LTPAC Health IT Road Map (2014-2016): Connected Worker


Number of Attendees: 17


Goal:

Connect workers to the people, processes and information they need to be successful. To help LTPAC/SS leverage technology, workflow, care and delivery innovations at the workforce level (clinician, caregiver, service worker, administrative, support and executive) to drive significantly improved customer (patient) interactions, experiences and outcomes. In particular to describe and promote practices, approaches, and standards emphasizing connected workers (equipped, informed, engaged and empowered) as fundamental and essential enablers of person-centered health and hospitality delivery.
Rationale/Background:

Effective enterprises are built by linking people (employees, contractors, customers), processes (checklists, workflows, systems, practices, coordination, management), and resources (technology, knowledge, culture, contexts, physical assets) to provide responsive customers interactions, experiences and outcomes. The current environment provides opportunities to accelerate effectiveness at all three levels. Connected workers and patients can leverage enhanced resources (mobile technology, health intelligence, smart contexts) in real-time to ensure responsive and resilient results in the moment and across time. These tools allow organizations to link in-person and virtual teams across place and time to innovate practices and processes and evaluate and improve outcomes.

Conventional wisdom emphasizes workflow, process and interaction design as the trigger of transformation. The Collaborative believes that we are at a moment when the presumption behind our design should be that every worker is technologically “connected” in real-time via devices (mobile/wearable) while engaging their tasks and customer interactions whether in place or virtually. The rapid consumerization of technology is resulting in significantly enhanced capabilities at increasingly inexpensive price points for even advanced information, environmental, medical, and access technologies making it possible and beneficial to equip every worker. Connected workers are informed workers whose tools support just-in time learning, task and checklist compliance and quality optimization, contextual awareness of the customer being served and their goals, preferences, environments, and capabilities/styles. Connected workers are engaged workers. Their connectedness supports accountability, teamwork, learning, and attention. Engagement leads to empowerment. As the human element, their assessments are feed back into systems; their knowledge is valued. Their access to knowledge and context allows them to further add value to each customer interaction.

Automated systems, intelligent agents, robots and other technologies are making possible significantly new ways to serve customers and patients. These technologies are displacing many of the roles that human workers have traditionally performed. Yet connected workers play a uniquely valuable role in humanizing, personalizing and enriching the relational context within which customers and patients experience care and hospitality services. Properly engaged and supported, workers can provide the needed high-tech and high-touch. The Connected Worker is a key enabler of a person-centered health and wellness enterprise. LTPAC/SS organizations are uniquely positioned to leverage connected workers to engage in rich longitudinal customer relationships promoting health and wellness and enriching the aging experience.
Key Priorities:
  1. Promote LTPAC/SS care and service delivery innovation approaches that presume connected workers as a baseline. Metric: proportion of workforce equipped with real-time connection.
  2. Identify and promote case studies of business processes and models leveraging connected workers.
  3. Encourage the development of best practices for assuring customer and workforce security and privacy in the use of connected technologies and smart (sensor laden) environments.
    1. Notes: How can we prevent security from handcuffing the use of sensors, devices, etc.
  4. Challenge vendors to incorporate secure mobility, socialization, communication, workflow, intelligence and interoperability features into their systems.
  5. Challenge clinicians to redesign clinical pathways and processes that presume connected workers, patients and environments.
  6. Promote workforce training in person-centered care (humanizing and personalizing systems), enriching customer relationships, leveraging health intelligence, using connective technologies, providing contextually (social and environmental) aware assessment and feedback to systems, and security and privacy practices
Objectives and Strategies to Pursue:

Next Steps: (Hold for Summit)
  • For Provider Community:
  • For Vendor Community:
  • Policy-maker:
  • Other:
Notes:
- Concepts of BYOD, encryption and the privacy issues that need to be addressed
  • Design applications to work on a mobile device; all workers have these devices; many have and they want to use them – if they had an app built in to do their job it would be very helpful
- Examples:
  • Incontinence products that track 3 day voids so CNA's don’t have to get a patient up to monitor/measure. Technology to capture the information more efficiently
- Connect with acute care facilities efficiently and effectively with staff from all levels of the facility not just direct care (can’t find out information such as prior level of care unknown/prior level of function unknown)
- More kiosks for better doc of ADL capture
- Remote capabilities with physicians to make an immediate decision
- Found the care coordination title useful – we tell them that they matter, but then don’t use their data or consider them in the care team and how their information is used
  • Training on role
- RoadMap – states presume that they are using technology; not finding that it is always typical; education is still needed
- Like the concept of being meaningfully connected – how can the system-user interaction be of such that the system is intuitive and limited training is needed.
  • How to engage users on a semantic level; intuitive
- Employees must be engaged
  • MDS oriented questions on ADL kiosks aren’t always understandable to users; make it in their language to help engage; Provide feedback reports to keep CAN”s engaged (e.g. percentage of ADLs complete, etc.)
- Feedback from a provider who gives providers 7” ipads; not documenting at home anymore getting work done in the patient’s home;
- Real-time education
  • Embed ed in EMR walls – leave the EMR to go to YouTube or to the internal portal;
  • Embed def on what does OASIS question means and examples
  • Cultural engagement –
    • Video chats with the CEO
    • Video chats with the peers they started with
- Provide a way for workers to give meaningful feedback and goes to the vendor/manager so the product can be tweaked to be more useful for the worker.
- Sometimes we put boxes around the devices tools that they can use
- Include a checklist or grading scale – is it mobile, sensors, having a system, etc.
- Competency measurement is an area of need/work
- Follow what is happening all around us (e.g. life being saved with Google glass)
  • How do get staff to follow standards of care that aren’t supported by the organization and not what was out on Google
- Paradigm shift happening –
  • Workers are connected and there is useful information from other members of the time, other sites of care, etc.
- Other workforce – largest amount of support time especially in the community is people’s caregivers, family and friends – they don’t have tools to be helpful. Think of them as workforce extension.
- Highlight good examples of the connected worker and what they are using during their workflow at the summit – both current and emerging technologies to watch and consider.
- Leverage the upcoming health applications