The document outlines the agenda for a workshop on healthy aging hosted by Innovate UK, including presentations on lessons learned from the Frome Project and the Industrial Strategy Challenge Fund's healthy aging competition, as well as discussions around what successful innovation clusters might look like and consumer perspectives. There will also be networking opportunities for participants to discuss forming consortia to apply for funding. The overall goal is to bring together stakeholders from different sectors to collaborate on developing innovative solutions to issues around population aging.
American College of physicians ACP high value care recommendations in rheumat...
Healthy ageing grand challenge fund
1. Healthy Ageing Grand Challenge
Fund Consortia Workshop
Sandy Park, Exeter, 26 April 2018
@innovateuk
#healthyageing #grandchallenge
Sandy Park Wifi (no password)
4. ▪ 10.30 - 11.00 Registration, coffee and networking
▪ 11.00 -11.15 Welcome
▪ 11:15 – 11:20 ‘Ad-blasts’
▪ 11:20 – 11:35 The Frome Project – Lessons Learned
▪ 11:35 – 11:40 ‘Ad-blasts’
▪ 11:40 – 12:00 Industrial Strategy Challenge Fund Healthy Ageing Competition
▪ 12:00 – 12.05 ‘Ad-blasts’
▪ 12:05 – 12:15 Introduction to Grand Challenge and Personas
▪ 12:15 – 13:00 A day in the life
▪ 13:00 – 13:45 Networking lunch
▪ 13:45 – 13.50 ‘Ad-blasts’
▪ 13:50 – 14:15 ‘What Good Looks Like’
▪ 14:15 – 14.20 ‘Ad-blasts’
▪ 14:20 – 15:00 What does a great cluster look like and how will it meet the needs of the consumer groups?
▪ 15:00 – 15:15 Feedback, reflections on ideas, wrap up and next steps
▪ 15:15 – 15:30 Tea and networking – have you built your consortium?
▪ 15:30 Close
Agenda
@innovateuk
#healthyageing #grandchallenge
7. 70% of UK wealth is held by 50+ years old
Majority of Apple Watch owners are 45+ years, largest ownership is aged 55+
Only smartphone market segment still growing is over 60s
Fastest growing social media market segment is 65+
10 million people in the UK today can expect to live to 100 years
@innovateuk
#healthyageing #grandchallenge
Yet, we know
8. As soon as you label a product specifically for older people, older people no
longer want it
@innovateuk
#healthyageing #grandchallenge
Older consumer paradox
Hard to Target Market
10. @innovateuk
#healthyageing #grandchallenge“Consumer products that care”
51% of 65-74 have
access to one
Online shopping is for everyone
Beginning of cognitive home
Have a core proposition that is
not monitoring old people
Safety concerns are universal
11. Data always vital to health
and wellness
@innovateuk
#healthyageing #grandchallenge
• First female member of the Royal Statistical Society
• Recognised for her pioneering work on visual
representation of statistics
• Often called the “Rose diagram”
• Showed that epidemic disease:
- was responsible for more British deaths in the
course of Crimean War than battlefield wounds
- could be controlled by a variety of factors
including nutrition, ventilation, and shelter
Consider new ways of using data
12. 11) Media,
e.g. BBC,
Channel 4,
WPP
9) Pick up
grandchildren
from after
school club
5) Post arrives
- Bank statement
- BUPA newsletter
Innovation Cluster – through a consumer lens
5) Post, e.g.
Royal Mail,
TNT
5) Fin. Institutions, e.g.
Lloyds Bank, BUPA
3) Telco, e.g.
BT, Telefonica
2) Utilities, e.g.
British Gas,
EDF, Innogy
10) Supermarkets, e.g.
Tesco, Asda
1) Wake up
2) Morning
routine -
Turn on
lights/heat,
make
coffee
3) Daughter
calls
4) Walk to
shops, buy
newspaper
6) lunch
10) Dinner
8) Drive sister
to GP aptmt
6) FMCG, e.g.
P&G,
Unilever
7) Gardening
Dayinthelife…Potential
Demonstrator
Intermediary
Go to bed
Activities of Daily Living
Social engagement
Physical Health
Need
Brain Health
Financial security
Housing/community
Care coordination
Aspirations
11) TV,
newspaper
crossword
research
4) Media, e.g.
Telegraph, DMG
8) NHS
9) Local Authority,
charity
7) Retailer, e.g.
Homebase, Wyvale
13. @innovateuk
#healthyageing #grandchallengeAgeing is good business
• Need to reframe the way we approach it
• Think Global
• SilverSneakers® - the nation’s leading fitness
program for older adults,
• With more than 15.6 million Americans eligible
for SilverSneakers,
• Over 10,000 fitness centers in the Prime Fitness
Network,
• More than 25 years of clinical and operational
expertise in managing specialty health benefits
and networks.
• $1.6 billion market cap.
15. Ad Blasts
• Gabriella Spinelli, Brunel University London
• Sarah Heyworth, Local Treasures
• Paul Shipley, Give and Take Care CIC
• Steve Lee, OpenDirective
17. C O M P A S S I O N A T E F R O M E A N E W E R A O F M E D I C I N E
THE FROME MODEL OF
ENHANCED PRIMARY CARE
18. A POPULATION BASED APPROACH
• Systematic
• BASED IN AND PART OF PRIMARY CARE
• Whole population not cohort {no inclusion or exclusion criteria}
• Based on clinical assessment of need
• Holistic
• Collaborative
20. WHAT IS MOST IMPORTANT?
• Practical
• Emotional
• Medical
• Recognising the value of relationships and of the whole system
working together
21. COLLABORATIVE PROBLEM SOLVING
Complicated lives
• Recognition of the complicated nature of human beings and of the
interplay between social, psychological and medical need
• Responding flexibly to the person not their medical conditions
22. CLINICALLY LED
• Lead from the front line with flexibility to respond to the realities they
face
• Pragmatic
• Solutions focused
• Outcomes driven
• There are no management costs in the programme. Clinician time is
required to implement the project but there is no overarching
management of this.
23. IMPROVING WORKING LIVES
• Empowerment of compassionate flexible patient focused response to
individuals in need.
• Recognition that those at the front line are motivated through their
desire to help others and improving working lives through enabling
them to provide the care they would want for their own family and
friends.
24. QUALITY IMPROVEMENT
• Use of quality improvement methodology to measure and drive
effective change. A lead GP in each practice is mentored on a
monthly basis in quality improvement methodology, which determines
the direction of the project in each practice. This has meant there is
rigorous methodology with use of run charts to track process and
outcome measures. It also ensures local ownership
26. Health Connections
Mendip
Practice population of 115,000
12 GP practices
Health Connections Mendip Team employed by
Frome Medical Practice on behalf of the 12
Mendip practices
2 FTE Area Lead who line manage the Health
Connectors and lead on the community
development in their area (paid
6.5 FTE Health Connectors (paid) Work one to
one and support groups that we have set up
551 Community Connectors (not paid but
people in the community)
Working with you to build healthy, supportive
communities
OUR MODEL
27. Working with you to build healthy, supportive
communities
MAP
- its opportunities and strengths.
We map local support and let people
know about this support in a variety of
ways. We link patients in Mendip GP
practices with non-medical sources of
support within the community. This
connects people to the assets on their
doorsteps.
Nearly 400 groups and services listed.
Embedded in EMIS so social prescribing at
practices’ fingertips.
Number of practice based signposts easy to
report on across the 12 practices.
Website template is replicable so other
areas can use it.
http://demo.healthconnectionsmendip.org
Over 32,000 views 16-17.
Overview
We start with the assets
in the community
28. Working with you to build healthy, supportive
communities
COMMUNICATE
We recognise that people
access support and information
in different ways. Our model
enables people to find
information in the way that suits
them best.
We let people know about
support in a
variety of ways.
Phone line manned 5 days a week
Email signposting
Letters to patients on practice register
Newspaper articles
Monthly radio slot
Awareness raising stalls
Website 2016-17 over 32,000 views
Staff who link to the website via EMIS eg
GPs, Health Connectors , Health Care
Assistants and Receptionists
Talking Cafes
Community Connectors
Overview
There is so much
support out
there
29. Working with you to build healthy, supportive
communities
551 Community
Connectors.
CONNECT
If each Community Connector
signposted 20 times a year this
would be 11,020 opportunities to
support people in our
community.
11,020 signposting conversations
a year.
The number of Community
Connectors is ever increasing.
30. Working with you to build healthy, supportive
communities
BUILD
We don’t just set up self sustaining groups but we
can support community development in other
ways.
Support vol sector developmentby finding volunteers
eg Contact the Elderly,Health Walks, promoting eg
Parkinsons Support Group and Somerset Sight.
Act as catalysts eg volunteerdriver scheme, mental
health network.
Invite organisations in eg - BereavementSupport
Group
Encourage eg Men’s Shed
Bringing people together eg ASC, My Home My Life
and CAB (Practice of the Year)
Being open to ideas eg Housing post, Youth PPG
Train eg Compassionate Organisation , network
mapping
Put on big events - eg Older People’sEvent (topic
based)
Innovate eg Advance Care Planning Conversations
in
the community
Start partnership campaigns eg End Loneliness in
Mendip .
- In Partnership
31. Working with you to build healthy, supportive
communities
NEWS
Loneliness and social
isolation are harmful to
our health: research
shows that lacking social
connections is as
damaging to our health
as smoking 15 cigarettes
a day (Holt-Lunstad,
2015).
Self
management
= 8,750-8,755
hours a year
Hours with
NHS / social
care
professional
= 5-10 in a
year
General Practice
Forward View - Ten
high impact actions
to release capacity
in general practice
33. FINANCIAL IMPACT
• Background
• 3 years of implementation of the Frome Model has shown a year on
year reduction in the number of emergency admissions and the costs
of those admissions.
• The reduction in cost in Frome is 21% less than the figure from 2013-4,
with a cost reduction of £1,195,066
35. WHOLE TEAM APPROACH
• Integrated working
• Patient empowerment and carer support
• Network enhancement
• Primary care
• Community services
• Social care
• Voluntary sector
• We can achieve so much more working together across sectors
to support the individual than we can as individual organisations
36. LESSONS LEARNT
• We can achieve more together than as individual teams
• Don’t underestimate the power of relationships- within teams and
for our population
• Scaling up requires
• Systematic approach
• Capacity for multidisciplinary conversations
• Take a holistic approach stating with what is most important to the
individual.
• Support carers
• DO WHAT IS BEST FOR THE INDIVIDUAL WORKS
38. Ad Blasts
• Ella Talbot, University of the West of England
• Rachel Wilson, Dare to be Purple
• Richard Wyatt-Haines, Health and Care Videos
• William Cooper, GrantTree
40. Creating economic value from extending the
quality of life to match the extension of life
• Over the last 20 years, life expectancy is increasing
– Girls can expect to live 4 years more than girls born in 1991.
– Boys have seen a greater increase in life expectancy of 5.7 years,
• Yet dependency is increasing
– On average older men now spend 2.4 years with substantial care needs
– women 3.0 years with substantial care needs
– Not living the lives we aspire to live
• Need to close the gap - Reverse the trend
• Create economic value
– Products and services that people value
– Export – create global competitive advantage
“ We want years filled with life, not lives filled with
years” Jeremy Meyerson, Royal College of Art
@innovateuk
#healthyageing
#grandchallenge
41. Addressing the needs that improve quality of life
in the ISCF HA target audience
ISCF HA
Undesirable life curve
shows years of
dependency
years
Activitiesofdailyliving
(inorderoftypicallosspattern)
@innovateuk
#healthyageing
#grandchallenge
42. We are focused on four social groups
Independent living Informal care Extra care
Domiciliary
Care Residential Care Nursing Care Palliative Care
Multiple morbidities, high acuity needs
Degree of declining cognitive capacity, particularly dementia
Degree of declining physical ability, likely to escalate
Innovative care providers
@innovateuk
#healthyageing
#grandchallenge
43. Shifting Supply and Demand
Official Sensitive
Supply
Demand
Prevention and Efficiency are key themes
@innovateuk
#healthyageing
#grandchallenge
45. Industrial Strategy - Grand Challenges
The Grand Challenges are an invitation to business, academia and civil society to work together to
innovate and develop new technologies and industries in areas of strategic importance to our country.
AI and data
economy Ageing society
Medicines Manufacture
Data to early diagnosis
and precision medicine
Healthy Ageing
Priority of priorities
Clean
growth
Future of
mobility
46. Behavioral
Studies
Innovation
Clusters
Three elements
Best current thinking….
Innovation Clusters
➢ Collaboration activity continues through the summer
➢ Opportunity for us to gain insight
➢ Out to competition later in the year
Behavioural Studies
➢ Dependant on the Innovation Cluster time line
➢ Out to competition later in the year
CR&D Academia and SMEs
➢ Out later in the year
➢ Bids in post New year
➢ Start around the new financial year
CR&D
Academia
& SMEs
@innovateuk
#healthyageing #grandchallenge
47. Innovation cluster
Lead Partner
Dynamic relationships
Short, rapid, innovation cycles
SME pipeline
Evaluation at local, programme
and national level
Economic and Social Impact
Build on existing collateral
Sustainable
SMEs
Local
Authorities Third Sector/
NGOs
Clinical
Commissioning
Groups
Academia
Retail
companies
Logistics
companies
Large
Corporates
Community
Groups
Big Data
Health
Trusts
Care
Providers
HEIs/IROs
Design
Users &
carers
@innovateuk
#healthyageing
#grandchallenge
Community
Groups
Social
Enterprises
Utilities
49. Ad Blasts
• Jess Hughes, Swansea University
• Jan Knight, Knight Scientific Limited & Park Pharmacy Trust
• Rhian Williamson, PA Consulting
• Andrew Cowen, The Future Care (UK) Ltd
52. Joan
@innovateuk
#healthyageing #grandchallenge
Joan is worried about her memory. She worked long
shift work which has now had an impact on her
cognitive health. She cannot bear tech and has never
re-trained to be able to do a less flexible job. She was
too busy looking after her grandchildren.
Emma represents all people who experience a decline
in their cognitive capacity.
Technology may help by: providing reminders; hailing
support automatically; sending data to care services;
and controlling a safe environment.
53. Robert
@innovateuk
#healthyageing #grandchallenge
Robert is very active but has injuries that slowed
him down over the years. His house is not
designed for being much older. He is divorced
and his son lives across the country. His step-
son’s ex-wife, with whom he was always close,
gave him a smart watch to monitor his health.
Robert represents all people who experience a
decline in their physical capacity.
Technologies may help: stay mobile; keep in
touch with loved ones; control their
environment; and share data with services.
54. Emma
@innovateuk
#healthyageing #grandchallenge
Emma is not very active. She used to be very
active around the house but she needs help
with many of her daily activities. Her husband
died last year and she misses her soul mate
very much. Emma lives in a rural community
and relies on domiciliary care for daily support.
Emma represents all people who live with high
acuity needs, and complex co-morbidities.
Technology can help by sharing data between
health and care services, identifying risks and
targeting support better.
55. Martin
@innovateuk
#healthyageing #grandchallenge
Martin is a domiciliary care worker for Jo, who
has severe respiratory problems. Poor lighting
caused Jo to fall down the stairs, which led to a
lifetime of physical impairment and a need for
daily assistance.
Martin represents all people who provide
informal care as well as statutory care.
Technologies can help people like Martin to:
coordinate between services and carers;
provide reassurance; support difficult physical
tasks; augment carers, allowing them to focus
on the highest value tasks; target services more
accurately; and train staff.
56. Personas under development
@innovateuk
#healthyageing #grandchallenge
Meant to facilitate
discussion for today
Working with
Cabinet Office
Policy Lab on
developing these to
be ready by bid
briefing date
Archtypes – not
representative of all
but represent
plausible characters
that if addressed,
others in between
are addressed
• will continue to
refine
• feedback today is
useful
• today is
consultation. not
one way speech
• people at table
please capture
feedback
57. The Opportunity – Spectrum of
Care
@innovateuk
#healthyageing #grandchallenge
Independent living Informal care Extra care
Domiciliary
Care
Residential
Care
Nursing Care Palliative Care
Multiple morbidities, high acuity needs
Degree of declining cognitive capacity, particularly dementia
Degree of declining physical ability, likely to escalate
Innovative care providers
59. Working Session – Create “a day in the life of…”
• Get an understanding of the person in focus
• Create an example of a ‘Day in the Life’ for your designated persona
• At the bottom of the ‘Day in the Life’ worksheet, add names of companies that provide products for
activities in the ‘day of the life’ of that persona
• Identify one person from your table to share a 3-minute overview of the discussion that took place
on your table.
• Goal is to have a better understanding of the companies
interfacing with our 4 target social groups
• These companies could be partners for your solution when
scaling up your offering to the UK population
@innovateuk
#healthyageing
#grandchallenge
60. 11) Media,
e.g. BBC,
Channel 4,
WPP
9) Pick up
grandchildren
from after
school club
5) Post arrives
- Bank statement
- BUPA newsletter
Innovation Cluster – through a user lens
5) Post, e.g.
Royal Mail,
TNT
5) Fin. Institutions, e.g.
Lloyds Bank, BUPA
3) Telco, e.g.
BT, Telefonica
2) Utilities, e.g.
British Gas,
EDF, Innogy
10) Supermarkets,
e.g. Tesco, Asda
1) Wake up
2) Morning
routine -
Turn on
lights/heat,
make
coffee
3) Daughter
calls
4) Walk to
shops, buy
newspaper
6) lunch
10) Dinner
8) Drive sister
to GP aptmt
6) FMCG, e.g.
P&G,
Unilever
7) Gardening
Dayinthelife…Potential
Demonstrator
Intermediary
Go to bed
Activities of Daily Living
Social engagement
Physical Health
Need
Brain Health
Financial security
Housing/community
Care coordination
Aspirations
11) TV,
newspaper
crossword
research
4) Media, e.g.
Telegraph, DMG
8) NHS
9) Local Authority,
charity
7) Retailer, e.g.
Homebase, Wyvale
61. Innovation cluster – through a user lens
Dayinthelife…Potential
Demonstrator
Intermediary
Activities of Daily Living
Social engagement
Physical Health
Need
Brain Health
Financial security
Housing/community
Care coordination
Aspirations
68. Global demographic shift
to a majority older
population
Mandate from
government to address
societal challenges
through technological
innovation
Wealth creation for the
UK economy and SMEs;
to keep the UK globally
competitive
To align with and support
the NHS cost saving
agenda
To keep ‘the elderly’ in
their own homes for
longer
To provide the technology
for the national roll out of
telecare and telehealth
Investment in CR&D to
support chronic four (4)
chronic conditions –
dementia, COPD, CHF,
diabetes
4/29/2018 68
TheWhy…….
69. Envisaged and articulated a
‘demand’ based on health and
social care data/policy/system
efficiencies/cost effectiveness/
demographic projections for
chronicity and frailty of the
‘elderly’
Focused on improving the state
of the art, connectivity and
inter-operability, scalability, new
business models, integrated
systems
Collaborated and invested with
partners based on a fixed five
year roadmap
Sought political and high level
support for the programme
Pre-determined innovation
challenges via established
operational delivery
mechanisms
Outreach, collaboration, and
knowledge exchange via the
Knowledge Transfer Network
Initially a technology push to
create a market pull
4/29/2018 69
TheHow…….
70. The Research Councils – ESRC, EPSRC, AHRC, MRC, BBSRC
UK businesses – micro, SMEs, large
Design – Design Council, HHDC, design companies
Charities – Age UK, Carers UK, JRF, Pocklington Trust
Other funders – Wellcome Trust, NESTA, CARDI
Government agencies – LGA, DH, DWP
Think Tanks – ILC, IPPR
Universities – Sheffield, Newcastle, Brunel, Cardiff
New players– robotics, financial services, public health, urban design, advanced
materials, space, transport
Devolved administrations – NI, Scotland, Wales
Rest of Europe – AAL, SILVER
4/29/2018 70
TheWho…….
71. 4/29/2018 71
Preventative
Technology Grant
(2004) £80m
Whole Systems
Demonstrator
(2008) £31m
Assisted Living
Innovation
Platform (2007)
£50m
User-centred
design £12m
Smart care
distributed
environment £7m
Independence
Matters £2m
Economic Business
Models &
Behavioral Studies
£8m
DALLAS £37.3m
The Long Term Care
Revolution £7m
The
investments……
72. Investment, collaboration, policy, and opportunity are not the issues
The business case and scale somehow has remained elusive
The ‘market’ remains stagnated despite rapid advances in technology, rising demand, rising social
care costs, falling social care budgets, and public dissatisfaction
There is/are something(s) that we are missing/not seeing/not saying/not understanding/not doing/
not accepting/fearful of/ in denial about/unwilling to rock the boat about/not fighting for
“The best laid plans of mice and men often go awry”........
Opportunities therefore exist for major break-throughs (niche, mainstream, regional, and/or global)
4/29/2018 72
So,whatdoesthisinfer?
74. • Social environment and lifestyles inextricably linked and
central to development and delivery
• Expanded the scope - private sector, wellness, lifestyle
factors, social environment, humanistic
• Influenced the narrative, stereotypical views and
outdated thinking on the customer
• Enticed new and unusual players into the age-related
innovation landscape
• Engineered the largest telecare demonstrator in the
world – DALLAS (successes and lessons)
• Supported and facilitated the growth of hundreds of
start-ups, spin-outs and SMEs
• Influenced the AAL program – to the benefit of UK SMEs
• The 6 Cs
Wins!!!
76. • Lacked an ambitious, inspirational, and aspirational vision for the later life in the UK
• Assisted Living – unhelpful, undefined, outdated
• Adopted the medical model/approach at outset – underpinned the WSD
• Neglected the private sector and mainstream consumer markets for too long
• Made it our agenda and not that of the UK public
• Started from ‘improvement’ and ‘cost savings’ as opposed to changing the status quo (disruption,
experimentation and/or invention)
• Sought high risk innovation; assessed in an operational and low risk framework – applicants responded
as such for success
• 5 year ‘master plan’ - we lacked agility and responsiveness to an economic and socio-political
landscape in constant flux
4/29/2018 76
STRATEGY
77. • Worked on the assumption that collaboration was essential to the formation of
good ideas
• Needed to inspire and embrace all business sectors
• Programs significantly influenced by politicians and high-level decision-makers’
mandate; less so by the reality, experiences, problems, and desires of the public
• Money as the incentive
• Project mentality
4/29/2018 77
DELIVERY
78. • Invested in the same people, same companies, and same ideas for way too long
• Driven to fund as many as possible, as opposed to investing in the best ideas
• Very rarely - new or truly disruptive or high risk idea
• The one man band didn’t stand a chance!
• Failed to develop and nurture creatively, left-field thinking imaginations
• NHS! NHS! NHS!
• So in love with their product/idea/solution….
• Need! Need! Need!
4/29/2018 78
APPLICANTS
80. • Take it to the people
• Help your applicants to develop their creativity and make
this visceral to them
• Develop the cunning to get past the innovation killing
rooms to support new ideas – untested, outside of the
known, risky, questionable, wildcards
• New products, services and systems are crucial. People
will collaborate
• Avoid funding known ideas; fund ‘impossible’, ‘will never
fly’….. ideas if you can
• Politicians and their support only last as long as their
term in office or their government – don’t get star struck
• Be the change we want to see. Be creative, disruptive and
radical yourselves in how you deliver
Mydear
EricandHazel…
81. • Do what no one else has done; create
something that does not exist
• More than likely your idea has come before
• Change your perspective, attitude and language
– break free of mental chains that bind you
• Its not about age. Its about stage of life
• The ‘elderly’ as a customer group does not exist
• Collaboration can be like rubbish sex
Mydearpotential
applicants…
82. • The public needs you more than the NHS does
• Engage businesses in sectors you perceive as
‘irrelevant’ – therein lies an edge
• Sometimes its not about ‘evidence’. See what
makes people unhappy and come up with a
‘brilliant idea’ to make people happy
• Equip yourself with a Thinker and a Challenger
• Address a real problem, not an assumed one
• If the money is your ultimate goal, hear this…
more…
86. Ad Blasts
• Amy Drahota, Portsmouth University
• Ruth Goldstein, Cornwall Council
• Aaron Johnston, Kintell Limited
• John Tredinnick, Rowe Plymouth University
• Jess Carter, The Smart Home Co
87. What does a great cluster look like and how will
it meet the needs of the consumer groups?
14:20 – 15:00
90. Before you go - your feedback please!!
Before you leave please complete a feedback form that can be found here:
Menti.com
When prompted please use this code:
937128
Thank you!