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Healthy Ageing Grand Challenge
Fund Consortia Workshop
Sandy Park, Exeter, 26 April 2018
@innovateuk
#healthyageing #grandchallenge
Sandy Park Wifi (no password)
Welcome
11.00 -11.15
DOTS explained
@innovateuk
#healthyageing #grandchallenge
NHS & social care Start up/SME Academic Third sector Innovation centre
Professional
services
Corporate
/industry
Government Venture capital Citizen group
▪ 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
@innovateuk
#healthyageing #grandchallenge
Welcome
The Invisible consumer – 60+ years old
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
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
@innovateuk
#healthyageing #grandchallenge
The future is here, it’s just
not well distributed
@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
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
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
@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.
‘Ad-blasts’
11:15 – 11:20
Ad Blasts
• Gabriella Spinelli, Brunel University London
• Sarah Heyworth, Local Treasures
• Paul Shipley, Give and Take Care CIC
• Steve Lee, OpenDirective
The Frome Project – Lessons Learned
11:20 – 11:35
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
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
IMPACT
• Improving patient care
• Improving working lives
• Cost savings
WHAT IS MOST IMPORTANT?
• Practical
• Emotional
• Medical
• Recognising the value of relationships and of the whole system
working together
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
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.
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.
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
AN EXAMPLE OF CONTINUOUS IMPROVEMENT
USING QI
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
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
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
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.
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
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
THE COMPARATIVE IMPACT OF SOCIAL
RELATIONSHIPS ON REDUCTION IN MORTALITY
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
QUARTERLY ADMISSIONS FROME 2013 – 2017
0
50
100
150
200
250
300
350
400
q1 q2 q3 q4 q1 q2 q3 q4 q1 q2 q3 q4 q1 q2 q3 q4 q1 q2 q3
3 or more
long term
conditions
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
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
‘Ad-blasts’
11:35 – 11:40
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
Industrial Strategy Challenge Fund Healthy
Ageing Competition
11:40 – 12:00
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
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
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
Shifting Supply and Demand
Official Sensitive
Supply
Demand
Prevention and Efficiency are key themes
@innovateuk
#healthyageing
#grandchallenge
Healthy ageing grand challenge fund
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
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
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
‘Ad-blasts’
12:00 – 12.05
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
Introduction to Grand Challenge
and Personas
12:05 – 12:15
Meet my friends
@innovateuk
#healthyageing #grandchallenge
Joan Robert Emma Martin
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.
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.
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.
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.
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
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
‘A day in the life’
12:15 – 13:00
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
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
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
Networking lunch
13:00 – 13:45
‘Ad-blasts’
13:45 – 13.50
Ad Blasts
• Rose Gilbert, UCL
• Liling Helen Lee, Ocarrt
• Richard Swift, IAS Group of companies
• David Johnson, Hantsom
‘What Good Looks Like’
13:50 – 14:15
Industrial Strategy
Challenge Fund:
Healthy Ageing
Healthy Ageing
Collaboration
Event
Jackie Marshall-Cyrus
FRSA
Director of Innovation
Strategy
Jackie Marshall-Cyrus &
Associates Ltd
26th April 2018
29/04/2018 66
29/04/2018
ON REFLECTION….. 67
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…….
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…….
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…….
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……
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?
29/04/2018 73
• 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!!!
29/04/2018 75
• 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
• 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
• 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
29/04/2018 79
• 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…
• 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…
• 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…
29/04/2018 83
29/04/2018
Jackie Marshall-Cyrus & Associates Ltd
84
Jackie Marshall-Cyrus FRSA, M Ed, PG Dip, RGN
Email: jackie@marshall-cyrus.com
Mobile: +44(0)7874 829209
Office: +44(0)1386 643142
LinkedIn: https://uk.linkedin.com/in/jackie-marshall-cyrus
Twitter: @Jackie_MCyrus
Web: www.marshall-cyrus.com
‘Ad-blasts’
14:15 – 14.20
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
What does a great cluster look like and how will
it meet the needs of the consumer groups?
14:20 – 15:00
Feedback, reflections on ideas, wrap up and
next steps
15:00 – 15:15
Tea and networking –
have you built your consortium?
15:15 – 15:30
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!
We can’t stop
thinking about
the future
Innovation knows
no boundaries…

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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)
  • 3. DOTS explained @innovateuk #healthyageing #grandchallenge NHS & social care Start up/SME Academic Third sector Innovation centre Professional services Corporate /industry Government Venture capital Citizen group
  • 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
  • 6. The Invisible consumer – 60+ years old
  • 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
  • 9. @innovateuk #healthyageing #grandchallenge The future is here, it’s just not well distributed
  • 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
  • 16. The Frome Project – Lessons Learned 11:20 – 11:35
  • 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
  • 19. IMPACT • Improving patient care • Improving working lives • Cost savings
  • 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
  • 25. AN EXAMPLE OF CONTINUOUS IMPROVEMENT USING QI
  • 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
  • 32. THE COMPARATIVE IMPACT OF SOCIAL RELATIONSHIPS ON REDUCTION IN MORTALITY
  • 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
  • 34. QUARTERLY ADMISSIONS FROME 2013 – 2017 0 50 100 150 200 250 300 350 400 q1 q2 q3 q4 q1 q2 q3 q4 q1 q2 q3 q4 q1 q2 q3 q4 q1 q2 q3 3 or more long term conditions
  • 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
  • 39. Industrial Strategy Challenge Fund Healthy Ageing Competition 11:40 – 12:00
  • 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
  • 50. Introduction to Grand Challenge and Personas 12:05 – 12:15
  • 51. Meet my friends @innovateuk #healthyageing #grandchallenge Joan Robert Emma Martin
  • 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
  • 58. ‘A day in the life’ 12:15 – 13:00
  • 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
  • 64. Ad Blasts • Rose Gilbert, UCL • Liling Helen Lee, Ocarrt • Richard Swift, IAS Group of companies • David Johnson, Hantsom
  • 65. ‘What Good Looks Like’ 13:50 – 14:15
  • 66. Industrial Strategy Challenge Fund: Healthy Ageing Healthy Ageing Collaboration Event Jackie Marshall-Cyrus FRSA Director of Innovation Strategy Jackie Marshall-Cyrus & Associates Ltd 26th April 2018 29/04/2018 66
  • 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…
  • 84. 29/04/2018 Jackie Marshall-Cyrus & Associates Ltd 84 Jackie Marshall-Cyrus FRSA, M Ed, PG Dip, RGN Email: jackie@marshall-cyrus.com Mobile: +44(0)7874 829209 Office: +44(0)1386 643142 LinkedIn: https://uk.linkedin.com/in/jackie-marshall-cyrus Twitter: @Jackie_MCyrus Web: www.marshall-cyrus.com
  • 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
  • 88. Feedback, reflections on ideas, wrap up and next steps 15:00 – 15:15
  • 89. Tea and networking – have you built your consortium? 15:15 – 15:30
  • 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!
  • 91. We can’t stop thinking about the future Innovation knows no boundaries…