Wearable Technology in the UK health and care market

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Health without boundaries Wearable Technology in the UK health and care market Mark Outhwaite [email protected]

Transcript of Wearable Technology in the UK health and care market

Page 1: Wearable Technology in the UK health and care market

Health  without  boundaries

Wearable  Technology  in  the  UK  health  and  care  market

Mark  [email protected]

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The  future  is  here  – just  not  in  healthcare

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And  these  guys  are  the  best  at  data

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The  user  context  and  the  market

Smartphone  ownership  is  at  

71%

25%  of  all  GB  households  have  a  connected  TV

59%  of  GB  adults  access  social  

networking  sites

Source:  Ipsos Mori  Tech  Tracker  2015

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But  the  consumer  is  increasingly  aware

32% 33%22%

38%

23%

29%

SMARTWATCHES FITNESS  BAND ADVANCED  EYEWEAR

Awareness  and  consideration  for  wearables

Interested  in  purchasing Not  interested  in  purchasing

70%  awareness 55%  

awareness 51%  awareness

Source:  Populus Perspectives  Dec  2014

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And  the  consumer  base  is  growing

In  2014  6.7m  people  in  UK  used  health  and  fitness  wearable  devices  and  smartphone  apps  for  activities   such  as  monitoring  their  heart  rate,  recording  steps  taken  and  

calculating  fitness   levels.  Market  estimated   to  rise  to  13.1m  users  in  2015

50%  of  the  current  users  have  paid  for  apps  or  devices  – the  others  use  the  free  apps  on  their  smartphones.  However  84%  (3.3m)  are  likely  to  purchase  either  health  or  

fitness  wearable  tech  devices  or  smartphone  apps  in  the  future

Devices  vs.  smartphone  apps:  Around  2.6m  (79%  of  the  paying  market)  have  bought  a  health  and  fitness  wearable  device  and  1m  (28%)  are  using  a  paid  for  health  and  

fitness  smartphone  app.  Only  7%  of  the  paid  market  is  currently  using  both  apps  and  devices.

Fashion:  In  terms  of  the  growing  market  for  wearable  tech  in  general  for  2015  21%  of  current  users  are  interested   in  buying  jewellery,  32%  would  consider  clothing  and  30%  

are  thinking  about  purchasing  shoes

Source:  Kantar  Media  futurePROOF study  October  2014

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Some  examples  of  health  and  social  care  market  values

Area Addressable  market  value  (England)

Current  annual  value  of  independent  sector  provision

NHS  Out-­‐of-­‐hospital services  – including  approaches  to  to  migrating  services  out  of  hospitalHome  healthcare Several £bn £1.7bn

Telehealth   and  telecare

£1bn  (conservativeestimate   incl.  £300m  telehealth   and  £700m  telecare)

£200m  (approx £50m  telehealth   and  £150m  telecare)

Disease  management  (incl telehealth)

£1bn  (conservative  estimate) <£50m

Sub-­‐acute care  transferred  from  hospital  to  care  homes

£500m  (if  10%  of  non-­‐elective,  non  critical  in-­‐patients  were  transferred)

Source:  Laing  and  Buisson

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The  user  context  and  the  market

Source:  Ipsos Mori  Tech  Tracker  2015

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A  case  study  -­‐ 58  year-­‐old  married  male

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And  his  81  year-­‐old  mother  living  alone…

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POSITIONING  FOR  SUCCESS  IN  THE  UK  HEALTH  AND  CARE  WEARABLESMARKET

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Service

 Mod

el

Evidence  that  inspires  confidence

Reliable  technology• Design/usability  of  hardware  and  software• Data  integrity• Standards

Service  Model• Value  optimisation• Pathway  redesign  or  

transformation• Partnerships  to  deliver

Business  Model• RoI for  clients  and  end  

users• RoI for  partners• RoI for  you

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Reliable  technology

Battery  life

1  day 2  years

Lifestyle  design  and  integration

Intelligent,  predictive  analytics  and  feedback

Avoid  feature  overload

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A  service  modelHow  and  where  does  it  fit  in  the  

pathway  and  how  does  it  add  value? What  is  the  support  infrastructure  required  to  optimise  value?

Who  are  the  other  partners  in  the  service  model  and  how  is  the  service  

integrated?

Technology

Care  Staff

Call  Centres

Users

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A  business  model  – demonstrating  RoI

€€ -­‐RoI

ForYou

ForService  partners

ForUsers

ForCommiss-­‐ioners

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TACKLING  THE  CULTURE  OF  LOW  EXPECTATIONS  OF  TECHNOLOGY  IN  THE  NHS  AND  SOCIAL  CARE

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Self  limiting  assumptions  in  the  NHS  and  Social  Care

Time

Expectations  and

 ambitio

ns

Zone  of  poor  experience

Zone  of  low  expectations

Now

We  tend  to  project  forward  from  our  prior  experience  of  using  IT  .  If  it  has  not  been  good  we  will    often  

have  lower  expectations  and  ambitions  about  future  

possibilities

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Self  limiting  assumptions  in  the  NHS  and  Social  Care

Time

Expectations  and

 ambitio

ns

Zone  of  poor  experience

Zone  of  low  expectations

Now

Experiment  and  play  –

new  experiences  

of  the  possible

To  overcome  low  expectations  we  need  to  provide  people  with  evidence  and  new  experiences  that  help  generate  insights  into  

the  art  of  the  possible

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Self  limiting  assumptions  in  the  NHS  and  Social  Care

Time

Expectations  and

 ambitio

ns Zone  of  poor  experience

Zone  of  low  expectations

Now

Experiment  and  test  –

new  experiences  

of  the  possible

New  ambitions  and  expectations

Only  by  getting  hands-­‐on  with  new  tools  and  technologies  and  imagining  how  they  might  

support  the  way  you  work  or  indeed  transform  the  way  you  work  can  you  begin  to  set  new  ambitions  and  expectations

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There  is  a  strategy  for  a  digital  future

Developing  digital  capability• Local  digital  care  collaboratives  in  

2016• a  national  digital  care  collaborative  

in  2016  to  develop   common  guidance,  tools  and  share  good  practice  across  the  local  collaboratives.  

• part-­‐funding  a  support  package  for  providers  

• Digital  Maturity  Index• Developing  an  industry  strategy  for  

digital  health• A  new  approach  for  international  

commercial  opportunities• ‘Test  Beds’

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Other  players  and  route  finders  in  the  UK  market  – partners  or  competitors?

The  Department  of  Health  predicts  the  telecare market  to  be  worth  £7.15bn  by  2020

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Parting  messages• The  public  sector  (NHS  and  Social  Care)  are  risk  averse  and  cautious  

about  technology.  • There  is  a  rapidly  growing  divergence  between  public  experience  

and  expectations  of  modern  technology  and  the  public  sector  ability  to  keep  up  in  the  way  it  delivers  services.

• The  self-­‐pay   ‘baby-­‐boomer’  market  (themselves   and  for  their  parents)  offers  more  significant  early  business  opportunities  than  the  public  sector  – and  an  opportunity  to  build  evidence  while  generating  an  income  stream  and  building  long  term  relationships  with  the  users.

• The  private  sector  (healthcare  and  insurers)  may  be  more  open  to  opportunity

• ‘Break-­‐in’  to  the  public  sector  requires  extraordinary  patience,  deep  pockets  and  the  risk  of  missing  more  promising  opportunities  by  diverting  your  attention  and  resources

• Finding  the  right  partner  ‘fit’  in  either  market   is  critical.

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www.yhahsn.org.uk @AHSN_YandH

Case  Study  1:Point  of  Care  Diagnostics

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www.yhahsn.org.uk @AHSN_YandH

The  Challenge• Local  innovative  father  and  son  company  with  novel  Point  of  Care  treatment  for  Reflux  disease

• Zero  traction   in  the  NHS;  some  overseas  sales

• NHS  Engagement  on  organisation   by  organisation  basis

• No  funding  for  trials

• Lack  of  incentives  in  provider  sector

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www.yhahsn.org.uk @AHSN_YandH

AHSN  support  enabled:

•Validated  cost  consequence  models

•Focussed  business  cases

•Networks  of  key  clinicians,  GPs  and  support  agencies

The  Support

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www.yhahsn.org.uk @AHSN_YandH

Outcomes:

•Engaged  with  CCGs  to  start  crucial  audit  studies

•Engaged  with  key  hospital  clinics

•Major  collaborative  study  in  London,  Leeds  and  

Newcastle.

•Networked  across  North  of  England  AHSNs

•Future  International  work

The  Outcome

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www.yhahsn.org.uk @AHSN_YandH

The  Outcome

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www.yhahsn.org.uk @AHSN_YandH

Case  Study  2:Telehealthcare

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www.yhahsn.org.uk @AHSN_YandH

The  Challenge• Small  rural  provider  in  North  Yorkshire

• Large  elderly  population   served

• Geographical   and  travel  is  a  challenge  for  patients

• Prison  Health  is  also  too  expensive

• Ambitious   aim:  reduce  outpatients  by  66%

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www.yhahsn.org.uk @AHSN_YandH

•Support  ambitions  of  the  provider

•Provide  routes  to  funding  and  partnerships  i.e.  

testbeds

•Focus  on  wider  spread  and  across

•Provide  commercial  expertise

The  AHSN  Role

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www.yhahsn.org.uk @AHSN_YandH

Outcomes:

• Significant  reduction   in  emergency  hospital  admissions

• End  of  Life  Care  service  greatly  enhanced

• Airedale  model  as  a  beacon  site  for  regional  E-­‐Health  activity

• Airedale  exploring  more  commercial   opportunities

• Future  International  work

The  Outcome