SME Innovation fund


2019-09-30T17:00:00 2 3
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 (Innovation and adoption)

Innovation 'Elevator Pitch':
A platform combining the best of WhatsApp, LinkedIn and Slack with an innovative, compliant architecture to provide a universal data and messaging layer for health care.
Overview of Innovation:
Need

Out-dated and overly bureaucratic health communications are a source of enormous inefficiency and frustration for doctors, nurses and patients. 600,000 clinicians in the UK alone have turned to consumer messaging solutions like WhatsApp to solve the problem. But these solutions have been ruled inappropriate for use in health use under GDPR and sparked 1000 NHS disciplinary actions to date.

Innovation

1. Unique “serverless” network architecture scales users exponentially with linearly scaling costs.
2. Free and ethical: Core functions are free for everyone, with no need to monetise sensitive data to pay for servers
3. Compliant by design: GDPR & health privacy standards built in to the architecture itself. All data stored in phone.
4. Super-simple user interface is easy to adopt and easy to use, enabling a bottom-up approach to market.

Market

Hospify is a market-dominance play, designed to capture the majority of healthcare professionals in the UK (2.9m), EU (23m) & South America. Most users will join at least two Hubs (employer Hub, union Hub, specialism Hub, pharmaco Hub, insurance Hub).

Approach
  • Simplicity and trust of core messaging drives bottom-up adoption by nurses and care workers, led through employer and union hubs.
  • Broadcast messaging function enables replacement of both hospital pagers and costly SMS systems, driving adoption employers & CCGs.
  • Platform is built out using APIs to provide a messaging layer for other, more specialised workflow and data-driven services, allowing them to function within an ecosystem.
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: 
Wellness and prevention of illness / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
A net budget impact of Hospify for the whole of the NHS community staff population, with a projected 51.2% uptake, has been calculated to be £166m p.a. by 2023/4. Please see the attached Budget Impact Model, constructed in collaboration with Kent Surrey Sussex AHSN, for methodology and more detailed analysis.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
An analysis of the impact on the WM population specifically has not yet been carried out, but the attached Budget Impact Model includes an analysis of the similarly sized Kent Surrey Sussex region, with 12,565 community healthcare staff. The impact on this regions was calculated as £10.48m p.a. by 2023/4. Again, please see the attached Budget Impact Model for more detail.
Current and planned activity: 
The free version of Hospify, available via the Apple and Android app stores, was released in February 2018 and now has around 5000 clinical users in more than 100 hospitals and clinics throughout the UK. 

The paid version of the platform, the Hospify Hub (https://hub.hospify.com) has been available as a live beta from April 2019 and is currently being trialled by around 20 heathcare organisations, including:
  • Birmingham Community NHS Trust
  • University Hospitals North Midland
  • Cambridge & Peterborough NHS Trust
  • Lincolnshire Community NHS Trust
  • Corby NHS Health Centre (Lakeside+)
  • The GP Service telehealth company 
  • Royal Blackburn
In addition, following two paid trials, we have an agreement in place with UNISON Health, the largest public sector health union in the country with around around 500,000 members, to begin selling Hospify to its 200+ branches once the release version of the platform goes live in September 2019.

We are also on the Kent Surrey Sussex AHSN digital health accelerator programme.
What is the intellectual property status of your innovation?:
Hospify Limited owns all IP in the Hospify platform. We have UK trademarks for name and logo in place, and EU, US and Colombian trademarks in process.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
Simple
Regional Scalability:
The primary region for the initial rollout of the Hospify Hub from September 2019 will be the West and North Midlands. Hospify works very closely with UNISON Regional Branch team based out of the UNISON office in Birmingham, which co-ordinates the union branches throughout this region.
 
From September Hospify will, with the active support of UNISON’s regional team, be selling the Hospify Hub to UNISON branches in the region and promoting the platform’s adoption among nurses and support staff who are also union members.
 
This will allow us to generate revenues while also building an active userbase in multiple hospitals in the region. Once we have identifiable user clusters, we will begin approaching the relevant hospital authorities, and encouraging them to approve Hospify for use at work by their clinical teams.
 
This approach has already proven to work at the Royal Stoke and Wye Valley, where the UNISON activity has led directly to constructive discussions with the hospital management.
Measures:
Healthcare staff currently use either bleeps or phones when it comes to communication, neither of which are efficient nor particularly effective in a complex, modern healthcare environment, or indirect instant messaging solutions such as SMS or WhatsApp, which are not legally compliant with patient safety and data protection rules.

Hospify is a platform designed to allow healthcare professionals and patients to collaborate and connect using instant and trusted communication across dispersed teams and extended clinical networks and in the process:
  • Produce both time and cost savings for staff
  • Cut through a layer of administration, improving efficiency
  • Reduce reliance on SMS
  • Provide security controls without fear of transgressing EU GDPR requirements
  • Offer an easy interface for staff and patient surveys
  • Capture and store data to help improve patient outcomes by cutting unnecessary appointments and reducing adverse events.
A Budget Impact Analysis was commissioned from Kent Surrey Sussex AHSN by Hospify in order to assess, from the perspective of the healthcare system, the impact of such a communication platform both broadly in terms of costs and benefits and in a second instance, specifies to select pilot sites in a community healthcare setting. As there is no quantified evidence of Hospify working in practice within a community environment, results from external research on instant messaging systems was collected and used to show the potential outcomes.

The NICE budget impact template was used as a starting point to create a model for instant messaging systems and modified accordingly to fit the Hospify analysis. The full study and health economic framework for future studies can be found in the attached Budget Impact Analysis document. Post-funding, Hospify intends to conduct its own quantified study using this framework. The planned pilot site is currently Frimley Park NHS Trust in Surrey, but it would be possible to relocate this to the West Midlands.
Adoption target:
Hospify aims to have 30% of the 131,072 NHS staff in the West Midlands to be using the free version of the app by the end of 2023, with a higher proportion of adoption (51%) among the region’s 18,879 community healthcare staff.
 
Around 10% of these would be anticipated to be using the Hospify desktop app, paid for via the Hospify Hub.
 
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James Flint 05/07/2019 - 18:27 Screening Login or Register to post comments
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-99999
Innovation 'Elevator Pitch':
Quality Improvers are seeking to connect to their network and add value to their patients. Hexitime is an elegant solution to both.  "Give an hour, get one back".
Overview of Innovation:
The concept of healthcare timebanking was first proposed at the 2017 annual Q Community conference and followed up with learning from timebanks in public services which have united disenfranchised communities. Small scale pilots across the Q Community have left members inspired, better resourced and equipped with new ideas. These have subsequently contributed to a successful bid for seed funding by myself and co-founder John Lodge from the 2018 Health Foundation Q Exchange.

We now have a platform built and ready to conduct exchanges at www.hexitime.com .

Observing the simple premise of reciprocity, timebanking uses a virtual currency for skills exchanges that can work at organisational, regional or national levels. It is a way to source the skills, energy and expertise of the Quality Improvement community without real money changing hands. All exchanges are for improvement work and exchanges are equitable (e.g. member ‘A’ is not worth more than member ‘B’). Every hour given is rewarded by 1 credit that can be redeemed in a subsequent exchange.

Timebanking principles
1.            Money is not exchanged.
2.            Exchanges are for improvement work.
3.            Exchanges are equitable, with participants' time worth the same.
4.            Support is exchanged around a system.
5.            Time credits can be earnt, spent or donated between anyone.
6.            The exchange belongs to the community.
7.            Community members want to make improvements 

Hexitime  was launched on the 4th April 2019 and within a few weeks has attracted 150 members who have posted dozens of heartfelt requests and generous offers. We are having at least one exchange per week with rich learning for both donors and recipients of the exchange. This video shows the story of one such exchange.

We now need to grow the Hexitime community and cultivate exchanges on the platform whilst evaluating the value it brings. Our vision is that this disruptive way of working becomes a mainstream way of sharing experience and expertise by catalysing connections between healthcare professionals and service users with the intention to improve the service itself.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Innovation and adoption
Benefit to NHS:
Hexitime supports the NHS 10-year plan in 4 key areas;
  1. Workforce. Hexitime provides a practical way for the workforce to deliver on its commitments as outlined in Closing the Gap by finding the right improvement skills at the right time without having to resort to more expensive bank, agency or consultancy options.
  2. Digital potential. For the first time Hexitime creates an open marketplace for the health system to share improvement skills. It uses the potential for cheaper more collaborative and joined up health services, in line with Secretary of State’s priorities and the thinking behind the newly formed NHSX.
  3. Integrated care. Hexitime offers users a mechanism for sharing their skills across organizational boundaries for the benefit of improving services, which our case studies show.
  4. Forming genuine partnerships between professionals and patients. Hexitime was co-designed with patients from the outset and now has system wide partners participating on the platform for coordinating patient led co-design.
 
Hexitime also supports the national healthcare improvement and leadership development framework Developing People – Improving Care in the way it supports systems by allowing leadership and improvement skills to transfer indiscriminately between national/regional/provider/patient level (see conditions 1-5).

When piloting this scheme, we discovered that some Quality Improvers had spare time and capacity through their salaried roles or corporate volunteering schemes, whilst others simply wanted to continually challenge themselves and learn from others. Indeed, with the government pledging in 2015 to entitle all public sector workers three days’ paid leave to undertake volunteering, the healthcare benefits of this peer exchange could be quite significant given the right support and conditions.

For now, we're confident that Hexitime will benefit the system by:
  • Offering a free alternative to expensive day-rate improvement resource.
  • Connecting the demands and capacity of our members.
  • Allowing patient representatives to join in improvement work.
  • Enabling members to share their skills, develop themselves and widen their network.
  • Being accessible to all members regardless of their profession, background or pay grade.
  • Increasing the Q Communities connectivity.
  • Providing practical opportunities to share learning and skills across traditional boundaries.
  • Steering the healthcare community towards collaboration.
Benefit to WM population:
Giving time to, and connecting people within, a community can have a remarkable effect on personal well-being, preventing burnout and building community cohesion.

Hexitime gives members, and the organisation they work for, a free platform to exchange their skills for improvement – helping both professional development and improvement projects.

Exchanges might include mentoring and coaching, delivering presentations, patient safety advice, data analysis and evaluation, workshop facilitation, sharing resources, peer review, support pathway development and user perspectives, to name a few.
Current and planned activity: 
After the initial funding from the Health Foundation (HF), we have maintained a relationship and will be submitting a final report on the establishment of the platfrom in 3 months time.

In the interim we have engaged with the HF supported Q Community and the wider Quality Improvement workforce, encouraging them individually to join the plaffrom and conduct exchanges. We now have dozens of hearfelt-requests and generous offers.

We have encouraged and have had interest from Patient Experience groups and organisations including Care Opinion who have expressed an interest in organisational membership and thereby acting as a conduit for patients involvement in QI projects.

We have approached leads in individual organisations about they could use the platform to easily move resources around their own organisation or local healthcare economy. Several have been intrigued by the idea and see the appeal of a disruptive system in which no money changes hands and is hence low in bureaucracy.
 
What is the intellectual property status of your innovation?:
"Hexitime" is trademarked.

The Hexitime.com platform has been developed by Made Open Ltd.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Co-Authors:
Rejection Reason:
Unsuitable for Funding Stream
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Hesham Abdalla 14/04/2019 - 00:13 Rejected 1 comment
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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
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Innovation 'Elevator Pitch':
An entirely novel management system for ostomy care which will improve the psychological wellbeing and quality of life for ostomates through empowering aesthetics and functional advantages utilizing innovative material technology.
Overview of Innovation:
A stoma is a surgical opening made in the abdomen often as a result of bowel disease or cancer. This bypasses the normal bowel function and diverts output into a colostomy bag, which the patient must wear all day, every day.
There are almost 200,000 ostomates in the UK and the global ostomy market is estimated to reach $3.4 billion by 2020 due to the increasing prevalence of bowel disease and cancer. With an ageing population and the decreasing age of stoma patients, it is a rapidly expanding market. Current designs cater to the practical collection of output and largely ignore the dramatic psychological effects of living with this condition. “The stoma itself wouldn’t worry me in the slightest. It’s the fact I shit in a bag and carry it around with me all day.”
 
Recent studies into body image concerns of people with disabilities, found that  “feelings of physical inadequacy and unattractiveness” were common themes. Functional issues with available products persist, including leakages, inadequate adhesive and unpleasant odours. Skin problems are extremely common for ostomates and The Association of Coloproctology estimates that 2/3 of paitents suffer from skin problems during their lives. Available products do little to alleviate the drastic changes in body image and self-confidence. Nor do they challenge the social stigma.
 
Our innovation will reduce the psychological impact and loss of dignity ostomates face. It comprises a unique method of skin attachment showing a marked reduction in skin inflammation than current designs. We utilize existing technologies which have previously never been used in this application in order to deliver enhanced functionality; It is leak-proof, odour resistant, and is more aesthetically pleasing than available alternatives. The intricately embossed stoma covering and collection system has been inspired by tattoos and lingerie and is specifically designed for temporary wear; swimming, the beach, intimate occasions. Times when exposing a typical appliance could cause embarrassment. Our user research showed over 25% of people never swam or showed their stomach in public due to lack of confidence or embarrassment. In fact we had a positive response of over 88% from participants, and many spontaneous calls to purchase showing a significant market need. 
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Innovation and adoption / Person centred care
Benefit to NHS:
Stoma surgery as a result of inflammatory bowel disease and cancer poses significant economic burdens to the NHS. A recent report claimed that £918k is spent on ostomy products each year. Stoma patients “provide a significant cost pressure to the NHS. Ensuring that patients are prescribed appropriate appliances and accessories can greatly improve their quality of life.” (Medicines Optimisation Work Programme 2017) Additionally, the cost to the NHS of caring for patients with wounds is estimated to be around 3% of the total NHS budget. In assuring the correct psychological care of patients and by providing products that will reduce skin inflammation, this will certainly improve the patients overall management thus reducing hospital admissions and therefore pressure and cost to the NHS.

Research by Barista, found that the relationship between an ostomate and their pouch is “permeated by negative feelings, significant changes in [the] physical, psycological and sexual [and] social relationships.” Our own research has found that many ostomates are unable to return to work or able to persue social or intimate relationships. This downward spiral can lead to serious depression, debilitating anxiety and social isolation which has additional social and economic consequences.

A functioning medical appliance, though crucial, is not the only patient requirement. By addressing their psychological needs, it will contribute to their increased quality of life and significantly improve the overall management of their condition. By empowering them to overcome the psycological impact of living with an ostomy, it will allow them to participate to their full potential in society and the wider economy. Allowing them to persue social and intimate relationships, recover from surgery quicker, ultimately return to work earlier and begin contributing to society faster. Not to mention being able to maintain a healthy lifestyle through exercise and other physical activity. Our innovative products will not only benefit the well being and mental health of individual patients, but in fact contribute to a much wider range of positive social and economic outcomes.
 
This has potential for expansion outside the ostomy market as the technology is suitable for a number of medical applications. Variations in the design could be developed for people with feeding tubes, wounds from conditions such as diabetes, bad scarring from surgery or burns and also as transdermal patches delivering drugs.
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
We are curently working with the BizzInn Accelerator programme and have partnered with Birmingham University Hospital, the MD-TEC, the Birmingham Trauma Healthcare Technology Cooperative and Leeds Colorectal HTC in order to continue the development of our product.
 
Birmingham is the second largest city aside from London in the UK and has a number of National Health Services and Hospitals situated in and around the city. It is a hub of innovation and healthcare and is a perfect location for our company to develop and thrive. Birmingham University Hopsital in particular has the largest critical care unit in Europe.
 
During 1st January 2015 and 31st December 2016, there were over 275 patients with a stoma admitted to Birmingham University Hosiptal. The majority of these patients were aged between 37 and 66 although there were also high numbers of pateints aged between 27 and 36 and above 67. In our user research we have identified these user groups to suffer from real psycological issues as a result of stoma surgery and therefore we believe are the exact people our product will benefit. Our product will ensure better management and overall well being which in turn will allow them to return to work faster thus allowing them to contribute to West Midlands society and economy earlier.
 
The need and benefit to patients located in the West Midlands (and across the UK) has been previously highlighted and we feel that developing such a novel and innovative project here will only serve to benefit the population and the involved partners in both financial return and recognised acclaim. We are also applying for various other funding initiatives including Innovate UK which if accepted, will bring funds and partnerships to the region which will in due course bring further economic benefit. 
Current and planned activity: 
We have an aesthetic prototype and a working prototype will be initiated with funding. With our team we have developed strategic objectives to continue development.
 
WP0:MVP development and testing, User & Market research - complete
WP1:Project Management
WP2:Public and Patient Involvement (University of Birmingham (UoB) and Bowel & Cancer Research UK)
WP3:Adhesive development and lab testing (UoB, MD-TEC, HTC)
WP4:Product Prototype Manufacture (sub contracted)
WP5:Usability Tests (UoB & MD-TEC)
WP6:Clinical Trials (small scale as Class 1 non-sterile device)(UoB and MD-TEC)
WP7:CE regulations (MD-TEC)
 
On completion of objectives, we will be ready for commercialization. At this time we will investigate NHS commissioning and procurement, along with those for private healthcare providers. We will evaluate the possibility of online sales and explore partnerships with device distributors. We have already received interest to date and will re engage once further development has been completed. 
What is the intellectual property status of your innovation?:
UK patent applied for 2016 (Application Number 1609954.1) Have heard back from Patent office and no major issues highlighted. Several clauses deemed novel.
PTO application made Sept 2017. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
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Anonymous 01/02/2018 - 15:39 Sign Posted 1 comment
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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
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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':
Using  a person centred approach to create socially useful data. Demonstrating outcomes in terms of national policy allows data to be aggregated for social benefit. Data can describe the communities we live in and help to co-produce services.
 
Overview of Innovation:
We produce a number of open source tools to help manage clients and demonstrate outcomes. Our tools support organisations to get a rapid understanding of the full range of issues a person wants help and support with. Using a simple, whole person, assessment process we help organsiations to take a person centred approach which wraps services around the invidual. 

Our tools provide a secure and easy way to share information across services but also gathers anonymised data on a population level. Our approach to gathering data on clinical and social need provides a basis for area based commissioning by describing communities and neighbourhoods.

Out two main tools are Risk Tracker, a case management and outcome measurement tool and Referral Tool, a system that quickly links people to local services. We provide fully managed and hosted solutions to organisations on our secure cloud servers. Our hosted solutions allow data to be anonymously aggregated across organisations to provide live data on clinical and social need. 

Our systems are linked to a database that collates policy from National Outcome Frameworks, Government Strategies and best practice from NICE. This allows services to report the impact they have in relation to the outcomes that their funding organisations and commissioners are accountable for. As policy and outcome frameworks change, we reflect those changes in organisational reports. 

All of our software is available under an open license to ensure sustainability and allow integtration with existing bespoke systems. 

The Inside Outcomes approach to case management and making referrals have been designed to support anyone that works in a community navigation role, or within social prescribing and general face to face prevention services. 

 
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Health is influenced by a range of social, environmental and economic factors which are beyond the remit of the health sector.
 
Health services, social care and housing are all focused on delivering better outcomes at lower cost to the public purse and finding ways of improving the effectiveness and better understanding the value of preventative services.
 
Risk Tracker measures the impact of organisations against national outcome frameworks, supporting them to translate the things they do into the outcomes that commissioning bodies are measured against. Referral Tool makes the referral process between organisation more efficient and promotes better service integration.
 
Commissioners need to identify what services are required to deliver improvements in the prevention, diagnosis and treatment of physical and mental illness in their local population, Risk Tracker provides important data to identify top priorities and opportunities for transformation.
 
It helps commissioners to identify subgroups within their population and consider service requirements across the system, creating the person-centred services patients want and need.
 
Our tools allow a simple method to analyse population data and identify those who would gain most from the services and interventions, commissioners then use this information to plan, deliver and monitor services for their local population.
 
When contracting for services, commissioners are looking for positive social outcomes, which have a lasting impact; with benefits for patients that can be clearly demonstrated.
 
With Risk Tracker, information is used to improve services and influence commissioning decisions. For example, the crossover in issues that the clients present to substance misuse services, mental health services and housing associations mean that data can be aggregated together.

As all data is stored in a single, secure, compartmentalised system we can create aggregated, anonymised maps of social need. The live data that can be produced records social need and is an essential tool in commissioning services against evidenced social need.
 
Investing in prevention and better health outcomes can be part of the solution to the challenges of increasing levels of need along with shrinking budgets. Effective preventative interventions can reduce health and social care costs and the need for welfare benefits. Better health can also enhance resilience, employment and social outcomes.
 
 
 
Initial Review Rating
4.60 (2 ratings)
Benefit to WM population:
Risk Tracker helps commissioners to plan services which meet national standards and local ambitions, by combining knowledge of existing service performance and population needs. Referral Tool provides a way for services to integrate around an individual, creating a person-centred approach whilst collecting minimal information. 
 
Commissioners traditionally do not have access to live local data. Having the ability to extract accurate data on health and wellbeing needs for a particular area supports a flexible approach to commissioning against need. Open data on social and clinical need also creates a basis for the co-production of services that match the needs of communities. 
 
The methodology that underpins our system encourages services to carry out a whole person assessment.  This means exploring the range of issues that might be present in an individual’s life. Through identifying a range of interdependent issues, services can integrate how they work with an individual and improve their outcomes.
 
An important component of planning for transformation is recognising where services may
need to be decommissioned. Risk Tracker can help to identify where less effective approaches to service delivery are to be found. With a good understanding of how a service is currently operating, commissioners can identify potential opportunities for innovation and improvement. Our method of mapping and recording referrals also can identify where services are not linked up providing an opportunity to increase efficiency and reduce costs. 
 
Risk Tracker and Referral Tool support commissioners to develop service specifications that focus on paying for services which produce improved outcomes for their patients, rather than reimbursing providers for activity.
 
All of our tools provide commissioners with the information they need to develop a vision of future service provision that will improve the health & wellbeing of individuals and communities in the West Midlands.
 
We provide hosted and managed solutions for a range of organisations. Our cloud servers provide a scalable solution that is secure and dynamically allocates resources to meet to demand. All of our software is also provided under an open license in order to promote sustainability and integration with other systems. 
 
Current and planned activity: 
Our Risk Tracker system is currently being used across Birmingham in GP surgeries as part of a contract with Citizens' Advice. It is also being used to support Health Trainers, Pregnancy Outreach Workers and Pre-Diabetes Group work. We also support Social Prescribing Projects in Birmingham and Oldham. 

Referral Tool is being used across Sandwell and is available for use by any organisation in Sandwell. 

We have recently received a number of grants for a range of outcome work.

We make this application to the SME Fund in order to get working capital to finish off software development of Risk Tracker, achieve NHS IT security accreditation, develop network mapping capabilities in Referral Tool and supplement marketing activities. 
 
What is the intellectual property status of your innovation?:
The intellectual property for all software is owned by Inside Outcome CIC. Our software is released under an open license. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
Both Risk Tracker and Referral Tool have been built to scale across large areas. The aim of the apps is to generate population level data on social and clinical need. Consistent data across large geographical areas. 

The key areas where we are looking at scale is to extend the use of Referral Tool. At present it’s operating across Sandwell Metropolitan Borough Council. We are seeking to extend this across the West Midlands Combined Authority by developing capacity to map organisational relationships and generate sustainable directories of services. 

Risk Tracker is operational across Birmingham generates data to support commissioning. We need to invest in development of the app in order to better manage organisations that work together. This will increase the ability to scale across neighbourhoods. 

Both Risk Tracker and Referral Tool are designed to operate sympathetically, to capture data from organisations that need a client management tool and those that want to manage data.
Measures:
We are working to achieve a number of outcomes in our short term plan. We will achieve compliance with the NHS Data Security and Protection (DSP) Toolkit. We will complete our pilot data generation project in the Northfield district and use that data to work with Birmingham City Council to design services. 

We will be able to demonstrate outcomes, in relation to services and areas, from the NHS, Adult Social Care, Public Health, Social Jusitce and Social Prescribing Outcome Frameworks. 
Adoption target:
We have achieved minimum viability through commercial sales to date. We are looking to progress pilot projects, in partnership with the NHS, to demonstrate how we can generate data on a larger scale. In the coming year we are looking to expand the use of Referral Tool from Sandwell into the West Midlands Combined Authority area and Staffordshire. 
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Darren Wright 19/01/2018 - 14:03 Sign Posted Login or Register to post comments
3.3
2
Votes

Innovation 'Elevator Pitch':
Airglove patient warming system heats the arm raising fragile/hidden veins providing easier/less painful access.
Overview of Innovation:
Airglove is a unique warming system was developed to enable access to the patients arm for the delivery of intravenous drugs. These patients are some of the most difficult to cannulate who have hidden or fragile veins from continual cycles of chemotherapy. Airglove gently heats up the patients arm as it forces warm air though a double walled polythene glove set at the selected thermal regulation (31.5c, 35.5c, 38.5c) in just 3 minutes. The completed service evaluation by the Maidstone & Tunbridge Wells NHS Trust showed 87.5% success in cannulation on first attempt with the most difficult to cannulate patients.  With cannulation success, the potential cost savings on consumables are up to £50k per oncology unit, plus the nursing/practitoners time. Airglove is also currently doing service evaluations in the following hospitals: Royal Stoke, Royal Marsden, UCLH, and Queen Romford.
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: 
Wealth creation / Clinical trials and evidence / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Airglove was developed initially for chemotherapy patients who have hidden or fragile veins and especially in patients who are in their 5th or 6th cycle of therapy.

The use of Airglove affords easier cannulation with fewer attempts being required (sometimes up to 6 attempts by 3 different staff can be attempted to access a difficult vein). This improved ease of access not only makes the patient’s experience far less traumatic, but ensures a better clinical outcome and saves valuable nursing/practitioner staff time and consumables.
 
Improved hygiene and reduced risk of cross infection will result from the use of Airglove vs currently used methods of locally heating the arm e.g. hot towels or buckets of warm water. Only Airglove’s single use only, double walled polythene sleeve comes into contact with the patient’s skin. Heated air is circulated between the double wall of the sleeve and is not directly blown across the skin and so the risk of cross contamination is reduced. 
 
Airglove can also be used for other interventions where venous access proves difficult due to fragile or difficult to find veins e.g. routine phlebotomy.

Maidstone and Tunbridge Wells Hospital. Evidence from trials avaliable to download 
http://www.greencrossmedico.com/wp-content/uploads/2018/01/Patient-Evalu...

"We no longer use buckets of warm water in oncology at MTW as our patients request Airglove now as they prefer it. With an 87.5% success rate in our patiemts service evaluation i can see the results which makes our life so much easier too!"
Keli Tomlin, Macmillian Lead Chemotherapy Unit Manager  – Chemotherapy Unit, The Maidstone and Tunbridge Wells NHS Hospital Trust

​"Airglove is so comfortable for our patiemts who can be difficult to cannulate with continual chemotherpy cycles. It is so efficent in just 3 minutes the patient is ready for cannulation and then theri trreatment can begin" 

Charlotte Wadey, Macmillian Lead Chemotherapy Nurse  – Chemotherapy Unit, The Maidstone and Tunbridge Wells NHS Hospital Trust

​"The warming process with Airglove is great  and very easy to use even on our patients with previous multiple cannulation and blood taking attempt.
Julia Dalstrom, Ward Sister, Teenage and Young Adult Cancer Day-care and Ambulatory Care, University College Hospital London

 
Initial Review Rating
3.40 (1 ratings)
Benefit to WM population:
The West Midlands patiemts and healthcare system would equally share the benefits as described for the NHS across the UK.
Current and planned activity: 
Currently The Maistone and Tunbridge Wells NHS Trust uses Airglove in their oncology department and have just completed a Service Evaluation on Airglove. We have Airglove in the following hospitals for service evaluations: Royal Stoke, Royal Marsden, UCLH and Queens Romford. Airglove will be going into the Robert Jones and Agnes Hunt Orthopedic Hopsital and the Dudley Group of Hospitals.

NHS Health Improvement Scotland Evidence Review Commitee has advised Airglove is worthy local evaluation with the Beatson hospital, Glasgow prior to formal IMTO evidence. Airglove application has been approved to submit to NICE  for NICE Advice and NICE Guidance. Submittion has been completed MTW Service Evaluation report.

​Airglove is in process with NHS Supply Chain and NHS Scotland.
What is the intellectual property status of your innovation?:
Airglove is a registered Trademark

​Airglove is protected by international patents some of which have already been granted and others are in the application stage via our patent attorney Murgitroyd.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
6-12 mon
Ease of scalability: 
Simple
Regional Scalability:
We have not implemented in scale in any other region yet, as the product will not be available commercially until June 2018. From this point on it will be available to purchase across the West Midlands region directly from Green Cross Medico until available through NHS supply Chain.
Measures:
The success of the innovation will be measured by the uptake of Airglove throughout all 160+ oncology units throughout the UK. 
This will also be determined by the cost savings to the NHS, along with patient comfort and safety, which will be assessed from the success of the patient evaluation and clinical trials.
Adoption target:
If Airglove is adopted by the 13 NHS Trusts in the WM region into their respective 14 oncology units, supplying 3 Airglove units per oncology unit, this represents 42 Airglove units using 127,400 gloves per annum. 
This could generate potential savings of £369,460 per annum to the Regional NHS.
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Sheena Jack 10/01/2018 - 18:12 Sign Posted 1 comment
3.9
2
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':
An app, designed by doctors, to promote safe and effective handover both within and between teams. With the inforamtion captured for handoer, clinical leaders can better review and manage patient flow through their team and the wider organisation. 
Overview of Innovation:
Careful is an app designed by clinicians. It helps doctors, nurses and allied health professionals share and protect critical patient information.

At its heart, it answers two pressing questions - who is currently looking after the patient and what is their clinical plan? It uses our Handover® system to keep track of the former and for the latter it provides a job-tracking system, with free-text clinical updates.

It has been designed to be simple, easy to use and mobile-first — so it can replace traditional paper-and-memory handover sheets.

This information, gathered from clinicians at the bedside, provides an exceptionally rich set of data that is currently lost in handover sheets and verbal order, or is buried in notes. By making this accessible, the app provides an overview that allows clinical leaders to review and manage the flow of patients through their team and the wider organisation.

By capturing structured information about actions and patient diagnoses, the system also creates the opportunity for 'clinical coding at the bedside' - a potentially huge cost saving.

Finally, we are developing a patient-centred app to enable patients to access and contribute to their own record and to communicate directly with the teams looking after them.

They will also, in response to the General Data Protection Regulation which comes into force in May, have direct oversight of their own record, ensuring that they can identify who has accessed it, and exercise control over who views the information.

We have tested and revised the first version of the system and are now ready to deploy version 2 of the clinician app. This is developed and ready for deployment in 2018. We need further support so that we can ensure that it is refined in response to customer feedback and to add further features. We also need funding for the patients’ app.
 
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: 
Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
The NHS is facing an unprecedented strain on its resources - particularly in secondary care. Many hospitals stuggle with patient flow. The object of this app is to allow doctors, nurses and other team members to share the clincial plan for patients - making the status of patients much more visible and improving the handover of clinical data. It is estimated that in the average 400-bedded trust, as many as 120 patients may be ready for discharge. We aim to improve the visibility of this information.

The cost-savings from effective patient flow managment in secondary care could run into billions, and this app will be a useful tool both to improve trusts' understanding of patients' status and to make handover more effective for the teams involved.
 
​It will also significantly benefit patients. - We know, from the investigation of serious incidents, that communiation is a prominent factor in around 80% of the thousands of incidents in which patients die each year in hospitals from preventable harm. It is also acknowledged that handover is a time of great risk for the loss of critical information.

The Careful app is designed to improve the communication and handover process between clinicians - and to encourage multidiisciplinary use, where doctors, nurses and other professionals all have access to the same information. We believe that it can save lives - although this will, again, be hard to quantify.

Finaly, the Careful app can help with the transfer of care between organisations. Becasue it is cloud-based, it is 'organisation-agnostic' and can therefore allow the transfer of patient records between organistions as easily as between teams in the same organisation. This is a perennial 'tough nut to crack' - as any clinician will tell you. We belive that the Careful app can do this without the inherent issues found in paper, fax and phonecalls. The cost and patient safety implications of this are significant.
 
Initial Review Rating
4.00 (2 ratings)
Benefit to WM population:
Our intention is to use this app with Birmingham Children's Hospital. We have contacts there but have not, as yet, secured an agreement - largely because we have other trusts in Yorkshire and the South East who are further ahead in their adoption.

We would use any money raised through this process to ensure that the app was made available to all hospitals in the West Midlands.
Current and planned activity: 
We have recently finished Version 2 of this app - which has significant information governance and privacy improvments (we have attached our Privacy Impact Assessment for more information). The app has also had a complete overhaul of its user interface (UI). We have also recently completed the status-flow elements of the app, allowing us to provide overivew patient-flow data at the organisation level.

We are testing this in two NHS trusts and two private hospitals in the next 3-6 months. These trials are 'pre-revenue', designed to refine the app before being launched on the wider healthcare market. The outline terms and benefits of this trail are provided in one of the attachments.

We intend to use any further funding to expand our user base to organisaitons that will pay, and to start the devleopment of the patient app.
What is the intellectual property status of your innovation?:
We own all intellectual property in the form of code and design. We also own the Careful and Handover trademarks in the UK.
Return on Investment (£ Value): 
Very high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
Co-Authors:
Regional Scalability:
Our businss model is based on scalablity. The app runs in the cloud (in a Microsoft Azure implmentation) and allows new organiations to be added with no overhead. Moreover, the design of the app is expressly to allow inter-organisational referrals and information sharing across the normally tight boudnaries between primary/community care and hospitals.

Scaling is 'built-in' to this app.

.
Measures:
For the business, the main meausre are user adoption and, of course, revenue. However, for the users themselves, the measurable benefits would depend on their role (see below).

Primarily, however, the financial / cost-benefit is improvement of flowand reduced length of stay

Benefits are: 

1) Juniror doctors - pimarily time-saving
  • Less time ‘polishing the list’
  • More accurate and timely communication about patient jobs and patient status / location 
2) Senior doctors and clinicians - primarily patient safey measures
  • More clarity on the individual patient status
  • No more ‘safari ward rounds’
  • Ability to monitor individual clinician activity
  • With ‘action bundles’ - the ability to standardise care for patients with particular conditions 
3) Site practitioners/Bed managers - time saving and improved flow
  • Less walking-the-floors to determine what is happening to patients
  • Clarity on the status of beds and patients throughout the organisation
  • Faster bed-turnaround times 
4) Finanical / service managers
  • Shorter length-of-stay
  • Higher bed utilisation
  • Patients admitted and discharged more efficiently
5) Information governance leaders
  • Ability to provide granular data to patients, in accordance with the General Directive on Data Protection (GDDP)
  • The ability to control which clinicians see what patient data.
  • No more IG breaches from handover sheets 
6) Coding departments
  • Faster coding - using machine-readable medical input
  • 'Codling at the bedside' in later versions
Adoption target:
As described, we want to use this in Birmingham Children's hospital initially, but we would like to see it adopted in all hopstials in the region.
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Anonymous 22/12/2017 - 12:41 Sign Posted 4 comments
3.3
2
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':
DIMEC synchronises patients’ smartphones with GP records of any clinical system & pharmacies; pairing convenient, 24/7 patient-initiated repeat prescription management with proven adherence modifiers: empowering patients & decreasing medicines waste.
Overview of Innovation:
DIMEC uniquely connects patients to their GP and chosen Pharmacy enabling instant, patient-initiated prescription ordering & dispensing. Through in depth NHS integration, patients can order their repeat prescriptions 24/7. 

DIMEC integrates with EMIS Web and INPS Vision via GPSoC Interface Mechanism 1 Assurance Framework (governed by NHS Digital), enabling patients to synchronise their iOS or Android device. 

Repeat drug & allergy histories are downloaded automatically so patients can request repeat prescriptions directly into GPs’ workflows without pharmacy involvement. Patients are actively encouraged to order only the medicines they require to prevent stock piling & over-ordering thus decreasing medicines waste.

DIMEC promotes patient choice as to the dispensing Pharmacy as well as strengthening three-way communication between the patient, GP surgeries and pharmacies. Push notifications via the App enable patients to track every stage of their prescription to collection from their Pharmacy.

£300M/year of medicines are wasted in the UK, not accounting for those disposed of via domestic waste. A large proportion of this is due to over-ordering & stock-piling which can be dangerous. By stopping pharmacies initiating prescription requests, CCGs have calculated savings of £1M-£6M/year due to reduced prescribing and medicines waste. The DIMEC App absolutely promotes safe & responsible, patient-initiated ordering.

£500M/year of medicines are wasted through poor adherence; whilst some of this is unpreventable, over £250M/year can be avoided. Patients are empowered to manage their own healthcare, improving adherence with customisable reminders. Studies have shown reminders & push notifications to be effective ways of promoting behaviour change & motivation in a variety of health arenas.

DIMEC’s Co-Founders are UK registered Pharmacists with community, hospital & military experience. We are supported by Chee Wong, the previous COO of Shazam and CTO of Hailo Apps. Although located on Keele University Science Park, DIMEC is piloting in five Eastern Cheshire practices.

DIMEC promotes convenient, 24/7 patient-initiated repeat prescription management whilst engaging all stakeholders and enabling adherence. These features provide cost savings to the NHS by tackling medicines waste from a variety of different angles without sacrificing patient convenience. Ultimately this results in a healthier population, reduced hospital admissions with other reduced economic on-costs.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
As the population ages, diagnostics develop & medicines become more advanced, the health and economic cost of pharmacy will escalate. People will be diagnosed earlier and prescribed more effective but more costly drugs for longer life spans.

Arguably, medicines are tools used to lessen or alleviate the burden of disease to enable people to continue to contribute to society at the fullest of their ability. Fundamentally, drugs should be cost effective with regards to their clinical outcomes; easy to access and taken as prescribed so as the NHS gets the best value for money & the patient gets the best outcomes.  

Unfortunately, £300M of medicines are wasted each year, not accounting for medicines disposed of via normal domestic waste. A large proportion of this is due to over-ordering of medicines and patients stock-piling. Not only is it dangerous to have large amounts of prescription medicines in domestic cupboards, but as it goes out of date and they are returned to pharmacies for destruction, it produces an incredible amount of waste. By stopping pharmacies ordering repeat prescriptions and making patients order what they need themselves, numerous CCGs have estimated they will make savings of £1M-£6M/year in reduced prescribing and medicines waste. The DIMEC App completely promotes this idea of responsible, patient-initiated ordering and can make a huge contribution to these cost savings per CCG.

Furthermore, £500M/year is wasted due to poor medicines adherence. Whilst the NHS admits that up to half of this figure is unpreventable, over £250M/year of this can be avoided. In using the DIMEC App, patients are empowered to manage their medicines in one convenient, improving adherence to their medication by being responsible for its ordering and reminders. Ultimately, this results in a healthier population, reduced hospital admissions and other economic costs such as lesser sick days.

Studies have shown push notifications to be effective tool for promoting behaviour change and motivation in a variety of healthcare scenarios. This, alongside the promotion of patient initiated repeat ordering, the DIMEC App will provide cost savings to the CCG and tackle medicines waste from a variety of different angles without sacrificing patient convenience. 
Online Discussion Rating
5.50 (2 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Within the West Midlands area, more and more CCGs are scrapping (& planning on scrapping) pharmacy initiated ordering. Although this has been proven by NHS Luton CCG to effectively decrease the cost of medicines wastage, it does impact convenience & ultimately adherence. Luton’s own report records the concerns of prescribers that the consequential lack of service access (easy repeat ordering) has driven repeat prescription users to stop ordering their medicines completely. It is impossible to determine at this early stage whether the ultimate cost (health & economic) of foregone health gains due to non/poor adherence are greater than the savings achieved from scrapping pharmacy led ordering.

NHS Coventry CCG & Dudley CCGs have piloted the POD system. Through FOI requests we have been able to determine that this manned telephone system approach costs c. £650k (£1.33per head), however it is only open 10am-2pm on weekdays and the additional on-costs of staff have not been compensated for. 

The POD service is also deployable for CCGs whose GP Surgeries operate EMIS Web. The DIMEC App pairs with both EMIS Web & INPS Vision; we are due to start the development works with TPP SystmOne & Microtest Evolution with completion dates of the end of year. 

The DIMEC App can be deployed to the majority of West Midlands CCGs due to the distribution of EMIS Web & INPS Vision. Our local CCGs can feel confident to make evidence based cost savings through scraping pharmacy led ordering, whilst deploying a more cost & labour efficiently than the POD, offer a convenient 24/7 method for submitting patient initiated prescription requests.
Current and planned activity: 
DIMEC has a successful proof of concept App that launched March 2016; this does not synchronise with GP systems. Downloads for this version 1 are c. 1000 with 500 sign ups; we have published some feedback on our site. We applied feedback received to our NHS assured version.

DIMEC has undertaken assurance with NHS Digital. Subsequently we have been assured by EMIS  & INPS (64% coverage); Microtest & TPP development will commence imminently, concluding at the end 2017. 

The DIMEC App is piloting in five GP practices in Eastern Cheshire & we are in talks with Dudley CCG too. We plan to increase patient penetration, gathering ePACT data to statistically support the DIMEC App above that available in the literature regarding medicines waste & adherence etc. During pilot we will use feedback on App usability and apply this to a fundamental redesign.

We have had agreement of NHS Digital’s Digitising Medicines Domain for us to pair with EPS Tracker (first of type) thereby unlocking extra features.
What is the intellectual property status of your innovation?:
DIMEC, as a company, wholly owns the copyright and IP of its software. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
The DIMEC App utilises the Patient Facing Services available from the Principle GP Clinical Systems. This integration means that it is as scalable as a ‘normal’ mobile app. On completion of the small Eastern Cheshire pilot we plan to open this to the whole patient cohort of the five surgeries. As we over haul & redevelop the graphical user interface we will seek feedback from patients and users. 

We are keen to not scale too soon until our app has been accurately reviewed by its users as we can ascertain the appropriate ePACT data from participating piloting CCGs. The only limitation in this is granting local pharmacies username & passwords to our browser based system, however this is a very quick process and no additional software is required.

We intent to roll the app out to one CCG at a time, continuing to build an arsenal of evidence for the innovation, so as we can eventually pitch the concept, with the right support to NHS Improvement.
Measures:
The fundamental variables regarding pilot outcomes have not been decided. In the first instance we are interested in qualitative user feedback from surveys that can be quickly quantitated. This will become more statistical significant and impact feature & interface design as the pilot population increases. We also hope to ascertain feedback from our GP colleagues and their support staff as to a change in burden from prescription work.

With regard to clinical outcome measure from ePACT data, this will thoroughly depend on the data sets that piloting CCGs make available to us. We hope to quantify total change prescribing costs with particular to ‘when required’ medications and those for long term conditions such as diabetes & COPD. This will be analysed against NHS Business Services Authority dispensing volume figures for community pharmacies within the piloting CCGs.

We will continue to revisit our Hazard Log, a requirement of SCCI 0129, clinical risk management in the development of healthcare software. This is a living document; reviewed monthly by a multi-disciplinary team and will soon be used to prioritise user interface and feature-set development.  
Adoption target:
DIMEC utilisation is not restricted by locality & thus we do not have specific adoption targets. With limited contacts & access to CCGs we will engage with CCGs based on their responses to our cold contact.

We intend to roll out in clusters as this will better support patients across boundaries & as INPS Vision and EMIS Web users come in clusters.
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Andrew Bailey 16/02/2017 - 17:47 Sign Posted Login or Register to post comments
3.6
1
Votes

Innovation 'Elevator Pitch':
Our invention will monitor vitally and medically significant parameters (blood microcirculation) in real time, wirelessly supplying individuals with efficient CV information to smartphones
Overview of Innovation:
In the next few years, non-invasive technology will have revolutionised medicine. Wearable devices and smartphones can serve as the hub for new diagnostic and treatment technologies. With new tech will come new opportunities for our healthcare: improving the accuracy and usefulness of information we can gather on our health as citizens and patients; changing how and where care is delivered; offering new ways to prevent, predict, detect and treat illness. Aston Smart Light Ltd. (ASL Ltd.) focuses on the development of advanced medical tech to continuously monitor human health state and will potentially aid in the development of fast and affordable body control without specialist knowledge. Our mission is to employ this experience and our previously developed devices to release cutting edge technology more complex and clinically informative than anything currently available, to the specialised and commercial markets. Our inventions relate to non-invasive devices that are suitable for simultaneous monitoring of body conditions. The main goal is to perfect the technology as well as manufacture a smartwatch style device capable of monitoring human body conditions, while wirelessly sending this information to your smart phone.
 
SmartWatch is a highly innovative project. The aim of this project is to manufacture a smartwatch style device capable of monitoring human body conditions based on Doppler flowmetry (DF) for healthcare and self-monitoring. Such monitoring is required in hypertensive patients to prevent heart failure (HF) and acute ischemic stroke (AIS) as well as for individuals seeking control of their physical and emotional state. The research, based on ultra-low power laser devices will advance the field of personalised medicine by allowing the watch-like devices design and fabrication. The proposed device will provide constant monitoring of patient cardiovascular conditions and would allow doctors and to give personalised advice and treatments. While there are devices already providing health monitoring, all of them are based on heart rate sensing and cannot monitor advanced health condition. Our smartwatch style device is suitable for detection of blood microcirculation and represent an entirely new, clinically relevant application with no current competition.
 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Advanced diagnostics, genomics and precision medicine / Wellness and prevention of illness / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Igor Litvinov 02/02/2017 - 15:55 Archived 1 comment
0
0
Votes

Innovation 'Elevator Pitch':
Medstars' aim is to increase access to quality paid-for healthcare. To create a trusted platform for patients to compare, connect directly with and book paid-for appointments with independent registered health practitioners.
Overview of Innovation:
We are experienced healthcare professionals creating innovative digital health systems which improve access to regulated paid-for healthcare in the UK. Our starting point is a curated online directory and booking platform, and a personalised health concierge service delivered by medical experts.

The Problem
  • The NHS is increasingly rationed & shrinking with fewer non-essential procedures available to patients. This means that more people are looking to paid-for solutions to their physical and mental heath problems.  
  • Confusion Paid-for healthcare in the UK remains confusing, fragmented and difficult for patients to navigate. It has been heavily criticised for lacking trust & transparency. Patients have to rely on sketchy and unreliable information to select a healthcare professional.
  • The traditional UK health insurance market is slowing with fewer benefits offered by employee heath schemes. This means that a key source of patients for independent health practitioners is reduced.
 The Market
  • 75% UK population search on-line for health information in 2015. (Nuffield)
  • 90% would like to use an on-line service to book thier appointments. (Nuffield)
  • £6 Billion - the value of private medical healthcare with £1.5 Billion as specialist fees. (Mintel 2015)
  • 16 Million private medical appointments booked in 2015. (The King's Fund)
The Solution
  1. Medstars - a digital health booking platform 
    1. Patients browse & contact health specialists 24/7 with clear upfront medical fees.
    2. Curated healthcare professionals can subscribe to Medstars & promote their services online at reduced costs.
  2. Medstars Concierge A personalised health concierge service for individual patients to communicate directly with a Medstars medical specialist, who will direct them to the most suitable expert or healthcare service for them.
  3. Partnerships with cash plan insurers for their members to use Medstars platform to get the best value for money and quality from their policies.
  4. Innovative fintech products to increase affordability and access to paid-for healthcare (under development).
Founders
  1. Dr Mahnaz Hashmi 
    1. Consultant psychiatrist at University Hospital Birmingham Queen Elizabeth. Award for clinical excellence
    2. BMJ finalist Mental Health award, HSJ award for NHS innovation.
  2. Dr Barry Lambert
    1. Consultant paediatric anaesthetist at BIrmingham Children's Hospital. Award for clinical excellence.
    2. Experience in private and public sector
    3. Developed award-winning anaesthesia app sold world-wide
Each has 20+ years healthcare experience.
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: 
Wealth creation / Digital health / Innovation and adoption
Benefit to NHS:
Due to political and economic drivers, the resources of the NHS are stretched, with a growing focus on urgent and emergency care, and rationing of non-essential treatments. Paid-for regulated healthcare, which includes physiotherapy, psychology, optometry, and dentistry, as well as private medical and surgical appointments is often perceived as inaccessible or unaffordable. Despite maintaining quality, access to NHS care can be subject to long waiting times, exceeding the targets recommended by NICE and the Department of Health and on a backdrop of financial austerity more severe than at any other time in the history of the health service (QualityWatch 2016)

Yet a simple one-off consultation, second opinion or course of brief therapy can be surprisingly affordable when pricing is made transparent. Additionally, employees with work health insurance policies tend to underuse the care available to them, or choose more costly or inappropriate care due to a lack of guidance.

We want Medstars to improve the quality and cost-effectiveness of healthcare that is already available to people with health insurance or the individual resources to access this. Encouraging people to make maximum use of their own underutilised resources, via signposting, guidance and simplified access will reduce their dependence upon the NHS for non-essential and simple healthcare. We believe that across the health economy as a whole, the goal should be to improve the capacity of NHS provision where it is most needed.

Medstars is starting in the paid-for healthcare sector. However the principles of patient choice, transparent information and ease of accessibility apply in both the public and private sector. Current public sector digital solutions are fragmented, localised, and have not kept up with digital, mobile and wearable technology use amongst a tech-savvy UK population .

The Medstars brand will be tested in paid-for healthcare and be established as a quality kitemark for patient choice. Our systems and products will expand based on our values of transparent and accessible healthcare. These values were born from decades of dedication and service to the core principles of the NHS. As the NHS becomes more consumer-driven, tightly resourced, technologically advanced and focused on patient choice, we believe we can integrate the learning, data & products developed by Medstars in the paid-for health sector back to the NHS thereby creating a more joined-up and cost-effective health ecosystem.
Initial Review Rating
4.20 (1 ratings)
Benefit to WM population:
Medstars is a Birmingham-based start-up. Product focus and early partnerships will initially be in the West Midlands and provide a valuable online health resource for its population seeking healthcare. It will also be a cost-effective marketing tool for regional health specialists and clinics.

Health professional recruitment will initially be focused in the West Midlands region. Medstars Concierge will connect patients from across the UK and abroad to health specialists and clinics. By working with independent West Midlands health providers, we will grow our local networks and open up their services to customers from outside the region and abroad who may not have previously considered coming to the region for healthcare.

Partnerships with insurers with high levels of customer membership in the West Midlands region, will give their customers a better understanding of how to use their personal healthcare resources to best effect and improving their access to healthcare.
Current and planned activity: 
  1. Recruitment of expert health practioners to the Medstars digital platform and to grow this customer base.
  2. Launch of UK Medstars Concierge to the UAE by Feb 2017. Seeking key partnerships in the UAE region and UK.
  3. Patient-focused rebranding of Medstars web app with user-interface upgrades
  4. Development of partnerships with health insurers
  5. Scoping, development and pitching of innovative fintech products to increase accessibility to paid-for healthcare
Medstars is founded by two senior doctors currently working in the NHS. Whilst Medstars currently does not work with the NHS the company's ethos and vision is one which would seek to develop opportunities to enhance NHS service provision at the earliest opportunity. 
What is the intellectual property status of your innovation?:
The Medstars' online platform IP is wholly owned by Medstars Limited. Medstars Limited name and logo has a UK and European trademark for classes 35,38 and 44. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
2
Co-Authors:
Regional Scalability:
Medstars' online platform has been built to be scaleable from conception. We intend to scale firstly across the West Midlands, UK and then to international markets.  Commercial partnerships with organisations, for example cash plan health insurers will be key to growth.
 
The Medstars concierge is location-naive and independent, finding patients the best and most appropriate healthcare for their specific needs from anywhere across the UK. We are now developing a potential network of clinicians who will support this service as demand grows. These will largely be general practitioners with a minimum of 5 years post-accreditation experience who have been personally vetted and recruited by ourselves to represent our brand values.
Measures:
Outcomes for success include:
  1. Health practitioner numbers and engagement with the Medstars platform. Conversion ratios to paid subscription.
  2. Revenue from patients using Medstars Concierge
  3. B2B partnerships to drive the 2 revenue streams from practitioners (subscription) and patients (purchase of concierge services)
  4. Patient traffic to the Medstars site, number of enquiries generated through the website, social media engagement.
  5. User feedback.
Adoption target:
Targets for West Midlands year 1
  1. 300 practioners signed up in West Midlands, 200 active paid subscribers
  2. 50 concierge patients
  3. 1 major partnership with a cashplan insurer & 1 partnership from corporate/travel/hospitaity industry.
  4. Consistently growing patient traffic to Medstars platform and social media engagement.
  5. 90% positive customer experience
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Anonymous 23/12/2016 - 14:37 Approved Login or Register to post comments
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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
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