Implementing Telecare
Gather information

The early stages of a project can be a time of great uncertainty. Someone or some group has an idea, obtains funds, launches an initiative – and perhaps a project begins to emerge, even if it is not yet formally established. Those involved at this stage, however tentatively, will soon be making decisions about the nature, scale and duration of the project which will have a significant influence on its future. Yet if the project is about a new service or technology, the individuals involved may have little direct experience or local information on which to base those decisions. They will need to spend some initial time and effort on research – gathering background information to guide their decisions. This is likely to make the project more valuable in the medium to long term by reducing the costs, understanding implications for processes or increasing the benefits of the change.

Research what?

Research itself is a cost, therefore it needs to be focused. Since the point of the research is to guide project decisions, the gathering of information should be relevant to specific forthcoming decision areas. These areas will change and refocus throughout the project lifespan. In the early stages particularly, stakeholders will have different ideas and interpretations about issues relating to telecare, so research can clarify these differences, and help those responsible to set a clear focus for the local project.

For example, at an early stage the project will benefit from information about:

• Telecare. What do people mean by the term, how have others interpreted it, and what does the sponsor of the project mean by it?

Where can we find that information?

Formal telecare sources include:

• the Joint Improvement Team website and the Scottish Telecare Learning Network
• relevant conferences and supplier demonstrations
• academic studies and evaluations
• websites such as CSIP, TSA – see Chapter 8 for useful web links.

Informal sources include:

• Google and other web search engines
• personal contacts in other partnerships
• colleagues who have relevant experience, perhaps in a different setting – such as new colleagues who have relevant experience elsewhere.

Since, by definition, research will be uncovering new ideas, it is hard to plan in much detail – one contact leads to another. However, it is important to control the research process so that it remains focused on the decisions the project staff will soon need to make and is relevant to the local application. It is very easy to get side-tracked because of the wealth of information and materials that are available. It is important to set a timescale for carrying out the initial research to help to focus it on the task in hand.

How to use the information?

Information and ideas are only useful if they influence decisions, so the project team needs ways of sharing their research findings – most obviously at team meetings or in informal discussions. They may also consider sharing information electronically with each other to ensure maximum use is made of the materials that have been gathered.

In conclusion

• Gathering information and ideas will help the project steering group and project team make more confident decisions throughout the project.
• The project team should think widely and creatively about possible sources of information, using the internet and contacts in other partnerships to help to direct their search.
• Research activity is vital in the open, early stages of a project – but should continue through the project lifespan, albeit on an “as-and-when required” basis.
• While all can gather useful ideas, it is the project manager’s responsibility to ensure this happens, and that the information is used to usefully guide decisions.am