If you are following the changes at Tunstall Healthcare, TSA’s Alyson Scurfield’s talk with Gordon Sutherland has some significant news. The investment from Barings, M&G, and the lender group has been confirmed as a change of ownership. It could be inferred from the release, but was not explicit.
From Mr. Sutherland: “The change in ownership deal is now subject to several legal steps including a European Commission review regarding Competition Law. We expect to be able to address any issues and the deal to be signed in late June/July.” Checking back on the Charterhouse website, Tunstall is still categorized as an unexited portfolio company (or ‘unrealised’ in a more delicate term).
Another reveal in this conversation is a strategic statement that segments care and presumably the company’s direction into four parts, somewhat like Roman Gaul (which was three or five, depending on the history you’re reading):
- Reactive care: for instance an alarm bell or PERS press
- Proactive care: reactive plus social care and well checks
- Predictive care: sensor-based tracking in the home. Presumably this would be rules-based (i.e. time) on ADLs.
- Tunstall has added to this Cognitive Care or “Intelli-Care” which would combine presumably #2 and #3 along with other healthcare data from the user which would be analyzed to deliver social or health ‘nudges’. While in its ‘infancy’ according to Mr. Sutherland, this type of system would also detect changes in vital signs which require intervention.
#3 and especially #4 referred to as in ‘infancy’ leave this Editor puzzled. Back in 2006-9, the QuietCare system (still sold by Care Innovations) had changes in ADLs based on a normative model baselined over two weeks pretty much nailed down. There are more advanced systems such as CarePredict that take that motion and movement and have put it on a wrist-based sensor system that is now sold for individuals at home as well as in group living–with fall prediction and a PERS for good measure. Vital signs monitoring can also be done with other personal devices, watches, and smartphone/tablet reporting, but medical grade monitoring is another step further with far more complex integration.
Part 2 of the conversation will discuss what are the anticipated changes to health and social care service sectors and the proposed strategic direction of TSA. Hat tip to one of our Readers
Updated 25 April: A further snippet on how the new investment will play out at Tunstall is found on healthcare business intel provider Laing Buisson’s Care Markets website. In their view, the Barings/M&G investment will be “supporting the restructure, which will see the business recapitalised and debt reduced to £180m….” The rest is unfortunately only available to Care Markets newsletter subscribers, of which we are not. Again, no mention of Charterhouse.
Like much in our industry having the technolgy alone is rarely enough for success.(eg ADL solutions in 2009) There have been many who have launched and withdrawn ADL type solutions since.eg Here&There, ADLife, Three Rings
A rounded proposition that reflects the current market environment and drivers for change eg digital transition is likely to encourage a much greater uptake.
As it happens I agree with Gordon. It’s time to quickly move forward towards more preventative solutions that include the option of reactive emergency alarms. As the volume of data and uptake increase predictive alerts are an inevitable and highly desirable deliverable.
@kevinDoughty was writing about ADL and the three generations of telecare back in the 00’s .Is it time to embrace the next generation?
I also wonder how much the current Covid emergency will change digital care? Connected health has been an immediate beneficiary. Is there more to come?