At a time of rapid change and under pressure to innovate, some aged care providers are stuck at the start of their transformation roadmap because they don’t know where to begin, how much it will cost, or even the benefits they could achieve.

Leveraging technology to solve problems and improve the way they work can include innovations as state-of-the-art as AI, machine learning, robots, wearables, virtual and augmented reality, automated cars, and sensors. But a safe place to start is usually with the introduction of improvements to business processes, such as workflow management and compliance systems.

“Taking the first steps towards realising the ‘good stuff’ isn’t as intimidating or as expensive as it can appear to be,” CEO of business and technology consultancy Rohling, Darren Gossling, said.

“What is the best way to get started? Pilots and proof of concept projects allow organisations to take a hypothesis or idea and prove it can work. These small, often iterative activities introduce incremental innovations that shift providers forward along their digital transformation journey.”

Creating momentum with small innovations, and exploring, testing, improving, and benefitting can lead to more ideas and enthusiasm for change, which can in turn creates a culture of curiosity, exploration, and experimentation.

“How many good ideas are missed due to BAU?”

The need to ensure business as usual operations aren’t interrupted is a critical concern that often leads to delays in adopting new systems, but postponing change can be counterproductive.

“’Innovation’ is a nebulous term so it’s hard to know where to start and how to measure it. It is essential for a business, though, as stasis in a fast-moving world equals failure,” Rohling’s senior solution architect in the not-for-profit, aged care and NDIS sectors, Michael Horry, said.

“Despite the imperative, the brake on innovation is often the need for organisations to keep up with daily operations. But how many good ideas are missed due to BAU? While the pressure is understandable, a carefully tailored framework will guide organisations through the implementation process and streamline and optimise operations with very minimal disturbance.”

From there it is a matter of scaling.

“Scale is important. The best innovation approach is one that helps to snowball innovation by standardising the approach, providing repeatability, and wiring small innovations into the organisation,” Darren said.

“It also provides executives with confidence in the information they need to approve further innovations to bring about business benefits.”

Some aged care facilities report “almost non-existent digital maturity”

The latest Aged Care Industry Information Technology Council (ACIITC) report, which surveyed aged care providers about their systems, highlighted the challenges smaller organisations face, with some reporting “almost non-existent digital maturity” (pictured below).

Comparing the sector internationally, ACIITC found that Australian residential aged care facilities have significantly lower digital maturity than their American counterparts.

It is a challenge of our time. Yet the opportunities are boundless, and they come with a commercial and care imperative.

Humanetix is one digital health company that is delivering measurable benefits to aged care organisations by simplifying systems to improve compliance, increase revenue and help staff deliver better care. In research published in the Journal of Clinical Nursing, the Humanetix care management system, ACE, was found to provide a 20 per cent saving in nursing and care time, equating to around 90 minutes per shift, in a 169-bed residential aged care facility.

The newly implemented, co-designed system was evaluated for two years within the University of Canberra study, with the researchers writing:

“Findings indicate that the system was acceptable to both residents and staff due to perceptions of time-saving and improved quality of care. Increased efficiency was perceived through timeliness as well as reduced time spent retrieving and documenting information. Quality of care was improved through care scheduling individualised to resident needs, with reminders to avoid missed care. Relatives were reassured and activities were scheduled to loved one’s preferences.

“The co-design implementation process was successful through commitment to quality from leadership teams and prioritising the focus on the holistic needs of the residents.”

Engaging staff in co-design key to project success

The research highlighted that a key to starting a successful implementation process is engaging nursing and other care staff, administrators, and advocates, in addition to the IT experts, in the co-design of systems to make sure they are tailored to the workflow of an organisation.

“As we navigate the challenges facing aged care in Australia, now is the time to harness the power of innovation. Business imperatives demand it, especially when technologies bring about essential efficiencies, including those that free staff at the point of care,” Darren said.

“From the first step on the transformation journey, each additional, incremental step can be easier to achieve, preparing the way for a state-of-the-art future.”

Originally published in The Weekly Source.

Read more about how to start your innovation journey with Rohling’s Rapid Tech Health Check.