June 16th 2011 Dorking, UK Eric Schlangen, Project leader TCares Pantein, NL Presentation Businesscase Pantein TCares Final Meeting Dorking
Jan 11, 2016
June 16th 2011
Dorking, UK
Eric Schlangen, Project leader TCares Pantein, NL
Presentation Businesscase Pantein
TCares Final Meeting Dorking
Approach NHS 8 steps
Business case Pantein
Telecare implementation review
Overview
Business case for Dutch pilots is accepted by board
Part of the pilots will be writing a business case for large scale implementation
The importance of having a good BC was part of our telecare review, identified as an important success factor
BC is a working document, it should be refreshed from time to time
Business Case
Looking for a good approach:
Telecare BC are difficult to write because of the many variables in the process:• Many stakeholders• Technology evolves quickly• Integrating and thus changing more services• Financial insecurities: write off, revenues, many claims but little proof
Document NHS provides good information on writing a BC.
Business Case
NHS states 8 steps to follow to create a BC•Identifying the needs•Establishing buy-in (involving stakeholders)•Considering technology•Workforce requirements (change management)•Designing the evaluation•Planning the implementation•Stating the business case•Sharing best practice
Business Case
Project 1 (July/August 2011)
Pantein community (Pantein Home Care 50 clients)
Information, news, health, wellbeing, activities, neighbourhood.
Project 2 (September 2011)
Independent Living (Pantein residential Care 25+10 clients)
Project 1 plus: video contact, home automation/surveillance
Project 3 (September 2011)
Telemonitoring Heartfailure (Pantein Hospital 20 clients)
Dutch Pilots (not People funded)
Started out as personal alarm unit
More functions surveillance added (movement, fire)
Controlling house electronics (light, power, climate, RTV)
Video contact with doctor or nurse
Video contact friends and relatives
Games, information
In NL the social aspect of telecare is becoming the key feature for independent living
Nature of telecare is changing
Passive websites
Interactive websites and webshops
Social media and web communities
Create new opportunities for communication based on shared interests, free from boundries of location
Facebook 700 M members 10% of the world population
LinkedIn 100 M members (professionals)
Dutch community Hyves 11 M, 66% of all Dutch
We want a platform to combine telecare and Social Media
Social media and telecare
Founded in 2006 as reaction to technology driven telecare
Lots of possibilities the users didn't want
Caregivers wanted communication tool to prevent housecalls
Clients want safety, interaction, games and most of all: simplicity
'09: PAL 4 awarded best practice by Dutch ministry of health
PAL 4 is an open platform that provides all this and can develop and add new functionalities
PAL 4: Personal Assistant for Life
Development of supply and demand of care
Growing expenditure from 4000 to 6300 Euro pppy in 2020
Shift from hospital to care-home to home care
Social and cultural changes in clients (& in finance, knowledge)
Growing number of chronically ill to 2020:
Diabetes / COPD / Heart failure > 36-43%
Dementia > 41%
More complex technology: biotech, nanotech, smart drugs
Market dynamics: quality and service become important
Background and trends
New forms of supply for professional and informal carers• Reducing workload• Increasing efficiency• Substituting labor with technology
Government: telecare policies: AWBZ, ZVW, DBC’s
Municipalities (informal care: WMO) lagging behind
Health information now in top 10 internet activities in NL
Importance innovative ICT
Chances for Pantein
Telecare
· new product & revenues
· improving efficiency
Informal carer support
· customer satisfaction
· improving efficiency
Service and information
· extra revenues
· supporting CRM
Welfare support
· substituting care with wellbeing
· prevention
Binding strategic partners
· strengthening market position
· more services for clients
Founded in 2006 with 4 healthcare providers
Now recognised for upscaling by ministry
Currently joint venture with 35 care providers
Co creation: content group every three months
Personal content: news, activities, games (editorial desk)
Secure HQ video technology (German police)
Open technology with webinterface to other applications (patient files)
Integrating physical and virtual reality
PAL 4 background
Choice for user: start with base kit
Ususally followed by alarms (KIWA Quality Mark)
Automatic locks (Police Quality Mark)
Sensors
Extra: Video surveillance (walking digital rounds)
For the Hospital pilot: COPD & Heartfailure•Information and clarification materials•Video support (consultation hours)•Telemonitoring or coaching with daily risk profiles
PAL 4 connected: menu card
Planning:
1. Businesscase and investmentplan
2. Application Healthcare Infrastructure Policy (AWBZ clients)
3. On approval of application pilot will start
4. Paralel application for the Care Innovation Policy for screen to screen care
5. 24 months two fased upscaling • 2011: 35+20 • 2012 another 45
6. All get base kit, 50 get extra sensors from the menu
7. Leasing with option to buy
Pantein proposition
The cost include:
o Subscription and licensing fees
o Equipment (Touchscreen, Alarm, + av. 1 extra sensor per user)
o 1 Video-control room station (to be placed on location of choice)
o 2 Video-team posts
o 1 Medical-team post (in the hospital)
o Internet connections with 50% of the users
o Installation and instruction in users homes
o Editorial services incl. help desk and “virtual activities” (*e.g. bingo)
o Project consultancy by project leader PAL4 (besides internal project leader Pantein)
Pantein proposition
SummaryCost for Pantein (100 clients) Euro
Subtotal net investment 24 months 83.122
Subtotal net operating cost clients 24 months 434.713
Subtotal net operating cost clients 24 months 35.557
Total cost video and content network 553.410
Financing for Pantein
Healthcare infrastructure policy: investment 83.122
Healthcare infrastructure policy: clients operations 434.713
Healthcare infrastructure policy: carers operations 35.557
Care production AWBZ (4hrs/conn./month) reminder
Care innovation policy (indic. time) reminder
Total financing from policies 553.410
Potential Other possible revenues (100 clients) Euro
Care production under AWBZ performance contract 4hrs per connection per month at 65 euro per hour for 24 months
468.000
Acceptance care innovation p[olicy or Screen to screen policy 5 minutes telecare weekly for 24 months 43.333
Extra income Pantein web-community (payment by third parties, municipalities, serviceproviders) pm
Total result Pantein before deducting personel cost 511.333
Result per year before deducting personel cost 255.667
In the defined region where Pantein worksNew developmentsNew contentMarketing toolsPR and communications from PAL4
Will be made first available to Pantein. If people want to subscribe to PAL4 through the national
PAL4 website they will be referred to Pantein
Preferred partnership
Success and failure factors identifiedImplementation Project management Business model
Telecare implementation review
Implementation: success factorsUsers like the social aspects of video communicationUsers see privacy as a medium of exchange for safetyUsers ask more during e-consultsUsers will use services they didn't expect to use at the startUsers are prepared to pay after they have experienced
added value
Safety features are most wanted, convenience remote 2nd
Showing benefits are greater than costs
Telecare implementation review
Implementation: failure factorsRegulations are not compatible with innovation of technologyUsers are not being involved: est. needs, designing, etc.Care workers see it as threat to and impoverishment of careTechnology often not reliableNo continuation plan: after pilot it falls apart
Telecare implementation review
Project management: failure factorsProjects are complicated to oversee / manageNo clear allocation of responsibilities between partiesNo chain responsibility (“my part is OK”)
Project management: success factorsEnlarging the scale through cooperation
Telecare implementation review
Business model: failure factorsNot investing enough to make it workNo structural funding or profitmodelNo transparent cost overview for userProducts are reliant on single/few supplier
Business model: success factorsSaving cost with open source softwareStanding out as care organization by providing e-health
Telecare implementation review