SME Innovation fund


2019-09-30T17:00:00 2 3
Are you a start-up or a small medium sized enterprise working in the space of delivering improved healthcare? Do you have the potential to change how healthcare is delivered? The SME Innovation Fund can provide the support you need to help your business grow.

Ideas (Person centred care)

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

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

Innovation

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

Market

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

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

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

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

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

The NICE budget impact template was used as a starting point to create a model for instant messaging systems and modified accordingly to fit the Hospify analysis. The full study and health economic framework for future studies can be found in the attached Budget Impact Analysis document. Post-funding, Hospify intends to conduct its own quantified study using this framework. The planned pilot site is currently Frimley Park NHS Trust in Surrey, but it would be possible to relocate this to the West Midlands.
Adoption target:
Hospify aims to have 30% of the 131,072 NHS staff in the West Midlands to be using the free version of the app by the end of 2023, with a higher proportion of adoption (51%) among the region’s 18,879 community healthcare staff.
 
Around 10% of these would be anticipated to be using the Hospify desktop app, paid for via the Hospify Hub.
 
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James Flint 05/07/2019 - 18:27 Screening Login or Register to post comments
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Votes
-99999
Innovation 'Elevator Pitch':
An entirely novel management system for ostomy care which will improve the psychological wellbeing and quality of life for ostomates through empowering aesthetics and functional advantages utilizing innovative material technology.
Overview of Innovation:
A stoma is a surgical opening made in the abdomen often as a result of bowel disease or cancer. This bypasses the normal bowel function and diverts output into a colostomy bag, which the patient must wear all day, every day.
There are almost 200,000 ostomates in the UK and the global ostomy market is estimated to reach $3.4 billion by 2020 due to the increasing prevalence of bowel disease and cancer. With an ageing population and the decreasing age of stoma patients, it is a rapidly expanding market. Current designs cater to the practical collection of output and largely ignore the dramatic psychological effects of living with this condition. “The stoma itself wouldn’t worry me in the slightest. It’s the fact I shit in a bag and carry it around with me all day.”
 
Recent studies into body image concerns of people with disabilities, found that  “feelings of physical inadequacy and unattractiveness” were common themes. Functional issues with available products persist, including leakages, inadequate adhesive and unpleasant odours. Skin problems are extremely common for ostomates and The Association of Coloproctology estimates that 2/3 of paitents suffer from skin problems during their lives. Available products do little to alleviate the drastic changes in body image and self-confidence. Nor do they challenge the social stigma.
 
Our innovation will reduce the psychological impact and loss of dignity ostomates face. It comprises a unique method of skin attachment showing a marked reduction in skin inflammation than current designs. We utilize existing technologies which have previously never been used in this application in order to deliver enhanced functionality; It is leak-proof, odour resistant, and is more aesthetically pleasing than available alternatives. The intricately embossed stoma covering and collection system has been inspired by tattoos and lingerie and is specifically designed for temporary wear; swimming, the beach, intimate occasions. Times when exposing a typical appliance could cause embarrassment. Our user research showed over 25% of people never swam or showed their stomach in public due to lack of confidence or embarrassment. In fact we had a positive response of over 88% from participants, and many spontaneous calls to purchase showing a significant market need. 
Stage of Development:
Trial stage - Trial stage to prove that the idea actually works as intended
WMAHSN priorities and themes addressed: 
Mental Health: recovery, crisis and prevention / Long term conditions: a whole system, person-centred approach / Wellness and prevention of illness / Wealth creation / Clinical trials and evidence / Innovation and adoption / Person centred care
Benefit to NHS:
Stoma surgery as a result of inflammatory bowel disease and cancer poses significant economic burdens to the NHS. A recent report claimed that £918k is spent on ostomy products each year. Stoma patients “provide a significant cost pressure to the NHS. Ensuring that patients are prescribed appropriate appliances and accessories can greatly improve their quality of life.” (Medicines Optimisation Work Programme 2017) Additionally, the cost to the NHS of caring for patients with wounds is estimated to be around 3% of the total NHS budget. In assuring the correct psychological care of patients and by providing products that will reduce skin inflammation, this will certainly improve the patients overall management thus reducing hospital admissions and therefore pressure and cost to the NHS.

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

A functioning medical appliance, though crucial, is not the only patient requirement. By addressing their psychological needs, it will contribute to their increased quality of life and significantly improve the overall management of their condition. By empowering them to overcome the psycological impact of living with an ostomy, it will allow them to participate to their full potential in society and the wider economy. Allowing them to persue social and intimate relationships, recover from surgery quicker, ultimately return to work earlier and begin contributing to society faster. Not to mention being able to maintain a healthy lifestyle through exercise and other physical activity. Our innovative products will not only benefit the well being and mental health of individual patients, but in fact contribute to a much wider range of positive social and economic outcomes.
 
This has potential for expansion outside the ostomy market as the technology is suitable for a number of medical applications. Variations in the design could be developed for people with feeding tubes, wounds from conditions such as diabetes, bad scarring from surgery or burns and also as transdermal patches delivering drugs.
Initial Review Rating
4.20 (2 ratings)
Benefit to WM population:
We are curently working with the BizzInn Accelerator programme and have partnered with Birmingham University Hospital, the MD-TEC, the Birmingham Trauma Healthcare Technology Cooperative and Leeds Colorectal HTC in order to continue the development of our product.
 
Birmingham is the second largest city aside from London in the UK and has a number of National Health Services and Hospitals situated in and around the city. It is a hub of innovation and healthcare and is a perfect location for our company to develop and thrive. Birmingham University Hopsital in particular has the largest critical care unit in Europe.
 
During 1st January 2015 and 31st December 2016, there were over 275 patients with a stoma admitted to Birmingham University Hosiptal. The majority of these patients were aged between 37 and 66 although there were also high numbers of pateints aged between 27 and 36 and above 67. In our user research we have identified these user groups to suffer from real psycological issues as a result of stoma surgery and therefore we believe are the exact people our product will benefit. Our product will ensure better management and overall well being which in turn will allow them to return to work faster thus allowing them to contribute to West Midlands society and economy earlier.
 
The need and benefit to patients located in the West Midlands (and across the UK) has been previously highlighted and we feel that developing such a novel and innovative project here will only serve to benefit the population and the involved partners in both financial return and recognised acclaim. We are also applying for various other funding initiatives including Innovate UK which if accepted, will bring funds and partnerships to the region which will in due course bring further economic benefit. 
Current and planned activity: 
We have an aesthetic prototype and a working prototype will be initiated with funding. With our team we have developed strategic objectives to continue development.
 
WP0:MVP development and testing, User & Market research - complete
WP1:Project Management
WP2:Public and Patient Involvement (University of Birmingham (UoB) and Bowel & Cancer Research UK)
WP3:Adhesive development and lab testing (UoB, MD-TEC, HTC)
WP4:Product Prototype Manufacture (sub contracted)
WP5:Usability Tests (UoB & MD-TEC)
WP6:Clinical Trials (small scale as Class 1 non-sterile device)(UoB and MD-TEC)
WP7:CE regulations (MD-TEC)
 
On completion of objectives, we will be ready for commercialization. At this time we will investigate NHS commissioning and procurement, along with those for private healthcare providers. We will evaluate the possibility of online sales and explore partnerships with device distributors. We have already received interest to date and will re engage once further development has been completed. 
What is the intellectual property status of your innovation?:
UK patent applied for 2016 (Application Number 1609954.1) Have heard back from Patent office and no major issues highlighted. Several clauses deemed novel.
PTO application made Sept 2017. 
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
3 years +
Ease of scalability: 
2
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Anonymous 01/02/2018 - 15:39 Sign Posted 1 comment
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0
Votes

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Innovation 'Elevator Pitch':
Using  a person centred approach to create socially useful data. Demonstrating outcomes in terms of national policy allows data to be aggregated for social benefit. Data can describe the communities we live in and help to co-produce services.
 
Overview of Innovation:
We produce a number of open source tools to help manage clients and demonstrate outcomes. Our tools support organisations to get a rapid understanding of the full range of issues a person wants help and support with. Using a simple, whole person, assessment process we help organsiations to take a person centred approach which wraps services around the invidual. 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Innovation 'Elevator Pitch':

GiveVision SightPlus is user-friendly internet connected technology that addresses wellbeing, needs and aspirations of people living with sight loss. It is a wearable vision enhancement glasses - that enable visually imapired to actually see again.
Overview of Innovation:
According to European blind Union age-related eye conditions are the most common cause of sight loss in Europe with One in three senior citizens over 65 facing sight loss. A common misconception is that blind persons cannot see anything at all. This is of course true for some but there are four times as many partially sighted, as there are completely blind. What’s worse is that existing sight aid solutions don’t give real independence to older adults living with sight loss. Industry haven’t seen any innovation in 25 years and is still limited to magnifying glasses and CCTV systems.

SightPlus, enables partially sighted people to see again by combining real time video augmentation with heads-up display technology to leverage their remaining sight. The tool empowers partially sighted people to be able to see faces of their loved ones, read printed and digital text, recognise signs and objects at a distance, watch TV and stay connected over the web.

SightPlus is built on existing hardware platform (i.e. Android smartphone and VR headset) resulting in a scalable and much more affordable product compared to existing tools. It can also communicate with a wide range of other smart devices as it has embedded connectivity. For purposes of immediate assistance and tech support - all of our devices come  with a 4G SIM card to ensure that our customer stay connected even when there is no WiFi network available.

Our technology is designed to offer new ways for visually impaired people to interact and experience the world around them, unlock their independence and mobility, and significantly increase their quality of life by empowering them to continue to lead independent lives and play an active role in society, whether that be at home, work, education, or in their community.
Stage of Development:
Market ready and adopted - Fully proven, commercially deployable, market ready and already adopted in some areas (in a different region or sector)
WMAHSN priorities and themes addressed: 
Long term conditions: a whole system, person-centred approach / Clinical trials and evidence / Digital health / Innovation and adoption / Person centred care
Benefit to NHS:
Reduced numbers of admissions and reduced care costs.
Online Discussion Rating
5.00 (1 ratings)
Initial Review Rating
4.60 (1 ratings)
Benefit to WM population:
Obvious benefits for people living with Sight Loss and their families. Users are more independent and mobile, reduced care costs, reduce risk of depression and other mental health problems
Current and planned activity: 

We estimate that at the current rate of beta-testing we will have reached our tester sample goal by early next year, raised new round of funding in spring 2017 and the product on the market by next summer. However, winning the prize would allow us to speed our development up significantly and get SightPlus on the market (including other European Countries) as early as February 2017!
What is the intellectual property status of your innovation?:
Patent drafting
Return on Investment (£ Value): 
high
Return on Investment (Timescale): 
2 years
Ease of scalability: 
Simple
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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Stan 30/08/2016 - 14:26 Approved Login or Register to post comments
4.7
1
Votes

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