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Implementing Telehealth

Implementing Telehealth. Matt Marshall. The emergence of Telehealthcare 45 Telehealth projects 7 monitor to 400 monitor projects Social Care and Health working together, initially Social Care led but move towards Health leading and initiating the projects

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Implementing Telehealth

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  1. Implementing Telehealth Matt Marshall

  2. The emergence of Telehealthcare 45 Telehealth projects 7 monitor to 400 monitor projects Social Care and Health working together, initially Social Care led but move towards Health leading and initiating the projects Department of Health Whole System Demonstrators in England 3 areas Kent, Newham, Cornwall Both Telecare and Telehealth £31m 6000 patient RCT Context

  3. Sheffield PCT (COPD) Camden PCT (COPD) Leeds PCT (COPD) Weavervale Housing Trust Knowsley County Council Blackpool Care Line (CM/DN) Greenwich Care Line (COPD) Ulster Community Hospital (Diabetes) South Gloucestershire PCT (CHF) Swindon PCT (COPD) Rotherham PCT (COPD/CHF) ChesterCare Alarm Centre Guildford Council (S21) West Lothian Council Medway PCT Northern Health Board- NI Western Health Board – NI Southern Health Board – NI Fold Housing Association South West Essex PCT (COPD) Gloucestershire PCT Housing 21 Milton Keynes Community Alarm Centre (MC/CM/DN) Nottingham City PCT (CM) Carlisle Wolverhampton (HF) Wirral (CHF) Torfaen LHB (COPD) Pembrokeshire LHB (LTC) Northumberland PCT (COPD) Wandsworth PCT (HF) Doncaster PCT (COPD) Hull PCT (CHF) Newport Monitoring Centre East Riding County Council Denbighshire Health Board Conway health board Birmingham North and East PCT Conway LHB Northamptonshire PCT South Warwickshire PCT Projects

  4. Steering Board Implementation Group IT Group Evaluation Group Who are the stakeholders? Must have IT and Clinician champions identified – they will change over time Project Manager – coordinating day to day – Full time Roles and Responsibilities clearly defined Need for a robust planning stage

  5. Agreeing roles and responsibilities across organisational boundaries is complex Patient consent can be slow There will be concerns about whether it is a substitution of care Everyone has their day jobs – someone needs to be fulltime Can involve many stakeholders Will not always have the answers – it will not be a perfect model from launch Good project management is key Stakeholder Training Training Training – until familiar due to day to day engagement Start small, learn, rollout further Mainstream roll out requires GP engagement It can be difficult to remove the equipment! Lessons learnt

  6. Less anxiety amongst patients Positive impact of carer’s quality of life Documented quick wins at patient level – numerous anecdotal evidence Move towards self care – patient engagement, self care Initial outcomes

  7. Senior management support with clear telehealth vision and operational support Strong communication pathways - bringing Social Care and Health together Forward thinking clinicians - willing to try new approaches to care – service redesign Clinicians that allow patients which are borderline to try the equipment Well designed policy, procedure and care pathways – But don’t reinvent the wheel Key partnerships with all stakeholders (multi partnership working) i.e. IT, GP’s, Consultants, Community based staff, Social Services etc It is not about the equipment – it’s the service redesign that is more complex Characteristics of Good Telehealth Projects

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