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

Ideas (Patient and medicines safety)

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

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

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

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

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

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

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

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

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

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

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

Innovation 'Elevator Pitch':
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':
A system to allow effective and robust communiation of safety critical clinical information within and between clinical teams, as well as with the patient.
Overview of Innovation:
The CAREFUL platform has been developed by a practising doctor. It allows safe handover of patients within teams, by creating a clear clinical plan - based on actions - which are then transfered between clinicians during the handover process.

This mechanism can then be extended betwen clinical teams and to the patient themselves.

A minimum viable product (MVP) has been developed and is at the beginning of testing within the NHS.

We have received a request from Birmingham Children's Hospital to develop this further, to create more structured data and clinical pathways.

To do this we need additional funding to speed-up development in these two areas.
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Digital health / Patient and medicines safety / Person centred care
Benefit to NHS:
The system is cloud-based, so the system can be deployed immediatly, with no startup or implemetnation cost in any NHS team. The system grows to encompass those teams that adopt it.

The system is designed specifically to act as the 'glue' to hold other systems together.
Initial Review Rating
2.40 (2 ratings)
Benefit to WM population:
By working with Birmingham Children's Hosptial we will be providing both patients and clinicians with better quality data and a better handover environment.
Current and planned activity: 
As described, we plan to work with BCH to ensure this is deployed as quickly as possible to the clinical teams in the hospital.
What is the intellectual property status of your innovation?:
Designs and code are fully owned by Careful Systems Ltd, a privately held limited company.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
Regional Scalability:
The intention is to remove all barriers to user acquisition by using a 'Freemium' model. Our business model is therefore predicated on the capacity to scale. This is also built-in to the product's design.
Measures:
The system is designed to improve patient safety by improving communication. We know that in excess of 300,000 people a year die from preventable medical error in the USA. In the UK, the number may be as high as 25,000. Of these, it is estimated that 80% are due to poor communication. Improvement in this area is hard to measure since adverse events and serious incidents are multi-factorial. Our aim, however, is that this system will contribute to a reduction in communiction-related preventable harm. We recognise that we will have some difficulty proving that.

However, since the business model makes the use of this system almost entirely voluntary, we can use growth in user activity as our proxy for the effectiveness of the system. We have also designed a user-facing app that will allow pateints to access to their own data. Growth of patient-user numbers will also provide us with reassurance that the app is effective.

The other side is in providing a system which improves efficiency. Our expectation is, in particular, that this system will save time for junior doctors in the acute sector. Whether this can be translated into cost savings — e.g. by reducing the number of staff — is unlikely. Improving efficiency will, we hope, result in better quality of care by allowing more patient-facing time for clinical staff.
 
Adoption target:
We would hope to be adopted by 2-3 hopsitals with a user penetration rate of about 250 users per hospital. However, the app is applicable across the acute/community divide and so we are keen to find customers in the wider health network - e.g. community outreach services, GP surgeries, District Nursing services, etc.
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Anonymous 01/02/2017 - 10:34 Sign Posted 1 comment
0
0
Votes

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Innovation 'Elevator Pitch':

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

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

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

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

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

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

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

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

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

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

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

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

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

Innovation 'Elevator Pitch':
MedsMinder is designed to help people improve their medications taking with behaviour change principles so that they can fully benefit from the medications their doctors prescribe for them. Reducing wastage, facilitated by pharmacists and SBRI

 
Overview of Innovation:
MedsMinder is designed to help people improve their medications taking so that they can fully benefit from the medications their doctors prescribe for them. The NHS works hard to help people improve their health, yet much of the drugs budget is wasted, and people’s health deteriorates when people forget to take their medicines correctly, and we want to help patients and the NHS to improve.
medsminder is being developed by ADI in Saltaire, Bradford, under the SBRI-Healthcare programme funded by NHS England. Its purpose is to develop effective ways to help people improve their adherence to prescribed medication, which will both improve their health and help the NHS avoid waste.
It builds on the behaviour change work of Dr Ian Kellar, Associate Professor of the School of Psychology at the University of Leeds. For more information, contact Dr Kellar ati.kellar@leeds.ac.uk.
The programme is being facilitated by Prescribing Support Services (PSS)
Secure integration into clinical systems  and pathways. Allows trusted two-way flow of information between patients and professionals such as pharmacists and clinicians, that can be relied and acted upon.  Data on adherence, per medication dose, is available to clinicians/pharmacists via the clinical portal. Clinicians can message users individually or as a group.
 Much more impact on long-term patient engagement and  adherence than “free”, timer-based apps. The psychological basis is founded upon Behaviour Change principles supplied and guided by Prof Ian Kellar, University of Leeds: Essentially this aims to involve the user in creating and maintaining a routine that supports his/her personal lifestyle. 
Specifically:
  • Planning - the user decides when to schedule medication doses not based on clock time, but on routine event cues, such as meals or other daily activities. 
  • Logging - this is self-monitoring of medication taking, which is known to report actual adherence far more accurately than retrospective self-reporting.
  • Routine awareness - the app knows when and where you actually take doses, and adapts and learns what normal behaviour is over time, thereby allowing more appropriate reminders and prompts.
  • Multi-language support 
  • Digital ordering of repeat prescriptions.  ( which is flagged to clinicians and pharmacists). 
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 / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety
Benefit to NHS:
Estimation only as under evaluation:
  1. Summary of  financialsnd your estimate of ROI for the CCG
    • Estimated ROI for CCG :
      • Meds Companion users show improved  average adherence >15% vs baseline, across a range of medications ( Ian Kellar).. Translates into  different benefits and savings for the CCG eg improved control of type II diabetes using monotherapy and concomitant reduction in more expensive dual/triple therapy. (see example). Estimate minimum £250,000 in-year cash savings to Bradford CCGs with 50% takeup of the Meds Companion service, as well as longer-term improvement in outcomes from better adherence.
      • Meds Companion users have increased and convenient engagement with the repeat prescription ordering process, synchronising this with actual logged consumption, thereby reducing oversupply and enabling instant switchoff of unwanted repeat ordering.   Estimate minimum £50,000 in-year cash savings to Bradford CCGs from unwanted or premature repeats based on 50% usage of Meds Companion
=> estimated total in-year savings of £300k.
Online Discussion Rating
6.00 (1 ratings)
Initial Review Rating
3.80 (2 ratings)
Benefit to WM population:
There a great need for prescription waste reduction across all CCGs, the AF Programmes of care with new drugs is also key.
With regards to AF, adherence 
Current and planned activity: 
We are keen to work with any CCG, NHS Trust which is looking to reduce wastage, has an AF or Diabetes programme that needs some adherence tools for patients or has programmes which suite the MedsMinder app.
What is the intellectual property status of your innovation?:
ADI own the IP
Return on Investment (£ Value): 
medium
Return on Investment (Timescale): 
0-6 mon
Ease of scalability: 
2
Regional Scalability:
Please describe how the innovation could be scaled across the WM region. Have you implemented at scale in any other regions?
Measures:
What outcomes are you hoping to achieve and what are the measures that you will use to gauge the success of the innovation and how will these assessments be made? Please ensure that you have quality, safety, cost and people measures.
Adoption target:
What are the targets for adoption across the WM and what are the minimum viability levels?
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Keli Shipley 22/09/2016 - 17:22 Sign Posted Login or Register to post comments
0
0
Votes

Innovation 'Elevator Pitch':

Proximity Patients uses RTLS & current NHS data feeds to track, inform, guide & notify patients of the nearest non-urgent service required with capacity or the shortest waiting times. It also tracks patients throughout the facility to avoid delays.
Overview of Innovation:
Proximity Patients is a secure solution for hospitals, medical centres and elderly care, amongst others. Whether locating critical staff in A & E, vital ‘missing’ equipment or absent patients across each site, we help optimise staff, patient and provider benefits whilst offering the opportunity to inform and engage with the patient.
Our software can be linked to other systems such as Vital Signs Monitoring or Asset Management software whilst our hardware can be built into the fabric of the building, added at a later date or simply carried by staff and equipment unknowingly using long life power sources.
Real Time Location Services (RTLS) provide up to the minute details of the whereabouts of all entities ensuring efficiencies and care are optimised by the highest utilisation of hospital resources. Recorded information facilitates process improvements based on actual data, not anecdotal evidence. Periodical reviews of this data encourages optimisation and reduces staff transit times between duties; average patient progress throughout their care can be measured and patterns of behaviour established to reduce long term staff and monitoring costs.
Patients are easily located to ensure their operations start on schedule; after a simple electronic registration they are treated as a valued ‘customer’ by all staff who approach them with a smart device, whether previously known or unknown, immediately putting them at ease and reducing anxiety. Patient services can add revenue streams from hospital shops or other pay to use services, via mobile devices.
For added security, the ‘I Need Assistance’ button can be activated by staff or patients to call for help, either from Security or medical staff, without having to clearly identify who and where they are, saving vital seconds in an emergency.
Patients can also use this infrastructure / data for indoor navigation, finding departments or the nearest useable facilities (toilet, shop, car park, etc), communicate with staff.
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Education, training and future workforce / Wealth creation / Digital health / Innovation and adoption / Patient and medicines safety / Person centred care
Benefit to NHS:
Scalable roll-out starting with a low investment for single ward / treatment centre.
We do not rely on BLE (Bluetooth Low Energy) beacons but accurate locators working on 2.4GHz can track people, assets, mobile phones and any other Bluetooth enabled devices to with 10cm accuracy. We have 2-way communication with mobile devices and as such can save on the hospital buying multiple solutions. Utilising the same locators for multiple platforms ensures minimal IT installations and maintenance. Studies in airports have shown that BLE beacons cost an average of £220 pa to maintain whereas maintenance for Proxicon locators’ costs less than £30 pa. Less Proxicon locators required to provide a more accurate tracking solution than beacons; this provides the NHS with multiplied savings over other technologies.
No need for additional user hardware if already using other existing NHS systems such as Systems C VitalPacs and Safe Patient Systems; Proximity Patients utilises the same devices. If no other systems are currently in use we need only use a wifi enabled smart device (tablet, smartphone) or a Bluetooth enabled device for lower level functions which can owned by the patient.
Provides simple interrogation of data in 4D; a 3D environment visible in real time replay. This shows hotspots, such as queues waiting for X-Rays or areas where equipment is constantly being used / left unused, optimising the deployment of life saving assets without the unnecessary and labour intensive time studies through manual observation.
Start to build full electronic patient records of essential data across all departments so clinicians can see the full patient picture at a glance.
Enabled ID cards which can also contain a single use panic button function can be traced to anywhere covered by the locators (internally and externally). A discrete emergency signal can be sent with staff ID and location, cutting security response times significantly.
Essential staff can also be located and deployed via a group message, for example in the case of a major incident, staff can be notified that they need to be on standby to report to A&E or go there immediately. All staff communication can be issued irrespective of their location.
Asset tags can be used to track equipment and provide the latest and up to date operating and maintenance instructions to any smart device saving operator and maintenance staff time.
Case studies can show utilised assets and staff during treatment to identify true costs of care.
Initial Review Rating
3.40 (2 ratings)
Benefit to WM population:
Improved customer experience, whether as a patient, visitor or employee:
  • Patients can be prepared for arrival prior to physical presence being observed. Patients can be sent travel plans via SMS, email, push notification. These can include expected travel times and bus routes, for example, to ensure the patient arrives in plenty of time for their operation / appointment reducing anticipation and anxiety.
  • Voice or visual guidance for all patients and visitors to help plan their arrival route and find
    • Wards
    • Departments
    • Parking
    • Shops
  • Patients already familiar with other NHS mobile platforms can be easily tracked and therefore useful location information provided: whether for appointment / health benefits for the patient or for informing accompanying visitors about available facilities. These include the nearest toilets or food outlets; provides wealth generation such as providing hospital shop offers or pre-ordering food from the hospital cafeteria / restaurants.
  • Patients can notify the facility of special dietary and personal requirements (such as an allergy to nuts) prior to arrival and get confirmation that these requirements have been actioned; saving staff time upon arrival. Staff merely confirm the knowledge on arrival that the patient has previously supplied.
  • Patient experiences can be tracked by an ‘opt-in’ to a “Help the NHS to help you survey” built into the platform, making the patient feel part of an inclusive community with their and the NHS interests at heart.
  • Patients can provide their friends and relatives with their unique patient ID to allow them to be located during visiting hours. By using this service, the patient agrees to allow the NHS to post patient specific notifications to those visitors such as:
    • ‘Patient is nil by mouth’
    • ‘Patient may only have 1 visitor at a time’
    • ‘Please use the Hand Sanitizer upon entering and exiting the ward’
  • Patients who are not nil by mouth can order food and drinks from shops for delivery to their ward and pay by mobile platform such as Android Pay, Apple Pay or Paypal. Similarly, they could order books and newspapers from the shops inventory. This provides comfort to the patient and a feeling of some level of self-control boosting their self-esteem.
Current and planned activity: 
We participate in the Serendip programme in iCentrum, run by Innovation Birmingham. We work with the WM Combined Authority on various transportation solutions & have had several discussions with the WMAHSN team there regarding applying our solutions throughout the NHS in the WM region.
As a result, we have made contact with the Local Eye Health Network to expand on our guidance for those with visual impairments from transport into the healthcare environment. We are open to collaborations with other NHS providers and are currently awaiting a couple of introductions to two of those key established providers previously mentioned.
We require assistance to network and find a suitable sponsor to trial the system. We know our technology works in other environments and there are examples where it has been used successfully in healthcare situations in other countries but not attempting to incorporate all the functions we believe should be built into a NHS / patient tracking / engagement system.
What is the intellectual property status of your innovation?:
The IP of the hardware is owned by our Finnish supply partner Quuppa Oy. The IP of the software belongs to Proxicon.
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
1 year
Ease of scalability: 
Simple
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Neil Tomkinson 15/07/2016 - 14:41 Sign Posted 2 comments
0
0
Votes

Innovation 'Elevator Pitch':
The urinary catheter has remained unchanged for fifty years or more, yet is associated with burden for millions of patients worldwide due to bacterial colonisation and biofilm formation. We will assess novel materials to oversome these shortcomings.
Overview of Innovation:
Urinary tract infections (UTI) are the second most frequent cause of healthcare-associated infections in hospitalised patients across Europe, with 60% caused by the use of indwelling catheters. The long-term (≥ 30 days) use of indwelling catheters results in an almost permanent bacterial colonisation of the urine; up to 50% of these users will experience encrustations and blockages leading to trauma and discomfort, and to high healthcare demands. The catheter surface, both external and lumen, provides an interface allowing biofilm development, which may be the cause of persistent, chronic infections and recurring blockages. Numerous bacterial species can cause UTIs, but encrustations are generally due to the presence of urease-producing bacteria, particularly Proteus mirabilis. When present, P. mirabilis causes microcrystal formation and subsequent encrustation of the lumen. Studies also show an increase in multi-drug resistant strains in both infection- and encrustation-causing species. 

The study of catheter-associated biofilms has generally relied on the use of scanning electron microscopy, yet SEM has a number of inherent limitations. Using episcopic differential interference contrast (EDIC) microscopy, Wilks et al. (2015) have tracked biofilm development by P. mirabilis and the formation of crystalline encrustations over time. EDIC microscopy allows non-contact, non-destructive, rapid imaging of samples with no need for potentially damaging sample preparation. This technique also provides qualitative information on surface topography and roughness of different materials. Using this method, four distinct stages to crystalline biofilm formation have been identified.

Using EDIC microscopy and methods to quantify  bacteria, a systematic comparison of different materials is proposed. This could include different grades of the same material, or the use of different manufacturing processes. Each test material will be examined under EDIC microscopy prior to use to provide qualitative assessment of surface topography. Using a selection of clinical strains of commonly found uropathogens (e.g. Escherichia coli, P. mirabilis, Enterococcus faecalis, Pseudomonas aeruginosa, Staphylococcus spp.), a simple six-well plate model will be used to track biofilm development in the laboratory. 
Stage of Development:
Evaluation stage - Representative model or prototype system developed and can be effectively evaluated
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Innovation and adoption / Patient and medicines safety
Return on Investment (£ Value): 
N/A
Return on Investment (Timescale): 
N/A
Ease of scalability: 
N/A
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Anonymous 30/06/2016 - 11:56 Archived Login or Register to post comments
0
0
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