Decommissioning Warden Call to Dispersed Alarm Units in Grouped Living by East Dunbartonshire Council
At the March TSP meeting, James Gray of East Dunbartonshire Council gave a very insightful presentation into their recent digital transition project which moved telecare away from a traditional warden call system to dispersed alarm units. Below is a case study supporting the presentation and mapping out the route taken and lessons learned.
Organisation Overview
East Dunbartonshire Council undertook a service transformation to replace legacy warden call systems with a dispersed Digital Alarm Unit (DAU) telecare model, aligned to digital telecare requirements and modern service delivery expectations.
Driver for Change
The existing warden call infrastructure had supported sheltered housing provision for many years but was increasingly constrained by:
Ageing hardwired infrastructure and rising maintenance costs
Limited flexibility to support residents with diverse and changing needs
Dependence on scheme-based models of care
Lack of alignment with analogue-to-digital (A2D) migration requirements.
Recognising these challenges and committed to transitioning, they chose to move to a more modern dispersed telecare model. This model already in use by the HSCP and deployed across the council for those with a needs-based assessment for telecare support. This modern solution is thought to better support independence, resilience, and future service delivery.
Objectives
The transition was shaped by three core objectives:
Deliver a person-centred service that adapts to individual needs
Future-proof telecare provision through digital readiness using an already tried and tested method
Enable more flexible service delivery models, reducing reliance on fixed scheme equipment or infrastructure.
A key driver was ensuring there was no detriment to service delivery for existing users throughout the migration process.
Implementation
A comprehensive assessment was undertaken across all schemes to ensure decisions were based on evidence rather than assumptions, including:
Existing infrastructure and asset condition
Resident needs, risk profiles, and dependency levels
Current service and operational processes.
Early and continuous engagement was critical to build confidence and reduce anxiety which included:
Residents and family communications to manage concerns and expectations
Frontline staff involved in shaping new service delivery models
Clear communication provided on reason for change, transition processes and how continuity of service would be maintained.
The same DAU-based solution was used to meet resident needs rather than system limitations:
Enabled dispersed telecare support within individual homes
Supported digital connectivity (mobile resilience reviewed)
Allowed integration with the Alarm Receiving Centre (ARC).
Assessments were undertaken on connectivity and resilience to ensure reliability:
Testing mobile signal strength across schemes to ARC
Identification of gaps requiring mitigation
Consideration for dual path dual-path connectivity where appropriate to the ARC.
A phased approach was taken to minimised risk:
Pilot scheme to test new solution in real-world conditions
Learning for wider rollout
Deployment prioritised based on risk, complexity, and resident vulnerability
DAUs were installed within individual properties
Legacy warden call systems were safely decommissioned in parallel
Temporary safeguards ensured no interruption to monitoring or response.
The shift to a dispersed solution required changes in workforce roles:
Staff were retrained to support service delivery
New processes were established for monitoring and escalation
Solution change supported through engagement and training
Outcomes
The transition delivered several key benefits:
Improved resilience through fully digital solution and infrastructure
Greater flexibility in service delivery, no longer tied to physical schemes
Enhanced personalisation of telecare support, rather than blanket coverage
Reduced reliance on aging systems and expensive maintenance/repair bills
Most importantly, the council is better positioned to respond to the evolving needs of its residents and have met the digital migration requirements well before the January 27 deadline.
Key Lessons Learned
Service Transformation Must Lead Technology
Successful migration required a clear focus on service outcomes and resident safety, with technology supporting this vision rather than driving it.
Implication:
Organisations should define the future service model before selecting devices or systems
Engagement is Critical to Success
Early and ongoing communication-built trust with both residents and staff, reducing resistance and supporting smoother implementation.
Implication:
Investment in engagement is as important as investment in technology.
Connectivity is Foundational
Reliable connectivity underpins all aspects of digital telecare. Variability in network performance can create significant risk if not proactively managed. The council with its own ARC are well aware of the responsibilities and reaction needed to maintain service continuity.
Implication:
Connectivity assessments and mitigation must be prioritised from the outset.
Final Reflections
Looking back over this whole migration, I can honestly say it’s been one of those projects that looked straightforward on paper. “Take 6 sites, upgrade them to digital, plenty of time before January ‘27” and then it reminded me and the team, repeatedly, that nothing involving wiring from the 80’s and 241 nervous residents ever really is.
We’ve gone from a system that was held together by good intentions and several kilometers of aging wire, to a modern dispersed alarm setup that actually lets our teams support people properly. There were moments where I wondered if we’d accidentally voluneered for the telecare equivalent of open-heart surgery while the patient was still trying to make a cup of tea. But fear not dear reader, we survived.
The biggest surprise for us wasn’t the technology, (though the occasional “unknown signal” certainly kept things spicy). It was how well the people adapted once they understood what we were trying to achieve. Residents who were initially convinced I was sending them into some Mad Max dystopia of beeping boxes now tell us their communication is clearer and faster. They feel safer and more independant. This shift in mindset has made every bit of planning and stressful evenings worth it.
None of this would have happened without an absolutely brilliant team and an understanding supplier. A huge thanks to all the frontline staff who have embraced new ways of working from our first day of go-live with the Shared ARC to the final dispersed install. The residents and their families who have trusted us through the change and our colleagues across the HSCP.
I’ve learned that service transformation isn’t really about what kit you end up with, it's about the people we’re helping. Get them on side. Listen. Communicate. Occasionally offer tea, and the tech tends to just behave itself.
So here we are, digital, dispersed and far less likely to be defeated by a power cut or a stiff breeze. Onwards to the next challenge.
And remember “Just dae it”.
James Gray
Definetly Future Telecare User
Kirkintilloch, 2026.
Sharon Hannah from Digital Telecare is astonished by the can-do way this migration was carried out and supports the decision taken here to move away from blanket-based warden call systems. Her thoughts and observation are below……
Enabling a Bespoke, User-Led Service Model
A key outcome of the transition was the move towards a bespoke, user-led approach to telecare, ensuring that support is matched to individual need rather than constrained by legacy system design.
What this means in practice:
Tailored solutions-
Each resident receives a device and support can be aligned to their specific risks and lifestyle.
Adaptability over time-
As needs change, the solution can be adjusted without requiring significant infrastructure changes.
Greater independence-
Residents are no longer limited by scheme-based systems and can receive consistent support across different settings.
More efficient use of resources-
Support is targeted where it is most needed, avoiding over-provision or unnecessary interventions.
Why this matters for progressing needs
Traditional warden call systems often deliver a standardised service model, which can struggle to respond to:
Increasing complexity of need
Changing demographics
Demand for independent living
By contrast, a bespoke DAU-based model enables:
Scalable support aligned to demand
Improved outcomes for higher-risk individuals
A more sustainable and responsive service over time.
This aligns closely with the principle of “supporting those who need it, not those who don’t”, ensuring telecare provision is both effective and equitable.
Key Considerations for Other Organisations
- Treat migration as a whole-service transformation, not a technology upgrade
- Prioritise resident and staff engagement from the outset
- Undertake detailed connectivity and infrastructure assessments
- Pilot and test before scaling
- Build solutions around individual need, not system capability
Final Thoughts
The transition from warden call systems to dispersed DAUs represents a fundamental shift in how telecare services are designed and delivered.
Organisations that embrace a user-led, flexible approach will be better equipped to meet the current and future needs of service users, while delivering more resilient, efficient, and person-centred services.
This case study supports the flexible approach taken by East Dunbartonshire Council and the experience of this digital change. It supports the housing sectors strong interest in moving away from blanket coverage to more bespoke solutions and led to lively and wideranging discussions from many Scottish telecare providers.
A recording of the East Dunbartonshire Council presentation which supports this case study is now available in the Playbook, offering a useful opportunity to review the case study and presentation together.
