Other innovations
If your innovation doesn’t fit any of the active categories then this is the place to submit your innovation for feedback and the opportunity for wider adoption across the region.

Ideas (Mental Health: recovery, crisis and prevention)

Innovation 'Elevator Pitch':
Tide is a social movement led by carers of people with dementia to have a voice in society.  Tide identifies and develops carers of people with dementia to support long term co-production and involvement with a range of health care providers.
Overview of Innovation:
Together In Dementia Everyday is a social movement led by carers of people with dementia. Tide enables carers and former carers to have a powerful collective voice, using their lived experience to raise awareness of their unique needs, have their rights respected and be empowered to influence policy, practice and research at all levels. Tide works with partners to ensure carers have a say and supports co-production at local, regional and national levels.

The Tide development programe creates trained and confident carers for health and social care to draw on as experts by experience to participate in local/regional planning forums and service reviews and to contribute to joint training. Carers can advise on and participate in research in health and social care, ensuring that the systems measure what really matters.

We have recruited and developed large co-horts of carers in the North of England who support a range of co-production activities with our healthcare partners.  Recently carers were invited to have a say in Westminister on the All Party Parlimentary Group on Dementia.

Getting involved also enables carers to influence change and shape their local communities by influencing how services are designed and delivered. Having a voice, understanding the system and being able to influence it improves carers’ well-being, enabling them to be strong advocates and care for longer

A person-centred approach must include involving carers as equal partners from the beginning; they know the person with dementia better than anyone else. Using their lived experience to inform policy and practice helps to improve services, ensures better outcomes for people with dementia, improves continuity of care, reduces carer breakdown and helps staff support people better. Carers represent 42% of the dementia care workforce so are key resources in achieving the shift from hospital to community.  Tide works with partners to give carers a meaningful say on service provision.

We would like to extend Tide into the Midlands - recruiting and developing carers of people with dementia and supporting them to have meaningful input into healthcare decisions at every level.

Examples of how carers have used Tide to have a say in other areas of the UK can be found here.

The Tide evaluation can also be found here.

By working with Tide we can enable more carers of people with dementia to have a seat at the decision making table and create a lasting partnership with skilled committed family carers.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Person centred care
Benefit to NHS:
Carers of people with dementia have a unique experience of caring. This includes coping with the unpredictable nature of the condition and the emotional and psychological impact of grieving for the person they have known as a result of the cognitive decline of the person they are caring for;
 
Carers want to have their own voice and not be seen solely as adjuncts to those they are caring for. They should be recognised as experts by experience and helped to gain the knowledge, skills and confidence to influence and advocate for positive system change
 
There are 700,000 carers of people with dementia across the UK, with many feeling socially isolated and lonely as a result of their caring roles;
They make up the largest workforce (44%) in dementia, saving the care economy £11.6bn a year, but this is not recognised, valued nor respected by policy makers, professionals nor society as a whole;
 
Our Carer Development Programme will create a cohort of trained and confident carers for health and social care to draw on as experts by experience to participate in local/regional planning forums and service reviews and to contribute to joint training. Carers can advise on and participate in research in health and social care, ensuring that systems measure what really matters.
 
Giving carers a voice, improving their knowledge, skills and confidence and creating opportunities to get involved will help them lead healthy and independent lives. Research has clearly shown the adverse impact of caring on the health of those looking after people with dementia. Getting involved also enables carers to influence change and shape their local communities by influencing how services are designed and delivered. Having a voice, understanding the system and being able to influence it improve carers’ well-being, enabling them to be strong advocates and care for longer
 
A person-centred approach must include involving carers as equal partners from the beginning; they know the person with dementia better than anyone else. Using their lived experience to inform policy and practice helps to improve services, ensures better outcomes for people with dementia, improves continuity of care, reduces carer breakdown and helps staff support people better.
 
 
Initial Review Rating
3.80 (3 ratings)
Benefit to WM population:
The UK has a growing and ageing population, with increasing numbers of dementia diagnoses, there are 850,000 people estimated to be living with dementia in the UK, this number is set to rise to one million in 2025. Additionally, one in five people will experience depression sometime in their life and the prevalence of delirium in people on medical wards in hospital is about 20% to 30% and can be much higher in intensive care units.

If you live with dementia, depression or delirium it can sometimes be really difficult to express what is important to you and why. The NHS recognises that it is incredibly important that people living with the 3Ds receive person centred, and individualised care, particularly as these can offer incorporated protected characteristics. 
 
 
Carers don’t apply for the job. In learning from scratch, they develop a wealth of knowledge and expertise about the person they care for. Not all carers are comfortable in the role. Tide helps carers articulate this and helps professionals providing care and support to understand this too.

Our Carers Development Programme increases carers’ confidence, knowledge and skills, validates their expertise and enables them to speak up to influence change. Modules include ‘Maze Runner’ – helping carers to find their way through the health and social care system, policy and legislation and to understand their rights. Tide helps carers channel their anger and frustration into constructive action so that they feel that they are making a contribution and are valued by society.

“I am treated with dignity and respect…my voice is heard and listened to”

Working in partnership with people and building on their strengths and abilities require more than conversations with professionals through individual consultations. We need to harness carers’ collective voices to talk to and influence the system, policies and processes.

Tide connects carers together in a network, helping reduce isolation, giving them assurance that they are not alone and providing opportunities to get involved at whatever level suits them; this can be through an e-mail consultation, a letter to their MP, speaking at events, research or local, regional and national planning/advisory groups.
Current and planned activity: 
We currently operate in Northern England, Wales, Scotland and Northern Ireland and have over 600 members.

We propose working to recruit 50 carers of people with dementia in the West Midlands, providing them with 10 training and development modules and supporting them to have 100 opportuntities to influence.  This ranges from involvement on stakeholder groups, supporting CCG recruitment, co-producing projects, speaking at events, co-developing training and supporting reasearch.

We will then work with carers and partners to evaluate their input and to build long term connections so the voice of carers can be a resource that supports co-production in the long term.  Through the process we look to build stronger links between carers and the organisations involved to support robust co-production.

We know carers want to get involved with co-production and we would like to work with organisations in the West Midlands to give carers a worthwhile say on service provision.
What is the intellectual property status of your innovation?:
It belongs to Life Story Network CIC
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Thomas Hughes 05/09/2019 - 15:11 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
The NHS is on a digital transformation journey. Our online digital education service provides everyone across the NHS with an introduction to the digital 'fundamentals' to enable everyone to engage in this journey. 
Overview of Innovation:
DEfactoEd is an online digital education company founded in 2017 by former Big4 Consulting Partners, Commercial leaders and Digital academics to provide people with a highly engaging and structured introduction to digital. 

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

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

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

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

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

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

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

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

ALIGNMENT WITH GOVT PRIORITIES

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

 

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

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

2. CURRENT EVALUATIONS

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

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

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

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

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

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

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

 
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
The UK has a growing and ageing population, with increasing numbers of dementia diagnoses, there are 850,000 people estimated to be living with dementia in the UK, this number is set to rise to one million in 2025. Additionally, one in five people will experience depression sometime in their life and the prevalence of delirium in people on medical wards in hospital is about 20% to 30% and can be much higher in intensive care units.

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

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

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

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

Seed funding would enable this project to grow roots in the S Asian communities in the West Midlands so that people from these communities feel empowered to have a say on services and support long term collaboration to tackle health issues such as dementia.  A small amount of project funding would unlock significant preventative savings and improve co-production in the long run as well as developing long term relationships with the BAME communities in West Midlands.
Current and planned activity: 
This project currently operates in Rochdale and recently recieved funding to grow its reach across Greater Manchester.  We believe it would have huge impact in other areas of the UK.
What is the intellectual property status of your innovation?:
TM owned by Life Story Network
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Thomas Hughes 18/06/2019 - 14:20 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
A co-produced blended learning resource with free PDF available.  Developed by people with dementia and carers to increase peoples ability to identify dementia, depression and delirium and feel confident in reacting to these conditions.
Overview of Innovation:
What did you wish you knew about dementia at the point of diagnosis that you now know?

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

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


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

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

This approach to training is becoming popular with health care teams in Northern England who want to be more than just 'dementia friends' but seek to understand the disability and better support those they work with.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Patient and medicines safety / Person centred care
Benefit to NHS:
Staff quickly identify the differences between, dementia, depression and delirium and can react appropriately ensuring the person gets the right care at the right time.
Initial Review Rating
2.60 (2 ratings)
Benefit to WM population:
Many health care staff still don't feel confident in dealing with dementia and the issues surrounding it such as memory loss, end of life planning, wellbeing issues and dealing with delerium.

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

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

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

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

The staff that have recieved this training have said it has empowered them and given them renewed confidence when supporting people with dementia.
 
Current and planned activity: 
We look to disseminate this free online resource to ensure its uptake by NHS staff at all levels.  This booklet was co-produced by people with dementia and their carers and enables staff to have a strong understanding around dementia, depression and delirium.
 
Along with this we look to roll out face to face training to accompany this resource
What is the intellectual property status of your innovation?:
This is held by Life Story Network
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Thomas Hughes 18/06/2019 - 14:07 Publish 2 comments
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-99999
Innovation 'Elevator Pitch':
A bouncy bed means kids, especially the younger ones will jump until the bed starts to wear out. So, from the start look for a mattress that is less bouncy so you won’t have to deal with the issue of worn out mattress early.
Overview of Innovation:
Parents who are wary of their kids bouncing on the mattress, and potentially hurting themselves may want to choose a mattress made of foam or latex. It should have no traditional spring components and be soft to medium firmness. These mattresses are not very responsive and offer little to no bounce, which can reduce the risk of the child getting hurt.
A lot of kids get uncomfortable and some even get sick because the kind of mattress they are sleeping in makes them heat up. So, you find a child stating without covers the whole night. This is likely to get a child sick. That is why it is important to look for a mattress with good cooling ability as well.
 
Stage of Development:
Ideas stage - Early concept and ideas stage
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Education, training and future workforce
Benefit to NHS:
A bouncy bed means kids, especially the younger ones will jump until the bed starts to wear out. So, from the start look for a mattress that is less bouncy so you won’t have to deal with the issue of worn out mattress early.
Benefit to WM population:
Parents who are wary of their kids bouncing on the mattress, and potentially hurting themselves may want to choose a mattress made of foam or latex. It should have no traditional spring components and be soft to medium firmness. These mattresses are not very responsive and offer little to no bounce, which can reduce the risk of the child getting hurt.
Parents who are wary of their kids bouncing on the mattress, and potentially hurting themselves may want to choose a mattress made of foam or latex. It should have no traditional spring components and be soft to medium firmness. These mattresses are not very responsive and offer little to no bounce, which can reduce the risk of the child getting hurt.
 
 
 
Current and planned activity: 
These mattresses are not very responsive and offer little to no bounce, which can reduce the risk of the child getting hurt.
Return on Investment (£ Value): 
Very low
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Rejection Reason:
This innovation is unsuitable for our Innovation Exchange as there appears to be no clinical application or benefits to the healthcare system.
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sarah taylor 17/06/2019 - 20:05 Rejected Login or Register to post comments
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Innovation 'Elevator Pitch':
Though innerspring mattresses are known for their lower durability,
Overview of Innovation:
By using both memory foam and latex, this mattress strikes a nice balance of bounce and pressure relief. During our test, we found this bed to be both supportive and comfortable for our heavy weight sleeper.
Best Mattress for Heavy People
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 / Wealth creation
Benefit to NHS:
Though innerspring mattresses are known for their lower durability, the DreamCloud is built very nicely and comes with a lifetime warranty to prove that it will last. This mattress consists of 8 different layers of foams and coils and all of them are quality.
By using both memory foam and latex, this mattress strikes a nice balance of bounce and pressure relief. During our test, we found this bed to be both supportive and comfortable for our heavy weight sleeper.
The coil system in the DreamClead hybrid is divided into five different zones with each designed to target a specific part of the body. This coil system also comes with an edge support that most bed in a box mattresses lack.
Benefit to WM population:
The coil system in the DreamClead hybrid is divided into five different zones with each designed to target a specific part of the body. This coil system also comes with an edge support that most bed in a box mattresses lack.
Current and planned activity: 
The coil system in the DreamClead hybrid is divided into five different zones with each designed to target a specific part of the body. This coil system also comes with an edge support that most bed in a box mattresses lack.
What is the intellectual property status of your innovation?:
The coil system in the DreamClead hybrid is divided into five different zones with each designed to target a specific part of the body. This coil system also comes with an edge support that most bed in a box mattresses lack.
Return on Investment (£ Value): 
low
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Rejection Reason:
This innovation is unsuitable for our Innovation Exchange as there appears to be no clinical application or benefits to the healthcare system.
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sarah taylor 16/06/2019 - 17:50 Rejected Login or Register to post comments
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Innovation 'Elevator Pitch':
Edu Pod is an affordable and accessible digital solution which enables schools to create a whole school approach to mental health. 
Overview of Innovation:
Due to an increase in demand for our service we can no longer meet demand
with our current face to face delivery model. This means that schools cannot access our content that will aid them to create a whole school approach to mental health. 

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

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

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

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

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

NHS seen as innovators - There is a current campaign in in government to ensure health care professionals work in collaboration with the education sector. This has been challenging to implement due to staffing shortages and it is costly to deliver this is continuing to deliver the ‘standard’ NHS service. Edu Pod will enable individuals to access content from a Multi-disciplinary team and seek consultation from professionals at an affordable cost. 
 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Mental health costs the West Midlands region £12 billion a year and affects around 70,000 people (West Midlands Combined Authority). Poor mental health results in enormous distress for individuals, greater pressure on public services and reduced economic productivity. In the West Midlands there are approximately 4000 schools. In Birmingham, there are over 400 schools and Birmingham Educational Partnership have identified that they are unable to deliver scalable solutions to create a whole school approach. 
Current and planned activity: 
Since 2016, we Innovating Minds is working across 45 schools across London, Birmingham, Staffordshire and Coventry and Warwickshire. We have contracts with two local authorities and are contracted to deliver early help interventions for Coventry and Warwickshire NHS. 
 
The ideas for Edu Pod as received positive feedback and an advisory board has developed. This will enable the platform to be built based on feedback from individuals that will be using the platform and professional that will be creating content.   
 
The non-executive board included Dr Pooky Knightsmith, a major influencer within the field of early intervention and mental health. Dr Pooky Knightsmith has input into policies at a governmental national and international level which has enabled us to understand the challenges. 
What is the intellectual property status of your innovation?:
‘Innovating Minds’ and ‘Mind Space’ are trade marked. 
‘Edu Pod’ is in the process of being trade marked. 
 
The platform will be based on a subscription model therefore licensing agreements will be drawn up to enable users access the platform and content. 
 
Discussions regarding IP for coding have taken place with the external companies that may be contracted to build the platform. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
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Asha 12/06/2019 - 11:40 Publish 1 comment
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-99999
Innovation 'Elevator Pitch':
As experts in digitising clinical pathways, we empower patients and clinicians through our virtual outpatient clinic platform. Our work at Barts demonstrated 3x reduction in DNAs and 10 additional patients seen per 4-hour clinic.
Overview of Innovation:

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


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

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

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

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

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


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


Patient satisfaction
  • 90% satisfied with the virtual clinic experience
  • 100% found appointment reminders useful
  • 83% valued access to clinical letters
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Please see above
Current and planned activity: 
We are already working with Barts Health to scale up across multiple departments catering to 3000 patient interactions including in Cardiology, Cardiothoracics, Respiratory, General Surgery and Oncology.
What is the intellectual property status of your innovation?:
Ortus owns the IP.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Dilraj Kalsi 29/04/2019 - 18:00 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
AR providing point of need access to support information, training advice and guidance in multiple areas including mental health
Overview of Innovation:
Our augmented reality (AR) materials offer the first phase of support - Instant, point of need, self-help techniques and early intervention strategies.  All resources include signposting to follow on professional support and information on long-term strategies to improve access to NHS digital support strategies and resources.  These should be implemented alongside our resources to provide a complete support mechanism for those at risk of suicide and dealing with mental health issues.
 
Key rings, Posters and other objects can be transformed from passive, physical, real world objects into an engaging augmented digital experience and boosting “mobile-first” engagement. 
Simply put, mobile phone users, through the use of an access app are able to scan a poster or symbol on a product and immediately access video, website content and/or directly contact an organisation for support.  This technology can be harnessed to help meet the objectives set out in NHS Long Term Plan in regards to the use of digital technology to help people better manage their health and achieve widespread digital access to training, information advice and guidance (IAG) and support.  With estimates that around 94% of adults in the UK owning a mobile and that around 86% of 12 to 18 year olds regularly use a mobile(Statista, 2019), there is no need for specialized and/or expensive equipment to be supplied to users to use AR technology.
 
Augmented Reality (AR) allows content to be easily modified based on identified needs.  It provides a scalable and cost effective digital model to connect patients with care.   By Incorporating AR into, for example, into a mental health campaign strategy the NHS can overcome social and physical hurdles associated with asking for help, seeking information and accessing the right care promptly.  AR could also potentially provide immediate access to professional advice and guidance, assist in preventing and providing early intervention access, providing them with ‘take-away’ information and/or swift access to support.
 
Along with national NHS strategy Augmented Reality content can provide fast support to people in their own homes with ‘same day care’ and point of need digital support via AR wearables linking to online ‘digital’ GP consultations and act as a further service expansion to regional prevention campaigns like the West Midlands Combined authority Thrive at Work helping to reduce outpatient appointments. (see additional information)
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
We have found that 94% of adults own a mobile (up from 82% in 2005), and that around 86% of 12 to 18 year olds regularly use a mobile. The 55-75 year old age group are the fastest growing adopters of smartphones over the last 5 years. (Statista 2018).[SA1] 
 
We will use Augmented Reality (AR) to provide a discreet, immediate and anonymous route to relevant mental health support resources with the need for services to provide equipment for access.
 
Enlighten’s augmented reality solutions are a simple, user friendly way to meet some of the initiatives set out in the NHS long term plan. They are particularly relevant to plans centered around research and innovation to “drive future medical advance, with the NHS committing to play its full part in the benefits these bring both to patients and the UK economy”. They can save significant amounts of money on fewer lost sick days through mental ill health and by reducing waste and lowering the carbon footprint of the NHS by minimising the need to print out large quantities of materials.
 
Over the next ten years they will result in an NHS where digital access to services is widespread. Where patients and their carers can better manage their health and condition. Where clinicians can access and interact with patient records and care plans wherever they are, with ready access to decision support and AI, and without the administrative hassle of today.
 
Content provided will tie into the mental health focus areas by offering; tools and techniques to self-manage mental health conditions, routes to local support services, guidance for supporting somebody with a mental health condition and the workplace mental health policy/strategy to raise awareness and reduce stigma.
 
This pocket-sized technology provides instant access to support through users own smart devices raising the awareness of various mental health issues in an accessible and inclusive way, reducing the stigma attached through familiarization.
 
Additional benefits will include staff and users exposure to modern, Web 2.0 ideas regarding use of appropriate technologies including the potential use of AR video evidence and BYOD.
Benefits derived from this approach include:
  • Improving user experience whilst driving up quality and standardisation
  • Maximising use of electronic resources
  • A standardised package of AR resources to reuse within the NHS
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
As identified in the “Improving lives: The future of Work, Health and Disability”, employers can only help someone start or stay in work if they are aware of a mental health condition. Key findings nationally show that only 11% of employees discussed a recent mental health problem with their line manager, half of employees said they would not discuss mental health with their manager and only 24% of managers have received some form of training on mental health at work (Business in the Community, Mental Health at work Report 2017). From the statistics and our work with employers, we can see that there is further support required to address this gap. We will provide tools for employees and upskill employers to encourage better dialogue and workplace environments where:
 
  • Employees feel more able to disclose mental health conditions, access support and self-manage their conditions, allowing them to remain in work.
  • Employers have a greater awareness of the needs of their workforce and what support and resources are effective and engaging.
  • Both employees and employers are aware of local support services and have instant easy and discreet access to contact details.
Line managers and HR departments are skilled in understanding how to support colleagues disclosing mental health conditions.
Current and planned activity: 
  • In 2020, we plan to implement the output made possible with support from this project funding and verify its effectiveness through a demonstrative project with 1 x UK Smart City.
What is the intellectual property status of your innovation?:
Currently in discussions with IP experts 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Suzanne Edwards 13/03/2019 - 15:49 Publish Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
Viper360 is a configurable which creates a Intergrated Care Record or  Shared Care Record.  ReStart uses an incrementatl approach to interoperability helping team achieve targets, on time and on budget.
Overview of Innovation:
The Presentation Layer offers multiple users, across a range of services, a bespoke view of all available information about a patient. It supports the requirement to write-back to the source systems based on user RBAC status. This covers all clinicians, patients, social care and healthcare users.

Based on over 12 years of integration expertise and experience, the Viper360 Presentation Layer has been built to allow multiple users (clinicians, users and patients) to view, review and write back into multiple IT systems in real-time.

How is the Presentation Layer different to a portal?
A portal, such as a patient portal, offers patient centric visibility of their data which they can consent to being viewed by many clinicians. Information is managed and shared through a single-to-many relationship.
The Viper360 Presentation Layer goes further. It is a fundamentally a tool for care professionals that can be scaled to include patient interaction. In short, it offers a broader many-to-many relationship to patient data allowing conditions for professionals to interact in real-time.
Key features the of the Presentation Layer:
  • Many-to-many view vs single-to-many
  • Creates a Virtual Patient Record within the Presentation Layer
  • Supports Multi-Disciplinary Team (MDT) collaboration
  • Pulls information in real-time from any available source system
  • Minimises clinical risk by maximising data availability
  • Highly configurable offering role-based access and bespoke user views
  • Fast to deploy
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 / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Flexible
  • Present users with relevant data at the point of care
  • RBAC compliant
  • Choose which business or clinical needs you address initially around patient flow. Such as
    • Delayed transfer of care
    • Digital pathology
    • Inappropriate A&E Attendances
    • Duplicated Testing
    • Etc.
Scalable
  • From single organisations source systems through to a fully Integrated Digital Care Record
  • Provides the functionality to include new organisations and systems as the need arises
 
Affordable
  • No need for Rip and Replace.
  • Save money by realising the full potential of existing systems.
  • Incremental spending providing early return on investment.
  • Cash releasing benefits can fund future developments.
  • Working in a mutually rewarding partnership.
.
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
Although we have not had a Viper360 deployment in the West Midlands Region we have in others for example South West Yorkshire Partnership NHS Foundation Trust (SWYPFT) has gone live with a new clinical portal for its mental health, community, and learning disability services that has the potential to save staff significant time each year in unnecessary administration and phone calls by improving access to clinical information.  By bringing this vital information into a single view, staff do not have to spend precious time unnecessarily trying to find information or discussing patient cases with colleagues from different service departments.
 
The deployment supports a key element of the NHS’s Long Term Plan which placed a renewed emphasis on the adoption of technology to support ‘clinician-centric digital user journeys across all health settings’.
 
The trust’s clinical portal, called PORTIA, supports the NHS’ 10-year plan by reducing clinical risks associated with disparate information on different systems, and removes the duplication of data entry into specific clinical systems.
 
PORTIA is powered by ReStart’s Viper360® Presentation Layer which plugs the interoperability gap between Trust Integration Engines (TIEs) and enterprise-wide integration solutions such as electronic patient records, building towards a full shared care record.
 
Nichola Hartshorne, Kirklees and Calderdale Improving Access to Psychological Therapies Clinical Manager, said: “We wanted to give our Single Point of Access teams and other local care providers a full picture of a patient’s interaction with the trust at the point of referral, to make sure they had visibility of patient demographics, previous appointments, contacts and progress notes.
 
“This not only reduces the risk of missing any relevant details on referral, it also means patients will no longer need to continually provide and repeat personal information at each care episode, therefore improving their experience”, added Hartshorne. 
 
The Viper360 Presentation Layer is a tool for care professionals that can be scaled to include patient interaction. It offers a broader many-to-many relationship to patient data allowing conditions for professionals to interact in real-time  

Viper360 will if adopted hughly benefit the West Midlands population enabling fast and accurate access to infomation and reducing the need for duplicate tests.
Current and planned activity: 
ReStart are currentley looking to invest time in the West Midlands on sharing the Viper360 stories and are looking towards the AHSN for support.
What is the intellectual property status of your innovation?:
ReStart are the holder of th IP
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Keli Shipley 30/01/2019 - 20:32 Archived Login or Register to post comments
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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.
Initial Review Rating
3.40 (1 ratings)
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. Training will be delivered to the MH teams.

2. Via WMAHSNs Meridian Innovation Health Exchange we would like to engage and be a part of the local and regional health ecosystem working as a delivery partner with teams from 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?:
N/A
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Zubeda Limbada 31/10/2018 - 13:36 Publish Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
This project uses art to inspire and inform, targeting geographical areas of social disadvantage where breastfeeding rates are low/ mothers may not have access to current research and may be unduly influenced by cultural barriers to breastfeeding.
Overview of Innovation:
Funded by ACE from 2017-18, the series of twenty-three photographic portraits of mothers breastfeeding by Lisa Creagh (Artist Practitioner) was animated into a film and exhibition-ready prints in January 2018. From January – May ‘Holding Time’ was shown at Fabrica Gallery, ONCA Gallery and Royal Brompton Hospital in London, in print, video and installation formats, accompanied by talks and workshops. ONCA featured a Breastfeeding Hub where comfortable seating encouraged mothers to stay longer and talk with other mothers. 
 
A dedicated website (www.the-parlour.org), was set up to broadcast interviews using Lisa Creagh’s YouTube channel. Here interviews by Lisa Creagh and Lucila Newell with participating mothers were posted as 5minute Podcasts. A Facebook promotion and postcard campaign drew visitors to the website, where a BLOG written by Sociologist Lucila Newell explored issues surrounding the cultural barriers to breastfeeding and an events page directed them to exhibitions and workshops/talks.  
 
Findings:
  1. Responses from audience at exhibitions was more mixed in gender and age than anticipated
  2. Workshops and talks were attended by more academic, medical and health researchers/practitioners than expected
  3. Online sharing of ‘Holding Time’ slideshow brought a large proportion of the audience to Podcasts 
  4. ‘The Parlour’ was not needed as a separate brand identity for the website: numbers of direct visitors were less significant than online sharing and YouTube recommendations. 
  5. The Breastfeeding Hub resulted in longer visits to exhibition
  6. Interviews/talks/workshops revealed structural barriers within health practice.
 
Figures (Jan-May 2018) 
 
Exhibitions x 10 days/ 435 visitors
Website: 1,000 users/ +67%
Talks x 2: 70 attendees
Facebook fans 303 posts/+91 fans/ +695 engagement
Instagram: +87 posts/+346 followers/ +1.4k engagement 
Twitter: 155 Tweets/+55 Followers/+25 engagements 
YouTube Analytics: 8,907 Views/ +6,710/60 Likes/+63 Subscribers
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption / Person centred care
Benefit to NHS:
There is a wide disparity between the emphasis on breastfeeding in culture and the support for mothers attempting to breastfeed for the first time. There are approximately 700,000 newborn babies in the UK each year. Of these, a high proportion will be to new mothers with no experience or understanding of breastfeeding. Much funding for Health Visitor run baby groups and drop-ins throughout the country have been cut in the past two years due to budget constraints, leading to increasing social isolation of new mothers. Young mothers in particular may not have ever encountered another breastfeeding mother, given that the last generation was largely encouraged to bottle-feed. 

Holding Time is a project designed to address inequality and lack of opportunity. We know from a huge body of evidence that breastfed babies have better short and long term physical and emotional health outcomes.[1]But drop out rates in breastfeeding are still perilously high. Currently young women from disadvantaged backgrounds have breastfeeding rates of less than 29%[2]. But until cultural attitudes towards breastfeeding change, it is unlikely that this will be improved. 
 
One of the greatest challenges new mothers face is overcoming the dominant negative attitude towards breastfeeding in public[3]. The Infant Feeding Survey 2010 shows that In Brighton, breastfeeding rates are higher than the national average, but these statistics hide inequalities. 

The nature of this work is discursive,opening dialogues around breastfeeding between not only women, but also genders and generations where arguably there can be wide disparities in opinion. 

Using social media, a local postcard campaign to GPs, and a YouTube channel, the project uses the exhibition in a local community space as an opportunity to engage and invite the public to engage in multiple ways.
 
[1]Department of Health. Breastfeeding and the NHS Priorities and Planning Framework 2003-2007 (modified February 2007). London: Department of Health. www.dh.gov.uk/  
[2]https://www.jfhc.co.uk/Who_wants_to_eat_in_a_toilet_20947.aspx: “The prevalence of initiation of breast-feeding varies between neighbourhoods from 28% to 80.6%.”
[3]45% of mothers reported that they felt uncomfortable breastfeeding in front of other people, and this was most acute in public places (43%) http://www.hscic.gov.uk/catalogue/PUB08694/Infant-Feeding-Survey-2010-Consolidated-Report.pdf
Benefit to WM population:
Looking at the Public Health England Statistical findings of 2017/18 Quarter 3: the latest data on breastfeeding prevalence at 6-8 weeks after birth, areas such as Stoke on Trent, Sandwell and Nottinghamshire have particularly low rates of breastfeeding (31.8%, 37.2% and 39.5% respectively) for example but again these statistics represent take up, which would drop considerably within a couple of months. Given that the WHO has recently defended its position of the benefits of breastfeeding for at least two years, the challenge is to inspire this minority of mothers who do take up breastfeeding to continue for longer and to inspire more mothers to try, particularly young women who seem to struggle with the public face of breastfeeding. 
Current and planned activity: 
Next Stage:
 
  • Stimulate and curate conversations around breastfeeding to the public 
  • Dr Debra Bick (Expert)/Lisa Creagh to approach medical and academic researchers in the field of breastfeeding for content and collaboration
  • Podcast interviews with medical researchers, Paediatricians, midwives and heath practitioners to inform and integrate research with opinion, capitalising on the wide reach of YouTube platform. 
  • BLOG to comprise of guest posts by medical researchers focusing on issues raised by women in workshops and interviews e.g. the struggle to feed in the early stages, the establishment of lactation, post partum care, expressing, breastfeeding in public, etc
  • Tour of Holding Time to locations across the UK with low breastfeeding rates, including Breastfeeding Hubs where possible/appropriate
  • Facebook/Instagram channels to promote the exhibitions and web content above 
  • Accessibility expanded through transcripts/closed caption subtitles 
What is the intellectual property status of your innovation?:
Copyright of all images is held by Lead Artist Lisa Creagh
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
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Lisa Creagh 15/06/2018 - 16:13 Archived Login or Register to post comments
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Innovation 'Elevator Pitch':
Our web based visualisations of NHS datasets is disrupting the analytics market. It allows systems to understand cause and effect within their health economies and test hypothesis in real time by interacting with the data through drop down menus
Overview of Innovation:
Our vision is to give every NHS system leader in England a clear picture of the end to end journey for the populations they serve. At the same time we aim to save the NHS £millions by disrupting the market for low level analytics!
The challenge currently faced by all healthcare leaders is a lack of insight and meaningful, consistently-reported analysis regarding the position and performance of the healthcare system. This lack of insight hampers the efficacy of the strategic and operational planning process and the scope and effectiveness of monitoring and oversight.
This challenge sits in the context of masses of existing publicly available healthcare data. Data that’s time consuming for providers to prepare but underutilised due to its format, shape and local capacity and capability.
Our vision is to make VUIT.ONLINE, our information and insight portal, available across the entire NHS in England. The tools we’ve developed allow users to interrogate data across an provider, CCG, ST or ICS quickly and efficiently in a way which informs decision making and allows the impact of interventions to be validated using existing national datasets.
VUIT.ONLINE re-configures, combines and visualises NHS and other national datasets in a way that allows them to be used to understand system and provider performance and demand in context.
Our front-end combines different datasets to create insights not available from any one alone, for example combining DTOC data with hospital bed-base to understand the effective scale of the DTOC issue, or comparing RTT data with consultant workforce to contextualise waiting list trends.
By doing this we can support system leaders to gain a deep understanding of cause and effect related to key strategic issues within their ICSs and model the impact of decisions they may wish to make to address those issues.
All this is achieved with data which is consistent across all providers, layered from multiple data sources and, most importantly is instantly available, at the national, regional and place based level for comparison and analysis through an online portal.
The impact of VUIT.ONLINE is not just the creation and availability of new insights from data, but the speed at which it can be manipulated to test hypotheses.The financial viability of VUIT.ONLINE comes from its ability to deliver this with an absolute lack of in-house or procured analytical or BI resource in the form of consulting and CSU costs which currently run into many millions.
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 / Clinical trials and evidence / Innovation and adoption / Person centred care
Benefit to NHS:
VUIT.ONLINE re-configures, combines and visualises NHS and other national datasets in a way that allows them to be used to understand system and provider performance and demand in context.
We do this in a pre-packaged but evolving, continuously-updated front-end combining different datasets to create insights not available from any one alone, for example combining DTOC data with hospital bed-base to understand the effective scale of the DTOC issue, or comparing RTT data with consultant workforce to contextualise waiting list trends.
By doing this we can support system leaders to gain a deep understanding of cause and effect related to key strategic issues within their ICSs and model the impact of decisions they may wish to make to address those issues.
All this is achieved with data which is consistent across all providers, layered from multiple data sources and, most importantly is instantly available, at the national, regional and place based level for comparison and analysis through a scalable online portal.
The impact of VUIT.ONLINE is not just the creation and availability of new insights from data, but the speed at which it can be manipulated to test hypotheses at system level from the system’s own, current data within existing national datasets.
The financial viability of VUIT.ONLINE comes from its ability to deliver this with an absolute lack of in-house or procured analytical or BI resource. A fundamental success factor for the implementation of this innovation is a reduction in the cost of low-level analytical support to the NHS in the form of consulting and CSU costs which currently run into many millions.
Initial Review Rating
3.00 (2 ratings)
Benefit to WM population:
By giving system leaders the tools they require to effectively build end to end, whole system pathways and commission them outcomes will improve for the people of the West Midlands. However the way in which our innovation VUIT.Online is configured this benefit is freely available to all health economies in England
Current and planned activity: 
We are currently mid way theought the second wave of Test Bed applications where we are both an innovator and a defined test bed partner with a West Midlands CCG
What is the intellectual property status of your innovation?:
VUIT. Online and it's intellectual property is owned by its co-founders. It is built on licenced propriatry software and uses national data sets which exist in the public domain
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
VUIT. Online uses national data sets, propriatery analytcal software and globally recognised web developer frameworks (wordpress). As such it is scaleable across the entire NHS in England immediately
Measures:
Measurable outcomes:
-reduction in spend on low level analytics in the NHS in england
-reduction in patient pathway costs as health economies understand whole system costs more effectively and plan ICS's on this basis
-Improved ability to scale innovation in healthcare by giving innovators access to data which will support, clarify and stratify the way in which they develop and take their products to market
Adoption target:
We aim to make the resource available to all NHS managers in England through sharing examples of best practice around the use of VUIT.Online
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Adam Townsend 25/04/2018 - 15:31 Detailed Submission Login or Register to post comments
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Innovation 'Elevator Pitch':
Consultant Connect enables a GP to dial a single number to immediately reach an appropriate specialist.  Immediate Advice and Guidance is better for patients, clinicians & NHS. It is currently used in Elective, Urgent & Mental Health care settings.
Overview of Innovation:
Consultant Connect www.consultantconnect.org.uk is a simple CCG funded telecoms system that provides GPs with immediate access to telephone-based specialty mental health advice and guidance. By talking to a specialist, often whilst the patient is still in the surgery, the GP is better able to provide the right care first time to the patient, often avoiding an unnecessary referral or admission.  The specialist is based within a nearby NHS Trust Hospital.
 
GP calls connect directly, via a standard rate number, to teams of local specialists via their mobile phones with each specialist getting c 20 seconds to answer a call before it automatically forwards on to the next specialist. By connecting to teams of specialists, rather than to individuals, the connection rates are high.  The order in which specialists receive calls is based on a Rota of specialist availability that has been provided by the team. This rota can be either managed by us or by the team itself through an online portal.  The team of specialists are based in the local NHS Trusts.
 
Once connected, calls are recorded as highly encrypted, information-governed digital files which provide a medico-legal record which is available to the relevant GP practice and specialist team.  At the end of the call GPs are asked to stay on the line for a few seconds to rank the outcome – this gives the CCG a broad view as to the effectiveness of the system and their investment in it. Specialists are also asked to rank the outcome via text message as a back-up.
 
This service is in operation nationally across many specialties in physical and mental health.

In what instances should/can Consultant Connect be used?
The way in which this system is used is ultimately determined by the CCGs, Trust/Specialists and GP practices collectively, but it is generally accepted that calls will be made for patient-specific advice.
 
Within mental health we can connect GPs to the most appropriate mental health clinical professional (e.g. Psychiatrist, Psychologist, Cognitive Behavioural Therapist) to discuss issues such as:
  • Whether a referral is needed
  • Medication management/prescribing questions
  • Access to crisis support
We offer our service to best meet local needs between service users, GPs and Mental Health Trusts. 
 
We can tailor by service, specialty or pathway.
The speed of connection is such that the GP’s can (at their discretion) call whilst a patient is still with them.

Consultant Connect Service
https://www.youtube.com/watch?v=QWmNUubMCAE
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Why Trusts and CCGs work with us
  • Better patient experience – speeds up the care pathway, avoidance of unnecessary visits and contact with secondary care services, reductions in follow-up visits to GP Practices
  • Better GP experience – more patient episodes conclude with no follow-up work, case based learning, reconnecting with specialists
  • Better specialist experience – reduction in inappropriate referrals to secondary care services, reduction in the number of written requests for advice that require responses, reconnecting with GPs
  • Better for the mental health trust and CCG – full tracking of Advice & Guidance activity, greater ‘whole system’ efficiency, with savings available to support other hospital and community initiatives

How we perform
  • In Physical Health, across all elective care specialties, 66% of calls to Consultant Connect result in the patient avoiding a trip to hospital (referral or admission)
     
  • In Physical Health, across all of urgent care specialties, 27% of calls avoid a hospital trip that day (attendance or admission) and a further 36% of from A&E
     
  • In Mental Health, 39% of calls to our Mental Health Advice & Guidance line avoided a referral
 
What a Consultant Connect call has meant to …
… GPs
“The call enabled me to deal with some abnormal results in an efficient manner – which tests to request and what to do with the results. Saved a referral.”

… Consultants
“I took a call regarding a patient with syncope and ataxia. I avoided an unnecessary admission and got the lady seen urgently in an outpatient clinic.”

… Commissioners
“Consultant Connect is our only QIPP scheme that is over delivering against its YTD QIPP target. I’m genuinely struggling to know how to deal with all this positivity. It’s very unusual in my line of work. Great news.”
 
Testimonials:
https://www.youtube.com/watch?v=vEu7QDT4PzI
 
Initial Review Rating
4.80 (2 ratings)
Benefit to WM population:
Nearly 2,000 patients were spared an avoidable visit to hospital in the West Midlands by GPs who used Consultant Connect to contact specialists for immediate advice.
 
Doctors in the West Midlands turned to Consultant Connect, which allows them to speak to a specialist, often with the patient still in the room and can save them waiting days for a response or being sent to hospital for further checks.
 
Around 1,850 patients were spared going to Sandwell Hospital as well as Heartland and Good Hope Hospitals in Birmingham.
 
The service covers cardiology, diabetes and endocrinology, gastroenterology, gynaecology, general surgery, haematology, paediatrics, renal medicine, urology and respiratory medicine.
 
Since the phone line launched, GPs from 100 surgeries across Walsall, Sandwell and Solihull have made nearly 2,500 calls to specialists to get expert advice on the best care for their patients.
 
Consultant Connect estimates that West Midlands GPs and consultants have saved the NHS £570,000 by ensuring patients get the right treatment from the beginning.
 
When local GPs used Consultant Connect, around 50 per cent of their patients avoided the inconvenience of a trip to hospital.
 
Ref: Pharmacy Choice, 9 June, 2017
https://www.pharmacychoice.com/news/article.cfm?Article_ID=1832970
In one West Midlands CCG, the number of outpatient referrals dropped by 6 per cent over a three-month period.   This was Solihull CCG into HEFT (Heart of England Foundation Trust). 
https://www.consultantconnect.org.uk/breaking-news-ccg-establishes-consultant-connect-responsible-for-6-dip-in-referrals

We are currently working with the following CCGs in the West Midlands AHSN area:
 
Solihull CCG, Coventry and Rugby CCG, South Warwickshire CCG, North Warwickshire CCG, Worcestershire (South Worcestershire CCG, Redditch and Bromsgrove CCG and Wyre Forest CCG).  We are also working with the GP Federation Modality Partners in Sandwell.
 
We are working with the following Trusts:
  • HEFT - Heart of England NHS FT
  • SWFT - South Warwickshire NHS FT
  • UHCW - University Hospitals Coventry and Warwickshire NHS Trust
  • WAHT - Worcester Acute Hospitals NHS Trust
  • Sandwell and West Birmingham Hospitals NHS Trust - SWBH
  • George Eliot Hospital (GEH)
Current and planned activity: 
Current activity:
We are delivering Consultant Connect with over 45 CCGs across the UK, covering more than 12.8 million patients and over 1,700 GP practices.  To date we have handled 98,000 calls.

Planned/Required activity:
We would like to further roll out Consultant Connect to willing GPs and Trusts.  We would also appreciate any assistance in undertaking a formal return on investment review of our service to show very clear and robust data that we save money, and quickly.
 
What is the intellectual property status of your innovation?:
Consultant Connect Ltd own the telecoms system software and BI data reporting.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
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Jenny Welling-Palmer 15/02/2018 - 14:38 Publish 1 comment
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