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 (Wellness and prevention of illness)

Innovation 'Elevator Pitch':
The TUC Safety Valve eliminates risk associated in treating patients requiring TUC by preventing inadvertent balloon inflation in the urethra thus preventing traumatic injuries which prove costly to both patient safety and health system expenditure.
Overview of Innovation:
Urinary catheter related injuries typically occur in patients when the catheter’s anchoring balloon is inadvertently inflated in the urethra instead of correct inflation in the urinary bladder. Approximately 1.3%-7% of patients receiving an indwelling catheter will sustain iatrogenic urethral trauma during the insertion process through inadvertent balloon inflation whilst misplaced in the urethra. Many more patients outside of the hospital setting (ie. community care) rely on TUC as part of their daily lives, thus the scale of the issue at large is under reported. Injuries are more common in vulnerable patient groups such as spinal cord injury patients, pregnant females with distorted urethral anatomy and elderly men dependent on long-term urinary catheters or supra-pubic catheters.
 
In 2016, a prospective study in two hospitals from Republic of Ireland over 6 months highlighted that 37 urethral injuries occurred across the two hospitals during the placement of 2,750 catheters resulting in a healthcare cost of €335,377 exclusive of long-term complications, outpatient care and medico-legal costs. There were an additional 330 bed days and 17 ICU days required as a direct result of these injuries. This resulted in a cost in excess of €122 per catheter placed in these hospitals to cover the costs of iatrogenic injuries caused during the procedures. In 2019, a follow up study from the 37 patients who received urethral injuries highlighted 2 patients died as a result of urethral trauma related to TUC.

The patent protected TUC Safety Valve, is a novel, innovative, clinically proven technology preventing the risk of inadvertent inflation of the Foley catheter retention balloon in a patient's urethra instead of the bladder, as intended. It uses a safety pressure relief valve to indicate misplacement of the retention balloon during catheterisation, eliminating urethral damage. Once the valve has “popped” it will automatically deactivate once the user ceases depressing the syringe plunger so that it functions effectively throughout the procedure. The flow restrictor prevents rapid inflation of the retention balloon (an act which has the potential to allow a portion of the fluid to bypass the pressure valve and cause partial inflation of the balloon even when mispositioned) in the urethra.

View articles:
https://doi.org/10.1007/s11845-014-1120-5
https://doi.org/10.1016/j.juro.2016.05.114
https://doi.org/10.1016/j.urology.2018.02.026
https://doi.org/10.1007/s00345-019-02775-x

 
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: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Urinary catheterisation yields significant volume of iatrogenic injuries with serious short & long-term patient complications that have substantial financial, resource, and medico-legal implications. Such injuries lead to an increased burden on resources, inpatient/ICU beds and workforce in the NHS.

Up to 25% of all hospitalised patients undergo routine Trans-Urethral Catheterisation (TUC) during their stay. Many more patients outside of the hospital setting (ie. community care) rely on TUC as part of their daily lives, thus the scale of the issue at large is under reported. TUC is more challenging in male patients due to the tortuous anatomy of the male urethra and due to prostatic hyperplasia however this risk is not limited to male patients nor solely adult patients.
Another cost measurement to consider is medico-legal claims against health organisations. In a 2011 British Journal Urology International publication, between 1995 to 2009 in the NHS 493 urology related claims were closed with indemnity payment with an average of 35 successful claims per year. In all, £20,508,686 was paid out, averaging £41,599 per claim.

Assuming a conservative 0.55% incidence rate (lower than the studied incidence rate), using the example of an 1,800 bed capacity NHS Trust:
  • 21,600 catheterisations per annum @ £10 per catheter kit = £216,000
  • 118 urethral traumas per annum (21,600 catheterisations * 0.55% incidence rate)
  • (1053 additional bed days, 54.5 additional ICU bed days)
  • £948,542 in complication costs + £216,000 total catheter spend = £1,164,542
  • 21,600 TUC Safety Valve @ £15 = £324,000
  • Net Yearly Cost Reduced from £1,164,542 to £540,000 (catheter kit + TUC Safety Valve)
Complication costs relate directly to immediate care required to manage urethral injury complications ie. additional bed days and ICU days incurred.

Using a reference of 142,000 in the NHS, assuming the above 0.55% incidence rate:
  • 1,704,000 catheterisations per annum @ £10 per catheter kit = £17,040,000
  • 9,372 urethral traumas per annum (1,704,000 catheterisations * 0.55% incidence rate)
  • Average 35 medico-legal claims @ £41,599 = £1,455,965
  • £75,336,742 in complication costs (83,627 additional bed days, 4,325.5 ICU bed days)
  • + £17,040,000 total catheter spend
  • + £1,455,965 total medico-legal claim
  • = £93,832,707 total NHS catheter care spend per annum
  • 1,704,000 TUC Safety Valve @ £15 = £25,560,000
  • Net Yearly Cost Reduced from £93,832,707 to £42,600,000 (catheter kit + TUC Safety Valve)
 
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
As the manufacturing organisation (Class Medical Ltd) aspires to grow and develop an organisational structure in the UK to further promote and enable adoption of the TUC Safety Valve in the UK and Internationally, there is potential for an office base to be located in the UK with recruitment of a sales/clinical engagement team, marketing persons and a small administration and logistics team. This could benefit the WM region should the company decide to locate their office base in the UK as WM is a central location with access to a good logistical network and access to a skilled workforce.

From a patient perspective, through delivering upon the NHS ethos ‘Do No Harm’ by preventing: unnecessary adverse events, short and long-terms complications, unplanned care episodes, avoidable trauma, inpatient admissions, referrals to A&E and morbidity, the health and safety of the overall WM population (whom require TUC as part of their care) enables a better health economy whilst also reducing the strain on services in the region allowing a more efficient service to be provided. This in turn aids the local economy and resources can be allocated more efficiently and effectively to better support the needs of the population.
 
Current and planned activity: 
The TUC Safety Valve is pending CE and FDA Approval, both of which are on schedule for December 2019 as the final benchmark testing of sterility (shelf life) is finalised.

Commercial launch will take place internationally in January 2020. In the meantime, MedTech Connect Ltd are acting on behalf of Class Medical Ltd in the UK and internationally in engaging with KOL's, regulatory bodies, healthcare organisations and health innovation partners to identify pathway to adoption.

In the UK, we are identifying with AHSN partners regional sites for clinical evaluation and engaging discussions with community healthcare providers highlighting the safety and cost burden Urethral Trauma secondary to TUC in order for the TUC Safety Valve to be considered as part of the catheterisation pathway for patients and an effective value proposition to be delivered. NICE have also selected the TUC Safety Valve for selection by the selection committee to move forward with relevant guidance.
 
What is the intellectual property status of your innovation?:
Class Medical has a strong IP position, and no other syringe or catheter exists in the EU for TUC that has any safety features. The IP currently resides with the University of Limerick. The TUC Safety Valve was granted patents in the USA in October 2016 and the EU in January 2018. The simplicity of the design makes it very difficult to replicate. Importantly, the IP covers the device interface parameters with the human body and rate of inflation preventing a false positive signal. Parameters patented make it extremely difficult for other syringe or catheter designs to operate in the design window.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
3
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James Wright 20/09/2019 - 09:02 Publish Login or Register to post comments
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0
Votes
-99999
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
Regional Scalability:
We have recently scaled effectively into West Yorkshire and North Wales with an increasingly growing cohort of active carers.
Measures:
As an organisation we look to create positive changes in the below outcomes and will work to measure and evaluate our progress against these.  We have in place a theory of change and are able to demonstrate progress against validated metrics.  In addition to these outcomes we look to ensure quality standards which ensure safety, efficiency and strongly positive beneficiary experiences.

The key changes we look to bring about are:
  1. Carers of people with dementia report increased connectedness to others, a greater sense of self-efficacy and feeling part of a collective voice.
  2. Current and former carers will gain confidence, knowledge and new skills that will increase their ability to influence positive changes in policy, commissioning and services.
  3. Development of policies, research, education, commissioning and services will be more responsive to carers’ needs by the inclusion of the voice of carers through the tide network at local, regional national and international levels.
The key indicators we measure against these outcomes are:
  • Improved connectedness scores (quantitative)
  • Improved self-efficacy scores (quantitative)
  • Carers report feeling part of tide network and having a sense of being connected to their peers
  • Increased confidence to challenge system leaders, professionals and decisions about themselves
  • Carers gaining new skills and improving existing skills; carers improving their existing knowledge of the health and social care system and acquiring new knowledge
  • Carers report feeling more confident to challenge the system, improved knowledge of the health and social care system and new skills developed as part of being involved in tide
  • System leaders report an increased receptiveness to and respect for the lived experiences of carers, and an increased understanding of the relevance of involving carers
  • HEIs and research partners report a better understanding of carers’ contribution to research and recognise carers as experts by experience
Adoption target:
We look to recruit over 200 carers in 2 years and train and develop them into an active movement which can support the NHS in its decision making and activities in the area.
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Thomas Hughes 05/09/2019 - 15:11 Detailed Submission Login or Register to post comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
BUDDY® waterproof covers protect limb wound dressings in the shower and bath. 
Overview of Innovation:
BUDDY® limb covers could save health professionals time when bathing patients at home, in hospital or in a care home because they can bathe normally and keep their wound dressings dry on both legs and arms, whether they be bandaged or stitched. The ability to bathe improves wellbeing and potentially allows the wound to heal more quickly. There are products on the market that cover wound dressings to keep them dry but in our opinion, none are as lightweight and gentle​.  

This submission's statistics focus on the major problem of diabetic limb ulcers and skin tears.

An increasing number of (1) & (2) diabetic and (3) elderly people have (4) compromised skin and leg ulcers. 

(1https://digital.nhs.uk/data-and-information/publications/statistical/national-diabetes-audit/diabetes-prevention-programme-2017-18 “Who's affected. Venous leg ulcers are estimated to affect around 1 in 500 people in the UK, although they become much more common with age. It's estimated around 1 in 50 people over the age of 80 has one.”

(2) https://www.diabetes.org.uk/resources-s3/.../diabetes_in_the_uk_2010.pdf
In 2013, there were almost 2.9 million people in the UK diagnosed with diabetes. By 2025, it is estimated that more than 5 million people in the UK will have diabetes. ... It is estimated that 10% of people with diabetes will have a diabetic foot ulcer at some point in their lives.

(3) https://www.ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationestimates/articles/overviewoftheukpopulation/november2018#the-uk-population-is-ageing
By 2066 there could be an additional 8.6 million people aged 65 years and over in the UK.

(4) https://www.woundcareadvisor.com/no-more-skin-tears/amp/
"A reported 1.5 million skin tears occur in institutionalised adults each year, and that does not include tears that occur at home."


 
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: 
Wellness and prevention of illness / Clinical trials and evidence / Innovation and adoption / Person centred care
Benefit to NHS:
NHS Benefits:  

BUDDY® covers are available on the UK Drug Tariff for Primary Care.  Hospital patients wellbeing and health professionals could benefit if they were available for Secondary Care, potentially freeing hospital beds due to improved recovery times, fewer visits to the GP (5) & (6) and less risk of infection due to wet dressings.

(5https://www.england.nhs.uk/2019/01/missed-gp-appointments-costing-nhs-millions/
 "Each appointment costs an average of £30"

(6) https://patient.info/doctor/leg-ulcers-pro​/

Patient outcomes:  

Improved physical and mental wellbeing and recovery times, at home or in hospital with the ability to bathe independently.  Lesser occurence of painful re-dressing due to wet dressings, and reduced risk of infection. Potential for faster recovery and home return from hospital.

Efficiency and improvements:

Potential for reduced home visit time and hospital attendance for patients and health professionals.

Cost Effectiveness: 

Saving health professinals (7) time and money (8) & (9) re-dressing wounds, accelerating patient recovery time and wellbeing, and freeing-up hospital beds at a cost of £ 400 per day or more (10).  

(7) Time:  http://www.pssru.ac.uk/pub/uc/uc2010/uc2010_s10.pdf

(8) Cost:  http://www.pressureinjury.com/uk-wound-care-cost/

(9https://www.magonlinelibrary.com/doi/full/10.12968/jowc.2017.26.6.292 '"The patient care cost of an unhealed wound was a mean 135% more than that of a wound that heals (ranging from £698 to £3998 per patient for a healed wound versus £1719 to £5976 per patient for an unhealed wound)."

(10) ​https://www.linkedin.com › pulse › stay-hospital-bed-uk-costs-400-per-day-...


 
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
Health:  With the increasing elderly population of 1.6 million (2017) (11)  in the West Midlands and the rise in diabetes (12), inevitably more patients will suffer from skin tears, pressure sores on limbs and leg ulcers.  According to diabetes.org.uk and Google, the ethnic mix of the West Midlands has a large Pakastani population (227,248 2011) who are 5 times more likely to have type 2 diabetes than the general population, the Bangladeshi population is 3 times more likely as are Indian population at 2.5 times more likely. 

(11) Elderly population: http://www.birmingham.gov.uk

(12) Diabetes:  http://www.england.nhs.uk/mids-east/2018/06/18
 
Current and planned activity: 
Currently supplied to pharmacies via Prescriptions.

Planned activity includes accessing smaller tenders for NHS Procurement and private hospitals and establishing a clinically based evidence trial for which we need support.  We are planning to develop waterproof covers for hips & shoulders.
What is the intellectual property status of your innovation?:
Trade mark BUDDY® registered along with product design rights licensed to QOL Limited by Joanna Winslade.
Return on Investment (£ Value): 
low
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
We have not implemented at scale in any other region, but have the facility to do so. Upscaling will mean taking on more employees for administration.
Measures:
Outcomes:  Greater exposure of our products to relevant NHS purchasers, increased sales 
Interpretation of results:  Dry wound dressings & a clean comfortable patient with a reduced risk of infection from wet dressings & an improved quality of life. Within secondary care we understand a key national priority is to reduce the length of stay for day case patients having ACL reconstruction surgery. Enabling the patient to shower & bath in comfort & privacy (when mobility allows) wherever they are recovering.  

A customer feedback form (copy in downloaded documents above) based on the products effectiveness and usefulness to the patient.  Clear instructions for use are detailed on the product insert as downloaded above. 
 
Adoption target:
Targeting 10% of:
https://www.birminghammail.co.uk/news/midlands-news/shocking-number-diabetic-brummies-having-15795059
 280,912 Diabetics in West Midlands 2017/18
 ‘Equivalent to more than four amputations every week’
https://wmcanceralliance.nhs.uk
 '600 per 100,000 will have cancer'
34,800 patients.  A % of these will have chemotherapy 


 
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Joanna Winslade 15/07/2019 - 15:59 Detailed Submission Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
The MindHarp provides an engrossing, stimulating and active music-based activity addressing the typical behavioural and psychological symptoms of dementia (low self-esteem, social withdrawal, stress, depression). It is designed for any carer to use.
Overview of Innovation:
MindHarp is unique. It generates beautifully crafted musical sounds at the touch of a button. It’s a deeply rewarding and enriching activity engaging the player and carer physically, mentally and emotionally. It requires no learning, musical background or ability.
  1. Doesn’t require expensive, specialist facilitation or intervention (i.e. entertainers or music therapists)
  2. A wonderful bridge between ageing relatives, children, grandchildren and friendship groups
  3. Relaxing, stimulating, sociable, immersive and leads to all sorts of unexpected conversation, song and laughter
It was designed and developed over 12 months working directly with people living with dementia. It is now used regularly in care homes and by domestic carers via a new programme in the BANES carers Centre who loan out MindHarps.

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

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

ALIGNMENT WITH GOVT PRIORITIES

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

 

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

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

2. CURRENT EVALUATIONS

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

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

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

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

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

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

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

 
Initial Review Rating
4.00 (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
Regional Scalability:
There is a significant level of diversity in the West Midlands and this project would enable people from often overlooked communities to be truly involved in a culturaly appropriate way.  We would work with staff to enable them to feel more confident and aware of cultural approaches which may help to improve the outcomes for those they work with.

We would like to partner with West Midlands Academic Health Science Network to develop our approach and support the roll out of the engagement and training with local teams.
Measures:
Increased numbers of people from BAME backgrounds involved in discussing dementia and building awareness.
Co-developed training with communities for staff around cultural competencies. 
Patients feel their cultural needs are considered and support is better tailored to their needs.
Staff feeling more confident understanding and working with people from diverse backgrounds.
Adoption target:
We look to provide day long training to over 150 staff in the region.  This will be delivered in cohorts of around 15 staff.
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Thomas Hughes 18/06/2019 - 14:20 Detailed Submission Login or Register to post comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
Brain in Hand helps individuals to achieve their goals, build confidence, and overcome problems more independently. Secure cloud-based software allows users to develop personal support plans accessible via mobile and stay connected to supporters.
Overview of Innovation:
Brain in Hand’s professional support system gives people easy access to personalised digital self-management tools and human support. Always available via mobile, it helps with remembering things, making decisions when anxious or confused, and coping with unexpected events. Suitable for people with a range of neurological and mental health difficulties, Brain in Hand improves confidence, enables people to cope with anxiety, and increases independence. It also reduces demand on carers and support services.
Whenever we provide support to an individual, we tailor it to their unique needs – and, just as importantly, their unique strengths and goals. Users receive personal planning sessions guiding them to consider what they want to achieve and how best to use the software to do it: using a person-centred approach, a Brain in Hand specialist helps the individual – and their supporters – to begin populating a secure website with their schedule, prompts and reminders for important tasks, and a bespoke stock of strategies in the user’s own words. This information is accessible via mobile software, providing the user with anytime-anywhere access to their most effective co-produced solutions and enabling them to solve problems independently while building healthy habits.
A typical selection of goals to which BiH users might relate strategies, broken down into simple steps, might include:
  • Emotions and feelings: managing anxiety
  • Travel: using public transport
  • Communication: expressing needs
  • Social: new people and new situations
  • Study or work skills: breaking down assignments
  • Organisation: knowing where to be and when
  • Independent living: managing housework, remembering to eat
  • Relationships: responding to others’ behaviour
The software also allows users to monitor their wellbeing and review successes, plus connect to existing supporters or on-demand remote support.
We can deliver all elements of the system to users or work with organisations to introduce BiH into services in the most appropriate way for them.
Completely configurable to each person’s needs, Brain in Hand is a complete support system linking the individual, their supporters or carers, and support teams together using a digital framework. It is digital self-management and human care. Our philosophy is not to try to cure conditions but to enable our users to manage difficulties and be the person they want to be; this leads to a reduction in required support over time, as seen in case studies.
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 / Digital health / Person centred care
Benefit to NHS:
Improving outcomes for autistic people is a clinical priority for the NHS and is a major focus in the NHS 10-year plan. It is estimated that there are over 480,000 autistic individuals in the UK: the annual cost of this group to the UK is estimated at £32bn.

Autistic people often experience disproportionately poorer outcomes: higher rates of mental health issues, lower employment rates, and increased risk of withdrawing from education. They are often frequently in and out of NHS service provision throughout their lives: many local NHS teams are prioritising services to better address unmet need, prevent and avoid crises, and help people to self-manage long-term conditions.
BiH has proved highly positive for this population and has delivered considerable financial savings to social care and education. Our system has been used by over 4,500 people and proven to deliver positive results for patients/service users and support organisations against national and local improvement targets.

Users can access support whenever and wherever it’s required; this knowledge makes them feel more confident in their ability to self-manage and more supported between contacts with supporters. This leads to improved independence, a reduction in crises, and over time a stepping-down of support. The system also enables people to monitor their own wellbeing and for supporters to review this information; with real-time insights into how individuals or groups are coping patterns can be identified, and with notifications supporters can proactively intervene when needed or keep a light touch if appropriate. Staff can therefore direct resources and energy where it’s most needed, improving their reach and support more people more effectively.

Users’ quality of life improves: many of our users can start work, engage in education and have a more fulfilling life. Delivering improved outcomes for users means we can evidence a strong return on investment achieved by our health and social care clients. We have attached two case studies, one from our project in Mental Health Services in Kirklees and another from an implementation in Hampshire.
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Brain in Hand promoted independence and resilience and empowers users to take responsibility for their own health and wellbeing.

BiH supports users to develop independence and increase confidence and self-sufficiency. Our system has been successfully used in care discharge settings to allow people to live more independently: accessing coping strategies and professional support lets users take personal support plans with them into life in the community and breaks the cycle of users moving in and out of care.

Our approach is truly person-centred and BiH places the service user in charge of their own care. WMAHSN recognises that this is a key ingredient for achieving a healthier region and excellence in care. Using BiH users can track and manage their own anxiety and control the level of involvement of personal or professional supporters; they can seek additional support when required, which leads to a reduction in crises due to securing help earlier, non-intrusively and discreetly before problems escalate.

It is a priority to encourage users to obtain and maintain employment. BiH has a proven record successfully supporting users in education and to obtain and maintain employment. One of our successful local projects is in Acquired Brain Injury rehabilitation with Birmingham Community NHS, the primary aim of which is to support users back into work; we have also worked with a supported internship programme in Hereward College.
BiH is fully configurable to match intervention/escalation policies for an organisation or user cohort, allowing differentiation in the support provided. There is a range of delivery models by which the service can be adopted by organisations and individuals, allowing the greatest flexibility of availability.

The graphic below is from our implementation in Hampshire and the outcomes stated are typical of what users can achieve. Further examples of the impact we have can be found here - https://www.youtube.com/watch?v=gfKq40VNHJ8&feature=youtu.be

See Documents for Info Graphic - https://meridian.wmahsn.org/files/Brain_in_Hand-Case_Study.jpg

See attached case studies – Kirklees in particular, as it includes a table of direct savings and avoided costs. Kirklees attribute significant savings per user to the implementation of BiH. The graphic below is from our implementation in Hampshire.

See Documents for Info Graphic - https://meridian.wmahsn.org/files/Brain_in_Hand-Service_Savings.jpg
 
Current and planned activity: 
We have several NHS programmes underway including:
  • Birmingham Community NHS Trust: ABI rehabilitation service
  • Barnsley CCG: Adult Autism service transformation support
  • Bolton CCG: Autism, Mental Health
BiH has been awarded a place on the NHS Digital Health Accelerator.  The GMCA via the Manchester AHSN are working with us to evaluate how the adoption of the BiH service model across the Integrated GMHSCP Ecosystem could deliver user benefit to patients and financial savings to organisations.

Requested / Planned Activity
We welcome the prospect of BiH deployment for cohorts of users with a wide range of needs and for co-evaluation of the success of applying BiH’s model to different diagnoses and requirements. We are keen to develop our qualitative & quantitative evidence base and to participate in clinical research to continue proving the effectiveness of our system, as well as to enable us to develop our service more effectively for as many users as possible.
 
What is the intellectual property status of your innovation?:
All BiH software and supporting materials are developed by the company, proprietary and protected under international law. BiH has registered trademark. The BiH system does not infringe or depend on the IP of any other product.

Product / Service Certification
BiH is recognised as a leading professional health care application. ORCHA categorise us as a professional system and gave us the highest rating of any mental health app they have reviewed. ORCHA have awarded us a score of 89%.
The National Autistic Society has selected us as their mobile solution for people who need help to achieve greater independence.
BiH is included in NICE guidelines for the management of autistic patients in General Practice. Under NICE definition we are a tier 2 Digital Health Technology.
Brain in Hand has attained the NHS National Network’s Information Governance Statement of Compliance (IG SoC) (registration number 8HY58).
 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
4
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Neal Kelly 12/06/2019 - 14:58 Publish Login or Register to post comments
0
0
Votes
-99999
Innovation 'Elevator Pitch':
Edu Pod is an affordable and accessible digital solution which enables schools to create a whole school approach to mental health. 
Overview of Innovation:
Due to an increase in demand for our service we can no longer meet demand
with our current face to face delivery model. This means that schools cannot access our content that will aid them to create a whole school approach to mental health. 

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

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

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

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

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

NHS seen as innovators - There is a current campaign in in government to ensure health care professionals work in collaboration with the education sector. This has been challenging to implement due to staffing shortages and it is costly to deliver this is continuing to deliver the ‘standard’ NHS service. Edu Pod will enable individuals to access content from a Multi-disciplinary team and seek consultation from professionals at an affordable cost. 
 
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Mental health costs the West Midlands region £12 billion a year and affects around 70,000 people (West Midlands Combined Authority). Poor mental health results in enormous distress for individuals, greater pressure on public services and reduced economic productivity. In the West Midlands there are approximately 4000 schools. In Birmingham, there are over 400 schools and Birmingham Educational Partnership have identified that they are unable to deliver scalable solutions to create a whole school approach. 
Current and planned activity: 
Since 2016, we Innovating Minds is working across 45 schools across London, Birmingham, Staffordshire and Coventry and Warwickshire. We have contracts with two local authorities and are contracted to deliver early help interventions for Coventry and Warwickshire NHS. 
 
The ideas for Edu Pod as received positive feedback and an advisory board has developed. This will enable the platform to be built based on feedback from individuals that will be using the platform and professional that will be creating content.   
 
The non-executive board included Dr Pooky Knightsmith, a major influencer within the field of early intervention and mental health. Dr Pooky Knightsmith has input into policies at a governmental national and international level which has enabled us to understand the challenges. 
What is the intellectual property status of your innovation?:
‘Innovating Minds’ and ‘Mind Space’ are trade marked. 
‘Edu Pod’ is in the process of being trade marked. 
 
The platform will be based on a subscription model therefore licensing agreements will be drawn up to enable users access the platform and content. 
 
Discussions regarding IP for coding have taken place with the external companies that may be contracted to build the platform. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
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Asha 12/06/2019 - 11:40 Publish 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
One of the key ambitions of the Long-Term Plan is to refocus on CV disease. Amgen wish to engage in joint working with CCGs/STPs to identify high-risk CVD patients and FH patients and optimise cholesterol management.
Overview of Innovation:
One of the key ambitions of the long-term plan is to refocus on cardiovascular disease. Some key points from the plan:
  • CVD is ‘the single biggest area that the NHS can save lives over the next 10 years’
  • Early detection and treatment of CVD can help patients live longer, healthier lives. Too many people are still living with undetected, high-risk conditions such as high blood pressure, raised cholesterol, and atrial fibrillation (AF)
  • Section 3.68. States an ambition to improve diagnosis of Familial Hypercholesterolaemia from current diagnosis rate of 7% to at least 25% in the next 5 years
Amgen wishes to engage local stakeholders from STPs to discuss projects which could support delivery of the long-term plan.

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

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

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


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

 
Current and planned activity: 
Current Amgen activity is that 2 WMids Regional Account Managers have engaged with lipid specialists and cardiologists within the acute trusts. However there has been very little engagement with primary care stakeholders such as CCG clinical leads or STP leads.
 
We require the help of the AHSN in identifying and engaging STP stakeholders such as transformation leads, implementation leads, or programme manager leads or others who would be interested in discussing potential joint working projects outlined above with the Amgen Value Solutions Manager (non-promotional role).
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
Regional Scalability:
Potentially an initial pilot stage within 1 or 2 STPs / CCGs / Primary Care Networks could then be scaled up across the West Midlands. A joint working project was implemented with the NWC AHSN - The Cheshire and Mersey Lipid Programme. (Documents attached).
Measures:
The outcome of such a proposed joint work project would hopefully be a system-wide, long term improvement in cholesterol management so that high risk FH and CVD patients would be on higher doses of statins and have lower cholesterol (resulting in lower CV risk). Those patients that do not reach cholesterol targets despite maximal tolerated lipid lowering therapy may be eligible for a PCSK9 inhibitor as per NICE TA 394 and NICE TA 393.
​Development of a case-study document to showcase the work of the organisations involved.
Adoption target:
N/A
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Matt Bhageerutty 10/05/2019 - 16:34 Detailed Submission 1 comment
0
0
Votes
-99999
Innovation 'Elevator Pitch':
AR providing point of need access to support information, training advice and guidance in multiple areas including mental health
Overview of Innovation:
Our augmented reality (AR) materials offer the first phase of support - Instant, point of need, self-help techniques and early intervention strategies.  All resources include signposting to follow on professional support and information on long-term strategies to improve access to NHS digital support strategies and resources.  These should be implemented alongside our resources to provide a complete support mechanism for those at risk of suicide and dealing with mental health issues.
 
Key rings, Posters and other objects can be transformed from passive, physical, real world objects into an engaging augmented digital experience and boosting “mobile-first” engagement. 
Simply put, mobile phone users, through the use of an access app are able to scan a poster or symbol on a product and immediately access video, website content and/or directly contact an organisation for support.  This technology can be harnessed to help meet the objectives set out in NHS Long Term Plan in regards to the use of digital technology to help people better manage their health and achieve widespread digital access to training, information advice and guidance (IAG) and support.  With estimates that around 94% of adults in the UK owning a mobile and that around 86% of 12 to 18 year olds regularly use a mobile(Statista, 2019), there is no need for specialized and/or expensive equipment to be supplied to users to use AR technology.
 
Augmented Reality (AR) allows content to be easily modified based on identified needs.  It provides a scalable and cost effective digital model to connect patients with care.   By Incorporating AR into, for example, into a mental health campaign strategy the NHS can overcome social and physical hurdles associated with asking for help, seeking information and accessing the right care promptly.  AR could also potentially provide immediate access to professional advice and guidance, assist in preventing and providing early intervention access, providing them with ‘take-away’ information and/or swift access to support.
 
Along with national NHS strategy Augmented Reality content can provide fast support to people in their own homes with ‘same day care’ and point of need digital support via AR wearables linking to online ‘digital’ GP consultations and act as a further service expansion to regional prevention campaigns like the West Midlands Combined authority Thrive at Work helping to reduce outpatient appointments. (see additional information)
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
We have found that 94% of adults own a mobile (up from 82% in 2005), and that around 86% of 12 to 18 year olds regularly use a mobile. The 55-75 year old age group are the fastest growing adopters of smartphones over the last 5 years. (Statista 2018).[SA1] 
 
We will use Augmented Reality (AR) to provide a discreet, immediate and anonymous route to relevant mental health support resources with the need for services to provide equipment for access.
 
Enlighten’s augmented reality solutions are a simple, user friendly way to meet some of the initiatives set out in the NHS long term plan. They are particularly relevant to plans centered around research and innovation to “drive future medical advance, with the NHS committing to play its full part in the benefits these bring both to patients and the UK economy”. They can save significant amounts of money on fewer lost sick days through mental ill health and by reducing waste and lowering the carbon footprint of the NHS by minimising the need to print out large quantities of materials.
 
Over the next ten years they will result in an NHS where digital access to services is widespread. Where patients and their carers can better manage their health and condition. Where clinicians can access and interact with patient records and care plans wherever they are, with ready access to decision support and AI, and without the administrative hassle of today.
 
Content provided will tie into the mental health focus areas by offering; tools and techniques to self-manage mental health conditions, routes to local support services, guidance for supporting somebody with a mental health condition and the workplace mental health policy/strategy to raise awareness and reduce stigma.
 
This pocket-sized technology provides instant access to support through users own smart devices raising the awareness of various mental health issues in an accessible and inclusive way, reducing the stigma attached through familiarization.
 
Additional benefits will include staff and users exposure to modern, Web 2.0 ideas regarding use of appropriate technologies including the potential use of AR video evidence and BYOD.
Benefits derived from this approach include:
  • Improving user experience whilst driving up quality and standardisation
  • Maximising use of electronic resources
  • A standardised package of AR resources to reuse within the NHS
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
As identified in the “Improving lives: The future of Work, Health and Disability”, employers can only help someone start or stay in work if they are aware of a mental health condition. Key findings nationally show that only 11% of employees discussed a recent mental health problem with their line manager, half of employees said they would not discuss mental health with their manager and only 24% of managers have received some form of training on mental health at work (Business in the Community, Mental Health at work Report 2017). From the statistics and our work with employers, we can see that there is further support required to address this gap. We will provide tools for employees and upskill employers to encourage better dialogue and workplace environments where:
 
  • Employees feel more able to disclose mental health conditions, access support and self-manage their conditions, allowing them to remain in work.
  • Employers have a greater awareness of the needs of their workforce and what support and resources are effective and engaging.
  • Both employees and employers are aware of local support services and have instant easy and discreet access to contact details.
Line managers and HR departments are skilled in understanding how to support colleagues disclosing mental health conditions.
Current and planned activity: 
  • In 2020, we plan to implement the output made possible with support from this project funding and verify its effectiveness through a demonstrative project with 1 x UK Smart City.
What is the intellectual property status of your innovation?:
Currently in discussions with IP experts 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
2
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Suzanne Edwards 13/03/2019 - 15:49 Publish Login or Register to post comments
0
0
Votes
-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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0
Votes

Innovation 'Elevator Pitch':
The vPad allows clinicians to remotely monitor and manage the long-term health of residents in care homes by establishing long term health baselines.
Overview of Innovation:
The vPad is tablet sized device that features a number of attachment modules that allows the transfer of proxy biophysical data into a GP IT clinical system.
 
The system supports the establishment of long term health baselines for care home residents - enabling earlier detection of deteriorations in health and improving decision making from care home staff regarding when to seek emergency health care - potentially avoiding unnecessary hospital admissions and emergency GP visits by integrating the NEWS2 scoring system.
 
We believe the solution ties in well with NHS England's Enhanced Health in Care Homes framework. Our system bridges the communication and medical data transfer gap between primary care practices and care homes. We are integrated with EMIS and have TPP interoperability in the development pipe works too.
 
The system has two components:
  1. Equipment. vPad, an All-in-One vital sign smart monitor. The device measures Blood Pressure, SpO2, Pulse rate and Temperature. It also has a built-in 12-lead ECG for atrial fibrillation detection.
  2. Software. 121 Sync Agent connects the GP clinical system with vPad through Wi-Fi/3G and synchronises vital sign measurements to the Electronic Patient Record. It displays an on-screen historical vital signs baseline.
Currently Knowsley CCG are piloting the system with care homes and we're in talks with a number of others.

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

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

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

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

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

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

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

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

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

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

We’re looking to trial with other organisation and clinicians so that they may also see the benefits of both our solution and investing in technology to enhance the provision of healthcare.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
2
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Adam Carnell 17/12/2018 - 14:26 Publish Login or Register to post comments
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0
Votes
-99999
Innovation 'Elevator Pitch':
Liva Healthcare empowers patients to manage or reverse their chronic disease through expert behaviour change coaching. Liva is an evidence-based hybrid service leveraging human empathy and technology to achieve sustainable, positive health outcomes. 
Overview of Innovation:
Liva Healthcare has over 16 years of industry expertise, with over 140,000 users through the behaviour change intervention to date.  Liva is an innovative digital health coaching platform for scalable lifestyle and disease management.  
  
Winner of 'Health IT  Firm of th e Year' at the HealthInvestor Awards 2018 and 'Healthtech Innovators of the Year - Europe' at the Global Health & Pharma Awards 2018, Liva Healthcare is used  by  public healthcare, private insurance and pharma companies including : - NHS  England, AXA PPP Healthcare and Copenhagen Municipality.  
  
Liva  Healthcare’s platform facilitates ongoing,  personalised Health Coaching through an intuitive app, building a unique, empatheticbond between Health Coach and patient.  Its focus lies  in tackling chronic diseases such as type 2 diabetes, obesity and heart disease by  driving behaviour change.   
   
Currently being used in the UK, Denmark and Sweden, the app is multilingual across several languages. It is proven to work efficiently across all socio-economic backgrounds and is capable of engaging historically hard to reach areas and demographics. The service is based upon 9 to 18 months  of  continuous  patient  engagement to form new habits for good.  Each Health Coach  can  manage up to  500 patients per year full time without the loss of patient outcomes.  
  
Implementation time from get-go is normally within weeks and the platform is available as a white-label SaaS platform, or as a turn-key solution, dependent on client specifications.  
  
Liva  Healthcare has Headquarters in Marylebone, London and Copenhagen, Denmark. 
 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
By helping to both prevent and cure chronic lifestyle diseases, Liva consequently relieves the cost pressures on healthcare systems.  Unhealthy lifestyles lead to significant cost pressures on healthcare systems. For example, in the UK it is claimed that type 2 diabetes costs the National Health Service (NHS) £8.8 billion per year, which equates to almost 9% of its annual budget and causes 20,000 early deaths per year. In addition, it is estimated that obesity costs the NHS over £5 billion per year.   
 
The platform allows Health Coaches to monitor up to 500 patients siumtaneously. This enables the NHS to save costs as the digital health tool can help patients come off medication safely. It also drives efficiency by enabling more patients to be monitored.  
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The primary benefit that Liva Healthcare provides patients with is the opportunity tp make long-term, and SUSTAINABLE lifestyle changes to diet and exercise, with the help of a personal Health Coach, that can prevent or remove their lifestyle disease (e.g. type 2 diabetes, obesity or heart disease).  
 
Liva was designed to help prevent and reverse chronic diseases caused by unhealthy modern lifestyles, such as type 2 diabetes and heart disease, both of which are often caused and affected by weight gain.  The app is based on clinical research that has shown lifestyle interventions can lead to long-term lifestyle change and help patients reduce their risk of the disease or enter remission by losing weight.  
 
For example, Liva Healthcare monitored the progress of 136 patients using its digital healthcare app to prevent and roll back type 2 diabetes over a nine-month period. Over the period, 82% of the patients (112) lost weight, losing an average of 6.3kg, demonstrating signs of a successful lifestyle intervention.  
Current and planned activity: 
In response to this crisis, the NHS chose Liva as one of five providers to tackle type 2 diabetes using digital innovations. GPs can now refer patients at risk of type 2 diabetes in North East London, Humber, Coast and Vale to use the Liva app. Patients are given a personal Health Coach and an app to help monitor and track their health goals. The app is based on strong evidence that has shown lifestyle interventions - delivered digitally - can lead to long term lifestyle change and help patients with - or at risk of developing - type 2 diabetes reduce their risk of the disease or enter remission. Liva holds a firm belief that prevention is better than cure. Though, in many instances, its platform has been proven to facilitate both. 
What is the intellectual property status of your innovation?:
We are fully aligned to NHS IG and GDPR requirements, in addition to being a member of the NHS App Library and fully accredited and highly scored with ORCHA and QISMET. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Simon Pickup 01/10/2018 - 15:47 Publish 1 comment
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0
Votes
-99999
Innovation 'Elevator Pitch':
Teleswallowing enables poorly people to be seen more rapidly by specialists and improves staff productivity threefold
Overview of Innovation:
Teleswallowing is an approach using technology whereby a speech and language therapist can run a virtual clinic to triage, manage and review his/her patients with eating and drinking problems (dysphagia).  Teleswallowing Ltd staff train the carers within residential and care settings to be able to link remotely with speech therapists to provide rapid access to specialist skills to avoid unnecessary distress, avoidable deterioration and hospital admissions.  Speech and Language Therapy is a scarce resource and the waiting lists to see a specialist are long.  The use of Teleswallowing technology prevents vulnerable people suffering and can be used as an out of hours/weekend cover approach. 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Digital health / Innovation and adoption
Benefit to NHS:
I developed the approach at Blackpool where it is used; NWAHSN sponsored its development in Cheshire and West Hants CCG has commissioned the use in Southampton.  We have proven, through clinical trials supervised by Dr Liz Boaden from the University of Central Lancashire, that the approach increases staff productivity three fold and saves approximately £60 per assessment.  University College London used the approach in a workforce scoping project and found that 10.38 weeks of speech therapy time could be saved by using Teleswallowing.  Please see all evaluations on www.teleswallowing.com
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
Many SLTs (speech and language therapists) are women working part time and below their level of training due to having child care or elderly parent responsibilities.  We would like to upscale our approach so that we not only offer training in the approach, but are able to deliver commissions for weekend/out of hours cover remotely, giving the opportunity for West Midland SLTs to work from home at hours best suited to their life and also help reduce the waiting times for sick people needing dysphagia assessments.  The SLTs would earn a better income, use their hard earned skills and be of benefit to the health system - by utilising a modern, digital approach.
Current and planned activity: 
The approach is used at Blackpool Teaching Hospitals, Cheshire and West Hampshire CCG.  I am bidding for a Women in Innovation award (Innovate UK) in order to develop the approach into an e-learning package, an app which then will be a digital clinic portal whereby SLTs will book in their availability to fulfil contracts remotely.  The SLTs will also be able to take advantage of the e-learning videos/second opinions/webinars which I intend to develop if I win the funding which goes with the Women in Innovation bid.
What is the intellectual property status of your innovation?:
Teleswallowing Ltd is a limited company and we have registered the name as ours.  The intellectual property is ours.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
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Veronica Southern 09/09/2018 - 16:59 Publish Login or Register to post comments
6
2
Votes
-99999
Innovation 'Elevator Pitch':
People living with dysphagia - swallowing difficulty - need drinks that flow slowly.
We are to help them make Slõ Drinks for all their healthcare needs.
Overview of Innovation:
For people with dysphagia, ordinary drinks like you and I have flow to fast for them to cope with.
As a result they choke when they drink, which can lead to aspiration pneumonia, malnutrition and readmission.

To prevent this they must make all their drinks flow slowly and at specific speeds. This is done by adding thickener using a scoop. However, it is very difficult to add the right amount with a scoop and make every drinks safe to swallow.

We have therefore taken all the drinks someone could need or want, calculated the amount required and put that in a sachet. Then sachet contents are simply mixed with the volume of liquid we specify to change drinks for hydration into Slõ Juice, Slõ Tea or Slõ Fizzy. Drinks for medication such as soluble laxatives into Slõ Solulax and drinks for relaxing with into Slõ Wine, Slõ Beer and Slõ Cider.

Oral Nutritional Supplements (ONS) are different.
 
Powdered and ready to drink ONS are difficult to impossible to thicken safely with starch and gum thickeners. Consequently, health care professionals prefer to reduce risks by prescribing Fresubin and Nutilis Complete pre-thickened ready-to-drink ONS.
 
They cost £2.20 each and the NHS spent £4,500,000 on them over the last year.
 
The innovation I want to introduce to your CCG's is an alternative which provide all the safety of a ready to drink ONS for the price of a powdered one. Called Slõ Milkshakes+ they are the 1st pre-thickened and powdered protein rich ONS on prescription.

Costing 84p each, they provide a saving per prescription of £ 80+ per month or £ 900+ per patient
per year. If Slõ Milkshakes+ were used during the same period they would have saved a massive
£ 2,800,000.

They also provide huge environmental savings. Slõ Milkshakes+ are presented in powder form in sachets. Not using single use plastic bottles, dramatically reduces the CO2 impact of manufacture, delivery and recycling. Our sachets can even be incinerated and used in energy recovery plan.
 
Just as importantly, Slõ Milkshakes+ are drinkable. Made with whole milk from the fridge, they taste fresh, do not taste too sweet or have a metallic aftertaste. Ultimately, that makes it easier gain compliance and maintain patient’s oral nutritional intake.
 
It’s for all these reasons they are being added to Formularies across the UK and why I want to introduce Slõ Milkshakes+ with the aim of introducing your CCG’s to
Slõ Milkshakes+.
 
There is additional useful information here: www.slodrinks.com/ons



 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Innovation and adoption / Person centred care
Benefit to NHS:
Slõ Milkshakes+ have been created to help reduce financial and environmental costs whilst improving patient outcomes - now and in the future.

Just focusing on costs - as previously stated, Slõ Milkshakes+ save £80.00+ per prescription. That may not seem like a huge amount, but the cumulative saving is huge.
 
From March 2017 to March 2018, the NHS spent £ 4,500,000 on Fresubin and Nutilis Pre-thickened ready to drink ONS. In comparison to spend on medications that is not a lot. However, spend on products for dysphagia is going to increase for two key reasons.
 
Firstly, healthcare professionals are not seeking to diagnose dysphagia. As recently as two months ago the Doctors dedicated website www.gponline.com made identifying Dysphagia a Red Flag topic.
The reason – they now recognise the impact dysphagia has on treating the primary condition.
 
If a patient is diagnosed with it every medication, drink and supplement has to be altered so it can be swallowed safely without inducing aspiration.
 
Secondly, it is a secondary symptom of 127 conditions including; Stroke, Alzheimer’s, Head and Neck Cancer and Motor Neurone Disease. These conditions present themselves typically in the elderly and dysphagia affects 10-12% of those over 50 – an increasingly large proportion of our population.   
 
We can therefore predict with certainty, if the spend on ready-to-drink Fresubin and Nutilis just remains the same the accumulative spend in 5 years will be £ 22,500,000.
 
By making Slõ Milkshakes+ a 1st line response for dysphagia now over the same period the cost of prescribing Slõ Milkshakes+ would only be £ 8,148,000, saving £ 14,352,000!

 
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
Slõ Milkshakes+ make a positive impact to the health and wealth of the region through saving: saving patients from the risks of aspiration pneumonia, malnutrition and readmission; saving the CCG’s and healthcare professionals from unnecessary spend on expensive ONS for this patient group.
 
 
By providing a safe and reliable method to make safer to swallow ONS, Slõ Milkshakes+ reduce the risks of patients acquiring complications.
 
Patients will find it easy to consume the prescribed number of Slõ Milkshakes+ because they can actually drink them. They know they flow at the right speed and don’t need to worry about choking or embarrassing themselves in front of others – including their spouse.
 
When made Slõ Milkshakes+ look like ordinary milkshakes. No one can tell it flows slowly. It therefore doesn’t highlight their condition; gives them a feeling of inclusion.
 
Ultimately this makes for a better patient experience and improves compliance, which in turn saves them from the risks of malnutrition and re-admission.
 
Avoiding re-admission will save all the financial and patient costs associated with it, but and more importantly Slõ Milkshakes+ keep the costs of providing adequate nutrition in the Community to a minimum, saving CCG’s and healthcare professionals unnecessary spend on finances and time.
 
The financial savings are easy to quantify. Slõ Milkshakes+ will save £ 80+ per prescription every time a prescription is written for them instead of a ready to drink ONS.
 
Your CCG’s can quantify those savings by adding up the number of Fresubin and Nutilis Complete prescribed, multiplying by 84p (the Slõ Milkshake+ cost) and comparing the two.
 
Further savings are achieved by presenting Slõ Milkshakes+ in boxes of 7. A prescription can be written for just 7 sachets – a weeks’ supply – to see if a patient likes them. If they do, a larger prescription for one month’s supply can be written.
 
It’s also important to highlight the time saved, specifically time spent on implementation and training
in Nursing Home and Care Facilities where the majority of those with dysphagia reside.
 
These facilities typically have a high turnover of staff and many do not have English as a first language. As a direct result every Slõ Milkshake+ sachet features written and pictorial instructions to make sure they are always made correctly.
 
This makes training quick, easy and efficient, allowing health care professionals to focus on other important healthcare needs.
 
Current and planned activity: 
We are in constant contact with all divisions and levels of the NHS across the UK.
 
Our primary contacts have been healthcare professionals in Acute Hospitals, their colleagues in the Community and Doctors who have prescribed Slõ Milkshakes+.

During 2018 we have been focusing establishing relationships with CCG’s and their Medicines Management Team. We have been able to make contact via some Prescribing Support Dietitians but this has been difficult and slow.
 
This is why I have contacted all other ASHN's and yourselves - with a view to meeting your CCG’s and showing them how Slõ Milkshakes+ can help them and their patients.
What is the intellectual property status of your innovation?:
Our Competitors are giant Pharmacutical Companies and therefore a patent would be difficult to impossible to defend.
As a result I have had the Slõ Brand is trademarked here and in various Counties around the world.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
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Mathew Done 10/08/2018 - 11:17 Publish Login or Register to post comments
6
1
Votes
-99999
Innovation 'Elevator Pitch':
Giving one drop of blood for analysis by SOMAscan informs me of my current health status, and helps my doc give me the right advice to reverse or prevent further disease development, or guide their treatment recommendations that will work first time!
Overview of Innovation:
The measurement of 5,000 blood proteins (a quarter of the human protein repertoire) is now possible on a reproducible and industrial scale in clinically-accredited central lab settings. Prior analysis of hundreds of thousands of study subjects' and patient blood samples, whose basic & physiological measurements, life style and clinical histories have been collated, has been used to create a suite of health status defining algorithms that define risk of disease event occuring over 1-5 year time horizons, rates of development, and likelihood of response to alternative intervention that are available.  Whereas rudimentary 'disease risk' insights such as Framingham cardiovascular diasease (CVD) risk scores and QRISK2 are used in public health, primary care and specialist acute care settings to augment disease prevention or guide optimal treatment choices, it is now possible to expand this range of probablistic medicine insights.  Expanding the repertoire beyond CVD to include pre-diabetes conversion to full diabetes or development of complications (amputations, kidney failure, blindness) that lead to costly or catastrophic outcomes, is a starting point.  However, diseases such as non-alcoholic fatty liver disease and steatohepatitis, which leads to liver cancer & failure is another silent killer whose development can be revealed just by applying a different status-prognosis algorithm to protein measurements derived from the same blood sample.  Chronic disease management and care accounts for ~70% of healthcare costs with diabetes alone consuming 10% of the NHS' entire budget and so these are worthy of attention for  prevention, early disease interception (at a reversible stage), or optimising existing care paths that maximise available resources to deliver disease management interventions.  Our primary focus is to prolong and improve population wellbeing such that patient treatment outcomes leads to broad adoption.  However, whereas traditional diagnoses rely heavily on clinical symptoms, SomaLogic's AI-derived algorithms consider the molecular underpinnings of disease.  Clinically-defined diseases are treated in standardised ways which doesn't always work.  Identifying patients with treatment-refractory disease could help target those into research programmes including clinical trials for novel regimens or pharmacological agents.  A secondary output of routine adoption could be creation of an accelerated trial recruitment resource to attract pharma partners.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Healthcheck, although ultimately funded by Public Health England, commissioned by City Councils and delivered through contracted CCGs/GPs, is of questionable value.  A battery of tests whose results are combined with additional clinical parameters and a consultation with a GP or practice nurse, is designed to pre-empt intervention in patients with rising risk for cardiovascular disease or identified as having 'frank' disease.  The net contribution based on opportunity savings delivered to the NHS and the cost of delivering the HealthCheck programme is close to zero.  The repertoire of diseases whose status can be tested for, could be expanded to include multiple silent diseases, as well as provision of range of physiological status-related insights that could complement the patient review process.  For example, patients at risk of developing frank diabetes could be managed more objectively and successfully.  A reduction by 1% of patients converting to full diabetes could equate to £100 million/year by their avoidance of costly complications such as stroke, amputations, kidney failure and blindness.  Avoidance of liver failure associated with liver fibrosis, could contribute further significant opportunity savings: Coupling life style (e.g. dietary education or excercise on prescription) or emerging pharmacological interventions with conveniently measured disease status insights will be required.  However, rather than creating increased burden on NHS resources, provision of clinically validated insights but could also create opportunities for third party organisations beyond the NHS in offering relevant health-maintaining or disease-reversing solutions.
Initial Review Rating
3.00 (1 ratings)
Benefit to WM population:
In a county in which 29% of the population is clinically obese there is a higher risk compared to the majority of the UK population, for diabetes and also fatty liver disease-related complications.  Treatment costs for the latter alone costs the NHS (England) around £1billion/year.  Providing disease risk insights to citizens and their health practictioners, particuarly if the information is objective and made actionable, could be used to support increased health literacy, increase patient activation (motivation), and support the best choice and resource-optimal delivery of advice and clinical interventions.  Ultimately, compliance with such advice and insights will improve the healh of the local population, reduce the burden of dependancy on long-term chronic disease care, and perhaps even result in development of a health-focused preventive health solution provider market.
Current and planned activity: 
SomaLogic has submitted plans for implementation of diabetes risk and complication development predicting algorithms in the routine primary care setting in Leeds (one CCG and 3 GPs). The objective is to use the more objective patient profiling (identified through hypertention clinics) to promote deeper patient enagement measured through increased patient uptake of commissioned nutritional education programmes and/or gym by prescription.  Logistics around blood collection, processing, analysis and data delivery and presentation will be evaluated and optimised, after whcih there is scope to expand this initiative to a wider geographical region.  However, there is scope to evaluate the utility of additional disease status (risk), and prognostication algorithms within the different clinical settings and associated clinical workflows, in neighbouring geographies.
What is the intellectual property status of your innovation?:
SOMAscan is a patented proprietary protein measurement technology.  Algorithms developed using artifical intelligence to mine for associations between patient characteristics, lifestyle histories, clinical interventions and decades of clinical follow-up/outcome data (2 million years) that correlate with patterns for 5,000 protein measurements (mined from 2 billion protein data points), provides a highly defensible starting position.
Return on Investment (£ Value): 
Very low
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
2
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Anthony John Bartlett 11/07/2018 - 16:11 Publish 3 comments
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