Training for NHS staff to increase knowledge, skills & confidence to prevent extremism & radicalisation (#3021)

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Idea Description
Supplementary Information
Innovation 'Elevator Pitch':
We facilitate difficult conversations about extremism via engaging, practical training - sharing knowledge & evidenced case studies/our short films of former extremists to build capacity for prevention & intervention as part of safeguarding at work
Overview of Innovation:
Training: Safeguarding Against Violent Extremism in Healthcare

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

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

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

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

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

Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
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Innovation 'Elevator Pitch':
We facilitate difficult conversations about extremism via engaging, practical training - sharing knowledge & evidenced case studies/our short films of former extremists to build capacity for prevention & intervention as part of safeguarding at work
Overview of Innovation:
Training: Safeguarding Against Violent Extremism in Healthcare

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

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

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

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

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

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

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

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

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

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

1. Mental Health area, particularly the RAIDPlus Integrated Mental Health Urgent Care Test Bed as our courses have an immediate fit with the multi-disciplinary team.

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

If you are a healthcare provider who wishes to build capacity for prevention and intervention as part of safeguarding at work please contact us.
What is the intellectual property status of your innovation?:
NA
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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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:
RAIDPlus 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 RAIDPlus 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':
A comprehensive package of training and development on safegaurding adults, mental capacity, deprivation of liberty safeguards and Prevent delivered through training DVDs, e-learning packages, patient stories, face-to-face training and webinars. 
Overview of Innovation:
Safeguarding Adults, Mental Capacity and Deprivation of Liberty Safeguards are mandatory training for all staff working with vulnerable adults across the health and social care economy. As this inevitably requires large numbers of staff, organisations are constantly being challenged with meeting the training compliance needed. This training is also required every 3 years.

This flexible training package is designed to meet the training needs of various organisations who have statutory obligations in this area. The training package includes:

- Safeguarding adults level 1 raising awareness 
- Safeguarding adults level 2 alerter/referrer 
- Safeguarding adults level 3 section 42 enquiries/case conference 
- Mental Capacity Act introduction
- Mental Capacity Act in practice
- Deprivation of Liberty introduction
- Deprivation of Liberty in practice
- Prevent
- Specialist modules on
    * self-neglect
    * modern day slavery and human trafficking
    * Female genital mutilation (FGM)
    * Domestic violence

These training modules can be delivered via:

- E-learning package including anonymised real patient story videos developed by the Trust
- Face-to-face for more advanced training
- Webinars
- Bespoke training individually costed
- Educational material such as booklets, posters, leaflets

All educational and training material can be customised to include the receiving organisation's branding and logo.

More bespoke services include:
- Organisational Review of existing safeguarding processes ,policies and procedures
- Develop safeguarding plan based on gap analysis
- Policy Development
- Risk Assessment, Care planning, report writing , Court reports
- Individual management reviews for SAR’s Domestic Homicide reviews
- Audit Evaluation and Implementation Plan
- Organisational preparation for CQC Inspections
- Organisational quality, risk and governance assurance
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 / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
- Flexible learning packages to meet mandatory training requirements for NHS organisations who do not have the capacity to provide the training in-house
- Improving the knowledge and skills of the workforce which will improve the safeguarding of patients
- Reduce organisational risk
- Improve outcomes for patients and carers
- Reduces demands on clinical time by way of providing training through e-learning
- Access to the most up-to-date contents as our team are constantly updating the training material
Online Discussion Rating
4.00 (1 ratings)
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
The safeguarding of vulnerable adults is now statutory under the Care Act 2014. As such, its implementation is required locally, regionally and nationally.

According to the editorial of Journal of Adult Protection Vol 18, No 2, 2016: "Across West Midlands, local authorities are struggling with the effects of austerity measures, unprotected social care budgets, restructuring, under-valued care workers, redundancies and more generally on the rising demands associated with an ageing society". Following re-organisation, many of the local authorities are struggling with a younger and less-experienced workforce with less intellectual memory and too many agency staff. This will be even more so in West Midlands following the councils' devolution plan delivery. This calls for increased training and support for staff delivering front-line services where demands have risen and resourses have dwindled. 
Current and planned activity: 
Currently we provide training to BCHCFT workforce which comprises over 5,000 members of staff. In addition, we provide training to limited number of NHS Trusts and a wider workforce in hospice care, special schools and some private and commissioning groups. All of this has been achieved through recommendations rather than utilising any marketing strategies.
What is the intellectual property status of your innovation?:
Training material need to be protected.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
The service can be provided across the West Midlands Health Authority region.
Measures:
- Provides the organisation across the health and social care with the mandatory training for staff dealing with vulnerable adults
- Knowledge assessment at the end of the training to ascertain the competences acquired by the individuals
Adoption target:
Health and social care organisations and private sector
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Innovation 'Elevator Pitch':
We develop board games that engage and educate frontline staff. 
They improve care delivery and patient safety by giving staff the knowledge, skills and confidence to make beneficial changes.
Overview of Innovation:
Since 2004 we have been developing board games that improve learning and development by making face-to-face engagement easier and more effective. They bring staff together and encourage them to discuss new ways of working. They get people talking and sharing; players learn from each other.
 
Our games improve performance by delivering the knowledge, skills and confidence that staff need to change the way they work, communicate and behave. Games encourage players to relax and have fun making them more receptive to new ideas and more willing to discuss difficult subjects. While the games are delivering structured and engaging learning it doesn't feel like formal learning. This is very important for unqualified support staff (bands 1-4) who may have fear of formal classroom learning for a variety of reasons.

Our games are designed to be extremely flexible and can be played in the workplace without a specialist facilitator or as part of a more structured formal training programme or workshop. This is intentional and is designed to bridge the gap between solitary learning such as eLearning (which may not be engaging or effective) and formal instructor lead training (which can be effective but expensive and scarce).

We have developed over 40 games and most of them are specifically for use in health and social care settings to address specific clinical and organisational issues. Many of the games are designed to reduce avoidable harm and improve patient safety by encouraging continuous improvement among frontline staff. Games cover a range of issues including:
  • Medication errors
  • Sepsis management
  • Pressure ulcer prevention
  • Malnutrition & dehydration
  • Dysphagia management
  • Stroke pathway
  • Communication skills
  • Team working in health and social care
  • Information governance
  • Genomics
  • Cystic Fibrosis (for children with CF)
All of our games are developed in partnership with leading academics, clinical practitioners, educators and frontline staff. We have formal agreements and partnerships with a range of national and local NHS organisations including NHS England, Health Education England, NHS Improvement, NHS Scotland, and NHS Education for Scotland.

We have formal partnerships with a range of organisations in the Midlands including City University Birmingham, Birmingham Community Healthcare NHS FT, Health Education West Midlands, Coventry & Warwickshire Partnership NHS Trust.

Our biggest challenge is publicising our games. This is why we would like funding from the SME Innovation Fund.

 
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 / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Patient safety and avoidable harm are huge problems for the health and social care systems and for wider society. Many of the changes needed to improve safety are relatively simple and can be carried out by frontline staff without the need for new equipment or complex system or process changes. But these changes cannot happen without effective training and support. Without them frontline staff cannot improve their performance. While evidence based medicine is practiced it is not supported by evidence based training and we believe that within health and social care training is either absent or has no evidence to support its efficacy.

The widespread adoption of eLearning and other remote learning resources are appealing to the organisation because they appear cost effective but can be isolating and unpopular with frontline staff. It's easy to conclude that if these methods of delivering training were effective then the incidence of avoidable harm and patient safety incidents would have decreased or disappeared. They have not.

We believe that the most effective way of engaging and training frontline staff is face-to-face in groups where staff members learn from each other. If this happens it often involves a slide show or lecture and neither of these engage the learners in any discussion nor challenges them to process new information and ideas.

We develop board games to achieve these levels of engagement. A simple board game based on recognisable games such as Snakes & Ladders are very simple to play, widely recognised and have cross cultural and generational appeal. Our games don't require any structured facilitation and can be played by anyone anywhere. Within minutes players are laughing and joking while focussing intently on discussing the questions and scenarios presented within the game.

Independent university and NHS studies strongly suggest that our games are very effective for knowledge transfer, knowledge retention and developing the confidence players need to implement what they've learned during the game. There are also clear indications, from within the NHS and care homes, that playing games can have a measurable effect on patient safety and avoidable harm but this needs more investigation to confirm. 

Any reductions in avoidable harm and improvements in patient safety will have a significant benefit on finances across the system and of course the benefit to patients and carers is clear. Staff morale can also be improved.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
As described earlier in this submission we have contractual and commercial relationships with several organisations in the West Midlands. The sale of our games generates revenue for these organisations that can be reinvested by them to improve the services that they deliver to the residents of the WM. We anticipate more of these commercial relationships as our company grows so our games would be creating wealth within the WM economy.

The direct benefits to patients and carers of less avoidable harm and improved patient safety is clear and the financial implications for the WM economy could also be significant.

The reputational benefits for service providers should not be ignored and the improvements in staff morale could also be a beneficial side-effect.
Current and planned activity: 
We have formal agreements and partnerships with a range of national and local NHS organisations including NHS England, Health Education England, NHS Improvement, NHS Scotland, and NHS Education for Scotland.

We have formal partnerships with a range of organisations in the West Midlands including City University Birmingham, Birmingham Community Healthcare NHS FT, Health Education West Midlands, Coventry & Warwickshire Partnership NHS Trust.

We also have relationships with a range of Royal Colleges, charities and patient groups including Royal College of Nursing, Royal College of Midwives, The Patients Association, UK Sepsis Trust, Chest, Heart & Stroke Scotland and the British Dietetic Association.

We cannot develop our games without the support of subject matter experts from these organisations and we will continue to strengthen these relations and create new ones.
 
What is the intellectual property status of your innovation?:
In most instances we entirely own the IP related to our games. In some instances the IP is owned, or partly owned, by our partners and we sell the games under licence from them. We recently had an IP Audit carried out on all of our games and associated commercial agreements and partnerships. When this report is finalised we would be willing to share it with the SME Innovation Fund.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
In terms of scalability many thousands of existing games are already being used in hospitals, universities and care homes across the UK and overseas. The WM is well-represented in terms of games already in use. Funding from the SME Innovation Fund would be used to broaden the scope of existing activities and ensure that more games are sold and used in the WM and elsewhere.
Measures:
Because this submission is related to the promotion of a range of products success will be measured in numbers of additional games sold. However, individual games are assessed for their efficacy in knowledge transfer, knowledge retention and confidence levels of players to make changes to care delivery and behaviours. Independent studies carried out by universities and NHS employees all conclude that the games are effective. We assume that more games being used by frontline staff will translate into improved care delivery.
Adoption target:
The company is currently viable. The loan would help generate extra sales and this revenue will be used to further grow the business. Existing games cover almost the entire health and social care sector and so potential buyers and users in the WM could be any NHS trust, university, care home or other service-provider.
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Innovation 'Elevator Pitch':
We connect people with a mental crisis to practitioners using a smartphone in an instant. Irrelevant of culture, language, or geography, instant access to counselling will be swiftly available, affordable and secure.
Overview of Innovation:
The launch of TOSPS (The One Stop Psychotherapy Shop) as an online secure platform from which therapy can be both sought & delivered lends itself to a real opportunity to revolutionise the way face-to-face crisis mental health therapy is delivered to people in need, in any location via the introduction of a crisis care platform.
It is vital that people have an opportunity to be assessed as quickly as possible before a crisis point is reached, therefore the development of a minimum interaction app to compliment the TOSPS web site is vital to ensure that people in (or approaching) a crisis are connected to a therapist quickly.
Background applications can enable complicity with NHS, Local Authority & 3rd sector mental health service provider’s requirements & interact with the digital systems records, booking systems within one application. An affordable application that is nondependent on any particular proprietary platform.
Early detection trigger guidelines allow quick diagnosis & referral to treatment for the client. Alerts to service users, carers & professionals when risks of crisis within individuals are elevated, prompting a call from a therapist or practitioner where applicable.
This app ensures that getting help & or treatment is as simple as ordering a pizza, To assist users, all of our registered therapists display our unique “on-line” light showing that they are available right now to provide instant help. The app can analyse stress triggers & alert people to potential looming issues, & seek early prevention treatment & can link to applications such as iHealth & S Health.
Payment modules can be adapted for pre-booked appointments or after event payments. Some people may wish to approach things methodically & be directed to the Mother web site, others who are in advanced crisis can be connected to immediate help via the app. The security protocols are already developed to reach current IGSoC compliance HIPAA & peer to peer security is established.
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 / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Reduce waiting time within the NHS by providing a pool of therapists across all sectors and specializations to be available at all times for emergency crisis intervention therapy and early diagnostic triggers.
Doctors and emergency services would have a central point of call with said pool of therapists who are available to provide face to face online counselling sessions in real time, day or night .
Reduction of waiting time has a positive effect on the reputation of local NHS facilities. The introductions of a central point of contact for therapy online would complement and provide the newer and more modernised NHS with a natural extension to its future modernisation programs in the deliverance of new methods for client access to crisis therapy, using the technologies the public already use on a day to day basis, phones tablets etc.  
Early intervention will reduce cost of treatment in the short and long terms. People can effectively access counselling from home thereby freeing up seats and room occupation.  Effectively the client pays for their own cyber space as opposed to the costs of the provision of therapy rooms and space.
Emergency room on call crisis mental health teams can see a relief from the growing numbers of people needing mental help assistance in the A & E. A triage type system implemented directing those in need of counselling either direct to a practitioner online or to a hospital department will streamline priorities. Cancellation time loss can be recycled. Run over time can be reduced as the client’s portal closes as soon as the session allocated time has finished. 
Safety to staff and clients is enhanced as there is no physical presence. Holiday and sickness schedules would no longer impact on the availability of counsellors, The pool of available therapists can expand and decrease to meet demand.
Geographic boundaries are removed and a greater pool of therapists are available. Therapists with free time can instantly be available to work. Language skills and multicultural issues can be less hindrance, as availability of specialized counsellors with extra skill sets can be found instantly.
Emergency triage of crisis mental health care can be portable, particularly in suicide situations. A seamless way to integrate private and NHS staff to provide counselling in times of public crisis and emergencies such as acts of terrorism or acts of God will be in place. 
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
The West Midlands is a densely populated area; the residents are very diverse, multicultural with wide ranging needs. 
TOSPS has counsellors and therapists with a wealth and bounty of specialisms bringing with them an abundance of different language skills, English to Swahili, African, Asian, and European languages, a wide range of backgrounds, cultures, skills and knowledge would open counselling up to ethnic minorities who might shy away from help due to cultural inhibitors, fear of violence, shame or adversity.
The availability of therapists to meet their own cultural requirements without fear of prejudices is a key for some minority groups.  
The system caters for multiple needs, the 24/7 availability means that shift workers or people who experience crisis at all times of day and night will have access to someone who will help them.
Interactions with the app, intentional or unintentional, can act as a conduit to signpost people in crisis to the correct people for help. The socio-economic effect on work place downtime figures will improve as time away from work travelling to and from appointments can be removed.
Calibration with the Police and other social help associations like suicide watch will offer a portable crisis care that will assist them in their roles on the ground. The domino effect of assisting individuals take control of their mental health will filter through to the family environment.
Push notifications will remind people of follow-up appointments, and assure them that their practitioners have been notified of current or prior episodes.  
Large exhibition centres and train stations will be able to send push notification advising mentally vulnerable people registered on the system what to do in times of crisis, terrorism.  Alleviation of waiting times within NHS will promote a real improvement which will be noted by the people.  The app will empower those who often feel powerless and deliver an element of control back to those patients and can act as a buddy system bringing comfort to the mentally ill.  
A more settled and happy community who will support their NHS when they can see or hear that real progress has been made in the reduction of waiting times and costs to their NHS.  Instant access gives them control and boosts confidence. Portability of the app means counselling can be physically brought to the client any place. 
Current and planned activity: 
To grow the numbers of therapists currently registered to provide counselling online both mainstream and crisis care intervention to a start headcount of 400 therapists initially. This would provide scope to have 6 teams of 66 therapists online in 4 hour shifts across a 24 hour period. Training is already underway to ensure that each therapists IT equipment is cyber safe and certified on an  annual basis to protect data and patient confidentiality.
To develop a single point TOSPS app that can deliver all the benefits previously detailed whilst allowing the NHS to track patient costs / usage / progress automatically and work on a NHS agreed pricing and invoicing schedule for covered therapy. Additional therapy could be purchased directly by the patient or family members to supplement NHS treatment and referral fees could be offered back to the NHS to fund research into the benefits of online therapy to further promote the services and reduce overall costs of care
What is the intellectual property status of your innovation?:
TOSPS own all the rights to the name TOSPS and the delivery platform. The TOSPS app will be owned by TOSPS and their developer Proxicon who will continue to develop and maintain the app. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
The model can be classified as Simple scalability : 
Measures:
Due to the nature of the service we will be able to provide in depth reporting on the number of referrals received which have had a successful outcome in terms of delivery, we will be in a position to deep dive data which will show the number of therapeutic hours being delivered over any given time period and relate these back to specific NHS referrals.
We also believe that by engaging with NICE and IAPT and inviting them to independently monitor the quality of service and outcomes, we can confidently report on the successes and the learnings as TOSPS moves forward with the NHS.  TOSPS.com will also commit to working with other external agencies within the NHS and beyond to further understand the outcomes of its service with a view to continued development its services, feedback will be essential not only from clients but also from referring partners and charitable organisations.
 
Adoption target:
Currently the infrastructure to deliver this service is in a state of readiness; We believe that in order to launch effectively for WM NHS we will need in the region of 400 additional therapists. We will need some support from the NHS in the form of internal marketing to NHS therapists and referring agencies,
Rejection Reason:
Suitability of model to NHS
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