Wearable Technology in the UK health and care market

Health
without
boundaries
Wearable
Technology
in
the
UK
health

and
care
market
Mark
Outhwaite
mark.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
hospital
Home
healthcare Several £bn £1.7bn
Telehealth
and
telecare
£1bn
(conservative
estimate
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
Model
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
model
How
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
For
You
For
Service

partners
For
Users
For
Commiss-‐
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
ambitions
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
ambitions
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
ambitions
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

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

AHSN
support
enabled:
•Validated
cost
consequence
models
•Focussed
business
cases
•Networks
of
key
clinicians,
GPs
and
support
agencies
The
Support

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

The
Outcome

Case
Study
2:
Telehealthcare

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%

•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

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

Wearable Technology in the UK health and care market

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