REPORT TO: HEALTH AND SOCIAL CARE SERVICES COMMITTEE ON 12 OCTOBER 2011 DELIVERING ASSISTED LIVING LIFESTYLES AT SCALE (DALLAS) INVESTMENT FOR MORAY

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1 PAGE: 1 REPORT TO: HEALTH AND SOCIAL CARE SERVICES COMMITTEE ON 12 OCTOBER 2011 SUBJECT: BY: DELIVERING ASSISTED LIVING LIFESTYLES AT SCALE (DALLAS) INVESTMENT FOR MORAY CORPORATE DIRECTOR ( EDUCATION AND SOCIAL CARE) 1. REASON FOR REPORT 1.1 To inform Committee of Moray s inclusion in the Technology Strategy Board s DALLAS Programme and the wider Scottish Assisted Living Programme (SALP). 1.2 This report is submitted to Committee in terms Section E (1) of the Council s Administrative Scheme in relation to the function of the Council as a Social Work Authority under the Social Work (Scotland) Act RECOMMENDATION 2.1 Committee is asked to scrutinise and note the content of this report. A progress report will be submitted to this Committee as and when appropriate. 3. BACKGROUND 3.1 In March this year the Scottish Government and the UK-wide Technology Strategy Board (TSB) announced a joint 10m investment as part of TSB s DALLAS competition. In Scotland, DALLAS also forms an early phase of a wider Scottish Assisted Living Programme (SALP) which is being led by NHS24 who provide the governance and organisational framework for the Scottish Centre for Telehealth and Telecare (SCTT). 3.2 Scotland as a whole was identified as a core community for the DALLAS agenda. The Scottish Government then invited expressions of interest from partnerships to form a Scottish cohort of 3 to 5 smaller communities ( natural care communities ), across different parts of the country, to inform wider planning. 3.3 As a result of an expression of interest being lodged, Moray CHSCP has been invited to participate as one of five DALLAS communities across Scotland. The communities identified are- NHS Forth Valley Local Health & Care Partnerships in Clackmannanshire, Falkirk & Stirling NHS Highland, the Highland Council, Argyll & Bute Council, the Highland Partnership area NHS Lothian, Community Health (and Care) Partnerships, local authorities and other partners NHS Western Isles (Western Isles Community Health & Social Care Partnership)

2 PAGE: 2 Programme aims and objectives 3.4 The DALLAS/SALP Programme effectively builds on and complements the good work achieved from the TDP investment in Scotland and the Whole Systems Demonstrators in England and is the next step to providing assisted living services for more people. The focus is on moving away from a sector previously dominated by pilots and demonstrators to exploring new service models. The overall objective is to deliver innovative and cost-effective services at scale (i.e. in large numbers) in the UK, to improve quality of life and enable people to live independently for longer. 3.5 The overall aim of the DALLAS programme in Scotland is to deploy technology at scale to meet the following objectives: develop and realise choice and improvements in lifestyles/assisted living for at least 10,000 people with long term health and care issues living at home; deliver innovative and integrated health and care services; recognise and support the key core of unpaid carers; stimulate Scottish economic development; ensure sustainable, assisted living in Scotland by: o innovating to ensure costs are controllable and, where possible, reduced; using DALLAS as a platform for complementary Research & Development to help build a pipeline of future innovations and collaborations. 3.6 The emphasis is not on testing new technologies but about employing tried and tested technologies through redesigned services and systems to achieve delivery at scale. Anticipated Outcomes 3.7 The Scottish Assisted Living Programme Board have identified the following outcomes to provide focus to the emerging methodology and demonstrate the impact of DALLAS in Scotland Worldwide recognition of Scotland as a test bed and chosen location for trialling innovative telehealthcare and telemedicine services and products Centres of Excellence are in place which demonstrate effective results from collaboration between Scottish/UK/International businesses, Health & Social Care Partnerships, Academia and the other UK DALLAS communities Improved independence, health and wellness for 10,000 or more people living with long term health and care issues in Scotland, with effective support provided for their unpaid carers

3 PAGE: 3 Phase one completion of a National Information and Support Service for people with long term health & care issues, which evidences effective use of resources and is linked seamlessly into local clinical and response services Evidence of an emerging public consumer market for telehealthcare services and products The associated creation of new business and employment opportunities in Scotland in the public and private sectors The role of Moray as part of the Scottish DALLAS Community 3.8 Moray will join with the four other areas identified to form the overall Scottish community. The community will work alongside partners to address lifestyle needs enabled by technology which is flexible. 3.9 Communities are required to develop a vision which incorporates a holistic approach to considering how technological products, services and systems can be applied to support people to live independently for longer whilst maintaining a reasonable quality of life. This will require developing methods of connecting different markets and lifestyles to promote health and wellbeing The vision and implementation plan will be developed through a series of mandatory workshops facilitated by TSB. The workshops will bring together representatives across sectors with a view to developing key relationships to successfully deliver specific objectives and outcomes for the DALLAS community. The workshops will run until April 2012 at which stage the financial investment will be released An integral part of the process will be to involve service users and carers in the planning and redesign of services to support the overall aims of DALLAS. The Telehealthcare Involvement Group of service users we have in Moray have been made aware of the investment and wholeheartedly agree and support the overall aims of DALLAS, as they place maintaining independence as highly important to them. Next steps 3.12 Representatives from the Partnership will continue to attend the national and regional events run by NHS24 and the Technology Strategy Board as an aid to planning. A further update will be provided to Committee once the planning period has progressed towards actual investment. Planning will necessarily have regard to the points raised by the Head of ICT Services at 4(e) below. 4. SUMMARY OF IMPLICATIONS (a) Single Outcome Agreement/Service Improvement Plan National Outcome 6 We live longer, healthier lives.

4 PAGE: 4 Local Priority 1 Health & Local Priority 3 Elderly & Vulnerable (b) (c) (d) (e) Policy and Legal The Proposal contributes to the aims of several current policies and white papers including Changing Lives, the future of unpaid care in Scotland (2006), Delivering for Health (2005), All our Futures Planning for a Scotland with an Ageing Population (2007), Better Health, Better Care action plan for a healthier Scotland (2007), Better Outcomes for Older People, Framework for Joint Services (2005). Financial implications There are no direct financial implications at present but the future financial implications are related to staffing see below. Risk implementations No immediate risks have been identified as a result of the content of this report. Staffing implications 1) The ICT Section is fully supportive of DALLAS, as it is with all other emerging telehealthcare projects, and recognises the importance of becoming actively involved in them at an early stage. The ICT Section also recognises that the joint health and social care, care for the elderly and early intervention agendas, all of which are underpinned by technology, are key priorities for the Scottish Government and will therefore form an important part of the ICT action plans for the foreseeable future. 2) DALLAS has potentially massive implications for the Council s ICT resources, but it is much too early to estimate these as there are currently no scoping document, project or work plans or time scales attached to it. The ICT work required for the emerging healthcare projects is likely to need additional ICT resources due to the wide range of skills and disciplines within the ICT field. It would therefore be more beneficial to absorb the additional staff resources within the existing teams rather than ring-fence them for these projects alone. 3) Further clarity will be required in the following areas to enable a more accurate assessment of the ICT resources required to support Dallas: a. what role the Council s ICT Section will play in this project in relation to other complementary or competing roles of the private sector, the NHS and any possible collaboration or sharing with the other five Dallas partner communities. b. where the ICT work for DALLAS sits with respect to the other ICT enabled community care projects, like Community Alarms

5 PAGE: 5 or Home Care Scheduling, and what impact any overlap or cross-over with them will have in terms of ICT work. c. where DALLAS sits with respect to the recent McClelland Report of ICT in the Scottish public sector, whose recommendations espouse the principles of common systems, common infrastructure, shared services and data centres and a develop once mentality for the whole of Scotland. McClelland will have an impact on the level of ICT resources in Scotland and so will therefore impact on major long term projects like DALLAS. (f) (g) (h) Property There are no implications relating to property as a direct result of the content of this report. Equalities The content of this report does not highlight any potential breached in equality legislation. Consultations Jane Mackie, Head of Community Care Andrew Fowlie, General Manager MCHSCP Dr Jamie Hogg, Clinical Lead MCHSCP Charles McKerron, Service Manager Moray Lifeline Service Margaret Slorach, Area Manager Assessment and Care Judy Fairburn, Integrated Occupational Therapy Manager Jill Stewart, Head of Housing and Property Mark Palmer, Corporate Director (Corporate Services) Alan Kirkwood, Head of ICT Services Sean Coady, Lead Nurse, MCHSCP Robin Paterson, Senior Performance and Quality Officer 5. CONCLUSION The above officers have been consulted and are in agreement with the content of this report. 5.1 Committee are asked to consider the content of this report. Author of Report: Lorna Bernard, Telehealthcare Strategy and Development Manager Background Papers: Ref: