TEC programme data review and evaluation: options study
This report presents the findings from the Technology Enabled Care (TEC) programme data review and evaluation option study.
Appendix 4: Implementation workshop findings
Table A4.1: Barriers and solutions from workshop with delivery staff
Barriers |
How they manifest |
Possible solutions |
How can I respond |
What support do I need? |
---|---|---|---|---|
Competing workloads |
Time constraints/priorities Not my role/responsibility Never done it before/why change? No time, unable to contribute, totally focused on 'day job' |
Inspiring managers Leadership styles Realistic timescales Dedicated teams Allow to make mistakes -what is not worthwhile, walk away Buying in short-term support to allow staff training/development/up-skilling |
Sharing knowledge locally Time for background work Keep chipping away Keep reinforcing with new management teams |
Management buy-in Experiential training IJB or make it a local priority |
Staff resistance |
Concern over job security Time required to gain new expertise Perceptions re the technology 'testing phase' Tech not working – wasted time Clinician resistance due of lack of evidence Unclear pathways to put systems in place Time constraints Delays in installation put people off Lack of knowledge/confidence in equipment Lack of referrals |
Address fear directly in training Effective upfront training How we engage it is not a pilot – it is tried and tested Use tech that we know works Information leaflets Reduce costs by encouraging service users to buy own solutions |
Effective training feedback loops tailored Communicate effectively Use test of change vs testing technology Use service improvement methodologies Clarify pathways Improve training and information |
Time and funding to develop tailored training. Ops major buy-in to release staff for training SOP development implementation user training and feedback Leadership for counteracting resistance. Extra staff time and money |
Lack of SMT engagement |
Lack of attendance at meetings Limited response to written communication Lack of understanding of initiatives Lack of support and positive action |
Make it an organisational priority Effective delegation Desktop guides for senior staff |
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Service user resistance |
Concern over reduction/removal of physical support Getting the messaging right Ensuring the value proposition is clearly articulated Generational issues and willingness to engage Cost ( e.g.telecare) |
More involvement in co-design Adequate staff training and awareness Clear messaging |
Leadership Engagement |
Community engagement Not a talking shop but structured Discovery and development with a group |
Pace of implementation |
Unable to deploy kit Poor facilities management |
Delegated authority for quick/low spends outside of framework |
Highlight as a risk to raise priority and manage expectations |
Use as an example to IJB to get their 'push' |
Issues with data/evidence |
No linkages between systems Lack of data/inaccuracies because systems are not fit for purpose for data gathering Time taken to gather data too long |
Centralised system |
Try to ensure that the data we collect is as accurate as possible |
Scottish government level push for national solutions |
Funding and investment |
Division between tests of change and business as usual monies Business case beyond pilots Period of sustained short-term funding. TEC also short-term but smaller and more focused |
Generate an innovation centre approach to development. Test change scaling and combining projects nationally |
Continue to support and actively contribute to TEC programme events Improve business case developments |
Strategic and policy support |
Table A4.2: Enablers and solutions from workshop with delivery staff
Enablers |
How did they help? |
Impact of support |
How can I respond? |
What further support do I need? |
---|---|---|---|---|
Recruiting the right staff |
Development of skills to communicate Able to adapt to changing circumstances |
Learning on the job |
Make posts sustainable |
Funding to mainstream |
Bringing in specialist skills |
Identify gaps in in-house skills Assessment made easier; Tailor made package of care |
Acknowledged need for outside skills Ensured that SUs got a service appropriate for their level of ability and understanding Improved QoL for SUs and supported them to live independently |
Evidence required to obtain funding Get right people on board and encourage others to do this |
Confidence to know when skills are needed Streamline accessibility to specialist support |
Peer support/ access to practice help |
Enabled effective communication of ideas/solutions with services affected |
Secured engagement with service providers and helped to launch successful services |
Agree minimum requirements for any new service delivery and implementation |
Min engagement required Data analysis and ongoing evaluation Feedback to service providers ( e.g. learning notes) |
TEC programme team |
Excellent guidance, not reinventing wheel, Learning from others Continual personal support/reminders |
Feel valued Know that help is there Encourages good practice and organisation in your role |
Be honest and ask for support Be open-minded as to what is working elsewhere Be willing to share and promote |
Maintaining existing calls and support arrangements |
Funding |
Allowed dedicated time and staff resource Don't have to compete for funding with local departments |
Enabled project to go ahead Helped citizens to benefit |
Build business case to show benefits and convince of need for longer term investment |
More funding |
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