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PERSONALISATION OF
SOCIAL CARE PIT STOP
THE DIGITAL OPPORTUNITY
Event Journal
12th and 13th March 2015
Introduction
The Digital Catapult, which became operational in 2013, is a national
centre to rapidly advance the UK’s best...
Introduction to the Pit Stop
Personalisation of Social Care Pit
Stop
This Pit Stop brought together innovators
with adult ...
Matt Stroud and David Brewer
from the Digital Catapult
introduced the session
Background, purpose and objectives
Simon Gifford introduced the outline for the two days
Introduction
Scene setting
Problem
definition
Selection
Networking
D...
Agenda: Day 1
Morning
Introductions and purpose
 Matt Stroud: Digital Catapult
 David Brewer: Digital Catapult
 Simon G...
Mathew Birkenshaw
Section Head of Adult Social Care Technology and Systems Policy
Department of Health
DH policy: technolo...
David Bell
Director
Atlantic Customer Solutions
The challenges facing the sector
The teams then began exploring
five key problems
Assessments
Data capture
Optimising the use of assets
Information advice ...
The five problems selected
• Assessments
• Data capture
• Optimising the use of assets
• Information advice and purchasing...
Work session 1:
Problem definition
Facilitator: Simon Gifford
Assessments
Data Capture
Optimisation of the use of assets
Information advice and purchasing
Reducing the loneliness of carers
Dominic Campbell
Founder
FutureGov
Technology for good
Hannah Miller, OBE
Associate
Atlantic Customer Solutions
The challenge and the solutions
Ranking of challenges found them all to be
critical – and solvable!
Gary Oakfield
Prevention Group Manager
Merseyside Fire and Recue
From response to prevention
Then we networked …
And networked …
And networked …
The day and the network sessions were
separated by themed music:
• Proud: Heather Small
• Locomotive Breat...
Day 2:
Problems to digital solutions
Day 2
Welcome, recap and direction of travel
David Brewer introduced the second day
Agenda: Day 2
Morning
Review and recap Day 1
PechaKucha: Joseph Connor, Expero Crede
Chirdeep Chhabra, Data Catalyser
Pech...
Dr. Leonard Anderson
CEO
Kemuri
Monitoring wellbeing
Joseph Connor
Founder
Expero Crede
Tracking your emotions
Chirdeep Chhabra
Senior Partnerships Manager
Digital Catapult
Data Catalyser:
Unlocking proprietary data
David Alexander
CEO
MyDex
Personal data stores
We started exploring the problems posed on Day 1 ….
Work session 2:
Ideation and solution development
Facilitator: Simon Gifford
Assessments and data sharing
Assessments and data sharing (2)
Using community assets and information
sharing
Addressing carer loneliness
Innovate UK
Zahid Latif
Head of Healthcare
Funding sources
Panel session
Pitch and surgery
The teams presented their solutions …
With passion & persuasion …
… while the panel probed and challenged.
Feedback and next steps
David Brewer facilitated
the closing session.
A decision was made to
launch an interim
community t...
Frank Sinatra’s “Fly me to the moon” accompanied the
move to some final networking…..
The space-themed music
interspersed ...
Appendices
Completed templates:
Problem definitions
Assessments
Problem definition
Problem name: Assessments Problem reference number: 2
Stakeholders:
- People needing support, carers.
-...
Data Capture
Problem definition
Problem name: Data Capture Problem reference number: 3
Stakeholders: Service users
ASC practitioners
LA...
How best to develop and sustain assets
Problem definition
Problem name: How best to develop and sustain assets Problem reference number: 4
Stakeholders:
Voluntar...
Information advice and purchasing
Problem definition
Problem name: Information, Advice & Purchasing Problem reference number: 5
Stakeholders: Care receipien...
Reducing loneliness and isolation of carers
Problem definition
Problem name: Reducing loneliness/isolation of carers Problem reference number: 6
Stakeholders:
Las, GP...
Appendices
Completed templates:
Solutions
Assessment & data transfer
Problem solution – page 1
Problem name: Assessment & data transfer Reference number: 2 & 3
The solution (to users & buyers...
Assessment & data transfer
Problem solution – page 2
Problem name: Assessment & data transfer Problem reference number: 2 & 3
Risks and assumptions:
...
Community assets; info and advice
Problem solution – page 1
Problem name: Community assets/ info and advice Problem reference number: 4+5
The solution (to u...
Reducing loneliness of carers
Problem solution – page 1
Problem name: Reducing Loneliness of carers Problem reference number: 6
The solution (to users &...
Issues and templates
Brainstorm (ideas only)
Do we really
understand the
problem?
What are the root
causes?
What are the
underlying issues?
Can...
Some key challenge areas
1. Assessments & RAS
2. Data capture, privacy & security
3. Care accounts and use of funds
4. Pre...
Problem definition
Problem name: _______________________ Problem reference number: _________
Stakeholders:
• Who has the p...
Problem solution – page 1
Problem name: _______________________ Problem reference number: _________
The solution (to users...
Problem solution – page 2
Problem name: _______________________ Problem reference number: _________
Risks and assumptions:...
Problem definition
Problem name: Time and labour required by assessments Problem reference number: A1
Stakeholders:
Servic...
Problem solution – page 1
Solution name: AI based assessments Problem reference number: A1
The solution (to users & buyers...
Problem solution – page 2
Solution name: AI based assessments Problem reference number: A1
Risks and assumptions:
Technolo...
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Personalisation of Social Care Pit Stop

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This presentation covers all the action from the Personalisation of Social Care Pit Stop (12-13 April 2015), held at the Digital Catapult Centre.

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Personalisation of Social Care Pit Stop

  1. 1. PERSONALISATION OF SOCIAL CARE PIT STOP THE DIGITAL OPPORTUNITY Event Journal 12th and 13th March 2015
  2. 2. Introduction The Digital Catapult, which became operational in 2013, is a national centre to rapidly advance the UK’s best digital ideas. The specific aim of the Digital Catapult is to drive future economic growth in the digital economy by unlocking value from proprietary data in faster, better and more trusted ways. The Digital Catapult is not a funding agency. Instead, it provides support based upon available facilities, expertise and by bringing partners together to help UK SMEs innovate at speed and with less risk so that new digital products and services can be accelerated to market.
  3. 3. Introduction to the Pit Stop Personalisation of Social Care Pit Stop This Pit Stop brought together innovators with adult social care professionals, experts, academics and existing suppliers, to identify and solve some of the critical issues facing the industry. The purpose To catalyse a group of people who, after experiencing the opportunities to be gained, would develop into a community to extend these early ideas into real solutions. At the Pit Stop we bring together startups, corporates, academics and world-class experts for an intense 2-day event with deep 1- to-1 mentoring sessions and meetings, to find and explore new business opportunities, accelerate the growth of new ideas and together work to solve sector-wide issues.
  4. 4. Matt Stroud and David Brewer from the Digital Catapult introduced the session Background, purpose and objectives
  5. 5. Simon Gifford introduced the outline for the two days Introduction Scene setting Problem definition Selection Networking DH PechaKucha PechaKucha PechaKucha Introduction Ideation & solution Building pitch Panel Community & close PechaKucha PechaKucha PechaKucha Day 1 Day 2
  6. 6. Agenda: Day 1 Morning Introductions and purpose  Matt Stroud: Digital Catapult  David Brewer: Digital Catapult  Simon Gifford: Atlantic Matthew Birkenshaw: DH: Policy Coffee break (10:30) Dave Bell: Atlantic: Strategic issues Problem definition and exploration PechaKucha: Dominic Campbell, FutureGov Lunch(12:30) Afternoon Problem definition (contd) PechaKucha: Hannah Miller Problem feedback Problem ranking and team selection PeckaKucha: Gary Oakfield, Merseyside Fire Announce teams Tea (16:00) Networking formal Networking informal Close
  7. 7. Mathew Birkenshaw Section Head of Adult Social Care Technology and Systems Policy Department of Health DH policy: technology in Social Care
  8. 8. David Bell Director Atlantic Customer Solutions The challenges facing the sector
  9. 9. The teams then began exploring five key problems Assessments Data capture Optimising the use of assets Information advice and purchasing Addressing carer loneliness
  10. 10. The five problems selected • Assessments • Data capture • Optimising the use of assets • Information advice and purchasing • Addressing carer loneliness
  11. 11. Work session 1: Problem definition Facilitator: Simon Gifford
  12. 12. Assessments
  13. 13. Data Capture
  14. 14. Optimisation of the use of assets
  15. 15. Information advice and purchasing
  16. 16. Reducing the loneliness of carers
  17. 17. Dominic Campbell Founder FutureGov Technology for good
  18. 18. Hannah Miller, OBE Associate Atlantic Customer Solutions The challenge and the solutions
  19. 19. Ranking of challenges found them all to be critical – and solvable!
  20. 20. Gary Oakfield Prevention Group Manager Merseyside Fire and Recue From response to prevention
  21. 21. Then we networked …
  22. 22. And networked …
  23. 23. And networked … The day and the network sessions were separated by themed music: • Proud: Heather Small • Locomotive Breath: Jethro Tull • Race against time: Ja Rule • Forever Young: Alphaville • Time after time: Cyndi Lauper • In the end: Linin Park • Time Warp: Rocky Horror • Time: Pink Floyd • One more time: Daft Punk
  24. 24. Day 2: Problems to digital solutions Day 2
  25. 25. Welcome, recap and direction of travel David Brewer introduced the second day
  26. 26. Agenda: Day 2 Morning Review and recap Day 1 PechaKucha: Joseph Connor, Expero Crede Chirdeep Chhabra, Data Catalyser PechaKucha: David Alexander, MyDex Coffee break (10:30) Ideation and solution development Solution development Lunch(12:30) Afternoon PechaKucha: Leonard Anderson, Kemuri Preparation for panel Panel pitch and surgery Problem ranking and team selection Tea (15:15) Community development Conclusions and wrap-up Close
  27. 27. Dr. Leonard Anderson CEO Kemuri Monitoring wellbeing
  28. 28. Joseph Connor Founder Expero Crede Tracking your emotions
  29. 29. Chirdeep Chhabra Senior Partnerships Manager Digital Catapult Data Catalyser: Unlocking proprietary data
  30. 30. David Alexander CEO MyDex Personal data stores
  31. 31. We started exploring the problems posed on Day 1 ….
  32. 32. Work session 2: Ideation and solution development Facilitator: Simon Gifford
  33. 33. Assessments and data sharing
  34. 34. Assessments and data sharing (2)
  35. 35. Using community assets and information sharing
  36. 36. Addressing carer loneliness
  37. 37. Innovate UK Zahid Latif Head of Healthcare Funding sources
  38. 38. Panel session Pitch and surgery
  39. 39. The teams presented their solutions …
  40. 40. With passion & persuasion …
  41. 41. … while the panel probed and challenged.
  42. 42. Feedback and next steps David Brewer facilitated the closing session. A decision was made to launch an interim community to further advance the ideas and process. It was also agreed to enter all three solutions into the Innovate UK call
  43. 43. Frank Sinatra’s “Fly me to the moon” accompanied the move to some final networking….. The space-themed music interspersed the Day 2 sessions: Space oddity: David Bowie I believe I can fly: Ronan Keating Walking on the moon: The Police Space cowboy: Jamiroquai Rocket man: Eton John Fly me to the moon: Frank Sinatra
  44. 44. Appendices Completed templates: Problem definitions
  45. 45. Assessments
  46. 46. Problem definition Problem name: Assessments Problem reference number: 2 Stakeholders: - People needing support, carers. - Council - social care workers/managers - Workers - GPS, occupational therapists, district nurses, benefits team, housing team. - Suppliers - home care workers/agencies, voluntary organisations, lawyers. - Assets - people with care needs, carers 3rd sector CVO, advocacy. Problem: Number of assessments will increase but ironically the assessment process is not person-centered. It is provider focused, takes time, is often not fit for purpose and is easily at risk to people ‘gaming the system’. It is top down, not bottom up (The RAS is a ruse, its only the technical system of an already skewed process). Size: Massive - Care Act 2014 now introduces assessments for carers who are largely hidden (largely hidden assessments, backfilled onto system, so double the work!) (Integration issues). Current solution: Different in different localities (not portable); demand outstripping current model of supply; time consuming; must be signed off by qualified social worker (but may lack specialism in specific condition e.g. dementia; councils feel anxious about meeting Care Act and JSNA targets; people in receipt of care - how long waiting period and more anxiety; responding to multiple requests for same data (poor customer experience); no sharing of data e.g. with GPs/ health workers. Gains: Client owned = redesign the assessment for end user outcomes: the user owns the data, not solely the practitioner (sharing consent); pro-active ownership of care plan; real time changes (not episodic written in stone for a year). Multi-channel offer - real time data - self-service outline - co-produced - informed choice. Pains: Not timely; poor customer experience (not personalised outcome even if F2F meeting), duplication of info: repeating story, annual assessment doesn’t respond to/ track changes in condition (no real time data); hides the real story of the person’s situation; defensive recording - it’s a legal document and process that aims to control resources, not empower people to pro-actively own their own care; lack of trust (by social workers, by recipient of care; data). Customer jobs: Plot customer journey and re-design. Education, info/advice advocacy for recipient of care. (national communication strategy locally best fit). Council - informed choice, story-based self-assessment, co- produced community groups commissioned to support digital capacity/ inclusion. Based on Alex Osterwalder’s: Value Proposition Design Is it really solvable? Yes – but at what cost? Visual Representation: Current assessment system is a spider’s web made by 150 spiders… In a strong wind with a fighter jet flying in adding turbulence ( > flimsy). Current system is not sustainable but is solvable Social workers need support to arm OBC or direct payment care. Digital part of this but need interface development. Evolution or revolution of assessment process. Reinvention? - no sharing of best practice or data. Do now: new world = prevention savings
  47. 47. Data Capture
  48. 48. Problem definition Problem name: Data Capture Problem reference number: 3 Stakeholders: Service users ASC practitioners LAs (maintaining performance targets) Service providers Health practitioners Carers Problem: Pressure of social workers carrying out assessments, moving to a model of self- assessment and maintaining quality and consistency of data captured. How is this info/data shared? Especially unstructured data. Consent to share? Size: New clients: 2.1 million Completed review: 1.4 million Clients getting services: 1.2 million Current solution: Social workers carrying out assessments on paper then updating back office systems later. Social workers carrying out their own admin. Data sharing protocols managed locally and sponsored By director of ASC. Gains: Data captured is consistent. Data captured is systematic. Some data is digested and usefully shared. Pains: Backlogs/higher case loads. Poor use of resources Lack of data sharing – incorrect use of Data Protection Act People die/end up in hospital because of poor information sharing Customer jobs: 1. Complete assessments, provision services, maintain care plans (LA) 2. Self-assessment need, self provision of care (service user) Based on Alex Osterwalder’s: Value Proposition Design Is it really solvable? Yes – but at what cost? Visual Representation:
  49. 49. How best to develop and sustain assets
  50. 50. Problem definition Problem name: How best to develop and sustain assets Problem reference number: 4 Stakeholders: Voluntary organisations Service user Local authority Front line service providers Problem: - What do we mean by assets? - What assets are held? How do we maximise asset potential? - What benefit are we trying to achieve? - What need are we addressing? - How do we change patients perceptions/expectations? - How to develop audience-base that this approach is ???? - Not being aware of what’s going on inside/outside authority boundaries. - Limited IT capacity. - Lack of understanding of voluntary sector. Size: - One authority scalable nationally Current solution: - Uncoordinated/no sustainable models. - Evidence based corporate social responsibility. - Trials locally and nationally. - Large reliance on government funding to kick-start efforts. Gains: - Faster Assessment. - Better signposting for community users. - More capacity and efficiency, return for our spend. - Increased well-being in our Local communities. Pains: - Can only approach problem from local perspective – requires local solution – can’t mandate national solution. - Sustainability requires funding - Reluctance to engage Customer jobs: - Mapping existing capacity need - Connect capacity to need - Catalogue of signpost. Based on Alex Osterwalder’s: Value Proposition Design Is it really solvable? Yes – but at what cost? Visual Representation:
  51. 51. Information advice and purchasing
  52. 52. Problem definition Problem name: Information, Advice & Purchasing Problem reference number: 5 Stakeholders: Care receipients Friends/family (Healthcare) professionals Investigating care Problem: Data currency Information management Digital exclusion Geographic reach: parent/child Education/marketing Size: 200k enquiries/422k population. 5-30 minute call. 80% telephone contact. 10% of calls to web > £50k saving p.a. x 150 Las = £7.5m uk. 1 LA: 200k x 2.88 = £576k x 150 Las = £86.4m SOCITM call cost £2.88 Current solution: Multiple info/advice providers Multiple advice solution Phone dominated No understanding of process - marketing or education Gains: X sector info sharing. Demand management Better understanding of process Informed/better choices Deflection, self-service Reduction in cost for LA & INDI Better care provision Pains: More demands on individual: - Info integration - Financial management of care Education and marketing Customer jobs: Based on Alex Osterwalder’s: Value Proposition Design Is it really solvable? Yes – but at what cost? Visual Representation: (Note: may wish to use separate flip chart) YES! Ideas/ opportunities - Recommendation engines. Third sector delivery info model. Purchasing power of market > funds delivery of info/advice X sector working innovation. Data collection and mining.
  53. 53. Reducing loneliness and isolation of carers
  54. 54. Problem definition Problem name: Reducing loneliness/isolation of carers Problem reference number: 6 Stakeholders: Las, GPs, family trust, carers & individuals, families of carers and cared for. Problem: How does society support and prevent the loneliness of informal carers? - To prevent myopic vision of needs of cared for - It can happen over time - It can exclude other helpers - Leads to a secondary issue, further complications and potentially intervention and IOS & S. Size: Dementia unpaid care costs 11.6bn, 1.3bn hours. Problem is getting significantly worse. Problem is defining numbers when some carers don’t come forward. Current solution: A statuary system fallen into disuse and need for reassessment with Care Act. - Informal carers groups - Carers information services - Carers centres funded by voluntary organisations and others - GPs services - Some potential LA financial support Gains: Improved care for the cared for and potentially a better long term outlook for care givers reducing their dependency on system = reduction in costs/ better outcomes. Pains: Potential lack of engagement. Denial there may be a problem. They don’t know how big the problem is. Data sharing. Customer jobs: Better quality care for cared for at a lower cost and most effective. Based on Alex Osterwalder’s: Value Proposition Design Is it really solvable? Yes – but at what cost? Visual Representation: ??? And ??? In relation to problem. Addressed too late to change mindset.
  55. 55. Appendices Completed templates: Solutions
  56. 56. Assessment & data transfer
  57. 57. Problem solution – page 1 Problem name: Assessment & data transfer Reference number: 2 & 3 The solution (to users & buyers): 1. USER: • Self-service (info pre-assessment) • Self-assessment (or referral) YES - ‘Futuregov’ experience (Surrey CC) NO - set up care account - Personalised ‘data store’ > diagnostic + tools - needs, £, self-manage/PA - Portable by person 2. COUNCIL: • Demand management • ??? ‘source of the truth’ • View of whole market • ‘mixed market’ social value act • Visibility of self funders (currently invisible). 3. PROVIDERS: • Engaged • Visibility in market • Future proofed H + ISC purchasing power • Reputation 9ratings by users) ‘Amazon’ careTechnology: • Web enabled and multi-channel (first filter) • Data governance and security Visual or other tangible) representation: The solution: Shifting the market - focus on care account as an opportunity for change/transformation using: • Self funders and their contracted/commissioned providers as a cohort to command, manage and create a data set for future service planning. • Personal data sets owned by the individual • Potential users become visible (currently they aren’t known until they present at ASC door) • Data capture and store for intelligence and market for H & ASC.  Intelligence  Market insight Care Advisor Council Assessment Meets ??? Account Care Cape Evidence LA Services Market Providers Assets Assessment is massive - assessment of condition, £ assessment + H&S assessment for re-ablement. If we take evolution approach - faster, consistent, accurate ??? read can be improved by AI, with tech improver/enabler.
  58. 58. Assessment & data transfer
  59. 59. Problem solution – page 2 Problem name: Assessment & data transfer Problem reference number: 2 & 3 Risks and assumptions: • Consistency/standards • Pre-assessment - read across to formal??? • Info governance • Security (IlM3 & PSN) • Formal assessment is co-produced • National communication strategy raises awareness to care account • Council wants to know about and plan for future demand on service from self-funders The solution: Care advisor plus Business case: Demand Management • Collated data, aggregating data  intelligence • Saves £s (20:80 rule) • Saves time  • Customer journey/pro-active engagement. • Provider/customer/council > health usage • Vibrant market shaping + insight • Visibility/transparency • Quality ratings Current solution: (top 3) person owned care account. • Demand outstripping demand • Static/decreasing resource • Inefficient/unsustainable resource • Paper driven not shareable data • No view of this market/self-funder needs. Pain relievers: • Personal data in realm of person • Visibility: ‒ Providers ‒ Self-funders: needs, issues ‒ Access to intelligence • Council (see sheet 1) • Care cap evidence • Poor experience • Trust Gain creators: ‘one version of truth’ • Data aggregation • Less duplication • Timely • Engaging for customer • Personalised, portable • Flexible (with changes) • Improved auditability • Market stimulated • Reducing friction of transaction • Managed services e.g. ACAS. Products and services: Care advisor Care account Market place Revenue model: Council/region could pump prime (Care Act). Providers pay/subscribe? (%) Competitive advantage: • Person-focused, co-owned • Not mandated by internal systems of council • Manages demand out of council ‘’Fan Dabby Dosey’’ (Reduced mortality - ‘no stone unturned’ is a distant memory)
  60. 60. Community assets; info and advice
  61. 61. Problem solution – page 1 Problem name: Community assets/ info and advice Problem reference number: 4+5 The solution (to users & buyers): Digital map of everything gathered in one place populated from data already exists, your local, not council or boundaries. Walking tour of assets 1. Councils don’t do they create the conditions 2. Digital asset map - growth sources 3. Not just digital/walking maps 4. Sustainable, self-managed 5. Information about similar products 6. Together at ? What does your customer say about the proposed solution? Technology: Your voice, community asset A digital asset map - self-managed • Quedos approached • Galvanise the community/ local • Offer financial incentives, government to pump prime. Visual or other tangible representation:The solution: 1. Problem - Gap analysis • What needs are there? • What I & A is available? 2. Is there a difference between formal and informal assets 3. How to highlight the assets to the community 4. How we can ensure someone with a need is connected Why no one solved it before? • Barriers across structures (silo leadership, not our job, east shunting) but now replaced by cooperation e.g. MASH to fix problems. • Formal/approved signposting (LA, fire, ambulance, GPs, voluntary sector) vs. encourage community interest groups and provide (I&A) > social engagement approval.
  62. 62. Reducing loneliness of carers
  63. 63. Problem solution – page 1 Problem name: Reducing Loneliness of carers Problem reference number: 6 The solution (to users & buyers): • Entry point - integration driven by shared events on TV which can be scheduled - TV tea trolley. • Carer based TV/film club • Connection ‒ User defined characteristics ‒ Who is watching the same? ‒ Friends and their friends • Trusted network ‒ Levels of access What does your customer say about the proposed solution? Technology: Using TV - tech everyone is familiar with. But this is seen as the basic stage solution. Moves onto more conventional web solutions. Visual or other tangible representation:The solution: - Got to work in the home • Seamless & useable by people not tech savy • Secure, reliable (work in a crisis) - Two way interactive • Facilitate connection when they want to - Configure based on content - Ability to express themselves to drive engagement - Information access • What is available, entitlement, help, guides - Makes economic and social sense • Works for self-funders - local authorities - Allows informal care networks to??? • monitor
  64. 64. Issues and templates
  65. 65. Brainstorm (ideas only) Do we really understand the problem? What are the root causes? What are the underlying issues? Can we break it down to smaller problems? Why is it a problem? Why has no one solved it before? What are the obstacles? Are there data issues? Draw the process – insights? What might the ideal solution look like? What are the options? Is it related to other problems? The problem
  66. 66. Some key challenge areas 1. Assessments & RAS 2. Data capture, privacy & security 3. Care accounts and use of funds 4. Predicting costs and market shaping 5. Information, advice & purchasing 6. Safeguarding and monitoring (after direct payments) 7. Optimising use of "assets” eg universal services and voluntary sector 8. Alternative services eg telecare, wearables, etc 9. Handovers and boundaries
  67. 67. Problem definition Problem name: _______________________ Problem reference number: _________ Stakeholders: • Who has the problem? (customers) • Customer segments • Who else is impacted? • Who wants it solved? • How are Service users impacted? Problem: • What is the problem (define)? • 140 characters • Fuller definition • Who does it affect? • When does it occur? Size: • How big is the problem? • Quantify the benefit if solved? • How many are affected? • Is the problem getting worse? • Are there indirect benefits? Current solution: • How is it currently being handled? • How good is the solution? • What are the problems with the solution? • Is there any group working on this at present? Gains: • What outcomes & benefits does the customer want? • Rank: essential to nice-to-have. Pains: • What annoys the customer when trying to get the job done? • Rank: extreme to moderate Customer jobs: • What is it the customer is trying to get done? • Rank: important to insignificant Based on Alex Osterwalder’s: Value Proposition Design Is it really solvable? Yes – but at what cost? Visual Representation: (Note; may wish to use separate flip chart)
  68. 68. Problem solution – page 1 Problem name: _______________________ Problem reference number: _________ The solution (to users & buyers): • Describe the solution in detail to the customer (user) • Describe the solution to the economic buyer (eg finance, procurement) • Describe the solution to the end-user. What does your customer say about the proposed solution? Technology: • What underlying digital technology unlocks the solution? • What data is required / produced? • What are the data issues? • Can the TDH help? Visual or other tangible) representation: (may use other media) Demonstrate how it may be used to the customer eg wire-frame, prototype. The solution: • Describe the solution in detail • What does it do? • How does it do it? • What makes it different? • Describe the process of use
  69. 69. Problem solution – page 2 Problem name: _______________________ Problem reference number: _________ Risks and assumptions: • What are the major assumptions you have made in developing the solution? • What are the major risks? • How could you test them before developing a full product? The solution: • Describe the solution in 3 lines or less. • Draw a simple picture of the product being used by customers Business case: • At the highest level, describe the benefits and costs of the solution? • Who would buy it and for how much? • How long will it take to produce? • How much and what type of resource/skills will it require? Current solution: • In what way is it better than the current solution? • In what way is it worse than the current solution? Pain relievers: • How (and which) pains will we relieve? • Rank: essential to nice-to-have. Gain creators: • How (and which) benefits and outcomes will we produce? • Rank: essential to nice-to-have Products and services: • What are all the components of the product? • Rank: essential to nice-to-have What does the end-user say about the proposed solution? Revenue model: • What is the revenue model? • Who pays and how? Competitive advantage: • If you were to commercialize this, what would be the competitive advantage?
  70. 70. Problem definition Problem name: Time and labour required by assessments Problem reference number: A1 Stakeholders: Service user; carers; Care Managers; providers; LA management; Health services; Problem: Time required to assess; and backlog of assessments (worsened by the Care Act). Size: 200,000 assessments required pa @ £100 each is a £20m job. 10% saving is worth £2 million pa excluding indirect benefits. Current solution: S/U supported in completing application; care managers review and capture; health input sought; carer consideration given; financial assessment conducted; RAS run. Leads to development of support plan approved by panel (see drawing of process Gains: Data input accurate when done timeously; fairness to users with consistency; carers can receive an assessment; social workers used in areas that match skills; less duplication of activity ; Pains: Customer jobs: Complete assessments (and reviews) for service users when required. Based on Alex Osterwalder’s: Value Proposition Design Is it really solvable? YES Yes – but at what cost? Visual Representation: (Note: may wish to use separate flip chart) Shortage of care managers / social workers; admin tasks not completed; inconsistencies in results; need for panels;
  71. 71. Problem solution – page 1 Solution name: AI based assessments Problem reference number: A1 The solution (to users & buyers): Users: a fair system that provides the same result across the country. Buyers: Reduce Care Workers review time by 60% and better data capture. System may be extended to other user groups, incorporate Health and to further populate support plans. What does your customer say about the proposed solution? Technology: Common software across all LA’s with data sharing at individual level Interface built to care systems. Visual or other tangible) representation: (may use other media) The solution: Artificial intelligence based solution. Works from a common (nation-wide) input form that may be self-administered or supported by non-qualified worker. System “learns” from all assessments conducted around country.. Produces exceptions for those requiring detailed review by qualified social worker. Data captured directly into LA Care system and Care Plan partially pre- populated.
  72. 72. Problem solution – page 2 Solution name: AI based assessments Problem reference number: A1 Risks and assumptions: Technology is possible? Will obtain national coordination Acceptable to social care Data problems can be overcome The solution: AI based national assessment system Business case: Cost to produce £250k and annual cost £100k. Annual benefit £2m Many non-quantified benefits Current solution: Better than current as it is less expensive, more consistent and frees up social worker capacity. Worse: may have backlash against non- human nature Pain relievers: Reduces cost of assessments Reduces poor data capture Frees up social worker capacity Gain creators: Obtain benefit from shared data Fairer system for all Can increase number of assessments conducted Products and services: Standard assessment input with self – assessment capacity; AI driven assessment which improves over time I think it is fairer and I will not get left waiting for my review Revenue model: LA’s pay a fee per assessment Competitive advantage: Likely resistance to a duplicated model unless significant benefits

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