BACKLOG - Bridging the Appointments backlog, post COVID-19 through re-LOcation of urban and rural clinical service delivery

该公司将提供一个安全的基于云的地理空间（位置，距离和交通）环境感知资源和预约分配决策支持服务，以帮助NHS和公共卫生服务提供商安全有效地清理因COVID-19危机而积压的门诊和小型干预措施。由于服务领导者可用的传统预约安排系统并未考虑到因应COVID-19疫情而提供的短期、第三方及移动的资源，因此安排及管理此等积压工作极为复杂。调度系统也没有考虑到病人的分离，“干净”诊所的可用性，以及病人的流动性。该系统将把位置分配模式整合至现有的资讯科技预约及排程系统，并将通过改善医疗从业人员及病人的安全、减少潜在的COVID-19接触点，从而影响他们;安全及有效地减少病人积压，确保有效地优先处理个案。这将使社区有一种恢复正常的感觉，能够照常开展业务，确保恢复正常不会增加道路和医院的交通，通过确保所有患者有足够的间隔，并通过寻找可能更近或通过公共交通可到达的预约来减少环境CO2。将通过支持重建皇家帕普沃思医院的一旦COVID-19相关限制解除，血氧测定诊断服务。通常，在社区中进行超过10，000次血氧测定测试。自2020年3月19日暂停常规服务以来，积压的测试每周增加195个，每月增加868个。该计划的目标是将睡眠服务预约的等候名单减少25%，并将消除多余等候名单的时间缩短4个月。补充段落，解释“影响扩展”资金的影响：“影响扩展”资金将以多种方式支持项目的成功，预计将产生以下效果：两个主要效果是：a）降低实现预期项目影响的风险; B）扩大与卫生有关的服务范围，以受益于服务优化工具。·更广泛的利益相关者基础的参与利用项目的产出，扩大利益相关者的参与，并在医疗保健提供者以及其他服务中进行测试（例如公共卫生服务、药物试验组织），遇到有效修改服务位置的相同要求/分配选项。更广泛的验证和改进机会识别新的市场利基和更广泛的定位机会更广泛的健康-相关服务将受益于服务优化工具（节省资源和时间，以及防止由于服务中断而导致健康结果恶化）·增加支付者接受结果的可能性完善业务模式，并可能确定一种以上可行的业务模式，加强更广泛的利益相关者基础，这具有更广泛的潜在支付者（即不仅仅是NHS/CCG），从而减轻在公共资金来源紧张的情况下吸收成果的风险。避免工具成功依赖于一个资金来源，并确保用于工具开发的公共资源不会浪费，从而确保所承诺的影响能惠及社会。·跨越“死亡之谷“通过扩大和加速向更广泛的圈子传播和参与活动，减少商业化的“死亡之谷”阶段的持续时间和相关风险。有机会采取有效措施，确保公司在一段时间内（例如1-2年）的生存能力，直到工具被确立为可信赖的产品。·初创企业的形成和加速CMA和ILS将分拆活动，重点是推出创业工具，为市场渗透和投资者推销建立可识别的品牌标识。

BACKLOG will produce a secure cloud-based geospatial (location, distance, and transport) context aware resource and appointment allocation decision support service to aid the NHS and public health service providers safely and effectively clear the backlog of outpatient and small interventions which have occurred due to the COVID-19 crisis. The complexity of scheduling and managing this backlog is immense as the traditional appointment scheduling systems available to service leaders do not take into account the short-term, third-party, and mobile resources being made available in light of the COVID-19 response. The scheduling systems also do not take into account patient separation, availability of "clean" clinics, and the mobility of the patients. The BACKLOG system will integrate location-allocation models to the existing IT appointment and scheduling (ERP) systems and will impact medical practitioners and patients by improving their safety, reducing the potential COVID-19 touch points; allowing for a safe and efficient reduction in the patient backlog ensuring effective prioritisation of cases. This will give communities a sense of returning to normality by being able to carry on business as usual, ensuring the return to normality does not increase road and hospital traffic, by ensuring all patients are sufficiently spaced and will reduce environmental CO2 by finding appointments that may be closer or accessible via public transport.The effectiveness of BACKLOG will be tested by supporting the reestablishment of the Royal Papworth Hospital's oximetry diagnostics services once COVID-19 related restrictions are lifted. Typically, more than 10,000 oximetry tests are carried out in the community. Since routine service provision was suspended on 19th March 2020 the backlog of tests is growing by 195 a week or 868 a month. BACKLOG will aim to reduce the waiting list of sleep services appointments by 25% and the time to eliminate the excess waiting list by 4 months.Additional paragraph, explaining the effects of the “extension for Impact” funding: The “extension for impact” funding would support the success of the project in several ways and is expected to have the following effects:The two main effects are a) de-risking of achieving the expected project impacts and b) upscaling to a wider range of health-related services to benefit from service optimisation tools.More specifically, the funding will result in: • Engagement of wider stakeholder baseLeveraging the output of the project to scale up stakeholder engagement and testing across health care providers but also other services (e.g. public health services, pharmaceutical trial organisations), which encounter the same requirements for effective modifications of the service location / allocation options.Wider validation and refinement opportunitiesIdentification of new market niches and wider positioning opportunitiesA wider range of health-related services will benefit from service optimisation tools (savings of resource and time, as well as prevention of deterioration of health outcomes due to disruption of services) • Increased likelihood for uptake of results by a payerRefinement of the business model and possibly identification of more than one viable business models, stepping on a wider stakeholder base, which has a wider range of potential payers (i.e. not just the NHS/ CCGs), thus mitigating risks to the uptake of results in a situation, which strains public financing sources.Avoiding dependence of tool success on one funding source and securing that public resource spent on the tool development will not be wasted, thus ensuring that the promised impact will benefit the community. • Bridging the “valley of death”Decrease the duration and the associated risks of the “valley of death” phase of commercialisation by scaling up and acceleration of dissemination and engagement activities to wider circles.Opportunity to take effective measures to ensure viability of the company for a period (e.g. 1-2 years) until tool established as a trusted product. • Start-up formation and accelerationCMA and ILS will spin off the activities that will focus on the launch of the BACKLOG toolBuilding of a recognizable brand identity for market penetration and investor pitching.