wearable technology in the uk health and care market
Post on 09-Jan-2017
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Health without boundaries
Wearable Technology in the UK health and care market
Mark Outhwaitemark.outhwaite@hoip.eu
The future is here – just not in healthcare
And these guys are the best at data
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
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
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
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
The user context and the market
Source: Ipsos Mori Tech Tracker 2015
A case study -‐ 58 year-‐old married male
And his 81 year-‐old mother living alone…
POSITIONING FOR SUCCESS IN THE UK HEALTH AND CARE WEARABLESMARKET
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
Reliable technology
Battery life
1 day 2 years
Lifestyle design and integration
Intelligent, predictive analytics and feedback
Avoid feature overload
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
A business model – demonstrating RoI
€€ -‐RoI
ForYou
ForService partners
ForUsers
ForCommiss-‐ioners
TACKLING THE CULTURE OF LOW EXPECTATIONS OF TECHNOLOGY IN THE NHS AND SOCIAL CARE
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
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
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
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’
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
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.
www.yhahsn.org.uk @AHSN_YandH
Case Study 1:Point of Care Diagnostics
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
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
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
www.yhahsn.org.uk @AHSN_YandH
The Outcome
www.yhahsn.org.uk @AHSN_YandH
Case Study 2:Telehealthcare
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%
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
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
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