects around 70,000 people (West Midlands Combined Authority). Poor mental health results in enormous distress for individuals, greater pressure on public services and reduced economic productivity.
Current and planned activity: 
We recently delivered our Resilience course to doctors at Birmingham Children’s Hospital. We also recently delivered a Mental Health First Aid pilot course to NHS staff in partnership with WMAHSN.
 
We appreciate that the NHS are a large employer and that budgets are continuously being squeezed as demand for services increases. That is why we would introduce a Train the Trainer programme which will allow knowledge, skills and best practice to be cascaded throughout the organisation.
 
Trainers will be selected based on their knowledge of mental health, facilitation skills and willingness to be the go-to person for any concerns.
 
We envisage that the Train the Trainer programme will include an initial mental health workshop to give delegates the opportunity to experience the course first hand, presentation skills and facilitated tasks and assessments.
 
Alongside this, Altruist’s expert trainers will also continue to deliver Resilience and Mental Health First Aid courses to selected groups.
What is the intellectual property status of your innovation?:
Altruist Enterprises are licensed providers of the Mental Health First Aid courses.
The Resilience course and its materials were produced and is owned by Altruist Enterprises UK Limited.
​Altruist Enterprises UK Ltd was incorporated in February 2013 and began trading in August 2013. 
www.altruistuk.com and altruist.community and its content is owned by Altruist Enterprises UK Ltd.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
Regional Scalability:
We would introduce a Train the Trainer programme which will allow knowledge, skills and best practice to be cascaded throughout the organisation therefore aiding scalability.
Alongside this, Altruist’s expert trainers will also continue to deliver Resilience and Mental Health First Aid courses to selected groups. Altruist operate nationally and work with 10 regular contracted trainers and have access to a further bank of 35 specialist trainers.

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

We will aim for a minimum of 80% good/very good feedback from delegates.
Adoption target:
Minimum of 3 x NHS Trusts enagaged
3 x 5 day train the trainer programmes to be delivered within first 12 months
24 x 3 hour courses to be delivered within the first 12 months
12 x 2 day courses to be delivered within the first 12 months
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