Adass Spring Seminar Taming Technology slides 17.4.13 v2
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ADASS Spring Seminar Taming Technology for Personal Benefit 18.4.13
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Presentation delivered by Sandwell MBC, Dudley MBC, Staffordshire CC and Tunstall at ADASS Spring Seminar on 16.4.13
Transcript of Adass Spring Seminar Taming Technology slides 17.4.13 v2
ADASS Spring SeminarTaming Technology for Personal Benefit
18.4.13
Making Prevention Real
Low
High
Point of Change in Circumstances
Increasing dependence on services
Dep
ende
nce
Age
Making Prevention Real
Low
High
Point of Change in Circumstances
Level of independence maintained
Increasing dependence on services
Dep
ende
nce
Need for more intensive
support / care
Age
Making Prevention Real
Low
High
Level of independence maintained
Dep
ende
nce
Age
Outcomes sell technology
Mary missed her cups of tea• Her arthritis made it hard to lift her kettle• She struggled to prepare hot drinks • She cancelled her weekly tea party• She missed her friends visiting• She became dehydrated• She was regularly admitted to hospital
Until her new kettle arrived– It cost £55– She remains independent– She has not been admitted to hospital since– She demonstrates it to her friends when they meet at her tea party each week
West Midlands Regional InitiativesAutomated Pill Dispenser Project : The right pills at the right time delivering the right outcomes
Saving social care and the NHS 431k. The two largest areas of savings are from reductions in medication prompting visits at the patient’s home and reduced hospital re-admissions for those on the pill dispenser.
The two largest areas of savings are from reductions in medication prompting were visits at the patient’s home and reduced hospital re-admissions for those on the pill dispenser. Home visits amounted to £107k ie 52% of total social care savings, and hospital admissions amounted to £151k and ie 68% of total health saving
West Midlands Regional Initiatives
Learning Disabilities & Technology Sandwell & Wolverhampton: Challenging traditional methods of intensive support using complimentary packages of
technology and support
• In Sandwell 70 service users with high cost packages were re-assessed. In 31 casers, less support hours were provided as technology replaced the need for a physical presence being required• Encouraged positive risk taking and promoted the independence of service users and greater choice and control• Actual budget savings in 2012/13 = £465,460 • Supporting People Budget 65% and Pooled LD Budget 35%• All levels of technology provided, including standalone AT, Telecare and Virtual Visiting systems• Similar levels of savings made in Wolverhampton
Technological Monitoring Platform) )
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Integrated Approach
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Technology for Whole Life Services
Provision for Children’s Services
In Schools for teaching gifted children
Allowing 1st line nurse triage in schools
Supporting Foster Parents & Looked After Children
Assessments / Reviews / Regular Contact / Safeguarding
Supporting Younger People
Technology to support daily lifestyles
Remote peer support at work for young people who require it
Continued Support Through Life
Provision of technology throughout a person’s life
Enabling greater independence
Positive risk taking
Services delivered in the community
Contacts
Jim Ellam, Assistive Technology Project Lead, Staffordshire County [email protected]
Alasdair Morrison, STAY Service Manager, Sandwell [email protected]
Matt Bowsher – Assistant Director Dudley MBC [email protected]
Telehealthcare – bringing care home
Making it happen
What have we learned??
Contents
• Examples of making it happen
– Scale, speed and certainty
• Some lessons learned
Examples of large scale telehealthcare delivery
Scale,
Speed,
Certainty…
North YorkshireLong term commitment to Telecare
Background • Started in 2006 with the PTG funding• Monitored performance and identified £1.1m net saving over 12 months for 330 cases• Partnership approach with local service providers• Full programme of Telecare awareness training for front line teams and partners• Subsequently added reablement services, with Telecare embedded
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Source:-NASCIS data NYCC
ComparatorGroup % England %
2009-10 519 655 79% 710 73%
2010-11 496 637 78% 687 72%
2011-12 490 658 74% 696 70%
First of its kind City-wide telecare service 27,000 people over 3 years to benefit
Background • Birmingham is most ethnically diverse city in UK, with population in 2011 of 1.073 million• 65+ population will increase around 23% to reach 168,000 inhabitants, by 2030• Birmingham is ranked the 9th most deprived Local Authority in England• The prevalence of diabetes is estimated to be 9.1%, (Eng prevalence 7.6%) • Birmingham has higher rates of hospital admissions (5.2%) due to falls than Eng (3.3%)
Telehealthcare service – key successes • Investment of £14 million over three years making it the largest, city-wide telecare service in UK • Launched on 1 February 2012 by former Health Minister Paul Burstow MP and is benefitting 7000 people• It has created new jobs and is locally based, locally developed and locally resourced.
Outcomes• Significant savings, in excess of £900,000 to date• Reduced waiting times for social care• Reduced ambulance call outs
Tunstall is responsible for providing a ‘whole service’ for Citizens
ANALYSIS REFERRAL ASSESSMENT INSTALLATION
MONITORINGRESPONSEMAINTENANCEREPORTING
http://www.guardian.co.uk/government-computing-network/2012/feb/02/telecare-birmingham-city-council
http://bhwbb.net/?wpfb_dl=308
“Telecare has given me much more confidence and peace of mind. I can sleep easy now, knowing someone is there to help” Louis
Blackburn with Darwen Integrated telehealthcare programme
Background • ranked the 17th most deprived LA in England (out of 354)• 85+ to increase by 30% by 2025 to 1,600• 1,100 patients with 4+ emergency admissions pa• Adult social care had to find efficiencies of £6.6m (15%) during 11/12
Integrated working • Joint funding integrated telehealthcare programme (BwD Council – telecare, NHS BwD Teaching Care
Trust Plus – telehealth) • Joint infrastructure cost is shared equally • Demand managed programme with acute sector
Outcome highlights• Total net savings achieved for telecare and reablement £2.2m in 11/12 (£1.4m from telecare and
reablement, £800k from telecare alone)• Residential care admissions reduced by 18% in 11/12• Telecare users have risen from 60 to 1000 in 18 months
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London Borough of Hillingdon
Background• The overall strategy is to reduce the reliance on long term residential/nursing placements
enabling people to remain living in their own homes rather than be placed in institutional care • 1,120 TeleCareLine installations (target 750 for 2011/12)
Outcomes• Cost savings – £4.7m saved in first year
– Second year figures available very soon, but savings trajectory has been maintained
• Prevention – residential and nursing home placements halved – Reduction in long-term residential and nursing care placements from 8.08 per week in 2010 to 3.57 per week
to end Feb 2012
• Accessibility – telecare free to everyone over 85 • Reablement – highest number of referrals come from hospital discharge teams, after self referrals
– Reablement with telecare has led to steady reduction in homecare hours purchased of 10% from April 2011 to
date, forecast continued year-on-year reduction of 7.8%
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What have we learned??
“Whole service” model required
Commit to scale
Spread out from Social Care
“Whole Service” Delivery Modelthe enabler to scale
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Hillingdon Council
Hillingdon Council & Tunstall
Hillingdon Council &Tunstall
Hillingdon Council
Hillingdon Council
TunstallHillingdon Council
Telecare
HillingdonHillingdon Council &Tunstall
BWD Council
BWD Council
& Tunstall
BWD Council
&Tunstall
Tunstall
TunstallTunstallBWD Council
Telecare
Blackburn with Darwen (BWD)
BWD Council
&Tunstall
Tunstall
Tunstall Tunstall
TunstallTunstallTunstall
Telecare
BirminghamBirmingham Council &Tunstall
Birmingham Council &Tunstall
Conclusions
• “Whole service” model is essential– Offered to the whole population
• Tailored to meet local circumstances and to maximise local efficiencies26
Conclusions
• Scale and speed delivers the impact– Birmingham – 10 per week to 150 per week– BWD – 10 per month to 80 per month– Hillingdon – 12 per month to 120 per month
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Conclusions
• Nothing to do with technology– Leadership– Cultural change– Performance management– Solid processes
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Conclusion
• Spread out from social care– NHS – Telehealth services– General population – self funder services
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Existing local serviceFACS eligible10% – 20%
NHS “LTC” PatientsNeed for Integrated Service
Most expensive group
General PublicNon FACS eligible
80% - 90%
ADASS Members(Statutory responsibility)
