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


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

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



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


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


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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