SME Innovation fund
Are you a start-up or a small medium sized enterprise working in the space of delivering improved healthcare? Do you have the potential to change how healthcare is delivered? The SME Innovation Fund can provide the support you need to help your business grow.

Ideas (Education, training and future workforce)

Innovation 'Elevator Pitch':
Innovative staff led Safety Board design supports safe and effective handover in care home
Overview of Innovation:
Handover of care in a  residential or nursing home is a complex, safety critical activity.   Inaccurate or incomplete handover can result in potential harm to a resident.  There is a vast amount of safety critical information conveyed in handover such as 
  • Repositioning frequency
  • Resuscitation status
  • Falls/ mobility status
  • Specialist Diet and hydration requirements
  • Time critical  / covert medication needs
  •  Advanced care planning needs
 this list goes on.
Furthermore the high use of temporary staff in the care sector means that it is likely that some staff will be unfamiliar with residents.  
Therefore ANY system which supports safe, effective handover has potential to reduce harm and  support good quality care.  It is well rescognised that the NHS and social care needs to build in safe system design to  support staff  and make it EASY for them to DO THE RIGHT THING-  to recognise that staff are HUMAN and therefore fallible.
 This innovative design of a safet board to support safe, effective  handover is a great example of safe system design. It captures key  information  about care needs  in a visual format using national symbols to denote risks. The board was designed and tested and refined by  the care home owner, manager and  front line staff and is an example of best pracice and collaborative working and  Quality Improvement methods.
 
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 / Education, training and future workforce / Wealth creation / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
This innovation has potential  to benefit other care homes 
Initial Review Rating
1.80 (1 ratings)
Benefit to WM population:
 3x more residents in care homes than patient in the NHS and this is set to double in next 20 years
•Population aged 80ys and over projected to increase in West Midlands  in next 20 years from 33,874 (2016) to 45,441 (2035)
Care home sector   is in crisis in terms of funding, staff recruitment and retention - any system which support safe effective care in care homes is of value as the outlook for  futue provision of care homes is very uncertain
•Increasing frailty and dementia
Current and planned activity: 
the safety board is in use at t Rushall care home
A second board has been developed for use at a sister home iowned by Navigation care - the owner has expressed an interest  in offering this service to other care homes (  the safety baoards were  produced by  Company owned y Navigation care owner designs are wo Navigation 
What is the intellectual property status of your innovation?:
No IP issues - the safety board has been developed in collaboratiion with SPACE QI programme - evolved from staff ideas and examples of  safety boards from other care homes
Return on Investment (£ Value): 
low
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Rejection Reason:
Unsuitable Application
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Caroline Maries-Tillott 04/04/2019 - 19:08 Rejected Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
We plan to take preventative holisitc health care direct to the patient. Using a variety of physical, emotional, educational and social tried and tested approaches. 
Overview of Innovation:
Every GP practice in Dudley is a shareholder in Future Proof Health (FPH) part of our current role is to provide NHS Health Checks on behalf of Dudley Public Health, in the community and in the workplace, we want to expand the age group for this to include 20-40 year olds. We are consistently asked by this age group if they can have this type of MoT for themselves. There are 36,000 females and 35,000 males in this age group in the Dudley area  and we already have both the capability in the way of trained health professionals from all areas and the experience in place for delivery of this Health Check type of intervention. By targeting this age group we can advise on Smear tests, as you are aware the uptake of this is down by 30% in this age group, we can also advise on chlamidia screening, HIV testing, Breast Screening and Prostate screening. We are also carer aware accredited with Dudley MBC and are one of their preferred providers.We have all undertaken our motivation to change training and are all community information champion trained staff enabling us to advise on all aspects of daily life. We are also the Community Education Provider Network for Health Education England so can advise on apprenticeships and training opportunities. We work closely with a wide varieyt of health, education, voluntary and social organisations and have strong links with them. Alongside the expasion of the age group, by going out into the community and in the workplace we can also engage with hard to reach patients.  As well as providing detailed knowledge of the current heath situation we can mobilise into the community expeditiously through our surgery networks.
Everything we currently deliver is undertaken in accordance with our local and in-house clinical guidelines, CQC guidelines and recognised Infection Control processes.  Our systems and processes are already tried and tested with a solid evidence base of patient take up and success.  We are not complacent however, and we recognise that service take up in some areas is better than others.  We are committed to addressing this by offering a wider variety of clinical access channels to services, such as the direct to the patient, in a variety of settings thereby providing equality of availability and service provision to all the Dudley population. We will ensure that all of our data is analised ,any best practice to improve service access and uptake findings will be fed back to all appropriate chanels.
 
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Patient and medicines safety / Person centred care
Benefit to NHS:
By targetting younger adults and taking health services and holistic well- being preventative tools out to the patients, we aim to reduce the number of peole progressing to long term conditions by detecting their health problems in the early stages to reduce the imact on both the patients and the NHS as a whole. The cost savings to the NHS would be dramatic., reducing the number of GP appointments, referrals into secondary care and reducing the demand of other community based health services.
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
We aim to improve the general health and increase awareness and engagement of the local population, encouraging self-help, engagement and personal and social responsibility. By active engagement we can communicate more effectively with the working population including hard to reach members of the public - who may not have access to IT based information, Some areas in our borough are classed as deprived and patients are unable to read and/or write, so a physical approach is needed. In addition, in our experience patients will often give you more information face to face than they would put into print or on an IT based system. The benefit to the patients would be a reduction in waiting to see their GP, reduced numbers of further referrals, previously unknown health issues picked up earlier reducing the need for long term interventions. By keeping the population healthy you also keep the workforce healthier reducing sick leave and increasing productivity in addition to reducing the cost of SSP and claims for Universal Credit..
Current and planned activity: 
We currently oerate a community based NHS Health Check scheme for Dudley Publice Health targeting  the 40-74 age group.
​We are Dudley's  community education provider working for Health Education England
​We run the GP extended access scheme for the Sedgley, Coseley and Gornal area for Dudley CCG
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
2
Regional Scalability:
This would be very easy to scale up - as the NHS Health Check programme is a national programme, there is no additional training needed to cover the younger age group, equipment , engagement and access to the population are already in place. There would need to be some additional funding to allow for setting up and administering the programme, staff costs and dispoasble equipment costs.
Measures:
We are IG soc compliant we have health Check pro-forma sheets and patient information forms in place. All anonymised patient data would be analysed in a spreadsheet by our staff with findings, referrals and recommendations and advice recorded . The patient data including all measurements, actions required , advice and recomendations will be forwarded to the patients registered GP, no patient identifyable data will be held by FutureProof Health. 
Adoption target:
We would anticiapte that this could be adopted across the whole of the West Midlands as the basic systems and training reigime are already in palce.
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Beverley Wakelam 31/01/2018 - 20:23 Sign Posted 1 comment
3.6
1
Votes

Innovation 'Elevator Pitch':
A holistic tinnitus treatment app designed by audiology and ENT specialists that will provide patients with tinnitus education, self-help therapeutic exercises, psychoacoustically tailored sound therapy and efficacy outcome measurements.
Overview of Innovation:
Tinnitus is the involuntary perception of sound, that is localised to within the ears/head, and has been reported to affect 10-15% of the global adult population. 
 
The vast majority of cases are induced by hearing loss. Hearing loss casues changes in neuronal activity patterns within the central auditory system and occur as a result of organic mammalian hearing loss.   However, sudden onset hearing loss cuased by loud noise exposure or some damage to the auditory cortex can also result in tinnitus.

In a significant number of individuals (0.5-1.5%) this can have a severe impact on quality of life due to resultant secondary symptoms such as anxiety; external sound sensitivity; insomnia.

Currently tinnitus is treated by helping the patient to habituate to the noise; so that the perception becomes filtered from conscious awareness much in the same way as the majority of body noises are (i.e. respiration etc.).  Techniques like educational counselling, relaxation, meditation, cognitive behavioural therapy (CBT) and sound therapy are all employed to provide ad hoc control over patient emotional reactivity and perceptual awareness in order to act as a catalyst to the habituation process. 

These complex therapeutic techniques require significant clinical time, resource and expertise in order to be efficacious.  
 
The Tinnitus Clinic Ltd. proposes to design a treatment app to prototype stage for tinnitus. This app will combine a number of evidence based interventions that can be delivered to the patient via one platform in a remote fashion. 
 
There will be both pro bono and chargeable features. 

Users will be able to grade their tinnitus severity via validated questionnaires and access education tools relating to tinnitus aetiology, the progression of the condition and self help techniques.  

Patients will also be able to determine the pitch of their tinnitus and basic hearing acuity in order to provide guidance with respect to basic sound therapy options. 
 
Chargeable services such as spoken word relaxation/mindfullness meditation exercises, CBT techniques and non-bespoke sound therapy options could be available for a monthly fee.   

A more sophisticated array of bespoke sound therapy techniques will also be available but would require the patients to attend a tinnitus clinic in order to undergo testing and calibration of the treatment signal.  Fit for purpose ear/head phones would be provided to enable signal delivery during the day or whilst the patient sleeps. 
 
 
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 / Innovation and adoption / Person centred care
Benefit to NHS:
Use of this innovation would reduce appointments taken with GPs and unnecessary visits to audiologiy departments. As both an education and treatment tool the medtech app could treat the majority of people who suffer from mild or moderate tinnitus and need basic support and reassurance. 
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
10% of adults in the west Midlans have tinnitus, and of those around 90% will have mild to moderate tinnitus which does not need treating formally. 
Current and planned activity: 
We have no current activity with NHS for treating patients. However, we do provide training and education on tinnitus to GPs. 
What is the intellectual property status of your innovation?:
Not yet patented .
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
As this is a digital technology, scaling up geographically is a straightforward process.
Measures:
Quality measures: functionality; ease of use;  all information, diagnosis and treatment functions to be evidence based; Tinnitus Functionality Index scores reduced over 3 months of use of app; 
Safety Measures: No adverse events reported at prototype stage or in the ongoing development; 
Cost: Within budget for the prototype with full budget developed for stage 2 (development, marketability and implementation)
People: Quality of life improves using TFI as measure (see quality)
Adoption target:
The protoype would be tested in  a West Midlands population . We would seek to establish an NHS partner to test this at Primary Care level in the later stages of development . 
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Josephine Swinhoe 26/01/2018 - 17:06 Archived 1 comment
3.6
1
Votes

Innovation 'Elevator Pitch':
 
Lincus Integrate is a codevelopment collaboration between Rescon, Worcestershire Telecare, the Council and NHS that will analyse and share information from services, software and devices to improve clinical outcomes and stimulate regional growth. 
Overview of Innovation:
Lincus Integrate will create an integrated digital hub that surrounds a patient/service user and can connect with different health and social care systems, software applications and devices. It will analyse individual and grouped data providing insights through targeted visualisation to individuals, carers, health and social care professionals, managers and commissioners. Each user type will have customised access permissions and a user interface that has been co-developed with them and is appropriate for their needs.

Worcestershire Telecare (Worcstelecare) are rapidly expanding and to fulfil their ambitions to provide high value health and social care services to service users/patients they require a digital technology that will integrate with a range of  systems, digitial products and devices. Through a formal market scoping exercise they have selected Lincus, an at-market CE marked software as a platform product, to realise their goals.

Rescon’s Lincus platform has been chosen as the development platform as it has been codeveloped with end users and health and social care customers in the UK since 2011, and has numerous accreditations and awards. Rescon are working with Worcstelecare to integrate and develop the Lincus telehealth product to meet their full requirements (see attachments).

Lincus already integrates multiple digital evaluation technologies including patient self reporting, structured clinical and social care observation, and wireless devices including wearables and remote sensors. Currently there are 3600 users and 700 health and social care workers on the platform. As well as subjective and objective measurement of user health and wellbeing, it incorporates alerts for changing health and wellbeing markers, educational content, a calendar with reminders, planning, video and email/SMS communication functionality and meets high accredited information and clinical governance standards.

Lincus Integrate requires development work to further develop connections between services, other digital products and devices. It requires further refinement of user types with more discrimination between different service providers including GP, specialist, nurse, OT, physiotherapist, teleservice operator and community nurse specific interfaces.

Health Innovation funds will accelerate the development, adoption and delivery at scale of this unique integrated service proposition improving patient outcomes and generating wealth and employment for the West Midlands.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Lincus Integrate will build on previous work by Rescon and Worcstelecare that has demonstrated improved health and social care outcomes. Lincus is an NHS AHSN Atlas Product (http://atlas.ahsnnetwork.com/lincus-improving-self-care-and-wellbeing/) and has been used in assisting the delivery of health and social care services to people with Long Term Conditions, Learning Disabilities and Homelessness since 2013. For hypertension screening and support services Lincus use in partnership with a local service delivery charity produced at 3.21:1 return on investment in year for the Liverpool CCG.

Our Worcstelecare and Lincus integrated health and social care system solution is expected to save significant costs to both NHS and local government services whilst improving patient/service user outcomes. Preliminary modelling demonstrates a 10% across the board saving in social care provision through decreasing care needs. In addition, as lack of coordinated social care provision is a common cause of delayed discharge, we forecast that Lincus Integrate will decrease hospital inpatient resource load by at least 10% whilst decreasing readmission rates by 20% freeing up NHS resources to deal with those who need acute clinical care.

The Lincus Integrate system is applicable to multiple long term conditions and care needs. Using COPD as a working example Lincus Integrate is compliant with NICE Guidelines (CG101,2010) and will reduce non-elective inpatient COPD admissions (£1960/admission), or nationally >£160 million per year, (CG101, NIHR 2011 addendum).

Lincus Integrate will realise these savings through
1.) Sharing patient vital signs and other in community evaluation information across systems where
it will be used for better informed decision-making;
2.) Sharing and preemptively addressing social care issues prior to, or at the point of, potential admission;
3.) Creating a robust and continuous audit trail relating to patient data;
4.) Presenting information in a way that all the appropriate people in a patient’s care pathway (include patients and carers) can act on in a timely manner; and
5.) Integrating alerts and notifications for either routine, or rapid responsive, use.
The team is already working with the local STP and Council who are receptive and supportive of our approach including our evaluation of 10% reduction in social care needs, 10% reduction in bed days per admission, and 20% decreased readmissions whilst improving the health and wellbeing of citizens.
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
Worcstelecare has an exemplar telecare service which has been accredited to the highest level and has been selected as a partner with the local council to integrate health and social care service delivery in Worcestershire. They currently deliver services to 17,500 service users with mixed health and social telecare needs from West Midland bases, including their head office in Kidderminster. As a result of this partnership Rescon has also created a base in Kidderminster, and a staff member in Little Malvern, to further support their West Midlands activities.

Worcstelecare’s unique partnership agreement with Worcestershire County Council, formalised in January 2018, is addressing health and social care needs across Worcestershire. A 55 person scale-up pilot is commencing in April to test the new integrated model of care which has the aim of exceeding the care, discharge and admission metrics described above. This will be expanded across the West Midlands improving individual, community and population health whilst decreasing the load on the health and social care system and creating wealth and further jobs in the region.
 
Worcstelecare and Rescon's reach extends both nationally and internationally and there is interest from both partners existing customer base to extend the model to other regions. This will result in growth of both businesses amplifying the wealth and employment benefits to the West Midlands.
For Rescon a three year forecast of the impact of the Lincus Integrate project will have on company revenues has been uploaded in the attachment section.
Current and planned activity: 
Rescon are actively engaging and working with Worcstelecare to develop and implement the long term vision of Lincus Integrate (see attachments). The partnership has been engaging with the council over the last few months which has extended to working with local clinical teams. The first clinically driven issue the combined Worcstelecare, Rescon, Council and NHS partnership is working on is that of "frequent flyer" admissions. 

Rescon and Worcstelecare are due to commence formal work in the last week of January, but have limited resources to realise the ambitions of the project over a short time frame. The attachments outline the planned work in both infographic format and as a top level project plan. The direct development cost of this activity to Rescon is £130,000. Worcstelecare have secured £55,000 to commence activities however there is a considerable shortfall which the Innovation Fund would directly address, accelerating speed to market and revenue generation.
What is the intellectual property status of your innovation?:
The combined integrated service and technology delivery model will be owned in partnership with Rescon and Worcstelecare. The working model is that the service delivery intellectual property will be retained by Worcstelecare whereas the technology intellectual property will be retained by Rescon.
Specificallty relating to intellectual property owned and being developed by Rescon all related trademarks (Lincus, Rescon, Wellbe, One Precious Life, Rescon Technologies, -tracker, IoT-Med), IPR and copyright of source code, designs and algorithms that will be utilised for Lincus Integrate are owned by Rescon.

Lincus Integrate will utilise 2 granted patents: Medical symptoms tracking apparatus methods and system (US8941659, 9754075)

It will also leverage technologies developed from the following pending UK and International patents including:
Differentially weighted modifiable prescribed history reporting apparatus, systems, and methods for
decision support and health (IT: 20160379511) and Session Limited Passcode for Re-authentication
(US62468359)
All the searches carried out for prior art have indicated that there is freedom to operate.

Strategy for knowledge protection:
Our knowledge protection strategy involves frequent IP audits with literature scanning including patents.
We make protection decisions on the basis of patentability, defensibility, costs and exploitability. The intellectual property realised by Lincus Integrate will be secured in accordance with the above strategy.

Regulatory requirements:
Lincus Integrate software will be developed out of Rescon's existing software platform technology which has multiple accreditations including being a CE marked Class 1 Medical Device, GDPR compliance and IG certifications. Our CE marked Class 2 diagnostic algorithms relating to arrythmia detection may also be utilised by the platform depending on further engagement and requirements of clinical stakeholders.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
3
Regional Scalability:
Lincus Integrate will be rapidly scaled through the partnership with our at market partner, Worcestershire Telecare.
 
We will build on the success and scale of the Worcestershire Telecare service.  Our previous at market activities have not been with a highly ambitious partner who has a growing service.  Through the partnership we are expecting to rapidly scale both locally and then nationally and internationally with the scaling up accelerating as more features are added.
 
This at scale adoption will be only be achieved through evidence of success.  The evidence will be leveraged both locally and also used to create marketing materials to create further uptake outside the West Midlands and into the European marketplace, where we have strong contacts, especially in Spain.
Measures:
Worcstelecare were first attracted to Lincus due to its comprehensive and configurable capability in measuring outcomes of service provision.  

We intend to realise and measure the following outcomes:
  • Savings release through increasing efficiency of care delivery via new proactive preventative teleservices, and better communication systems.
    • Measurement: will compare costs post intervention with historical data and predicted spend based on profiles (regional social care data available), we will base healthcare outcomes analysis on disease specific models such as the Cardiff Diabetes Model.
  • More social inclusion and improved patient experience through wider reaching communication systems and processes. The proactive telecare model demonstrably improved health and social care outcomes including inclusivity amongst the elderly in Spain (Cabrera-Leon et al 2013).
    • We will measure both platform engagement and patient self-reported and assisted reported outcomes from baseline introduction into the programme.
  • Harm reduction through better communication and proactive care.
    • We will monitor events, interventions and incidents reported and compare to historical data.
  • Improved identification and profiling of frailty with the output of tailored personalised care plans best utilising local resources. 
    • This will be measured through cases profiled, new diagnoses and care plans.
  • Better or stabilised quality of life for service users, and carers and support staff through better systems support.
    • Measured through self and advocate-assisted report.
  • Reduced GP visits, hospital admission and delay in admission to long-term care.
    • Comparison of attendance figures for both emergency and routine admissions.
  • Increased jobs and turnover within the West Midlands.
    • Employment metrics for both Worcstelecare and Rescon.
  • Increased exports locally and internationally resulting in considerable inward investment into the West Midlands.
    • Audit of finances.
Adoption target:
Our primary adoption target is for Worcstelecare to commission Lincus Integrate for the 17,500+ users they support.  The minimum viability levels for Lincus Integrate to be sustainable is 13,700 users at £35 per annum to cover support and development costs of £40,000 per month. 
 
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Tom Dawson 21/01/2018 - 17:11 Sign Posted 1 comment
3.7
1
Votes

Innovation 'Elevator Pitch':
Evidence-based intervention enabling clinical staff to manage stress and avoid negative effects. Unique 'serious' tool developed for healthcare professionals with ‘gold standard’ RCT trial evidence with 227 NHS doctors to prove efficacy. 
Overview of Innovation:
Clinical practice is stressful, and the negative effects of stress can be harmful and expensive. Working Stress is an evidence-based intervention that enables clinical staff to cope with stress and avoid its negative effects. It is the only occupational health tool developed specifically for healthcare professionals with ‘gold standard’ evidence to prove that it is effective within the NHS. 

It develops valuable lifelong personal skills that have a positive effect on patient safety, sickness absence, staff turnover and organisational culture.

Evidence and effectiveness
The Working Stress is based on widely recognised academic research and cognitive frameworks. It helps users to view stress more constructively and cope with it more effectively. A randomised controlled trial (RCT) with 227 NHS doctors tested the effectiveness of Working Stress. In the trial Working Stress reduced the number of doctors suffering:
  • Severe anxiety by 33%
  • High burnout by 9.5%
  • Severe insomnia by 60% 
  • Hazardous drinking by 50%
It reduced fatigue and improved doctors’ perceptions of their employer and working conditions. It also increased use of coping strategies, such as humour, seeking emotional support and self-reflective practice.

Is it another mindfulness app?
No. Working Stress is not a mindfulness, meditation or yoga app. It is based on widely recognised academic research and frameworks. The Working Stress app contains 3 modules:
  1. Understanding Stress & Burnout
  2. Managing Stress & Burnout
  3. Dealing with Patients’ Death
It targets an individual’s cognitive appraisal of stressors and improves their ability to cope with them. It provides information about stress, grief and burnout and explores their psychological and physical effects. It then presents a range of evidence-based coping strategies that clinicians can apply immediately. Quizzes and self-reflection reinforce and consolidate learning.
 
It is an HTML5 web app that works on any mobile device or PC. When offered to all clinical staff in an organisation, it can reduce the incidence of workplace stress across the organisation. Deploying Working Stress is fast and efficient and the benefits are realised rapidly. Working Stress is a cost-effective way for the NHS to reduce workplace stress and its consequences. 

The benefits for individual clinicians are clear, the benefits for employers and local health economies are potentially significant; healthy employees are more productive and provide a better and safer quality of care. 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Education, training and future workforce / Digital health / Innovation and adoption
Benefit to NHS:
Work related stress accounted for 43% of all lost working days in 2014/2015 (Buckley, 2015; Beheshtifar & Nazarian, 2013). 37% of National Health Service (NHS) staff reported feeling unwell due to stress and pressure at work (The Picker Institute & National Health Service, 2015). Moreover, Goodwin et al. (2013) meta-analysis revealed a much higher percentage of health care professionals and NHS staff were suffering from a common mental disorder (psychiatric morbidity; 32%) compared with general population (19.1%).

Poor occupational health in the NHS is costly and puts patient safety at risk. For example, Boorman (2009) calculated that better staff health might be associated with up to a million extra working days a year and could save approximately £13.7 million a year to NHS as a whole. The cost of sickness absence alone has been estimated at £2.4 billion a year.

80% of NHS staff admit that their state of health has an impact on a patient’s care (Boorman, 2009). A number of systematic reviews and meta-analyses showed that occupational health is negatively linked to a patient’s care, satisfaction and safety outcomes (Boorman, 2009; Edwards, Burnard, Park, MPhil, & Edwards, 2003; Hall, Johnson, Watt, Tsipa, & O’Connor, 2016; Nahrgang, Morgeson, & Hofmann, 2011), leads to lower job satisfaction, poorer performance, work-life imbalance (Edwards et al., 2003), intention to leave an organisation and earlier retirement (Buckley, 2015; Taylor et al., 2007).

Our academic partners, Dr Caroline Kamau and Asta Medisauskaite, published Prevalence of oncologists in distress: Systematic review and meta‐analysis assessing occupational distress among oncologists. Their analyses showed that:
  • Up to 69% feel stressed at work
  • Up to 51% positive for depression
  • Up to 44% have sleep problems
  • 32% have a high level of burnout
  • 27% have psychiatric morbidity
In response to their own research Kamau & Medisauskaite designed 3 simple online interventions to help reduce levels of occupational distress and burnout. These interventions were tested with a Randomised Control Trial (RCT) Occupational Distress in Doctors: The Effect of an Induction Programme. The participating doctors (n=227) came from a range of specialities and seniority, including consultants. The Working Stress app has been built around these 3 interventions. The potential benefits are clear.
Initial Review Rating
5.00 (2 ratings)
Benefit to WM population:
The impact of occupational health for the wider NHS and its patients have been investigated and documented. The potential benefits of improving occupational health for the wider NHS are clear. It can be assumed that the WM would derive identical benefits if Working Stress were offered to NHS clinical staff in the WM.

A number of systematic reviews and meta-analyses showed that occupational health is negatively linked to a patient’s care, satisfaction and safety outcomes (Boorman, 2009; Edwards, Burnard, Park, MPhil, & Edwards, 2003; Hall, Johnson, Watt, Tsipa, & O’Connor, 2016; Nahrgang, Morgeson, & Hofmann, 2011), leads to lower job satisfaction, poorer performance, work-life imbalance (Edwards et al., 2003), intention to leave an organisation and earlier retirement (Buckley, 2015; Taylor et al., 2007).

Poor occupational health in the NHS is costly. For example, Boorman (2009) calculated that better staff health might be associated with up to a million extra working days a year and could save approximately £13.7 million a year to NHS as a whole. The cost of sickness absence alone has been estimated at £2.4 billion a year.
Current and planned activity: 
Discussions about the Working Stress app are ongoing with NHS England, NHS Innovation, NHS Employers, NHS Resolution, MIND and a growing number of individual NHS trusts.

Working Stress is being offered to the clinical, occupational health and finance leadership within targeted NHS trusts. The intention is to create ongoing commercial relationships with NHS trusts whereby Working Stress is offered to all frontline doctors and nurses in a single programme to address immediate issues. Working Stress would then be added to formal inductions for all new staff members and also for existing staff who are facing a significant change their professional personal circumstances. Long-term sustained cultural change is the objective.

NHS Practitioner Health Programme has confirmed a formal partnership and is working with Focus Games Ltd to develop a face-to-face group intervention to complement the Working Stress app. This is a board game.
What is the intellectual property status of your innovation?:
Intellectual property is wholly owned by Focus Games Ltd, Dr Caroline Kamau and Asta Medisauskaite.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The app is very easy for an NHS organisation to deploy. The process for offering Working Stress to all clinical staff is simple:
  1. Purchase an access package based on the number of clinicians in your organisation
  2. Focus Games Ltd customises Working Stress with your trust logo and welcome messages
  3. We load your ‘edition’ of the app onto our secure server
  4. You invite clinical staff to use the Working Stress app via a secure website where they create individual user accounts
  5. Staff complete Working Stress whenever is convenient. It only takes 15-30 minutes of their valuable time
  6. Users can give anonymous feedback about their experience which we share with clients
  7. We also give you regular reports about the number of registrations and completions.
The app is also available to individual clinicians at a cost of £15 (inc VAT).
Measures:
'Although the overall cost of sickness absence is estimated at £2.4bn even small reductions in sickness absence can have a large impact across the NHS. If we reduced sickness absence by 1 day per person per year then the NHS would save around £150m, equivalent to around 6,000 full time staff. These financial savings do not even take into account the reduced use of agency staff or the costs of recruitment to tackle staff retention issues and so are most likely to understate the overall impact on NHS finances.' (NHS England NHS staff health & wellbeing: CQUIN Supplementary guidance, 2016)

The benefits to the wider NHS, and to individual Trusts, of a healthier workforce are clear:

 
  • improved patient safety and experience
  • improved staff retention and experience
  • reinforced public health promotion and prevention initiatives
  • reduced costs of sickness absence and staff turnover to the NHS

National CQUIN 1a
In addition to the savings resulting from reducing the negative effects of work-related stress NHS trusts also have a direct financial incentive to improve the health and wellbeing of staff via the National CQUIN 1a (Improvement of health and wellbeing of NHS staff). The NHS Staff Survey is used as the measure of a trust's success that triggers staged payments. CQUIN 1a represents a small but significant additional income for NHS trusts.

How, or if, trusts will measure this is not yet known to us. We are including a questionnaire for users to complete when they have completed Working Stress and this will provide limited qualitative feedback. We are not including more formal pre and post intervention questionnaires because they would make the intervention unwieldy for users. Working Stress already has reliable and credible evidence from a 2017 Randomised Controlled Trial with 227 NHS doctors that proves it is effective with NHS clinical staff.
Adoption target:
There are 28 NHS trusts in the WM employing 68,500 professionally qualified clinical staff (HEE March 2017). 

10% adoption in WM NHS generates £68,500 of nett revenue.

A 10% adoption rate in the WM is achievable and viable. Working Stress is being promoted to all NHS trusts in the UK and overseas. 
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Andy Yeoman 02/01/2018 - 12:55 Sign Posted 1 comment
4.1
1
Votes

Innovation 'Elevator Pitch':
PharmacyFace matches community pharmacy services to the needs of their community to encourage medicine adherence and heathy lifestyles. 
Overview of Innovation:
PharmacyFace uses search engine marketing and online booking to make gaining healthcare support from a pharmacy easier. As many pharmacies are becoming more aware of the need to be 'more service' rather than dispensary-driven, PharmacyFace makes this process easier for the business and patient.

This offers an alternative solution to the increasing pressures on GP surgeries capacity and a viable option to out-of-hours hubs to direct relevant customers to community pharmacy.

The PharmacyFace online booking widget is easy to implement on the pharmacies website with one line of code. We can also develop websites for pharmacies which do not yet have one. Any service provided by that particular pharmacy can be added to their booking widget, with private / NHS services clearly labelled.

Further plans include the ability for the pharmacist to send an MUR proposed booking time out to their patient through their preferred channel (text or email); ability for a patient to cancel and reappoint a booking through their mobile/online; integration with popular PMR systems; app enabling the public to locate/book in with the pharmacy convenient to them based on location.

The pharmacy gains insights on how well their current offerings are matched to public need, eg whether staffing levels/appointment capacity is correct at peak times and whether they are losing any customers as a reult of this. Pharmacist can easily locate, cancel and move a booking, create linked bookings rapidly (eg. smoking cessation or weight management courses).

The PharmacyFace system will also deliver open-ended questioning techniques / training videos which can help pharmacists to gain better customer 'buy in' to medicine adherence. (Evidence-based guidance to NICE guidelines).
Eg. Suggested questions to parents of a child with asthma ‘how is your child sleeping’ and ‘how are you sleeping as a result’. This creates a different conversation instead of focusing only on the physical aspects of taking medication. How much exercise does the child get? Has he/she ever felt excluded from exercise or social activities he/she would like to do as a result of the condition? It is proposed that linking these real-life priorities can lead to the patient and parents of the patient understanding the specific benefits to them of medication adherence. The pharmacy sends an online review request to customer to receive feedback which can form the basis of a personal endorsement of the pharmacy with customers online contacts.
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 / Education, training and future workforce / Wealth creation / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
57 million GP appointments/annum are taken up with minor ailments in England. 1 in 6 hospital visits could be prevented with correct adherence to medication, with 30-50% medications estimated to be taken sub-optimally (costing £1.42Billion/annum - R Pharm Soc.) GP’s would like to spend more time with patients with complex physical and/or mental health conditions but capacity is an issue.
 
Greater 24/7 access for patients to an alternative to GP surgeries for minor ailments, leading to cost savings and greater capacity. Faster access to a community healthcare professional for appropriate signposting which can prevent health conditions worsening and resulting in costly hospitalisations (by improving digital access to community pharmacy). Potential to connect community pharmacy and community health trainers who could deliver healthy lifestyle support within pharmacy branches which have less capacity to offer servcies beyond dispensing at present and have under-utilised consultancy rooms. (Initial discussions have taken place with healthcare trainers.) 

An opportunity to show community pharmacists that helping support customers to make healthy lifestyle choices will benefit their reputation commercially through customer loyalty, word of mouth and OTC sales, improve job satisfaction and staff retention, creating longer term buy-in. This long-term buy in with community pharmacy can help to unlock pharmacy as an 'untapped resource' in the prevention of LTC through healthy lifestyle and better medicine optimisation. Training support for on effective questioning (during MURs) for speciific conditions (following NICE guidelines and evidence-based) will help to build confidence and community pharmacies capacity to unlock better medicine adherence amongst their customers who may have felt they have their condition under control (e.g. asthma) when behavioural evidence suggests otherwise (eg. high use of reliever inhalers, low use of preventer inhalers).

We also have plans to increase awareness via schools etc. Enabling lead nurses the time to book phone time online (and eventually face to face screen time) with a pharmacist enables them to collate questions from their colleagues regarding patients medications and get them answered by the pharmacy they have an existing relationship with in a more efficient manner, promoting better medication adherence and reducing risk of more complex and costly problems later on.
Online Discussion Rating
6.00 (2 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Better access 24/7 to advice on medications, Self-employed who have avoided blood tests, blood pressure checks etc.as they do not want to 'lose a days work' can book in for an appointment with the pharmacy able to provide the service they require.

Expansion of PharmacyFace sales and pharmacy support staff will increase employment and wealth creation within the area. We also use local printing, graphic design and web development personnel to maximise the economic benefit in the region whrn commercially viable to do so.
Current and planned activity: 
We have had meetings with pharmacies in Coventry, Solihull and Birmingham who have expressed a desire to have the PharmacyFace widget implemented on their website. Tested training staff in a pharmacy showed very few problems with using the PharmacyFace system. We are also developing websites currently for two pharmacies who wish to use PharmacyFace. Two pharmacies wish to use the system for their travel vaccinations initially whilst they bring in other services. Having had initial conversations with community pharmacies in Walsall we are now starting to gain personal referrals to other pharmacies in that area. All pharmacy websites using PharmacyFace to have SSL certificates to improve security of any emails customers choose to send the pharmacy. The majority of community pharmacy websites do not currently have this.
Build network of pharmacies using the system in the region through email marketing combined with useful content to build awareness, direct contact/sales. 
What is the intellectual property status of your innovation?:
Under advisement.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
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Jason Lyndon 11/04/2017 - 12:15 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':
LASSO utilises disruptive 'Uber style' technology to introduce a unique approach in nurse recruitment. It enables the immediate supply of higher quality, temporary nurses to the healthcare market at half the current cost. 
Overview of Innovation:
LASSO is an innovative technology solution aimed at addressing the crisis in healthcare recruitment. A unique, mobile-centric platform has been created to allow healthcare workers the ability to directly interface with hospital providers through a simple, user-friendly, free smartphone app. This eradicates the need for third party agencies and gives workers full control back in terms of managing their own lives, at their own convenience. The same technology can also be utilised to manage hospital temporary staffing 'banks,' without the need for employed bank administrators and managers.
 
This disruptive technology enables immediate supply of higher quality, temporary staff to the healthcare market at significantly reduced cost. Currently, £3.6 billion is spent on NHS agency staffing pa with this spend recognised as one of the most significant causes of deteriorating hospital finances. Unfortunately, this spend sits alongside a noticeable decline in the quality of temporary staff, traditional recruitment agencies knowingly making excessive margins, aging IT platforms resulting in inefficiency and declining productivity, and antiquated, manual paper-based processes operated by teams of administrators.
 
LASSO utilises ‘Uber’ and ‘TripAdvisor’ style technology to eradicate unnecessary manual intervention. Its unique and dynamic system and simplicity of process are offered for instantly seeking/booking temporary work and immediately receiving feedback/rating on the service provided. This responsive approach not only increases productivity and removes un-necessary waste,  but it also  delivers millions of pounds of savings to healthcare organisations. LASSO’s pledge is to re-invest a proportion of any profit back into training and education to increase and incentivise its future partnership. LASSO believes its approach and value proposition will not only drive up quality but also support the retention of UK trained nurses, Allied Health Professionals (AHPs) and doctors.
 
With an annual 28% increase in NHS agency nursing spend and NHS organisations now fined for agency overspending, Introducing such a unique product with significant customer/user value proposition into a sector that has experienced little disruption in 15 years, will result in rapid time to value. 
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: 
Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption
Benefit to NHS:
Economic- LASSO will provide significant direct and indirect savings to NHS providers. In terms of direct savings, LASSO recruitment fees will be at most 50% of the current fees charged by the traditional recruitment agencies with an instant realisation of benefits as the savings are shift related.  Initial projections highlight this equates to millions per annum (pa) for most Trusts.. More efficient automation will result in indirect savings through increased productivity with the release of workforce time and the introduction of a paperless framework.
 
• Social- one of LASSO’s major aims is to instantly improve its partners' quality of life and give back direct control of working life. Staff are empowered and able to immediately post when and where they wish to work rather than wait for third party intervention. Equally, providers have the opportunity to post shifts immediately and choose who fills the shift in a more responsive way informed by staff rating. Receiving feedback through the rating system, makes staff feel valued and appreciated at work and provides motivation to 'be the best.'
 
• Educational - LASSO believes, with a 20% reduction in applications for nurse training, investment in future partners is critical. Once financially stable, LASSO will therefore invest in the training and education of new and existing staff. This investment will be in the form of free extra placements/courses and costs are built in.
 
• Political– recognising the NHS is 'publicly' managing the largest deficit it has ever faced, there is now a strong political imperative to reduce spending. Agency staffing cost accounts for one of the largest contributors to this deficit with most trusts spending millions pa. This scenario is compounded by the fact that the quality of temporary staffing is falling resulting in the potential for patient safety to be compromised and for trusts to face reputational and regulatory pressure. With no market transformation  or alternative approach, trusts are struggling to comply with the new targets. LASSO will address this.
 
• Environmental - transforming the recruitment and placement approach from a traditional administrator-led, paper-based process to one delivered through innovative technology offers real, tangible benefit that can be instantly realised. A paperless system removes any waste associated with documentation and waste disposal.
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
The LASSO project aims to commence its implementation in the West Midlands region as the first roll out area. Projections across the West Midlands region calculate the potential NHS saving to be around £10m pa. LASSO has already partnered with Worcester Hospitals NHS Trust to act as the pilot Trust. It will therefore be Worcester that work directly with the LASSO team to refine the project and make it individual for their nurses and ‘shift bookers.’ They currently spend £7.7m pa on agency nursing fees of which £1.2m is recruitment agency costs. LASSO will therefore save the hospital up to £600k pa on agency spend.
 
Worcester currently have a contract for their ‘bank staff’ with NHS Professionals (NHSP). This contract is due to expire, and as the service provided is of poor quality (less than 28% of shifts filled) and expensive, the Trust have  also agreed to work with LASSO to develop a bank product. They will serve notice on the NHSP contract and once the LASSO bank product is developed they intend to purchase bank nurses from LASSO, which will not only provide savings but offer a significantly higher quality of service. Once both LASSO products are embedded in Worcester, they will be rolled out across the West Midlands and then other regions nationally.
Current and planned activity: 
Engagement with the NHS can be challenging, based on the complexity of the organisations and the political agenda. This challenge has been simplified with several of the LASSO leadership team are already known to the NHS and well regarded. As such LASSO has already undertaken engagement with a number of NHS organisations including NHS Trusts and NHS Improvement. St Bartholomew’s Hospital (a LASSO partner) worked with the development team to help scope and create the LASSO prototype, through a number of user workshops. Nurses and ‘shift bookers’ engaged to describe the challenges they faced, inform the team of the flows associated with existing process and then redesigned these flows and the associated requirement to inform the prototype design. LASSO has shared its aspirations and work directly with NHS Improvement to get their full ‘buy-in’ to the programme and the team have now commenced engagement with a number of West Midlands Trusts to prepare for the first regional roll-out. 
What is the intellectual property status of your innovation?:
As the technology itself is not new, Intellectual Property does not apply in this instance. The innovation comes from the use of this technology to transform temporary nurse recruitment. LASSO has protected this innovation with robust Non-Disclosure Agreements (NDAs) being agreed with all organisations prior to formal engagement.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
3
Regional Scalability:
The Business Case and associated Implementation Plan propose the roll-out of the product across the West Midlands over a 24 month period. This allows for lessons learnt to be understood and embedded for every new site, to ensure the technology is highly responsive to users, potential future partners and other commercial opportunities. Positive conversations have already commenced with Trusts who are due to be targeted after the pilot site.
 
Measures:
LASSO will provide direct and indirect savings for NHS organisations with an 'increased volume/reduced cost' model seeing providers paying a baseline cost which is 50% lower than the current commercial rate and as the volume of LASSO shifts posted and filled increases, so the costs of buying LASSO shifts fall. This saving, along with fill rates and speed of shift fill will be monitored and reported on a monthly basis to all Trust Boards as part of the project.
 
The Trip Advisor App embedded within LASSO provides the opportunity to instantly measure and feedback on the quality of the temporary workforce being utilised. This unique system offers both nurses and providers the opportunity to rate each other and provide feedback - something both parties expressly requested in the workshops. This information will be utilised by LASSO and the organisations to monitor and check quality and inform required changes as necessary.
 
In line with all healthcare providers, LASSO will ensure all regulatory and compliance standards and requirements are met, with the use of technology being utilised to simplify this protracted process and also ensure that all appropriate checks are undertaken and recorded electronically for reference. 
 
Within the individual nurse profile sits a full training and education profile which will need to be reviewed and updated to support ongoing LASSO compliance/registration. This information is then stored in the form of an electronic 'training' passport which nurses can share with Trusts and other organisations. This information can also be utilised to assist in training and development programmes. Once a 'swell' of nurses are registered on the LASSO system, LASSO has agreed to share regional and national workforce information to support workforce planning and education programmes.
Adoption target:
There is a proposed detailed phased roll-out plan of all the West Midlands Trusts highlighted with the Business Case. This has been designed to ensure early adoption within less complex organisations followed by an ability to scale up at pace and market the opportunity to numerous customers, once the implementation model is proven.
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Rachael Danter 14/03/2017 - 16:35 Approved Login or Register to post comments
2.6
1
Votes

Innovation 'Elevator Pitch':
Patient Centricity; A Health Engagement Platform to improve health outcomes and reduce costs.
Overview of Innovation:
Over the next 12 months, the project plan is to co-create with a health provider (we have an agreement in place with a US provider), a patient engagement platform which personalises and transforms the patient-provider relationship, and gather the evidence base from a pilot which shows the improved health outcomes for the patients and reduced cost of delivery for the provider. We are confident that by opening a communication channel between patients and providers, we can increase compliance for treatment plans and get a much higher level of data input from patients outside of regular visits. We also believe this could be a two-way channel where providers can push information out to patients as well. Having better engaged patients, we expect to see higher health outcomes.
 
The ambition is to develop the commercial model alongside the product development process, and to secure revenues and commercial contracts. Co-production of the solution within an organisation delivering services and having access to their clients, will reduce the risk of failure. In addition, we will plan a wider market roll-out of the service to take advantage of the requirement and trend towards patient engagement services. 
Stage of Development:
Ideas stage - Early concept and ideas stage
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Platform capabilities that engage patients along the healthcare value chain have the potential to improve patient-provider relationships and improve health outcomes and lower the cost of delivery.
Potentially the platform could include interactive patient education tools, virtual health coaches, data sharing and integration, patient-provider shared decision making, chronic disease management and behavioural intervention programs, digital care plans, remote health monitoring and communication systems. 
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
2.60 (1 ratings)
Benefit to WM population:
Apart from the potential improvement in health outcomes, we'll be creating digital pathways to services, which will remove a number of barriers for patients to access services and provide a route to improving one's health for the underserved. Using everyday affordable technology allows us to reach a large a population as possible, but also makes the solution scalable for providers.
On wealth creation, we as a business will support the WM population 2 ways:- Firstly we will look to make initial key hires from within the WM population and secondly a healthier population is more productive in the workplace and have less sick days, recover quicker and less likely to suffer from long term conditions. This not only increases the morale of the population but for local employers it positively impacts productivity and business performance. 
Current and planned activity: 
We are currently at development stage with the aim to create a solution that is designed for providers to offer secure, scalable, affordable and accessible digital pathways to their services and improve engagement and deliver better outcomes for patients and their services through an approach that complements and augments their current face to face practices. 
We are seeking funding to support the business during this exploration stage.
What is the intellectual property status of your innovation?:
No solution so none at this stage
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
Simple
Regional Scalability:
The team at HCL will build the solution based on deep existing knowledge of how community and statutory services are delivered and where improvements can be made. We can accelerate the design process with this prior knowledge. However, we will also improve the solution based on the learning and the collaboration initially with our US partner and work with a local NHS Trust to build the UK evidence base, scaling locally and then nationally. The team at HCL previously co-created the multi-award winning Buddy App, which scaled from one Mental Health NHS Trust in London to 12 nationally, so have previous experience of bringing a product to market and scaling.
Measures:
The aim is to create a solution that is designed for providers to offer secure, scalable, affordable and accessible digital pathways to their services and improve engagement and deliver better outcomes for patients and their services through an approach that complements and augments their current face to face practices. 
For providers, the service will mean they can improve patient engagement, gather richer insight into the lives of their patients, make more time in sessions to focus on problem solving rather than catching up, and reduce costly no-show missed appointments. 
For patients, the service will enable them to spot patterns in their behaviour that affect their health; to improve communication with their provider, enabling them to connect via SMS, text chat, video or in-person; put them in control of their healthcare and empower them to practice self-care and take responsibility for their health and wellbeing. We will work with our partners in the design phase to create a suitable measuring tool that enables all to see the efficacy of the solution both clinically and commercially.
 
Adoption target:
Initially, we're looking to work with one NHS Trust within the WM region. Once we've built the business case, we will be work with the AHSN to seek their support to help our solution to be part off the NHS Innovation and Adoption Tariff, which will make it simpler for the solution to scale nationwide.
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Syed Abrar 20/12/2016 - 15:13 Approved Login or Register to post comments
1.9
1
Votes

Innovation 'Elevator Pitch':
We develop board games that engage and educate frontline staff. 
They improve care delivery and patient safety by giving staff the knowledge, skills and confidence to make beneficial changes.
Overview of Innovation:
Since 2004 we have been developing board games that improve learning and development by making face-to-face engagement easier and more effective. They bring staff together and encourage them to discuss new ways of working. They get people talking and sharing; players learn from each other.
 
Our games improve performance by delivering the knowledge, skills and confidence that staff need to change the way they work, communicate and behave. Games encourage players to relax and have fun making them more receptive to new ideas and more willing to discuss difficult subjects. While the games are delivering structured and engaging learning it doesn't feel like formal learning. This is very important for unqualified support staff (bands 1-4) who may have fear of formal classroom learning for a variety of reasons.

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

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

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

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

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Education, training and future workforce / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Patient safety and avoidable harm are huge problems for the health and social care systems and for wider society. Many of the changes needed to improve safety are relatively simple and can be carried out by frontline staff without the need for new equipment or complex system or process changes. But these changes cannot happen without effective training and support. Without them frontline staff cannot improve their performance. While evidence based medicine is practiced it is not supported by evidence based training and we believe that within health and social care training is either absent or has no evidence to support its efficacy.

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

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

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

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

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

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

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

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

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

We cannot develop our games without the support of subject matter experts from these organisations and we will continue to strengthen these relations and create new ones.
 
What is the intellectual property status of your innovation?:
In most instances we entirely own the IP related to our games. In some instances the IP is owned, or partly owned, by our partners and we sell the games under licence from them. We recently had an IP Audit carried out on all of our games and associated commercial agreements and partnerships. When this report is finalised we would be willing to share it with the SME Innovation Fund.
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
In terms of scalability many thousands of existing games are already being used in hospitals, universities and care homes across the UK and overseas. The WM is well-represented in terms of games already in use. Funding from the SME Innovation Fund would be used to broaden the scope of existing activities and ensure that more games are sold and used in the WM and elsewhere.
Measures:
Because this submission is related to the promotion of a range of products success will be measured in numbers of additional games sold. However, individual games are assessed for their efficacy in knowledge transfer, knowledge retention and confidence levels of players to make changes to care delivery and behaviours. Independent studies carried out by universities and NHS employees all conclude that the games are effective. We assume that more games being used by frontline staff will translate into improved care delivery.
Adoption target:
The company is currently viable. The loan would help generate extra sales and this revenue will be used to further grow the business. Existing games cover almost the entire health and social care sector and so potential buyers and users in the WM could be any NHS trust, university, care home or other service-provider.
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Andy Yeoman 09/12/2016 - 17:19 Sign Posted 2 comments
3.2
2
Votes

Innovation 'Elevator Pitch':

Heart DNA is a genetic testing kit for patients at increased risk of developing atrial fibrillation and other cardiovascular diseases, the results are reviewed and assessed by a consultant who is well informed about the patient’s medical history.
Overview of Innovation:
“Heart DNA” is a genetic testing service for patients at increased risk of developing cardiovascular diseases and for cardiologists and genetic counseling officers/geneticists who would want to work with us in delivering this service to the public.

We are partnering with healthcare professionals who will review (online) the genotyping reports coming from our well established partner lab and will be giving their health assessment based on both: the patient’s health profile/medical record, which our users will be asked to fill in early on our website, and on the genetic predispositions that may be found in the patients DNA. In esssence, our consultants will be able to give an informed screening assessment that covers: the detection of inherited conditions and an assessment to the patients’ response to certain drugs that may well be administered to treat CVDs.

Heart DNA is a simple saliva-based test that is supported by scientifically validated research and an extensive amount of studies. Heart DNA analyses the patient’s unique genetic markers, which influence a broad range of heart-related conditions, our gene panel list consistc of 96 markers that cover: Atrial Fibrillation, Coronary Artery Disease, Myocardial Infraction, Cholesterol levels, and risks for hypertension. It can also help identify a patient’s propensity for increased risk towards certain heart medications, eight classes of drugs that affect the cardiovascular system are examined; anti-platelets, anti-coagulants, statins, stimulants, beta-blockers, ACE inhibitors, calcium channel blockers and hormone therapies.

Our test provides information that allows Doctors to;
1. Monitor a patient’s specific health conditions thoroughly.
2. Prescribe a more optimal medication and dosage for a patient.
3. Suggest early lifestyle and diet interventions to help combat and prevent certain heart conditions.

Overall, the aim is to enable doctors and patients to bridge the gap in genetic information that has proved over an extensive amount of studies and research to be pivotal in the design of better prevention and treatments regimens. Our focus is to cause a change in the architecture of complex care routines that would address the challenges of working at scale, and which can capitalize on the associated opportunities that we will enable by striking business partnerships with medical consultants to create and deliver a distinctive competitive advantage over all competing genetic testing companies.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
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 / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
DNA testing is not available at the point of care, regardless of its imperative potential to mitigate treatment regimens and enhance disease prevention pathways. Moreover, once an individual is diagnosed as having a cardiovascular condition, the challenge exist in prescribing the right medication at the right dose in the right time.
Tools promoting optimal direction for healthcare service and moving patients towards the digital space will be hugely disruptive in a market where faster processes and cheaper costs are imperative to its evolution. Products that can enhance the working process inside GPs offices and provide more rapid, reliable and robust diagnosis decisions within primary care, that could enhance workflow for healthcare professionals, assisting earlier triage and potentially redesigning GP care pathways; such products have the potential to save the healthcare and biotech industries over £1bn every year, just in labour time. 

The current pathway to obtain a genetic test for a single cardiac condition through the NHS is lengthy, complex, costy and is not accessible for everyone; with multiple visits and referrals to see healthcare specialsits (Annex; Figure 1). 

Our system workflow has been designed to empower patients within an innovative framework, that ensures having a certified partner cardiologist assessing their health condition before a patient can receive his/her genotyping results. It will also ensure that patients and doctors have an easy access for booking appointments to follow up, when the need is present. Our comprehensive service will cut down the turn around time from several months to 2 weeks with as little steps as the figure shows (Annex; Figure 2). 

Moreover, our database will later provide an electronic medical record through which other healthcare consultants can opt to review when they need to access the patient’s genotype before prescribing a certain drug at any stage of the patient’s life. Thus, cutting down the path of trial and error before the the right medication is prescribed to the patient. 

Early screening for genetic predispositions and having an early risk assessment for patients who may develop Atrial Fibrillation or any other CVD will significantly allow the NHS enhance its' treatment regimen for the general public and prevent high risk individuals from becoming patients. Thus, causing a substantial reduction in the £15bn bill of CVDs every year (BHF stats 2015).
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
The major risk factor associated with Atrial Fibrillation and all other CVDs is having a family history with the disease. By family history we are referring to the genes that have passed from the parents to their offspring, which (if found to be mutated as well) can increase the risks of that individual developing the same disease. 

While it is well accepted that such risk factor could not be changed or adjusted (at least for the time being), hence the term "non-modifiable" risk factor, it is also accepted that if such risk is detected then the patient would be better positioned to manage the other "modifiable" risk factors early on, which can significantly change the course of the patient's life and the development course of his/her inherited condition. 

We believe that well informed and educated individuals about their risk factors will allow them take better decisions and have more enlightened judgments when it comes to managing their risks and altering their lifestyle and daily habits. Modifiable factor like quite smoking, being fit, eating healthy and managing diabetes, obesity and cholesterol levels, are all found to be imperative in managing AF and other CVDs from an early stage; the earlier the intervention, the better the outcome. 

Moreover, we believe the greatest benefit to the WM population will come at a later stage through our Data Bank which will provide the perfect reference tool to better direct prevention and treatment regimens withihn the WM population, risk factors such as race, age and sex will all be considered in the future direction of our research through our advanced and precise person-centerd system.
 
Current and planned activity: 
Business partnerships have all been established for the development and delivery of our product/service. Funding is currenly sought to finance our outsourcing agreements:
  • Genotyping analysis will be conducted at a well established genotyping lab in the UK.
  • Our saliva collection kits will be outsourced from a supplier in the UK. 
  • Our service content is all in place and the gene panel list has been put together through an extensive amount of well researched and accredited reference genetic testing studies, the online platform will be developed by website developement agency in Birmingham.
  • Our box and packaging have been designed and the order is to be placed.
  • An initial agreement has been established with a reputable cardiologist consultant to review the patients results and put his recommendations to each genotyping report being assessed.
  • A pilot study is currently being desinged by our Medical and Research Officers (both are GPs at the QE hospital).
What is the intellectual property status of your innovation?:
The company will be developing additional patents and intellectual property related to response and side effect prediction for further treatments of hypertension and other Cardiovascular disorders through its DTC kits and the databank that it will generate from its lab based genotyping services. These will be offered to the BHF and all other concerned research groups in the field of Cardiac Health.

In terms of our regulatory path, there are no specific regulations outside consumer protection, data storage, and for storing biological samples “saliva” we will apply control regs that deal directly with this. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
Please refer to our commercial information section (Business Strategy)
Measures:
We are here to help; we believe that we have a relevant and compelling solution that (if adopted) can save lives and enhance the prevention and treatment regimens for patients with cardiovascular conditions.
We will measure our performance based on the value that we are delivering. Hence, by the end of year one we are looking to exceed the 1000 kits sale and have a strong clinical data that would support our proposition, in regards to giving patients better options to mitigate their risk factors and to healthcare professionals to administer drugs that are better suited for certain subpopulations; based on genetic makeup and the health profile "environmental factors" for each individual patient.
These assessments will be made through our end of year statistical study that we will run on all patients whom we have tested. 
Adoption target:
The adoption target is to demonstrate a successful, valuable and cost efficient systematic framework that would address the core objectives of the NHS Sustainability and Transformation Plans in drving a genuine chnage to patients experience and health outcomes of the longer term. 
 
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Abdullah Sabyah 30/11/2016 - 10:18 Approved Login or Register to post comments
3.7
3
Votes

Innovation 'Elevator Pitch':
Big Wide World uses AI and machine learning to match graduates to their ideal careers. We want to adapt the technology to help staff manage their career paths within the NHS.
Overview of Innovation:
We use an easy Tinder swiping format to show careers for graduates - not just the basic facts but also what the job is like based on informtiaon supplied by those already doing the job.  Thre are still hundreds of possible careres so we then use AI and machine learning to give them the best possible matches for their skills and interests. Our demonstrator is here 

https://youtu.be/YocoZglp8FAhttps://youtu.be/YocoZglp8FA

We want to work with the NHS to adapt the technology to create a versiaon that NHS professionals can use to find the right career path for themselves.
Stage of Development:
Ideas stage - Early concept and ideas stage
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Innovation and adoption
Benefit to NHS:
The NHS is a huge organisation and not everyone finds the best career for themselves within it. This means untapped skills, a demotivated workforce, the use of temps to fill vacancies caused by resignations, higher dropout rates from recrutiment programmes. Big Wide World can reduce all these costs by making sure the right people find the careers.
Initial Review Rating
1.80 (1 ratings)
Benefit to WM population:
This will free up resources currently spent on recrutiment and temporary staff.
Current and planned activity: 
We are looking to find an NHS partner to develop a pilot.
What is the intellectual property status of your innovation?:
We own the IP.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Co-Authors:
Regional Scalability:
Completely scaleable regionally and nationally
Measures:
Better match of staff to posts leading to shorter job vacancy periods, less use of contract staff, higher staff satisfaction
Adoption target:
20% of all staff 
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Paul Adams 31/10/2016 - 23:52 Sign Posted Login or Register to post comments
2
1
Votes

Innovation 'Elevator Pitch':
An expert-lead education platform for medical and dental professionals, providing crowd-sourced digital verifiable CPD and revalidation capabilities to improve patient care and administration for healthcare professionals and hospital trusts.
Overview of Innovation:
Medical professionals face a burden on managing their continuing education. To date, the methods of gaining CPD are largely book-based, rudimentary, expensive, fragmented and inconvenient. According to our market research, over 80% of dentists and medics surveyed wished to have a cheaper and simpler way to gain their CPD. Further to this, hospital trusts face great difficulties with CPD administration including revalidation, which is currently a largely manual based task in NHS trusts.
 
With over 95% of doctors and nurses owning a smartphone, there is an overwhelming need for a disruptive force to digitalise and advance this vastly under developed sector of professional education within one technological umbrella.
 
To solve these problems, we have been working with a large team consisting of 40 expert content writers, 5 experienced developers and several leading figures in NHS innovations to facilitate implementation within the wider healthcare environment.
 
With this great team, we have created the world's first innovative, simple and high-quality CPD education mobile app for medical professionals that crowdsources the way that expert-level content can be consumed and centralises all paperwork for the individual and HR trust.
 
An individual can gain all their CPD needs, directly accessing the expert knowledge pool of fellow medical professionals via our app, whilst enjoying the cheapest and easiest solution to do so from our market research*. An individual can save up to £130 each year on their required CPD hours from the MedicaliQ service, and hospital trusts will save an average of £10,000 annually. By creating an open platform for experts to contribute content, this will create a paradigm shift in the way that knowledge is gained and shared.

Further to this, we have created a breakthrough and simplified administration system for healthcare trusts to intelligently manage workforce-related issues such as revalidation and mandatory training, which is currently being piloted with the Manchester Hospital Trusts. 
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: 
Education, training and future workforce / Digital health / Innovation and adoption
Benefit to NHS:
Directly supports NHS workforce development

By crowdsourcing expert knowledge via CPD we aim to reduce the current CPD spend in terms of both administration time and in providing externally accredited courses (HR spend per staff on providing externally-accredited courses are estimated at £800/staff per module. This can greatly be reduced with our centralized pool of experts.  
 
Opportunity to deliver mandatory staff training through the education platform, encouraging greater autonomy in learning styles – can carry out training and revision both online and offline. All articles have an audio assist option with a variety of accessibility options to appeal to the wider learning taskforce.
 
We are piloting a breakthrough service with the University of Central Lancashire whereby the CPD courses offered within the app will also be academically certified as a qualification (PGCert, PGDip or Masters level), the first service of its kind in the UK.
 
The MedicaliQ platform can tie in with existing third-party educational resources and CPD providers to partner and add value to their educational offerings, allowing individuals to test and certify their knowledge in a unique collaborative environment.
 
Regular board meetings with advisory panel with divisional leads to direct key educational strategies

Content produced by senior practising clinicians and healthcare professionals within the NHS and private sector, ensuring a bank of expert-level knowledge disseminated for other clinicians
 
Management of workforce issues via our Revalidation program will help support individuals and trusts to streamline their administration requirements with the provision of approved and certified educational materials.

This dynamic educational resource will be available 24/7 and offline, and thus facilitates training in a cost-effective and immediate manner ensuring up-to-date knowledge for a better-informed workforce to improve patient outcomes and care. 
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
MedicaliQ will have a NHS-wide and global reach.

An improvement in skills and knowledge of clinicians to offer enhanced patient care to citizens of the West Midlands region.

Unique opportunity for the local industry to gain feedback in current medical practices from leading consultants and professors, via in-app feedback, for crowdsourced knowledge pooling.

More simple, affordable and efficient access to high quality education for clinicians in the region and across England.

Engagement with higher educational institutions in the West Midlands to supplement and deliver their medical educational courses via more innovative platform (via in-app integration – currently being trialed with UCLan).

A specialist advisory board will be set up in the Medical and Dental sectors with meetings held in the West Midlands 4 times per year.

Devolves development and delivery of medical-related educational programs and CPD from hospitals to individuals in conjunction with the current expert pool via regional organizations and professional bodies such as the Royal Colleges and regulatory authorities.

Potential to utilize the crowd-sourced nature of the platform to develop the services to devolve and facilitate individual clinicians to partake in primary care research across the West Midlands area.

Reduces the administrative burden on staff for CPD whilst opening access to high-quality continuing education to ensure up-to-date knowledge and optimised patient care.

Ability to convert your CPD earned in the app into a real-life qualification via our academic partners UCLan.

Affiliations with national conferences held at the NEC Birmingham to administrate their CPD.

MedicaliQ will immediately create new jobs in the local area to support production with an opportunity for the team to grow as the services develops.

Looking to develop a global training focus on e-education in the West Midlands.
Current and planned activity: 
The current concept of mobile-based education is proven with our world-leading student app, and signing up over 5,000 dentists onto our dental CPD app.
 
MedicaliQ has been accepted onto the Digital Health.London 2016 accelerator, a pioneering NHS accelerator program that works to bring new innovations into the healthcare ecosystem.
 
Our pilot with the Manchester Trust will help inform our plans to create a product that can scale to the standard administration protocols of a large NHS Healthcare provider.
 
In scaling the mobile product, we will create a third party system for existing CPD providers to provide content. General CPD material will first be provided for the average medical professional with a view to engage specialist interests, in partnership with our advisory board. We are then looking to integrate the product to offer CPD solutions to the wider allied healthcare professionals, such as paramedics and health care assistants.
 
NOTE: Please see attached business summary
What is the intellectual property status of your innovation?:
MedicaliQ Ltd owns all IP involved in the innovation. The brand names, ‘DentaliQ’ and ‘MedicaliQ’ have been trademarked as both image and text (see attached). 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
Regional Scalability:
Once developed, MedicaliQ can be scaled and adopted across hospitals and primary care providers in the West Midlands area for both individual based CPD and revalidation needs. Our pilot with the Manchester Hospitals trust will demonstrate how we may integrate such a solution from the HR personnel perspective, creating a streamlined system that can be scaled to any other hospital setting including the West Midlands. Our solution benefits both the individual clinician and the administration backend of hospitals, ensuring a two-pronged strategy. Distributing the platform via local GP surgeries to provide a similar service, via EMIS, will further provide scalability options in the region. There is a large focus towards a digital transition to care as part of Digital Birmingham’s agenda, so it would be concordant to roll the product out to other providers in the region. Hospital universities in the region will also benefit from the whitelabelled CPD package for their postgraduate students.
Measures:
There are three main outcome areas that impact is being measured against: individual clinicians, hospital trusts and contributing authors.
 
Individual clinicians: improving access and convenience to expert-lead education to enhance continuing education and promote self-learning. This ultimately leads to having more up-to-date knowledge and providing better patient care.
 
Hospitals: enhancing, digitalizing and streamlining the workforce administration methods for continuing education and revalidation to save clinical time and prioritise patient care.
 
Contributing authors: to provide authors with an opportunity to curate and disseminate their expert knowledge within a crowd-sourced environment to provide an independent income stream.
 
To support the above impact areas, we will be applying the following measures to gauge success of the innovation across both quantitative and qualitative aspects:
  • Number of monthly downloads
  • Monthly revenue
  • Profit margins
  • Number of purchased articles and repeat
  • Number of customers (and thus the market share)
  • The number of articles in our bank
  • User rating
  • User reviews
  • Time spent on app
  • Number of successful revalidation applications
  • Number of post-graduate student signups via University courses
Other measures across the broader aspects include:
 
Quality
Customer: number of purchased articles, repeat customers, user feedback/rating, time spent on app
Technology: reliability, accessibility, downtime
 
Safety
Customer: accurate educational content (verified by expert panel)
Technology: meets information governance standards, appropriate 2-step authentication procedures, back-up content
 
Cost
Customer: customer acquisition costs, amount paid per customer, amount earned by author’s per article
Technology: operational costs
 
People
Authors: quantity, engagement and submission rates; experience/qualifications
Adoption target:
The conservative business model assumes a national registered member accounting for 10,000 Year 1, 50,000 Year 2 and 100-200,000 Year 2. Our original DentaliQ product had 10,000 users register in the first month of launch in 2016. Assuming a 10% uptake by registered users for a paid-for CPD service, MedicaliQ will be viable by Q2 of Year 2.
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Anonymous 24/09/2016 - 14:22 Approved Login or Register to post comments
3.2
1
Votes

Innovation 'Elevator Pitch':
We connect people with a mental crisis to practitioners using a smartphone in an instant. Irrelevant of culture, language, or geography, instant access to counselling will be swiftly available, affordable and secure.
Overview of Innovation:
The launch of TOSPS (The One Stop Psychotherapy Shop) as an online secure platform from which therapy can be both sought & delivered lends itself to a real opportunity to revolutionise the way face-to-face crisis mental health therapy is delivered to people in need, in any location via the introduction of a crisis care platform.
It is vital that people have an opportunity to be assessed as quickly as possible before a crisis point is reached, therefore the development of a minimum interaction app to compliment the TOSPS web site is vital to ensure that people in (or approaching) a crisis are connected to a therapist quickly.
Background applications can enable complicity with NHS, Local Authority & 3rd sector mental health service provider’s requirements & interact with the digital systems records, booking systems within one application. An affordable application that is nondependent on any particular proprietary platform.
Early detection trigger guidelines allow quick diagnosis & referral to treatment for the client. Alerts to service users, carers & professionals when risks of crisis within individuals are elevated, prompting a call from a therapist or practitioner where applicable.
This app ensures that getting help & or treatment is as simple as ordering a pizza, To assist users, all of our registered therapists display our unique “on-line” light showing that they are available right now to provide instant help. The app can analyse stress triggers & alert people to potential looming issues, & seek early prevention treatment & can link to applications such as iHealth & S Health.
Payment modules can be adapted for pre-booked appointments or after event payments. Some people may wish to approach things methodically & be directed to the Mother web site, others who are in advanced crisis can be connected to immediate help via the app. The security protocols are already developed to reach current IGSoC compliance HIPAA & peer to peer security is established.
Stage of Development:
Close to market - Prototype near completion and final form may require additional validation/evaluation and all CE marking and regulatory requirements are in place
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Education, training and future workforce / Wealth creation / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Reduce waiting time within the NHS by providing a pool of therapists across all sectors and specializations to be available at all times for emergency crisis intervention therapy and early diagnostic triggers.
Doctors and emergency services would have a central point of call with said pool of therapists who are available to provide face to face online counselling sessions in real time, day or night .
Reduction of waiting time has a positive effect on the reputation of local NHS facilities. The introductions of a central point of contact for therapy online would complement and provide the newer and more modernised NHS with a natural extension to its future modernisation programs in the deliverance of new methods for client access to crisis therapy, using the technologies the public already use on a day to day basis, phones tablets etc.  
Early intervention will reduce cost of treatment in the short and long terms. People can effectively access counselling from home thereby freeing up seats and room occupation.  Effectively the client pays for their own cyber space as opposed to the costs of the provision of therapy rooms and space.
Emergency room on call crisis mental health teams can see a relief from the growing numbers of people needing mental help assistance in the A & E. A triage type system implemented directing those in need of counselling either direct to a practitioner online or to a hospital department will streamline priorities. Cancellation time loss can be recycled. Run over time can be reduced as the client’s portal closes as soon as the session allocated time has finished. 
Safety to staff and clients is enhanced as there is no physical presence. Holiday and sickness schedules would no longer impact on the availability of counsellors, The pool of available therapists can expand and decrease to meet demand.
Geographic boundaries are removed and a greater pool of therapists are available. Therapists with free time can instantly be available to work. Language skills and multicultural issues can be less hindrance, as availability of specialized counsellors with extra skill sets can be found instantly.
Emergency triage of crisis mental health care can be portable, particularly in suicide situations. A seamless way to integrate private and NHS staff to provide counselling in times of public crisis and emergencies such as acts of terrorism or acts of God will be in place. 
Initial Review Rating
4.40 (2 ratings)
Benefit to WM population:
The West Midlands is a densely populated area; the residents are very diverse, multicultural with wide ranging needs. 
TOSPS has counsellors and therapists with a wealth and bounty of specialisms bringing with them an abundance of different language skills, English to Swahili, African, Asian, and European languages, a wide range of backgrounds, cultures, skills and knowledge would open counselling up to ethnic minorities who might shy away from help due to cultural inhibitors, fear of violence, shame or adversity.
The availability of therapists to meet their own cultural requirements without fear of prejudices is a key for some minority groups.  
The system caters for multiple needs, the 24/7 availability means that shift workers or people who experience crisis at all times of day and night will have access to someone who will help them.
Interactions with the app, intentional or unintentional, can act as a conduit to signpost people in crisis to the correct people for help. The socio-economic effect on work place downtime figures will improve as time away from work travelling to and from appointments can be removed.
Calibration with the Police and other social help associations like suicide watch will offer a portable crisis care that will assist them in their roles on the ground. The domino effect of assisting individuals take control of their mental health will filter through to the family environment.
Push notifications will remind people of follow-up appointments, and assure them that their practitioners have been notified of current or prior episodes.  
Large exhibition centres and train stations will be able to send push notification advising mentally vulnerable people registered on the system what to do in times of crisis, terrorism.  Alleviation of waiting times within NHS will promote a real improvement which will be noted by the people.  The app will empower those who often feel powerless and deliver an element of control back to those patients and can act as a buddy system bringing comfort to the mentally ill.  
A more settled and happy community who will support their NHS when they can see or hear that real progress has been made in the reduction of waiting times and costs to their NHS.  Instant access gives them control and boosts confidence. Portability of the app means counselling can be physically brought to the client any place. 
Current and planned activity: 
To grow the numbers of therapists currently registered to provide counselling online both mainstream and crisis care intervention to a start headcount of 400 therapists initially. This would provide scope to have 6 teams of 66 therapists online in 4 hour shifts across a 24 hour period. Training is already underway to ensure that each therapists IT equipment is cyber safe and certified on an  annual basis to protect data and patient confidentiality.
To develop a single point TOSPS app that can deliver all the benefits previously detailed whilst allowing the NHS to track patient costs / usage / progress automatically and work on a NHS agreed pricing and invoicing schedule for covered therapy. Additional therapy could be purchased directly by the patient or family members to supplement NHS treatment and referral fees could be offered back to the NHS to fund research into the benefits of online therapy to further promote the services and reduce overall costs of care
What is the intellectual property status of your innovation?:
TOSPS own all the rights to the name TOSPS and the delivery platform. The TOSPS app will be owned by TOSPS and their developer Proxicon who will continue to develop and maintain the app. 
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
The model can be classified as Simple scalability : 
Measures:
Due to the nature of the service we will be able to provide in depth reporting on the number of referrals received which have had a successful outcome in terms of delivery, we will be in a position to deep dive data which will show the number of therapeutic hours being delivered over any given time period and relate these back to specific NHS referrals.
We also believe that by engaging with NICE and IAPT and inviting them to independently monitor the quality of service and outcomes, we can confidently report on the successes and the learnings as TOSPS moves forward with the NHS.  TOSPS.com will also commit to working with other external agencies within the NHS and beyond to further understand the outcomes of its service with a view to continued development its services, feedback will be essential not only from clients but also from referring partners and charitable organisations.
 
Adoption target:
Currently the infrastructure to deliver this service is in a state of readiness; We believe that in order to launch effectively for WM NHS we will need in the region of 400 additional therapists. We will need some support from the NHS in the form of internal marketing to NHS therapists and referring agencies,
Rejection Reason:
Suitability of model to NHS
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Bernadette Bruckner 09/09/2016 - 11:20 Rejected Login or Register to post comments
2.7
1
Votes

Innovation 'Elevator Pitch':
Exercise is the best medicine! The FABS Training Programme for older adult exercise tackles the consequences of physical inactivity as people age, increasing flexibility and mobility to improve everyday life.
Overview of Innovation:
We all understand the importance of moving more and sitting less when it comes to living a healthy and fulfilling life. As we age this becomes even more important as our lives tend to become more sedentary which then leads to ‘inflammageing’ and many long-term health conditions. The FABS Training Programme, developed by Move it or Lose it! in partnership with the Centre for Healthy Ageing Research at the University of Birmingham combines Flexibility, Aerobic, Balance and Strength exercises in every class, providing the four vital components of older adult fitness as per CMO guidelines. This is made up of exercises that are safe, enjoyable, effective and accessible to everyone whatever their ability, and can be done seated or standing. FABS classes ensure age or ability are no longer barriers to an active lifestyle. The aim of the class content is to increase strength and muscle density to reduce sarcopenia, improve balance to reduce the risk of falls, increase aerobic capacity to enable individuals to be more active and increase flexibility and mobility. Via a blended approach of online learning and practical training, we train exercise instructors to become specialists in fitness for the over 60s enabling them to work with the fastest growing demographic in the UK. We have practical days scheduled for Birmingham, London, Manchester and Newcastle, with Edinburgh and Bristol coming in due course. The programme launched in March 2016 and has more than 90 instructors undertaking it to date. The aim is to train 1000 instructors who can deliver FABS classes within their local communities to combat social isolation, physical inactivity and cognitive decline and provide opportunities for fun and friendship for our fastest growing demographic; older people. By training 1000 instructors the programme also generates wealth by creating 1000 small businesses with a licensing model similar to Zumba. Move it or Lose it! Exercise DVDs have been tried and tested. The video stars in all our DVDs are not actors, but real people who have health conditions and mobility problems. They have improved their lives through the Move it or Lose it! Exercise routines and they want to inspire others to do the same. Move it or Lose it! DVDs are endorsed by Professor Janet Lord, Director of the MRC-ARUK Centre for Musculoskeletal Ageing Research at University of Birmingham as an ideal resource to aid active ageing. View our Exercise DVDs – http://www.moveitorloseit.co.uk/our-dvds/
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 / Wealth creation / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
The consequences of physical inactivity as we age are not just associated with movement problems and ill health, but also social issues. This often leads to feeling isolated resulting in depression which can lead people into a downward spiral and consequently their loss of independence. Professor Janet Lord, Director of the Centre for Healthy Ageing Research at University of Birmingham and adviser for the recent BBC One Programme ‘How to Stay Young’ says, “Exercise is the best medicine. We can reduce our risk of heart disease, some cancers, diabetes, obesity, arthritis and osteoporosis by up to 50% by simply getting people to move more and sit less.” The programme has been recognised by the NHS and is currently involved in a trial with COPD patients for Birmingham Cross City CCG. Patients will be monitored in aspects of biopsychosocial health with the aim of rolling out the sessions across the NHS. From this 12 week COPD trial we will have a clear understanding of the benefits. We anticipate that general health will improve, in terms of physical function and mental well-being. This in turn will keep patients away from GP surgeries and hospitals for longer periods, thus reducing, or even preventing treatment costs. Education of self-management techniques will also contribute to this. The results will also be used to form the basis of a scientific research study which aims to reduce the effects of illnesses and long-term health conditions linked to inactivity in older people – such as diabetes and heart disease.
Initial Review Rating
5.00 (1 ratings)
Benefit to WM population:
The class members benefit from improvements in their health, reducing their risk of heart disease, some cancers, diabetes, obesity, arthritis and osteoporosis. Move it or Lose it! assists with the development of practical solutions to improve levels of physical activity in older people. This increase in activity has an economic impact for the NHS by improving physical and mental health, the cost of treatment needed for conditions associated with declines in health such as sarcopenia, osteoporosis and arthritis will be reduced. The FABS Training Programme provides job opportunities in the West Midlands. FABS Instructors will benefit from using an established brand in Move it or Lose it! that will help them to build their own business of exercise provision to the over 60s.
Current and planned activity: 
We are currently engaged in a 12-week trial with the NHS, providing exercise as an intervention for COPD patients. This is taking place within the Birmingham Cross City CCG. We require academic support surrounding data evaluation to assist us to demonstrate the effectiveness of the exercise programme in terms on NHS financial savings and improved patient outcomes. We are looking to expand our team of inspirational instructors and trainers so they can get everyone experiencing the fantastic benefits of Move it or Lose it! and FABS across the UK! Instructors receive continual support through The Exercise Network (T.E.N) aiding their knowledge and delivery. By building this network of exercise instructors Move it or Lose it! are helping older people and those with disabilities across the UK to get active to help them age well. If you are passionate about helping older people to live life to the full then find out more here - http://www.moveitorloseit.co.uk/careers/why-join-our-team/
What is the intellectual property status of your innovation?:
The FABS logo is registered trademarked. Content relating to FABS and it's materials are copyrighted.
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
Simple
Co-Authors:
Regional Scalability:
The FABS Training Programme is highly scalable due to eLearning platform, allowing many people to undertake the programme simultaneously. We can then offer multiple practical assessments dates at a central Birmingham location (as well as other venues nationally) for 20 instructors at a time. This would allow for rapid expansion of the programme in the West Midlands area.  The model that has been developed is a sustainable business model which ensures that income is generated from licensing, training and ongoing support.
Measures:
The aim of The FABS Training Programme innovation is to train 1000 specialist exercise instructors to the over 60s. The success of the innovation will be measured against achieving this goal.
The quality of The FABS Training Programme is measured through its recognition by industry regulators such as Active IQ and UK Active. This is also ensured via the company’s – Move it or Lose it – Quality Assurance Policy.
Move it or Lose it also has a Safety Policy and Equality and Diversity Policy to ensure the people training with us, the tutors and customers are kept safe and are treated with respect. 
Adoption target:
We would like to implement FABS classes within CCGs giving GPs the opportunity for physical activity and social prescription within their own practice to treat conditions such as COPD, diabetes and more.  The AHSN Network could provide crucial links to CCGs to raise the profile of FABS within local communities and Local Commissioning Networks.
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Joe Robinson 21/07/2016 - 10:57 Approved 2 comments
3.9
3
Votes

Innovation 'Elevator Pitch':

Proximity Patients uses RTLS & current NHS data feeds to track, inform, guide & notify patients of the nearest non-urgent service required with capacity or the shortest waiting times. It also tracks patients throughout the facility to avoid delays.
Overview of Innovation:
Proximity Patients is a secure solution for hospitals, medical centres and elderly care, amongst others. Whether locating critical staff in A & E, vital ‘missing’ equipment or absent patients across each site, we help optimise staff, patient and provider benefits whilst offering the opportunity to inform and engage with the patient.
Our software can be linked to other systems such as Vital Signs Monitoring or Asset Management software whilst our hardware can be built into the fabric of the building, added at a later date or simply carried by staff and equipment unknowingly using long life power sources.
Real Time Location Services (RTLS) provide up to the minute details of the whereabouts of all entities ensuring efficiencies and care are optimised by the highest utilisation of hospital resources. Recorded information facilitates process improvements based on actual data, not anecdotal evidence. Periodical reviews of this data encourages optimisation and reduces staff transit times between duties; average patient progress throughout their care can be measured and patterns of behaviour established to reduce long term staff and monitoring costs.
Patients are easily located to ensure their operations start on schedule; after a simple electronic registration they are treated as a valued ‘customer’ by all staff who approach them with a smart device, whether previously known or unknown, immediately putting them at ease and reducing anxiety. Patient services can add revenue streams from hospital shops or other pay to use services, via mobile devices.
For added security, the ‘I Need Assistance’ button can be activated by staff or patients to call for help, either from Security or medical staff, without having to clearly identify who and where they are, saving vital seconds in an emergency.
Patients can also use this infrastructure / data for indoor navigation, finding departments or the nearest useable facilities (toilet, shop, car park, etc), communicate with staff.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Scalable roll-out starting with a low investment for single ward / treatment centre.
We do not rely on BLE (Bluetooth Low Energy) beacons but accurate locators working on 2.4GHz can track people, assets, mobile phones and any other Bluetooth enabled devices to with 10cm accuracy. We have 2-way communication with mobile devices and as such can save on the hospital buying multiple solutions. Utilising the same locators for multiple platforms ensures minimal IT installations and maintenance. Studies in airports have shown that BLE beacons cost an average of £220 pa to maintain whereas maintenance for Proxicon locators’ costs less than £30 pa. Less Proxicon locators required to provide a more accurate tracking solution than beacons; this provides the NHS with multiplied savings over other technologies.
No need for additional user hardware if already using other existing NHS systems such as Systems C VitalPacs and Safe Patient Systems; Proximity Patients utilises the same devices. If no other systems are currently in use we need only use a wifi enabled smart device (tablet, smartphone) or a Bluetooth enabled device for lower level functions which can owned by the patient.
Provides simple interrogation of data in 4D; a 3D environment visible in real time replay. This shows hotspots, such as queues waiting for X-Rays or areas where equipment is constantly being used / left unused, optimising the deployment of life saving assets without the unnecessary and labour intensive time studies through manual observation.
Start to build full electronic patient records of essential data across all departments so clinicians can see the full patient picture at a glance.
Enabled ID cards which can also contain a single use panic button function can be traced to anywhere covered by the locators (internally and externally). A discrete emergency signal can be sent with staff ID and location, cutting security response times significantly.
Essential staff can also be located and deployed via a group message, for example in the case of a major incident, staff can be notified that they need to be on standby to report to A&E or go there immediately. All staff communication can be issued irrespective of their location.
Asset tags can be used to track equipment and provide the latest and up to date operating and maintenance instructions to any smart device saving operator and maintenance staff time.
Case studies can show utilised assets and staff during treatment to identify true costs of care.
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Improved customer experience, whether as a patient, visitor or employee:
  • Patients can be prepared for arrival prior to physical presence being observed. Patients can be sent travel plans via SMS, email, push notification. These can include expected travel times and bus routes, for example, to ensure the patient arrives in plenty of time for their operation / appointment reducing anticipation and anxiety.
  • Voice or visual guidance for all patients and visitors to help plan their arrival route and find
    • Wards
    • Departments
    • Parking
    • Shops
  • Patients already familiar with other NHS mobile platforms can be easily tracked and therefore useful location information provided: whether for appointment / health benefits for the patient or for informing accompanying visitors about available facilities. These include the nearest toilets or food outlets; provides wealth generation such as providing hospital shop offers or pre-ordering food from the hospital cafeteria / restaurants.
  • Patients can notify the facility of special dietary and personal requirements (such as an allergy to nuts) prior to arrival and get confirmation that these requirements have been actioned; saving staff time upon arrival. Staff merely confirm the knowledge on arrival that the patient has previously supplied.
  • Patient experiences can be tracked by an ‘opt-in’ to a “Help the NHS to help you survey” built into the platform, making the patient feel part of an inclusive community with their and the NHS interests at heart.
  • Patients can provide their friends and relatives with their unique patient ID to allow them to be located during visiting hours. By using this service, the patient agrees to allow the NHS to post patient specific notifications to those visitors such as:
    • ‘Patient is nil by mouth’
    • ‘Patient may only have 1 visitor at a time’
    • ‘Please use the Hand Sanitizer upon entering and exiting the ward’
  • Patients who are not nil by mouth can order food and drinks from shops for delivery to their ward and pay by mobile platform such as Android Pay, Apple Pay or Paypal. Similarly, they could order books and newspapers from the shops inventory. This provides comfort to the patient and a feeling of some level of self-control boosting their self-esteem.
Current and planned activity: 
We participate in the Serendip programme in iCentrum, run by Innovation Birmingham. We work with the WM Combined Authority on various transportation solutions & have had several discussions with the WMAHSN team there regarding applying our solutions throughout the NHS in the WM region.
As a result, we have made contact with the Local Eye Health Network to expand on our guidance for those with visual impairments from transport into the healthcare environment. We are open to collaborations with other NHS providers and are currently awaiting a couple of introductions to two of those key established providers previously mentioned.
We require assistance to network and find a suitable sponsor to trial the system. We know our technology works in other environments and there are examples where it has been used successfully in healthcare situations in other countries but not attempting to incorporate all the functions we believe should be built into a NHS / patient tracking / engagement system.
What is the intellectual property status of your innovation?:
The IP of the hardware is owned by our Finnish supply partner Quuppa Oy. The IP of the software belongs to Proxicon.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Neil Tomkinson 15/07/2016 - 14:41 Sign Posted 2 comments
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