Telecare regional support Working with local authorities to focus on delivering an enhanced telecare offering to service users and executing targeted pilots realising benefits, supported by the adoption of uniform planning and evaluation tools

Decision Making Hierarchy 1.Achieving Quality of Life outcomes for the person receiving Telecare 2.Releasing staff time and other resources that can be redirected to support other activities or people 3.Achieving financial savings to ensure efficiency and best value ( from TATE project report, Welsh Centre for Learning Disabilities)

Telecare – why? Promotes independence and enables choice Helps manage demand Saves money alongside other interventions can bring real efficiency savings

Promotes Independence Wealth of case study material to evidence that the people who use Telecare really value it Wealth of evidence that it brings peace of mind and supports carers Keeping people well and supporting Carers is extremely cost effective!

Think telecare Starting assessment - increased efficiency £££ Ending Assessment - increased Cost £££ Changing practice Changing Culture

People choose less dependent options: this is typically more cost effective Models of Support Planning Commissioning and Brokerage General Population Support At Home “Low Level” Advice & Support Institutional Care Acute Care Information Crisis Response Transforming Community Equipment Re-ablement/ POPPs Support Related Housing TRANSFORMING SOCIAL CARE Telecare

Features, benefits and needs Features Designing and executing pilots with LAs aimed at realising ROI and better services for user Regional collaboration on procurement and reducing costs Shared learning and usage of tools Benefits Promotes the West Mids as a leading region on telecare Enables better demand management Realisation of cashable efficiencies / cost avoidance across client groups Needs Strong buy in from senior mgmt, and the desire to collaborate Continual education of front line staff to assess for telecare for every case A consistent approach to planning services and evaluating benefits

Common themes for local authorities Telecare strategy Linkages with telehealth and PCT partners Infrastructure of telecare service Training programmes Position of telecare within the assessment and care management process

Telecare support – pilot areas DASS’ agreed four focus areas for pilots: People with Dementia living in the community Carers supporting people with Dementia in the community People with learning disabilities (in out of area placements) Older People living in extra care sheltered housing schemes Business case outlining scope, method, timeline and expected results Standard methodology and toolkit for planning and evaluation

Information required per item per authority Regional procurement collaboration

Information required per item Regional procurement collaboration Information required per item per authority

Initial activities Identification of core equipment and peripherals, split by monitored equipment and stand alone – input from each authority Per authority, who is responsible for buying kit – service or procurement? Per authority, level of stock for core equipment held, and length of time level of stock will cover Identification per item of fast moving, slow moving and non- moving items Regional procurement collaboration Initial activities

Initial outputs Identification of equipment used across authorities, stock coverage and procurement patterns, optimum unit prices across the region Shared tips/ practices on procurement – e.g. optimum time to purchase, knowledge on suppliers Quick wins per authority on achieving optimum unit prices for items and reduction on spend Procurement options paper on possible procurement practices across the region, e.g. Potential for formalised procurement arrangements Slow moving items – potential for regionally held buffer stock and draw down by authorities Non-moving items – relocation of assets to those authorities requiring equipment Initial activities Regional procurement collaboration Initial outputs

Planning and evaluation Planning and evaluation are vital for all organisations, whether for running pilots, expanding current services or operating business as usual Now more than ever there must be a robust method of demonstrating how services are operationally performing and how efficiencies can be measured and tracked

Planning and evaluation Care Services Efficiency Delivery (CSED) programme – telecare modelling toolkit Planning at service level or individual pilots Evaluation of service over certain length of time or sample of cases to build evidence for ‘invest to save’ programme Demonstrate savings potential from telecare for health partners

Measures of success 1.If authorities demonstrate ability to deliver more for the same 2.If senior mgmt invest further in telecare as ‘the way we do things round here’ 3.If telecare is in every care manager’s toolkit alongside domiciliary care, day care, reablement, residential care etc.

Support required 1.Director / AD ownership of / responsibility for telecare 2.Understanding and support from Health partners on the value of telecare 3. Political support – awareness and involvement of elected members

31 st March Successful pilots on priority areas and funded plans to roll out 2.Usage of optimum prices per equipment item and procurement guidance as the norm by authorities 3.Modelling toolkit in place for planning and evaluation of telecare services and further pilots across the region 4.West Midlands region held as best practice example across the country

Contact details Nathan Downing (e) (m)