Dr Amanda Adams
Research Fellow, ARIIA
In aged care settings, designing and developing a new technological solution - or repurposing an off-the-shelf one - is challenging. In the ever-evolving health and aged care digital ecosystem, providers are required to understand a new lexicon of terms and acronyms. Mastering the requirements of the Australian digital roadmap is one thing, but designing a useful and intuitive solution for an aged care service requires more than pitching the idea to the organisation to generate buy-in.
Our latest evidence theme explores the processes, requirements and partnerships required to explore potential digital solutions to finite or wicked problems that impact effective and efficient care provision. Whilst a well-defined development process serves as the backbone for successful implementation and can ensure user acceptance, stakeholders' involvement can account for the complexity, context of use and the flow and collection of data. Taken from evidence and practical guidance, we describe the advantages of co-design with aged care staff, residents, clients and their families, offering insights into the daily challenges. Feedback from these key participants provides the opportunity to tailor robust products. Involving varied and diverse representatives in co-designing activities can ensure that products are easy to use and are integrated into workflows or routines, increasing the chance of successful implementation.
Factors influencing the successful deployment or rollout will also depend on the working structures and relationships between staff and the chosen technology vendor. Selecting a vendor just on price is risky. This choice should consider the developer's previous experience, their awareness of the requirements around interoperability, their capability to employ user-centred design thinking, and their ability to work around your staff, clients and workflows also matters. For many organisations, the need to assess the availability of human resources is equal to assigning a budget for development. In many instances, project managers are needed to facilitate and support the processes, to recruit and maintain working relationships with all the people involved. In many ways, the investment in external or 'nominated' or independent project managers can remove the burden typically felt by staff champions' who balance development and their regular duties.
For technological solutions to be accepted, adopted and sustained within care settings requires a development process and a multidisciplinary team that is user-centred in their approach. Developers and providers need to be open to feedback, good and bad, to continually shape prototypes to meet the needs of users and the business. Testing once is an absolute minimum. Testing across the development process is better, especially if people involved differ in their approach, background, capabilities, digital confidence and literacy levels. Constructive feedback allows for necessary changes before the product is rolled out at scale.
Developing within aged care can reward the organisation, older people and their families. However, there are risks and challenges to creating useful products that can be successfully implemented to influence change positively. For inexperienced aged care staff, maintaining control over the project's delivery and scope is difficult, especially when unsure of what to expect. Visit ARIIA's Developing new products evidence theme to learn more about what is needed, your role and responsibilities during development, choosing a vendor with the right team and process, what is involved in designing solutions, and which co-design and evaluation activities can be undertaken to allow everyone to be involved.
*The views and opinions expressed in Knowledge Blogs are those of the authors and do not necessarily reflect those of ARIIA, Flinders University and/or the Australian Government Department of Health and Aged Care.