welcome the victoria park plaza hotel victoria london

Welcome

The Victoria Park Plaza Hotel

Victoria

London

Chair’s Welcome

Richard Humphries

Chief Executive

Care Services Improvement Partnership

The Gift of Peace of Mind

Liam Byrne MPParliamentary Under Secretary of State for Care Services

For printed copies of each presentation

please complete the Conference

Evaluation sheet (in the handout pack) at the end of the day and hand it to the conference

registration desk

Health & Social Care Change Agent Team

STRATEGIC STRATEGIC COMMISSIONING OF COMMISSIONING OF SERVICES AND THE SERVICES AND THE BENEFITS OF BENEFITS OF INVESTING IN INVESTING IN TELECARETELECARE LONDON Tuesday 19 July 2005LONDON Tuesday 19 July 2005

Health & Social Care Change Agent TeamHealth & Social Care Change Agent Team

ARE YOU READY TO SPEND THE £80 MILLION?

Ian Salt Ian Salt

C.S.I.P. National Lead - TelecareC.S.I.P. National Lead - Telecare

1. Is there any evidence for telecare – is it cost-effective?

2. How do I deal with the ethical issues like consent?

3. How do I get Social Services, Health, Housing and the independent sector involved in improving services?

4. How does telecare fit in with other plans and priorities for promoting independence and dignity?

5. How does telecare become a mainstream service?

“In looking at the new funding, as a Director of Social Services I might be asking myself……..”


• Examples of good practice and innovation showing that telecare can help reduce care home and hospital admissions and support independence programmes

• Innovative housing schemes have led the way in providing telecare support

• Payment by Results and the National Tariff opportunities for PCTs to monitor long term conditions outside of hospital

• The CSIP Telecare Implementation Guide and factsheets provide information, checklists and contacts including local services and telecare experts

“Is there any evidence for telecare – is it cost effective?”


“How do I deal with the ethical issues like consent?”

• Users could benefit from telecare

• Care should be taken to obtain consent and agreement

• Follow-up, monitoring and review will ensure that telecare meets the needs of users and is not intrusive

• Complex situations will need special consideration

• Innovative work would need local ethics committee consideration – a factsheet is available


“How do I get Social Services, Health, Housing and the independent sector involved in improving services?”

• ICES Section 31 or other existing partnerships to bring people together – this could leverage in extra funding

• Users may have reduced hospital admissions and those supported by health services may need less care,– whole systems thinking is vital

• Telecare could provide considerable benefits for carers and families

• Fair Access to Care Services and Single Assessment will enable services to be focused on users and carers


“How does telecare fit in with other plans and priorities for promoting independence and dignity?”

• Audit Commission and the Health Select Committee reports

• The Green Paper on Adult Social Care includes telecare

• Standards in several of the NSF’s could be achieved using aspects of telecare ( long term conditions, falls strategies, intermediate care )

• Telecare could support people as part of palliative care programmes

• ‘Improving the Life Chances of Disabled People’ has many references to assistive technology


“How does telecare become a mainstream service?”

• Innovation and programme evaluation identifies the value of telecare services with a sound evidence base and demonstrates value for money

• Partnership working provides synergy and leveraging of additional, recurring funds to provide long term development

• A viable service option for health, housing and social services provision with clear links to their strategies, policies, commissioning plans and service priorities

• Involving users and carers through consultation and care planning focuses on independence, dignity and choice

• The CSIP Guide and factsheets support local plans


Project Mgr

Suppliers

Ethics

Pilot(s)

Charging

FACS, SAP

Awareness

Procurement

Contracts/SLAs

Protocols

Commence

Review

Implementation of telecare


Project Mgr

Ethics

Pilot(s)

Charging

FACS, SAP

Protocols

Commence

Review

Awareness, training

Funding >Procurement

Suppliers

Contracts/SLAs

Implementation of telecare


6 months6 months 6 months6 months 6 months6 months 6 months6 months 6 months6 months

Project Mgr

Ethics

Pilot(s)

Charging

FACS, SAP

Protocols

Commence

Review

Awareness, training

Funding >Procurement

Suppliers

Contracts/SLAs

Implementation of telecare – too long


July 2005July 2005 April 2006April 2006 Sept 2006Sept 2006

Telecare Champion

Ethics

FACS, SAP, fairer charging

Protocols

Commence

Review

Awareness, training

Funding and 2005/6 Plans

Evidence-base, suppliers, procurement

Contracts/SLAs

Implementation of telecare – telescoping the timeline using the Guide and Factsheets

Dec 2005Dec 2005

Partnership working



SO - ARE YOU READY TO SPEND THE £80 MILLION?

Ian Salt Ian Salt

C.S.I.P. National Lead - TelecareC.S.I.P. National Lead - Telecare

We need to share information as it starts to emerge

We need to gather evidence so that we can move this telecare agenda forward together.

Health & Social Care Change Agent Team

FOR MORE HELP AND ACCESS FOR MORE HELP AND ACCESS TO THE CSIP TELECARE TO THE CSIP TELECARE IMPLEMENTATION GUIDE IMPLEMENTATION GUIDE

PLEASE VISIT OUR WEB SITE:PLEASE VISIT OUR WEB SITE:

www.icesdoh.org/telecare

www.changeagentteam.org.uk/telecare

Thank you

Ian Salt




registration desk

20

Getting the Right Balance of Care in your Economy

Steve ArnoldDirector, Integrated CareNorth West London SHA

‘Strategic Commissioning of Services and the Benefits of Investing in Telecare’

Workshop 19 July 2005

Long Term Conditions:• are enduring• are not curable and require ongoing care• will get progressively worse

What’s included?:• arthritis, diabetes, heart failure, COPD• mental health• renal dialysis, cancer and HIV/AIDS• Sickle Cell and Thalassemia• NSF on Neurological Conditions

• 17.5m people with LTC, 8m with multiple LTCs

• Discomfort and stress an everyday reality

• Care has been reactive, unplanned and episodic, reliant on hospitals

• 5% LTC inpatients = 42% of all acute bed days

• LTCs account for 80% of GP attendances

• Only 50% medicines taken as prescribed

The challenge ….

• Embed a systematic approach across health and social care

• Reduce reliance on secondary care – increase primary, community and home support

• Deliver high quality personalised care

• Support for self-care – linking to ‘Choosing Health’ and healthier choices

Strategic Aims

National Targets

• April 2008 - reduce Emergency Occupied Bed Days by 5%

• April 2008 - identify the cohort of Very High Intensity Users - est. 240k nationally

• April 2008 – all VHIUs have care plans and are case managed

• April 2007 – complete appointment of Community Matrons - 3,000 nationally

Stratifying need and matching care

POPULATION WIDE PREVENTION

Level 3

Level 2

Level 1

Highly complexPatients (5%)

High riskPatients (15%)

Low riskPatients (80%)

DiseaseManagement

CaseManagement

Supported Self Care

‘Supporting People with Long Term Conditions – An NHS and Social Care Model’ (Jan 2005)

Albert’s story ….. present day•Albert is 72, lives alone - diagnosed with COPD 15 years ago

•30% of normal lung function at rest - severe breathlessness especially when he exerts himself, even in the most routine ways

•underweight; anxious, depressed, prone to panic; he feels hopeless and that he can’t cope

• regular exacerbations - admitted to hospital - 15 days LOS

•delay in notifying the GP and in getting support - re-admitted to hospital

•not able to attend the follow-up OPD appointments offered at the hospital

•GP does not normally visit

•treatment - oxygen therapy, steroids, antibiotics and regular use of inhalers, although he would often forget to take his medication

•meals delivered - carer support

Albert’s story ….. 2010•Co-ordinated by Primary Care Centre - Nurse Case Manager contacts him regularly both by telephone and in person

•Provides routine information daily through a hand held computer to the PCC - assessed daily

•Contact him by video link re possible exacerbation - advice about additional self-medication

•Other reports, inc weather conditions

•Urgent visits as appropriate

•Admissions to hospital reduced – and then:

– PCC stays in touch

– LOS reduced - usually 3 to 4 days

– Co-ordinated discharge

• ‘Direct payments’ funds gardener

•Calmer and spends lots of time admiring his newly reclaimed garden.

• Whole systems approach

• Links to the broader policy agenda

• Staff training inc decision support

• Awareness raising amongst users

• What can the industry contribute?

Lessons for the Telecare agenda

Be ambitious – this is about

transformation

Long Term Conditions – take home message




registration desk

REFRESHMENTS

Newham Home Monitoring Newham Home Monitoring Project : Using Telecare to Project : Using Telecare to

Integrate Health and Integrate Health and Social Care Social Care

About Newham About Newham

About Newham About Newham

• Ranked 4Ranked 4thth in Jarman scores in Jarman scores

• 62% of population are from black and 62% of population are from black and ethnic minorities ethnic minorities

• High proportion of under 24sHigh proportion of under 24s

• Significant population growth Significant population growth forecastforecast

Health in NewhamHealth in Newham

• Major areas of health inequality Major areas of health inequality

• Significant burden of long term Significant burden of long term conditions particularly diabetes, conditions particularly diabetes, cardiovascular disease and cardiovascular disease and respiratory diseaserespiratory disease

• Age profile of LTCs different Age profile of LTCs different

• Huge potential for improvement Huge potential for improvement

Mortality trend for coronary heart disease, in people Mortality trend for coronary heart disease, in people aged under 65aged under 65

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

1993 1994 1995 1996 1997 1998 1999 2000 2001

rate

per

100

,000

England London Newham

Mortality trend for stroke, in people aged under 65Mortality trend for stroke, in people aged under 65

0.00

5.00

10.00

15.00

20.00

25.00

1993 1994 1995 1996 1997 1998 1999 2000 2001

rate

per

100,0

00

England London Newham

A Relatively Small Number of A Relatively Small Number of PatientsPatientsAccount for a Large Share CostsAccount for a Large Share CostsHospitalized Patients and % of Total Hospitalized Patients and % of Total Patient DaysPatient Days

3.0%

27.5%

7.0%

27.1%

10.0%

19.0%80.0%

26.4%

0%

20%

40%

60%

80%

100%

Pe

rce

nt

of

To

tal

3.0%

40.4%

7.0%

29.9%

10.0%

15.4%

80.0%

14.3%

0%

20%

40%

60%

80%

100%

Pe

rce

nt

of

To

tal

HospitalizedPatients

TotalPatient days

HospitalizedPatients

TotalPatient Days

All London Newham PCT

74%86%

What works in LTC management ?What works in LTC management ?

• Managing the whole package of needs Managing the whole package of needs

• Single point of contact, particularly to promote Single point of contact, particularly to promote good cross sectoral and multidisciplinary good cross sectoral and multidisciplinary working working

• Good quality, accessible information Good quality, accessible information

• Proactive managementProactive management

• Timely, effective and proportionate response in Timely, effective and proportionate response in and out of hours and out of hours

• Involved and informed patients and carers Involved and informed patients and carers

• Tailoring to individual needs, especially in Tailoring to individual needs, especially in complex cases complex cases

Aims of the Home Aims of the Home Monitoring Project Monitoring Project

• Increase patients’ knowledge of their Increase patients’ knowledge of their condition condition

• Identify risk factors/ deteriorating condition Identify risk factors/ deteriorating condition and intervene earlyand intervene early

• Increase access to information 24hrs a day Increase access to information 24hrs a day for health & social care professionals caring for health & social care professionals caring for the patientfor the patient

• Manage health & social care needs and Manage health & social care needs and patient anxietypatient anxiety

Target GroupTarget Group

• Older people living at home beginning to Older people living at home beginning to develop a pattern of regular admissions / develop a pattern of regular admissions / attendance at A&Eattendance at A&E

• At least one chronic condition At least one chronic condition

• Anxious / socially isolated and in need of Anxious / socially isolated and in need of supportsupport

• Those with language needs and early Those with language needs and early stage cognitive impairment actively stage cognitive impairment actively involvedinvolved

What the project consists of What the project consists of

Single Assessment Single Assessment

Risk Identification Risk Identification

Care Companion Care Companion

Web Record Web Record

Case Manager based in Local Authority Case Manager based in Local Authority Call Call

CentreCentre

Individual Escalation ProtocolIndividual Escalation Protocol

Assessment Unit Assessment Unit

+ wireless devicesAssessment Unit

+ wireless devices

+ videophone

AMD Care Companion AMD Care Companion SystemSystem

Potential Value of TelecarePotential Value of Telecare

• Extend care to home settingExtend care to home setting• Supports patient education and concordanceSupports patient education and concordance• Relieves pressure on carers Relieves pressure on carers • Integrates in and out of hours care Integrates in and out of hours care • Facilitates proactive care Facilitates proactive care • High quality reliable information for decision High quality reliable information for decision

makingmaking• Underpins information sharing and joint planningUnderpins information sharing and joint planning• Enables most effective use of health / social care Enables most effective use of health / social care

resources resources

Lessons Learned in NewhamLessons Learned in Newham

• Steep learning curve for NHS and Steep learning curve for NHS and independent sectorindependent sector

• Dedicated resources essentialDedicated resources essential

• Compatibility between systems Compatibility between systems neededneeded

• Risk issues (clinical, financial) Risk issues (clinical, financial)

• Enthusiasm from staff and patients Enthusiasm from staff and patients




registration desk

Telecare

A Durham Perspective

Content

Part One (John Thornberry)We like telecare becauseThere are challengesOur strategic approach

Part Two (Dennis Scarr)Pathfinder programme3 examples

We like telecare because it….

Increases choice for people Helps to manage risks in community

care Achieves targets and performance Helps with CSEP/Gershon Changes cultures and practices

Some Challenges

Complex organisational arrangements Overlapping policy initiatives Tight budgets Silo working practices Development to mainstream

Durham Strategic Approach

Whole systems approach Partnership working as a key to success Countywide groups for older people, CEB,

Supporting People Locality Boards with SSD, DC and PCT At Home and in touch project to link IT with

practice

Pathfinder Programme

Three Examples

A case for improved integrated working in

local communities

We are sometimes

providing the wrong services at the wrong time to the

wrong people -we need to

review how and where we spend

our resourcesThe rate of changes in health care must link to changes in

social care and housing

provision-The key providers

must co-ordinate their

service changes more

effectively

We are still driving a reactive approach to

care and housing provision-

we need to develop enhanced preventative

services

Not developing the types of care services needed in the

future fast enough - we are too slow!

Low overall user

expectation -user

expectations will increase in both needs &

wants

33% increase in people

needing care services in

next 10 years- demand is increasing

more quickly than ever

before

Govt will no longer tolerate

poor performance

or slow progress- cash

rewards are available to those willing

to change

Assistive Technology and Extra Care Housing Sycamore Lodge – Hanover Extra

Care Remote Health Monitoring & CDM ‘Well Elderly Clinic’ Telemed / Community Alarms / GP’s /

Service User Making it happen Early learning

Assistive Technology and SCATS Sedgefield Community Assistive

Technology Service ‘helping someone with memory

related problems remain at home….’ Telecare sensors/ Community

Alarms/Warden Service Making it happen Early learning

Assistive Technology & Integrated Teams Integrated Teams for services to Vulnerable

Adults – Social Care & Health / Health / Housing Support services.

Assistive Technology / Community Alarms/Warden Services

Single Assessment Process Making it happen Early learning




registration desk

19 April 2023

Helping people to stay at home - findings from an evaluation of

Northamptonshire's Safe at Home Project.

John WoolhamSenior Research Officer

Northamptonshire County CouncilCommunity Services Directorate

July 2005.

Safe at Home: background

Northamptonshire’s involvement in the EU funded ASTRID project

Putting principles into practice – the Safe at Home project

Safe at Home: project structure

Three full time project workers located in Care Management teams and responsible for assessing referrals, identifying and obtaining technology needed and arranging its installation

3 ‘Demonstration houses’ to show technology in action to professionals, carers, and service users.

Project depends on multi-agency partnership working and multi-disciplinary professional skills within its management groups

Safe at Home: what it does in practice:

The story of Mrs White and her gas cooker…..

The Problem: Forgets to light gas cooker

after turning it on. Risk of suffocation or

explosionHigh level of concern from

neighbours and relatives

The Solutions?Admission into care Disconnect cooker Substitute gas for electric or

microwave Use technology to manage

risks

Safe at Home: evaluation objectives

To assess the reliability of any technology used in the project

To assess the extent to which any technology used supported unpaid carers and relatives

To assess the success with which technology helps service users to maintain their independence

To examine the cost effectiveness of the project

Safe at Home: methods

Longitudinal design – 21 monthsCriteria for inclusion in evaluation:

Met criteria for referral to projectpermission given to use data for research purposes

Control group from Essex social services to collect some outcome and cost data

No sampling.

Safe at Home: methods

There was a fairly high drop out rate before a service was provided

Safe at Home service users and the control group were very well matched

Total no. referrals = 326

Total no. assessments = 291

Total no. people who received technology = 233

SAH User group (n= 233)

Comparator group (n= 173)

Mean age 80.2 (SD=7.97) 79.4 (SD=7.41)

Gender M = 62 (27%) M=48 (27%)

Ethnicity White = 97%Asian/Asian British =

1%Black or Black British =

1%Chinese = <1%

White = 100%

Living alone Y= 66% Y= 40%

Diagnosis of dementia

Y= 90% Y = 100%

Presence of unpaid carer

Y = 87% Y = 94%

Mean MMSE 19.9 (SD= 6.07) (n=87) 18.9 (SD= 5.05)(n=93)

Safe at Home: Objective 1. The reliability of the

technology

Over 50 different kinds of device were used

Some were simple ‘stand-alone’ devices that don’t need to be installed

Some were telecare devices which relayed messages to a local call centre so a ‘social response’ could be provided.

Reliability and effectiveness checked every three months by project workers

91% of devices worked perfectly over the course of six reviews.

Safe at Home: Objective 2: The impact of the project on

relatives and unpaid carers

123 relatives and carers were surveyed and 70% replied. A carer stress scale was used to measure the impact of the project. In all but one of the scored items the scale score was lower (i.e. the relative or carer was less stressed) after the project had provided technology. These changes in score were statistically significant in 9 of the 13 items on the scale (w=0.001)

4.7

4

4.44.1

4.8

4.4

3.6

4.3

3.6

4 3.9 3.9 3.9

4.3

3.94.1

3.8

4.7

4.1

3.5

4.1

3.53.8 3.8 3.9 3.8

0

1

2

3

4

5

Fear

of

acci

dent

s/da

nger

s

Inte

rrup

ted

slee

p

Diffi

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ies

copi

ng

Feel

ings

of

depr

essi

on

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Ups

et t

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useh

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ine

Feel

ings

of

emba

rras

smen

t

Feel

ings

of

frus

trat

ion

Lack

of

plea

sure

Inab

ility

to

have

hol

iday

Sta

ndar

d of

livi

ng

Hea

lth

conc

erns

Dem

ands

for

att

enti

on

Bef ore

Af ter

Safe at HomeObjective 3: Extent to which project

supported independent living

Assessment score profiles for people at referral and 12 month later declined (i.e. showed evidence of slight improvement) in functioning on three of the eight sub-scales. All sub-scale scores were statistically significant (x2=<0.001)

7

2.4

8.8 9.2

7.3

5.4

3.32.5

7.1

2.3

11

9.2

6.8

5.5

2.9 2.5

0

2

4

6

8

10

12

Thi

nkin

g &

com

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Pers

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ity

& de

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lity

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core

At ref erral

12 mths later



A control group was used to compare the rates at which people left the community. People from the control group left the community sooner and in greater numbers: they were four times more likely to leave the community than Safe at Home users.

0

10

20

30

40

50

60

70

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

months

% w

ho le

ft c

omm

unit

y

Saf e atHome

Essexcomparator



The study considered if other factors might be responsible for these outcomes

The composition of the two groups: no sampling occurred the two groups were large and well matched on a range of factors.

Provision of care: people from the control received more services, more hours of help more visits.

The possibility that the differences may be due to difference in use of ‘anti-dementia’ medication or some kind of ‘Hawthorne effect’ are unlikely but can not be entirely discounted.

Safe at HomeObjective 4: Cost effectiveness

The project was extremely cost effective as fewer people spent less time in hospital, residential or nursing care. The net equivalent saving over 21 months was £1,504,773.

477,270.30

15,911.36

568,440.18

1,020,054.00

127,356.96

1,705,837.50

0.00

500,000.00

1,000,000.00

1,500,000.00

2,000,000.00

Residential care Nursing care Hospital

expe

ndit

ure

Saf e at Home

Essex comparator

Safe at Home: conclusions

Operational teams need:Training, training, trainingAccess to information about what technology is available and what

it does & doesn’t doAbility to obtain relevant technology quickly as well as access to

people with the skills to install it safelyNeed for access to call centre staff who are trained and have the

resources to meet the demands of an expanded serviceTo include a social response service

If the infrastructure is in place technology can help deliver performance improvements in relation to several social care performance indicators

May need to think about re-engineering of services and the creation of new hybrid professional groups.


RisksUse of technology is

‘technology led’ not determined by need

Failure to understand or apply ethical protocols where informed consent to use is difficult or impossible

Used as a substitute for social care


Assistive & telecare technology a win-win situation?Consistent with what most service users would prefer

Supports carers

Very cost effective. Can be used to

Manage riskProvide support and reassurancePredict the occurrence of ‘risky’ activities

Limits to use areAvailability of technological solutionsInfrastructure and will to supportSkill and imagination of service providers

References

Barlow, J., et al. Flexible Homes, Flexible Care, Inflexible Attitudes? The Role of Telecare in Supporting Independence (2003) Housing Studies Journal.

Curry, R., et al. The use of Assistive Technology to Support Independent living for Older and Disabled People (2002) ICES/DH.

www.ICESDOH.org Telecare Implementation Guidance Pack. (2005)Marshall, M (ed) ASTRID: A Social and Technological Response to

meeting the needs of Individuals with Dementia (2000) Hawker, London.

Woolham, J. & Frisby, B. Building a Local Infrastructure that Supports the use of Assistive Technology in Dementia Care (2002) Research Policy & Planning Vol 20. No.2.

Woolham, J. Safe at Home – supporting the independence of people living with dementia by using assistive and telecare technology (2005) forthcoming)

http://www.icesdoh.org/




registration desk

LUNCH AND EXHIBITION

Making Your Investment

Decisions Work

Peter Gilroy

Chief Executive

Kent County Council

Kent Telehealth Evaluative Development Pilot

A Personal Perspective onthe future of

social work & social care services in the UK

(Kent Social Services & Pavillion Publishing, 2004)

“Services of the future must have at their core a ‘customer-care’ ethos and shift away from paternalistic cultures.

Attitudes are changing and judgements made by the general public on the quality of public, social-care services will not be determined by what we say but what they taste, see and feel.

They will be the ultimate arbiters as to whether we are serious about modernising public services.”

Why Local Government?

Family of Services

Modern and more effective service to the public

Opportunity of a fundamental step change in front end services

Better use of public resources:

Compliments objectives of our ‘well-being’ powers and provides choice and independence

Competence/procurement

Capacity/strategic/infrastructure.

A Modernising ForceFinancial Savings

Kent’s TeleHealth Evaluative Development Pilot

Kent Telehealth: Self-management of chronic disease using Telehealth technology.

KCC Social Services are the lead agency in this multi- agency arrangement

Exploiting emerging technology The largest UK pilot to date with up to 300 people.

Improve the life outcomes of a pilot group of people in Kent with chronic disease management requirements.

Deliver a range of efficiencies across the Health and Social Care spectrum.

Links to PSA2

Partner organisations

Five PCT’s across Kent.

Viterion Telehealthcare LLC are a Bayer-Panasonic Company: Offer comprehensive, affordable, quality healthcare,

particularly for people with chronic diseases. Committed to developing with Social Services a UK/Kent

version of the US model. Expertise and technology capabilities.

Veterans Health Administration (VHA), an agency of the US Department of Veterans Affairs: One of the largest independent health and social care

providers in the US. Serving 4.9m patients from a registered client base of 6.9m VHA is affiliated with 107 academic health and social care

systems within the US and across the world.

For the Kent TeleHealth Evaluative Development Pilot we will be working with VISN 20 – VA Puget

Sound Health Care System, Seattle.

Kent TeleHealth Evaluative Development Pilot

VHA targeted their high cost, high health and social care supporting US veterans with a range of related morbidities

Outcomes of the US programme :-

Hospital admissions reduced by 46%

No. hospital bed days reduced by 61%

Number of admissions to nursing facilities or similar reduced by 47%.

Number of Nursing home or similar bed days reduced by 81%.

Reduced (high) hypertensives (blood pressure) by approximately 15% over 4 years.

Reduced (mild) hypertensives (blood pressure) by approximately 8% over four Years.

After twelve months near perfect score on the cognitive status of the patient.

Kent TeleHealth Evaluative Development Pilot

Opportunity to reduce admissions and costs in the UK

1.5 million pounds invested by Kent Social Services.

Evaluative Trial Programme 18mths.

A contribution to the overriding goal of promoting independence.

Four key Chronic Diseases:Chronic Obstructive Pulmonary Disease (COPD) & Asthma, Congestive Heart Failure,Diabetes,Depression.

Those with 3 + chronic disease conditions

will take up 32.5% of GP consultations

Chronic Disease ManagementSocial Care professional Health Care professional

Care PlanningCP ReviewWell Being

IndependencePrevention

Vital SignsMonitoring

Healthy BehavioursHealth Education

PhysiotherapySpeech Therapy

Mental Health

Single-Assessment Process

New vision Modernise

Working together

A contribution to the overriding goal of promoting independence

Self Managing

Occupational Therapy

What does Telehealth do?

This particular TeleHealth Technology consists of:

Disease management tools combined with unique user friendly interfaces specifically focused on the needs of older people to easily access and use the technology with confidence.

Reporting tools include tracking and alerts

Messaging devices, customisable, personalised scheduler, reminder and alarm.

Q&A technology Video Link with real-time video monitors and Instamatic digital cameras.

Portable, simple telephone connection to the provider via the web

Telehealth – The Future? Shift of power from practitioners to users

It will be a normal part of public and private infrastructure within 10 years, without diminishing professionals’ quality personal contact with the general public

Potential to go beyond intensive case management of people with chronic diseases with the Viterion equipment

Integrate TeleHealth into other community settings to promote

independence and self-management including the health, education and social-care economies

Integrate into other Social Care work, e.g. assessment and referral, care planning, review and single assessment. This form of integration brings back-office efficiencies but more importantly, better outcomes for citizens

It offers with other IT products a real step change in the way that the citizens are offered choice and, increasingly for many, self-manage their services




registration desk

ROUND TABLE WORKING

Department of Health ConferenceDepartment of Health Conference

Strategic Services and Investing in Strategic Services and Investing in TelecareTelecare

“Transforming Lives “Transforming Lives Transforming Services”Transforming Services”

Tony Hunter,Tony Hunter,

Executive Director, Liverpool City CouncilExecutive Director, Liverpool City Council

andand

President, Association of Directors of Social ServicesPresident, Association of Directors of Social Services

ThemesThemes

• We make lives “bearable”We make lives “bearable”• Lots of green shootsLots of green shoots• Emerging local government rolesEmerging local government roles• From telecare to smart livingFrom telecare to smart living• Our leadership challengeOur leadership challenge

We make lives “bearable”We make lives “bearable”

• Lives → services: the right way roundLives → services: the right way round• Facing realityFacing reality

-- “He asked me silly questions I couldn’t “He asked me silly questions I couldn’t answer”answer”

-- Criteria driven assessments – no Criteria driven assessments – no added valueadded value-- Vision statements Vision statements ¼ ¼ hour home care hour home care slotsslots-- Marginalised social careMarginalised social care

Lots of green shootsLots of green shoots

• Children Act, Green Paper – 150 change Children Act, Green Paper – 150 change programmesprogrammes

• From “you need me” to “we need each other”From “you need me” to “we need each other”• Bottom line: “We can’t go on as we are”Bottom line: “We can’t go on as we are”• Unhelpful barriers coming down, LSPsUnhelpful barriers coming down, LSPs• Technology supported shift from hierarchical Technology supported shift from hierarchical

management and meetings…management and meetings…• ……to fluid networks, focused discussions and to fluid networks, focused discussions and

contributions to shared agendascontributions to shared agendas

Local government of the Local government of the futurefuture

• Force for change - community leadershipForce for change - community leadership• Heads up enabler, not heads down Heads up enabler, not heads down

delivererdeliverer• Knowledge based interventionsKnowledge based interventions• Blurred staff/agency rolesBlurred staff/agency roles• BPR/ICT around the customerBPR/ICT around the customer

From telecare to smart livingFrom telecare to smart living

• Policy context: shift from yes/no eligibility Policy context: shift from yes/no eligibility to wellbeing and inclusionto wellbeing and inclusion

• Telecare part of the former or the latter?Telecare part of the former or the latter?• Should any home be without the new, Should any home be without the new,

inexpensive “Smart living” Safe inexpensive “Smart living” Safe Environment Monitoring System?Environment Monitoring System?

• What’s our role? Sit back, or pro-active?What’s our role? Sit back, or pro-active?

Our Leadership challengeOur Leadership challenge

• Getting the “wellbeing” ducks lined up – Getting the “wellbeing” ducks lined up – adults social care, primary health, public adults social care, primary health, public healthhealth

• ““Shadow of the leader”:Shadow of the leader”:-- being empowering, decisive, being empowering, decisive, accountableaccountable-- listening, reflecting, learninglistening, reflecting, learning-- investing in partnershipsinvesting in partnerships-- embracing new ideas and technologiesembracing new ideas and technologies

• Are we up for it?Are we up for it?




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Documents

telecare care

care services slide

value of telecare services

intermediate care telecare

vital telecare

telecare experts

telecare standards

health services