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The assisted living market in flux Malt Salt CoModal Most Implications from EBM projects so far Keren Down, FAST Dap Connect Market demand – b2b/ b2c, health/ social care Telehealth demand Demand – stalled or collapsed (PCTs to CCGs). • Commissioner and staff ‘limited vision’ /‘resistance’ - WSD / change fatigue (MALT, MOST) • Pressure to move from provision to commission and towards personalisation (DAP, MALT) • Technology demand shift to mobile and mainstream (MOST, MALT) Pick up ? • CCGs get established / NHS England develops strategy (3ML/TECS) • Drive for digital services creates interest from self-care/ wellness information hubs (Health and Wellbeing Boards and 3rd sector (SALT, DAP) Telecare demand Local authority mediated demand – level and conservative • Size: unchanged with small numbers of next generation telecare services being deployed. (DAP) • Strong drivers to shift to personalised market places - budgetary challenges / commissioning to signposting / roll out of personal budgets for care (DAP, SALT) • Result: a ‘mixed and mediated market’ – direct provision/ personal budgets, top up and self funders (SALT, COMODAL, DAP) Shift in provision: Some outsourcing of previous local authority in-house telecare provision (COMODAL) • A latent, not active, consumer demand so no true (unmediated) retail market to speak of yet (SALT, COMODAL, DAP) Market demand – b2b/ b2c, health/ social care ? How the demand side has shaped the supply side • Characterised by the sale of proprietary technology (SALT, DAP, COMODAL) • Dominated by a number of big players (DAP) • The demand side is resistant to the entry of new players and favours continuity over innovation (SALT, DAP) • Statutory commissioning increasingly favours larger companies who offer clusters of service elements, still closely focused on the technology offer - ‘managed’ (DAP) • Personal budgets commissioning - structured on catalogues and mediated by brokers, has enabled no greater take up of AL (SALT) • There appears to be little recognition of the supply side roles and responsibilities played by statutory commissioners (DAP). Self-funders / the public – what do they want? Previous optimistic predictions for the retail market - based on the assumptions of demand ‘pull-through’ COMODAL and DAP: • • • • • • • • • Awareness Information Customer service Ease of access Funding options Well-designed, reliable technology A compelling offer (a service not a product) ‘Evolving’ services Trusted brand Self-funders / the public – how to sell to them? DAP’s proposal for a shopping list: Market access: Channel agent CRM Billing and Logistics Marketing and sales Service components: Hardware/ software Comms and data management Content Installation, maintenance, support Response Management: Aggregation and consolidation Risks, quality, audit and accreditation Finances The business model to sustain the retail market Flexible, multi-component solution services (Looking after Mum, Fit and Well, Warm and fluffy care, etc! Expensive, more complex but sustainable Single product / single service sales Cheap, simple, but not sustainable Disaggregating/ reconfiguring the supply chain Taking ‘out’ the NHS or Local Authority makes clear their hidden roles and allows new supply chain configurations adaptable to retail and statutory (DAP, COMODAL) So, what’s the problem? • Technical interoperability ? • Supply side willingness ? • Supply chain owners? Management: • Aggregation • Risks, quality, audit and accreditation • Finances Big Brands • Trusted and credible • High profile, mainstream marketing • NHS, local authorities, large care home providers – statutory, notfor-profit ? • High street? DAP, COMODAL • Brand alignment – technology / care / fitness / retirement? Evolving proposals on retail ‘ecosystems’ Market demand – b2b/ b2c, health/ social care ? Readying ‘step up’ services Tools and guidance from EBM projects: • Organisational transformation – aligning objectives, expanding the vision and enabling co-design (SALT, MOST, MALT, DAP CONNECT) • Improving evaluation (MOST) • Providing services with tools to predict cost benefits from service innovation (MALT) Externally: • Building on best practice (3ML/TECS) • Development of integration standards and integration exemplars (dallas) Full project review Full paper - EBM workshop event page on _connect On the FAST home page www.fastuk.org