TECHNOLOGY-ENABLED CARE PROGRAMME 2014-2016
Invitation for Expressions of Interest: Partnership Guidance
1.
Introduction
1.1
The 20:20 Vision for Health & Social Care provides the strategic context for
technology-enabled care developments in Scotland. Technology-enabled care is
vital to the successful delivery of this vision, and the importance of digital technology
is both recognised in the Scottish Government’s Routemap to 2020 and in the wider
public-service reform agenda with its sharp focus on improving performance through
greater transparency, innovation and the use of digital technology.
1.2
Specific activity is driven by the National Telehealth and Telecare Delivery
Plan for Scotland to 2015, which set out our commitment to embed technologyenabled options in the redesign of our health, care and support services. Oversight
and monitoring of the Delivery Plan is provided by the National Telehealth and
Telecare Advisory Board (NTTAB), chaired by JIT, whose membership is drawn from
a range of key stakeholders across primary care, secondary care, social care, third
sector, housing sector, digital participation and user/carer organisations.
1.3
Following advice from NTTAB (see Appendix 2 for a more detailed
background), the Scottish Government has launched the Technology Enabled Care
(TEC) Programme for 2014-2016. NTTAB have established a Programme Board to
support and drive delivery, and the Programme is supported with £10 million in
funding from the overall £173.5 million Integrated Care Fund for 2015/16 (£100
million of which is being distributed directly to Partnerships).
1.4
The TEC Programme encompasses two elements: a TEC Development
Programme consisting of five priority but related workstreams, and the TEC
Improvement Support Programme (Delivering Our Ambitions). This guidance
focusses on the first element – the TEC Development Programme – and invites
health, housing and social care partnerships, as well as other organisations
supporting health and social care, to submit expressions of interest to participate in
significantly extending and embedding the availability of technology-enabled care in
Scotland.
1.5
For the purposes of this programme Technology-Enabled Care is defined as:
where the quality of cost-effective care and support to improve outcomes for
individuals in home or community settings is enhanced through the
application of technology1 as an integral part of the care and support process.
1.6
The initial Development Programme will have a focus on working with
selected partnerships to develop our approach to scaling up technology-enabled
1
Including, but not limited to, the use of telecare, telehealth, VC and mobile health & wellbeing.
care with the wider learning and knowledge exchange supported via the
Improvement Support Programme. It is imperative that partnerships have access to
support for more rapid development of skills, knowledge, experience and evidence
together with shared learning and measurement of improvements across Scotland.
Further details on the Improvement Support Programme are available on the JIT
website (http://www.jitscotland.org.uk/action-areas/telehealth-and-telecare/).
2.
Outcomes & Deliverables
2.1
The Prescribed National Health & Wellbeing Outcomes have now been laid
before the Scottish Parliament2 and, once passed, will come into effect in December
2014. Therefore, this Programme should be seen in the context of these National
Outcomes.
2.2
The overall aim of the TEC Programme is aligned with the National Telehealth
& Telecare Delivery Plan, and is:
To enable greater choice and control in health, care & wellbeing
services for an additional 300,0003 people by March 2016, enabling
more of our citizens to remain at home and in their communities.
2.3
By working towards this aim, the five workstreams outlined in Section 3 will
collectively deliver the following by 2016:
i. A 100% increase in the number of people receiving home health monitoring;
ii. An increase to 80,000 the number of people who are supported to selfmanage via digital platforms;
iii. A marked increase in the number of people with dementia who are able to be
effectively and safely supported through technology-enabled care;
iv. A marked increase in the number of people supported through the provision of
telecare systems/services;
v. An integrated VC service across health & social care in at least two
geographic areas – including extending the network to the third sector,
independent sector and into citizens own homes;
vi. A 100% increase in the number of technology-enabled clinical & care
consultations;
vii. A developing national data monitoring repository/information support system
and local use of TEC data as part of routine management & planning of
services;
viii. A scalable service model for home health monitoring that is efficient from both
a clinical and financial perspective. This will include improved patient
targeting, triaging and monitoring arrangements and the introduction of more
cost effective technologies;
ix. A detailed feasibility report will be available that sets out the costs, benefits
and methods of moving from analogue to digital for Telecare devices and
services;
2
3
See http://www.legislation.gov.uk/sdsi/2014/9780111024522/contents
The baseline is from March 2012
2
x. A sustainable funding model to support expansion of Living it Up across all of
Scotland.
2.4
These deliverables have been identified by the national partners; however
there may be further deliverables and outcomes that are important to local
partnerships and you are encouraged to identify these in your expression of interest.
2.5
Ultimately, Technology-Enabled Care should be seen as a mainstream and
integrated part of care planning at a strategic and operational level as evidenced
through its inclusion in the Strategic Plans required during 2015-16.
3.
Approach
3.1
By working both at a national level and with a small number of partnerships,
the TEC Development Programme aims to mainstream technology enabled care and
thereby build evidence of the impact of TEC delivered at scale.
3.2
To help address the National Health & Wellbeing Outcomes, the TEC
Development Programme will focus on five key areas, namely
i. Expansion of home health monitoring as part of integrated care plans to
move beyond the small/medium scale initiatives that have been introduced in
a small number of areas to substantial programmes across Scotland, building
on the United4Health programme;
ii. Expanding the use of video conferencing through using the experience of
the NHS video conferencing systems to enable partner organisations across
all health and social care sectors to participate and benefit, as well as growing
its use for clinical/practitioner consultations;
iii. Building on the emerging national digital platforms of Living it Up and
ALISS to expand supported self-management information, products and
services for Scottish citizens – this will include direct access to advice and
assistance for the public through use of home and mobile technology as well
as 'second line' support for clinicians/staff who need to use complementary
technology and who access and share information from telehealth and
telecare devices;
iv. Expanding the take up of Telecare, with a particular focus on upstream
prevention, support for people at transitions points of care and people with
dementia4 and their carers;
v. Exploring the scope and benefits of switching current provision of
Telecare from analogue to digital telecare (this is initially likely to be a
nationally-commissioned area of research and analysis however we would
welcome expressions of interest from partnerships or organisations wishing to
be connected to this work).
4
There is potentially a further technology programme focussing on innovation in dementia that may
be coming on stream during 2016/7 which will enable expansion and continuation of any dementia
focussed work commenced through this programme. We also recognise that dementia-focussed
work can be pursued through any of the work streams identified above and the improvement support
programme as a whole.
3
3.3
It is important to recognise that the above five workstreams are inter-related
and while it may be opportune for a partnership/organisation to focus on just one
workstream there will be occasions when an expression of interest will cover several
workstreams to offer a comprehensive and person centred approach. For example,
proposals with a focus on dementia can apply across several workstreams and not
just workstream IV.
Both approaches are legitimate, depending on local
circumstances.
3.4
The £10 million will be used at national and local levels to address “essential
requirements” (see Appendix 2) to drive widespread adoption. Some of these
requirements can only be addressed by National actions – those relating to ensuring
there is an infrastructure available across all of Scotland, while others will require a
local drive to design and deliver operational arrangements that fit within local
circumstances.
3.5
The overall TEC Programme is led by JIT, working in collaboration with the
Scottish Centre for Telehealth and Telecare (SCTT), Quality Efficiency and Support
Team (QuEST) and eHealth. Activity is overseen by a Programme Board (reporting
to NTTAB), supported by an Executive Officer Group and a Programme Manager
(see Appendix 1).
The time table for getting started is in outline:
3.6
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4.
National Improvement Support Programme launched 23rd September 2014;
Seeking Expressions of Interest in Development Programme (Nov 2014);
Discussions with interested partnerships (Dec 2014/Jan 2015);
Selection of Partnerships (Jan 2015).
About the Programme
4.1
While Scotland is currently at the forefront of implementing technology within
health and care settings, through this programme we aim to build on this position to
remain at the forefront of designing, developing and deploying TEC worldwide. We
know there is still significant potential to reach more people, to offer more direct
health/care support and to realise more benefits – it is imperative we continue to
invest energy, imagination and resources to maintain our leading position. It is
expected that this Programme will contribute in significant ways to improving
personalised care, helping people to optimise their independence and wellbeing in
their own home and provide more cost effective approaches.
4.2
The Cabinet Secretary for Health & Wellbeing has previously set out the need
to see technology enabled care contribute to avoiding unnecessary hospital
admissions, reducing lengths of hospital stay and preventing delayed discharges
from hospitals in all locations across Scotland. This includes seeing greater
application of technology enabled care in remote and rural locations where the
recruitment of health and care staff can present additional challenges.
4.3
We have deliberately not allocated funding to each specific workstream as the
funding will be flexible. Not only will the ability to move money from one project to
another as the need arises be retained, but the initial funding allocations to local
4
partnerships will be based on the strength and focus of partnerships’ expressions of
interest and will include change management support and expert advice and
practical support to local partnerships, with an element retained for the national
initiatives. The workstreams themselves are very much interrelated; therefore there
will be significant overlapping and mutually supportive activities that will ensure
overall cohesion.
4.4
A proportion of the total funding will be allocated towards central programme
management; commissioning of feasibility/research work; monitoring and evaluation;
shared learning and development opportunities and developing further external
funding opportunities. There is also an expectation/presumption that partnerships will
provide a degree of match funding for some of the work areas, with the £100 million
available to partnerships through the Integrated Care Fund a good source.
4.5
Integration Boards and Lead Agencies will be required to articulate within their
Strategic Plans how they will extend and deliver Technology-Enabled Care within
their overall care delivery arrangements. The guidance currently being prepared to
support the preparation of the Strategic Plans will incorporate specific requirements
regarding how Technology-Enabled Care will be embedded within community care
provision, how it will contribute to a reduction in hospital admissions and timely
discharge practice and the level of investment in the commissioning of this provision
during the life of the Plan.
4.6
Appendix 2 goes into more detail on the background to the programme, a
number of essential requirements that must be met and the reasons behind choosing
the five workstreams.
5.
How the Programme will work
5.1
Funding for this Programme has been drawn from the 2015/16 £173.5 million
Integrated Care Fund. It has already been announced that £100 million from this
Fund will be available to Partnerships during 2015/16. The Cabinet Secretary has
set out the broad parameters for this Programme – the five workstreams and
associated deliverables – but beyond this we want the development and delivery to
be driven by local partnerships, supported by the national partners. Other
Partnerships or agencies that consider they can make a significant impact on
expanding the use of TEC across one or more of the themes are also encouraged to
note an expression of interest: this may include some RSLs and other 3 rd sector
bodies. However, such bodies will require to work with one or more local health,
housing and social care partnerships, and we expect that to be covered in the
expression of interest.
5.2
It is essential this Programme sits comfortably within local partnership
strategic plans to ensure TEC forms a part of a coherent pattern of care services and
supports. To this end it is anticipated that much of this development funding
released to partnerships/organisations will be used as match funding to supplement
budgets identified for TEC to support both an acceleration and an expansion in
activity.
5
5.3
Partnerships will need to be confident there are clear governance and
oversight arrangements in place to ensure a focus and drive is maintained and
accountability and transparency for the use of resources achieved. It is anticipated
that these arrangements will form part of partnership governance and management
arrangements.
5.4
The National Programme Board is required to provide at least six-monthly
progress reports to the Cabinet Secretary. This will necessitate participating
partnerships providing the Board with progress updates.
5.5
It is important that this programme generates good quality information
regarding what works and what does not work. This is not a research project but
rather an at scale deployment where information and evidence will be used to
support the evolution and growth of proven service models. To this end the National
Partners will commission monitoring and evaluation in a form that will support action
learning by the participating partnerships as well as shared learning across Scottish
partnerships. Participating local partnerships will be required to participate in this
monitoring and evaluation work through allowing access to information and staff,
contributing information, ideas and opinions and sharing openly with other
participating partnerships the information and ideas generated through the
monitoring and evaluation work.
5.6
Funding associated with the priority project work streams will be made
available on the basis of agreed deliverables, with initial funding available in 2014/5.
Selection Criteria
6.
6.1
While we anticipate most interest to be from local health, housing and social
care partnerships, as noted above, we will also consider expressions of interest from
other partnerships or organisations who consider they can develop and deliver
growth in one or more of the five workstreams identified for this Programme, thus
RSLs or other 3rd sector organisations may wish to indicate an expression of interest.
6.2
Overall, we will be looking to work with local partnerships and organisations
who already:
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

can evidence a commitment to technology enabled care, and embedding it as
part of supported care models within core service delivery;
work inclusively with all key stakeholders, with a focus on scale and
expansion of technology-enabled care; and
have good experience to draw on together with an enthusiasm to continue to
grow, develop, innovate and lead.
6.3
In addition to the above points, the key criteria against which expressions of
interest will be assessed are that applicants can:

demonstrate a commitment to successfully deliver TEC as a part of their
integrated care strategic planning and demonstrate where this initiative will sit
within the draft Partnership Strategic Plan or agency strategies;
6
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show how the additional funding will supplement core budgets (including the
Integrated Care Fund) to increase the benefits achieved from TEC;
show how their governance, leadership and management will be achieved to
keep a focus and drive on TEC;
set out how other stakeholders will be engaged (including 3 rd sector,
independent sector, users and carers, clinical/professional staff);
demonstrate how TEC sits with other care services and supports to achieve a
coherent whole systems approach;
describe the reasoning behind the choice of theme or themes to be the focus
of the expression of interest;
inform the development of specific impact measures for the programme, , and
their specific contribution to overall aim and key deliverables identified in
Section 2;
be actively involved in the Improvement Support Programme to share
progress and learning across Scotland;
set out what are perceived to be the key critical challenges that will need to be
addressed and initial thoughts on what and how these can be covered;
set out the main opportunities that exist locally to improve the prospects of
success and how these can be exploited;
be clear on the main benefits and outcomes to citizens;
indicate the number of users per service that will benefit;
demonstrate long-term plans for sustainability.
6.4
It is recognised that not all the above criteria will apply equally to all
development proposals or to expressions of interest coming from non local health,
housing and social care statutory partnerships. However, we would anticipate that
non-statutory partnership/organisation submissions will need to demonstrate they
have the support and commitment from those geographical areas where their
activities will be focussed.
7.
Notification of Expressions of Interest: the process
7.1
As noted above, the first stage of this process is to seek expressions of
interest from partnerships and other bodies. We ask that this is achieved through
completion and submission of the template attached at Appendix 3. Templates to
be submitted by 17:00 on Monday 24 November 2014.
7.2
Following the submission of completed templates there may be discussion
between the National Partners and the local partnership to expand, clarify
amend/adapt the proposals and potentially to link Partnerships with similar
proposals. The aim will be to agree the participating partnerships by the end of
January 2015.
7.3
For further information regarding this process, and to submit your completed
templates, please contact Alistair Hodgson: [email protected];
0131 244 3652.
7.4
The success achieved to date in Scotland is in no small part due to a good
balance between local and national leadership, collaboration between both parties
7
and improvement and support to local partnerships. It is essential for this approach
to be sustained going forward.
7.5
A renewed focus is now required to accelerate the pace of deployment and
application as an integral part of the Health and Social Care integration process.
Technology-enabled care must move from being an adjunct to care (bolted on to
some care packages as an additional feature), to being a core part of care delivery.
7.6
The Integrated Care Fund and the dedicated £10 million to support and
promote Technology-enabled care can enable this over the next few years.
8
APPENDIX 1
PROGRAMME MANAGEMENT/GOVERNANCE
The JIT is the lead for the TEC programme in collaboration with the eHealth Team,
QuEST and SCTT.
Delivery of the overall TEC Programme, consisting of the two elements as outlined
above, will be overseen by a Programme Board comprising members from each of
the Joint Improvement Partnership Board, the eHealth Programme Board, the Digital
Health Institute and the National Telehealth & Telecare Advisory Board, reporting to
the Health & Social Care Management Board (HSCMB). The overall programme will
be managed by the JIT with a dedicated Programme Manager. Additional support
and capacity contributions will come from SCTT, eHealth and NHS National Services
Scotland.
TEC Programme Board
Joint Improvement Partnership Board
 Ron Culley, Chief Officer – Health & Social Care, COSLA;
 Colin MacKenzie, Chief Executive – Aberdeenshire Council, SOLACE;
 John Burns, Chief Executive – NHS Ayrshire & Arran, NHS Chief Executives
Group;
 Nigel Henderson, Convenor – Coalition of Care Providers Scotland, Vice
Chair – Health and Social Care Alliance (Scotland) and Chief Executive,
Penumbra
National Telehealth & Telecare Advisory Board
 Moira Mackenzie, Head of Service, Scottish Centre for Telehealth & Telecare;
 Margaret Whoriskey (Chair), Director, Joint Improvement Team
 Jim Hayton, Association of Local Authority Chief Housing Officers (ALACHO);
 Ros Moore, Chief Nursing Officer - Scottish Government.
eHealth Programme Board
 Sam Patel, Clinical Lead & Consultant Respiratory Physician, NHS
Lanarkshire
 Paul Miller, Clinical Lead for the Scottish Clinical Information Management in
Practice (SCIMP) (and a GP in Paisley);
 Robin Wright, Director of eHealth Information & Technology, NHS Greater
Glasgow & Clyde
 Eddie Turnbull, Deputy Director & Head of eHealth, Scottish Government
Digital Health Institute
 Peter Macleod, Board Member and Director of Social Work, Renfrewshire
Council
9
APPENDIX 2
TEC PROGRAMME BACKGROUND
1.
As a milestone towards 2020, the shared ambitions of COSLA, the Scottish
Government and NHSScotland for March 2015 were laid out in the National
Telehealth and Telecare Delivery Plan:
a. Telehealth and telecare will enable choice and control in health, care and
wellbeing services for an additional 300,000 people;
b. People who use our health and care services, and staff working within them,
will proactively demand the use of telehealth and telecare as positive options;
c. There is a flourishing Innovation Centre where an interacting community of
academics, care professionals, service providers and industry innovate to meet
future challenges and provide benefits for Scotland’s health, wellbeing and
wealth; and
d. Scotland has an international reputation as a centre for the research,
development, prototyping and delivering of innovative telehealth and telecare
services and products at scale.
2.
While the initial timeline set out in the Delivery Plan is to 2015, many of the
objectives go beyond this timeframe to fit within our longer-term ambitions to 2020.
3.
Oversight and monitoring of the Delivery Plan is provided by the National
Telehealth and Telecare Advisory Board (NTTAB), whose membership is drawn from
a range of key stakeholders across primary care, secondary care, social care, third
sector and user/carer organisations, and who require quarterly progress reports.
4.
Since the launch of the Delivery Plan, significant progress has been made in a
number of areas, evidenced by investment made nationally and locally, our
collaboration with European programmes, and the number of people who are
increasingly being supported at home.
5.
Scotland is currently at the forefront of implementing technology within care
settings, but there is still massive potential to reach more people, to offer more direct
health/care support and to realise more benefits – it is imperative we continue to
invest energy, imagination and resources to maintain our leading position. We have
achieved this success with modest investment from Scottish Government and used
this to lever supplementary inward investment from Europe/UK Government
agencies.
6.
Through implementation of NHSScotland’s eHealth strategy there has also
been significant investment from Government in core eHealth electronic systems
such as the national Patient Management System, the Key Information Summary,
clinical portal technology and GP practice systems to provide more integrated
services and make much more and richer information available to health and care
staff when and where they need it.
However, there are also areas where Scotland is not so well placed:
7.

We lack robust local Telehealth infrastructures or a national Telehealth
infrastructure;
10
APPENDIX 2

Although telecare is now well established across Scotland, considerable
variation still exists across areas
rate per 1000 aged 75+
Community alarms and other telecare rate per 1000 aged 75+: 2013
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350
300
250
200
150
100
50
0
While there has been progress made across Scotland over past five years,
there continues to be patchy adoption of telecare as a routine response to
facilitate early discharge from hospital, prevent admission and support people
with conditions such as dementia to maximise their independence and provide
support to carers;
Telehealth is not sufficiently embedded or embraced by clinicians and NHS
services across primary and secondary care, and there is limited
interoperability with the core eHealth electronic systems;
Telehealth and Telecare are not integrated in ways that would support better
person centred care;
Telecare is predominantly delivered through analogue systems which inhibit
the flexible applications available through mobile/wireless devices and restrict
integration of information/data necessary to offer integrated care;
Services are insufficiently mainstreamed, with a lack of high level strategic
focus at Board/Partnership level with a perpetuation of project/initiative
approaches supported by short term funding;
Sustainability is too often dependent on external funding with savings and
efficiencies not resulting in enhanced core budgets.
8.
The National Delivery Plan sets out five key principles5 to underpin the
design, development and delivery of Technology-Enabled Care. The five priority
areas complement and support these principles and are fully aligned with the
delivery of the eHealth Strategy and underpin the eHealth vision of Scotland being
“an international leader in digitally enabled care to support people to live longer,
healthier lives at home or in community settings.”
9.
In order to successfully deliver our ambitions in respect of the Integration
legislation, the National Delivery Plan and the TEC Programme, there are a number
of essential requirements that must be met:
 Robust, sustainable and flexible technology platforms capable of supporting
integrated and personalised care. These should use “open” standards for
5
http://www.scotland.gov.uk/Publications/2012/12/7791 - page 21.
11
APPENDIX 2
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ease of connectivity and there should be coordination of provision to prevent
unnecessary duplication;
Information must flow seamlessly through these platforms between devices
and the core eHealth systems used day-to-day by clinicians/staff;
Broadband infrastructure that is reliable and available, acknowledging that
Scotland-wide availability is still some way off;
The technology should be unobtrusive/invisible and easy to use for both staff
and clients/carers;
The application of the technology must be integrated into the care support
arrangements – using the technology becomes part of daily routines in ways
that support and enable self-care;
The benefits of using the technology must be clear to users/carers and
clinicians/staff and result in more efficient and more effective care;
“Second-line” and “back-office” support services must be available to assist
clients/carers and clinicians/staff to use technology to best effect. Wherever
feasible these should be shared services;
The deployment of Technology-Enabled Care should be set within partnership
strategic service and commissioning plans;
Technology-Enabled Care should be seen as good value to ensure
sustainability beyond development funding.
10.
None of the above has been fully achieved but all of the above have been
partially achieved. Some of the above can only realistically be achieved if there is
sufficient scale to justify infrastructure investment and to provide economies in
application costs; these require to be driven through National Programmes. Some
requirements will only be achieved through local partnership leadership and
commitment.
11.
The £10 million will be used to address deficits in the “essential requirements”
set out above to drive widespread adoption. Some of these requirements can only
be addressed by National actions – those relating to ensuring there is an
infrastructure available across all of Scotland, while others will require a local drive to
design and deliver operational arrangements that fit within local circumstances. All
of them will require collaboration between Local and National Partners. Support will
be provided by JIT, SCTT and eHealth with a Programme Board to monitor and drive
delivery.
12.
The five priority areas identified as the focus for the £10 million TEC
Programme are drawn from operational experience in Scotland and beyond and
considerable dialogue with stakeholders, as well as developments and evidence to
date. They have been chosen for the following reasons:
 The potential to improve patient care experience and optimise use of clinician
time exists within the national video conferencing arrangements.
 The worldwide significance of dementia requires that we seek innovative ways
of applying Technology-Enabled Care to support care for those with dementia.
There is an opportunity to draw from a number of successful small scale
initiatives to design and expand technology supported care in this area.
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APPENDIX 2
 The importance of extending the number of people who directly benefit from
Technology-Enabled Care with home health monitoring being identified as a
service ready for wider application. This will lead to direct and tangible
benefits and measureable outcomes that are absolutely in line with integrated
care helping people to optimise their independence and wellbeing at home.
 The importance of ensuring there is an infrastructure (technology and
organisation) that is reliable and available to all – this can only being achieved
through nationally led actions.
 Within the Reshaping Care for Older People Programme, the Local
Improvement Measure B3 aims to increase the Proportion of people aged 75+
with a telecare package.
 The contribution these areas will collectively make to improving the quality of
care and helping achieve sustainability faced with constrained budgets and a
reducing workforce pool.
13.
These are mutually reinforcing thus in combination are greater than the sum
of the specific themes.
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APPENDIX 3
EXPRESSIONS OF INTEREST: TEMPLATE FOR COMPLETION
Please email the completed template to [email protected] by
17:00 on 24 November 2014 at the latest. If you wish to discuss any matter relating
to this process, please contact Alistair either by email or on 0131 244 3652.
Name of
Partnership/Organisation
Executive Sponsor
Primary contact person, email
and phone number
Expression of Interest sign-off
[see note 1]
Current position of TechnologyEnabled Care within the
Partnership/organisation(s)
Please demonstrate your track
record in the delivery of TEC by
providing a brief description of the
current strategic and operational
position of TEC.
[see note 2]
Opportunities and Challenges
Please set out what are perceived
to be the key critical challenges
locally that will need to be
addressed and initial thoughts on
what and how these can be
covered.
[see note 3]
Please indicate which of the five
workstreams you are interested.
(click on all that apply)
☐Workstream 1: Expansion of Home Health
Monitoring
☐Workstream 2: Expansion of VC
☐Workstream 3: Digital Platforms
☐Workstream 4: Expansion of Telecare
☐Workstream 5: Digital Telecare
[see note 4]
Please indicate why you have
chosen the above workstreams,
and how this fits in with your
strategic planning process.
[see note 5]
Benefits & Outcomes
Outline how citizens and your
partnership/organisation(s) will
14
APPENDIX 3
benefit from participating in the
National TEC Programme, and
how your participation will benefit
the National TEC Programme.
[see note 6]
Governance and Management
Please show how your
governance, leadership and
management will be achieved to
keep a focus and drive on TEC.
[see note 7]
Funding & Sustainability
Please indicate the level of funding
you are seeking, how much you
will be contributing and the longterm plans for sustainability postfunding.
[see note 8]
National Engagement
Please indicate your involvement
(current or planned) with the
Delivering our Ambitions TEC
Improvement Support Programme.
[see note 9]
Any other supporting
information?
Please use this space to provide
any further information you feel
would be helpful to support this
expression of interest.
[see note 10]
Note 1
We are looking to work with partnerships and/or organisations/bodies who already:



can evidence a commitment to technology enabled care, and embedding it as
part of supported care models within core service delivery;
work inclusively with all key stakeholders, with a focus on scale and
expansion of technology-enabled care; and
have good experience to draw on together with an enthusiasm to continue to
grow, develop, innovate and lead.
There is an expectation that any expression of interest will have the support and
leadership of a senior executive, with sign-off at Chief Executive and/or Single
Accountable Officer level.
15
APPENDIX 3
Partnerships may wish to make a joint expression of interest with other partnerships.
Note 2
This could include an overview of:
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Range of services provided;
Levels of take up and usage;
Levels of investment, including current year budgets;
Outputs, impacts &/or outcomes achieved to date;
Levels of involvement of users/carers in the planning and delivery of existing
services.
Note 3
As well as setting out what you see as the main challenges to be faced over the next
few months and years to achieve your ambitions with regard to TEC, questions to
consider include:
 How do you intend to address them?
 Where/what do you see as the best opportunities for TEC to develop and grow
within your partnership/organisation(s) – why?
 Where do you see your partnership/organisation(s) on the journey to develop
TEC to the point where it is a mainstream service/activity?
NB this section will help us plan activity within the Improvement Support Programme.
Note 4
You can choose to submit an interest in being involved in as many or as few of the
workstreams, depending on the best fit with the local strategy and delivery plans.
The number you choose does not prejudice your submission – for example, if you
are interested in three of the workstreams but we assess your application as only
being strong in two of the workstreams, we will work with you on those two
workstreams rather than rejecting your entire application.
Also, applicants may wish to see this programme cover all of their partnership
geography or may wish to focus on specific localities.
Note 5
Please describe the reasoning behind the choice of workstreams to be the focus of
the expression of interest.
If submitting as a partnership, please also use this space to demonstrate a
commitment to successfully deliver TEC as a part of your integrated care strategic
planning and show where this initiative will sit within the draft Partnership Strategic
Plan. For organisations, please show how this fits in with your strategic
narrative/business plans.
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APPENDIX 3
You could also use this space to show how your proposal will help you overcome
any of the challenges identified previously.
Note 6
This should include how your activity will contribute to the national growth of
technology-enabled care, in line with the overall aim of the TEC Programme. In
addition, answers should focus on:
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How will citizens benefit? How many will benefit? How will this be
benchmarked and how will citizen experience and feedback be incorporated?
Where (geographically/demographic etc.) do you intend to focus activity –
why?
What do you expect to achieve through the Programme (including the use of
other resources)? What are the clear, realisable and measurable benefits?
How will you measure progress, attribute outcomes to activities/inputs and
learn and develop from operational experience?
What are the likely key milestones, key actions and interim
targets/achievements?
Note 7
Describe how you will oversee the development and implementation of this
Programme, within the context of your own governance and management
framework.
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Is this a new partnership or does it build on existing working relationships?
How will it be integrated into your wider governance and management
arrangements but also ensure a sufficient focus and drive?
How will the project be led and how will other leaders be engaged?
How will other stakeholders be engaged (including 3rd sector, independent
sector, users and carers, clinical/professional staff)?
How will the funded activity be managed and supported?
Note 8
It is expected that your Partnership/organisation(s) will be able to show that it is at
least matching the level of funding being sought. If you are applying for more than
one workstream, please indicate how the money will be spread across the
workstreams. Although there may be a continuation of the programme beyond
2015/16, at the moment the funding is only available for 2015/16. How will you
ensure services are sustainable beyond this period?
Please also provide a breakdown of costs.
Note 9
Please indicate your involvement with the ‘Delivering our Ambitions: National TEC
Improvement Programme’ (note that funding is only available to those participating in
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APPENDIX 3
the programme as a key part of the TEC Programme is shared learning and at-scale
spread across Scotland).
In addition, a Readiness Assessment for Technology-Enabled Care was issued
to all partnerships/organisations as part of the Improvement Programme. Please
explain if and how your partnership/organisation went through this and show that
gaps and/or factors identified as part of that process which would benefit from further
development have been addressed in your plans.
Please also use this space to indicate what you see as the potential for data flows
between local and national repositories.
What else, if anything, can be offered or provided that would be of practical
assistance to help you deliver your ambitions (within your proposed activity rather
than the more generic assistance available through the Improvement Support
Programme)?
Note 10
This could include accounts of existing and/or proposals for on-going engagement
within your own area, with other partnerships/organisations and with citizens. You
may also wish to inform of us of related/complimentary activity that either already
exists or is planned – for example, any plans to integrate the assessment and
delivery of telehealth & telecare services, including using existing telecare alarm
receiving centres for telehealth monitoring?
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