Implementing Telecare
Appoint a project manager and project team

As projects grow and involve a wide range of players, they need a management structure within which people work – typically a project manager and a project team.

The project manager

Projects need an identifiable leader, who takes responsibility for achieving the outcomes which senior managers expect. The person in charge of a project needs to be able to:

  • Ensure agreement with goals – spend time with stakeholders clarifying the overall objectives, and ensure that others understand and agree to them (need to negotiate and review objectives as required).
  • Obtain resources - identify what they need, negotiate their release, retain them, and manage them effectively.
  • See the whole picture - take a broad “whole systems” view through continuous monitoring, anticipating stakeholder reactions, spotting links and reacting to unexpected events.
  • Influence others – keep the project going by using their personal energy and initiative, and by working through structures such as the project team and steering group.
  • Communicate - to obtain and retain the commitment of the departments and individuals whose support they need, and to establish networks.

In other words, projects are most likely to succeed when managers put effort (and skill) into agreeing goals, securing resources and monitoring progress. To do this they need to listen to and influence others and communicate effectively with them, using good negotiation skills, on an ongoing basis.

The project team

On all but the smallest projects, the manager needs to work with a team – people drawn from departments or services with an interest in the project, and who are committed to working on it. Such teams are difficult to manage as they are typically composed of people:

  • on part-time or temporary assignment
  • with diverse backgrounds
  • who are physically separated and
  • with departmental / organisational as well as project agendas.

This diversity benefits the team, but also makes it easy for them to become dysfunctional. Ideally a team includes members with a bias for action as well as some who can mediate conflicts and smooth working relationships. However, in practice a project manager has little choice over those appointed to the team by other departments or services, and has to be able to quickly recognise strengths / weaknesses of those appointed and use to benefit the project.

The team does not need to have a constant membership – it can evolve as the needs of the project change. Some ‘core’ members may work together throughout the project; others may work on it from time to time, as and when it requires their input.

Perhaps the most important early stage activity is to ensure that:

  • line managers agree to release the project manager and team members from normal duties for the agreed activity. Obtaining a formal agreement may be wise; e.g. email confirmation, etc.
  • the project manager, and the membership of the team, are identified, formally established, and publicised;
  • their roles and responsibilities are clear;
  • their time commitment is specified.

Unless this is done, there is a strong likelihood that team members will continually be drawn back into their regular work, thus affecting the progress of the project. If the likelihood of removing team members from their “day job” is slim, there is a need to have their managers agree to prioritise their input for an agreed amount of time to ensure the timely delivering of the tasks they are involved in.

Tool 8 – Identifying a project manager and team exercise

Activity guidance

Prepare a job description for the role of telecare project manager – give consideration to:

  • Level of responsibility they will have and who they will report to;
  • Type of essential skills they will require, etc budget management, people management, communication, etc.

Identify likely project team members and agree the terms of their involvement in the project with their respective line managers.

Sample Telecare Project Manager Job Description – Aberdeen City

1. Job Purpose

The postholder will work with all relevant stakeholders across health and local authority boundaries to promote, develop and co-ordinate telecare equipment that can help people to overcome physical, sensory or cognitive problems and to manage associated risks. The postholder will be tasked with establishing systems, procedures and protocols to ensure efficient provision of Telecare equipment and contribute to the co-ordination and development of a local Telecare Strategy. There is a vision for the provision of seamless and joined up services between health and social care providers.

2. Key Tasks

  1. Promote the development of telecare to services and organisations with the objective of improving ways of meeting people's care and support needs.
  2. Undertake preparatory work to ensure the technological foundation, policies and procedures and professional awareness have been established prior to implementation of a telecare strategy.
  3. Assist with the development of a comprehensive local Telecare Strategy, in partnership with Housing, Health and Social Services.
  4. Ensure efficient management of the Telecare equipment.
  5. Contribute to reports and collate statistical information detailing the achievements of the project.
  6. Work within the policies and procedures of Aberdeen City Council.

3. Activities by Key Task

  1. Assist in the development of Telecare to services and organisations with the objective of improving ways of meeting people's care and support needs.
  2. Promote awareness in all key health, social care and housing staff of the opportunities and broad range of Telecare equipment and systems that are available.
  3. Produce a training plan to ensure all key staff are made familiar with and kept up-to-date with telecare equipment.
  4. Provide advice and guidance on telecare to all key staff as required.
  5. Ensure that all staff have the opportunity to be made aware that the assessment for telecare is integral to the assessment process.
  6. Assist in the set up of telecare equipment in appropriate settings/establishments (older people, intermediate care, learning disability) to promote the overall development and awareness of telecare.
  7. Encourage the development of telehealth pilots in appropriate settings/establishments (care home, residential settings).
  8. Undertake preparatory work to ensure that the technological foundation, policies and procedures and professional awareness have been established prior to implementation of a telecare strategy.
  9. Gain an in-depth knowledge and understanding of telecare equipment/systems currently available from suppliers/manufacturers.
  10. Development guidance, criteria and procedures for the telecare strategy.
  11. Utilise best practice from other authorities and areas as appropriate.
  12. Assist with the development of a comprehensive local Telecare Strategy in partnership with housing, health and social services.
  13. Work in partnership across all boundaries to achieve joined up services.
  14. Attend relevant meetings as required.
  15. Ensure efficient management of the telecare equipment.
  16. Develop a referral and recording system for telecare requests.
  17. Develop or identify an appropriate system to enable the purchase, supply and installation of telecare equipment
  18. Ensure an ongoing system of monitoring and maintenance for telecare equipment supplied as appropriate.
  19. Ensure all appropriate health and safety regulations are complied with in relation to telecare equipment.
  20. Contribute to reports and collate statistical information detailing the achievements of the projects.
  21. Deliver regular and clear reports on the status of the project to the board or other statutory bodies as required.
  22. Identify issues and risks relating to change management and present findings to the Steering group for the project.
  23. Complete statistical returns as required for national and local performance indicators.
  24. Work within the policies and procedures of Aberdeen City Council
  25. Carry out necessary administrative duties in accordance with council guidelines and procedures.
  26. Participate in planned, regular supervision and appraisal in accordance with council policy.

Practice examples and further information

Links to examples of related documents produced by telecare partnerships from across Scotland and the UK and further information can be found in the Telecare Resource Bank, including:-

Examples of Telecare Job Descriptions from:

  • Aberdeen City – Job Description for Telecare Development Officer
  • Edinburgh – Job Description for Telecare Programme Manager, Telecare Project Manager, Telecare Assessor, Telecare Installer, Telecare
  • Highland – Job Description for Telecare Co-ordinator

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