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Melva Peters



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  • OS25 - Connecting Care: Virtual Realities (ID 30)

    • Event: e-Health 2017 Virtual Meeting
    • Type: Oral Session
    • Track: Clinical and Executive
    • Presentations: 1
    • Coordinates: 6/07/2017, 10:30 AM - 12:00 PM, Room 201EF
    • OS25.06 - Connected Care: Emerging Interprofessional Priorities (ID 220)

      Melva Peters, Gevity Consulting Inc.; Vancouver/CA

      • Abstract
      • Slides

      Purpose/Objectives: Connected care is defined as real-time, electronic communication between a patient and a provider, including telehealth, remote patient monitoring, and secure email communication between clinicians and their patients (Alliance for Connected Care (Alliance for Connected Care, 2014). Two key themes are influencing the emergence of connected care, including the progression of decentralized models of care and the ubiquity of technology and connectivity (Rajakulendran, MacIntosh, Salah, & Khayat, 2014). The burden of chronic illness, shifting population demographics, escalating demand for improved results for investments in electronic health information systems, and shortages of health care professionals are driving demand for innovative models of care and communication with health care consumers (Hussey & Kennedy, 2016, Rajakulendran, MacIntosh, Salah, & Khayat, 2014). New models of care reposition the consumer at the center of healthcare (Hussey & Kennedy, 2016) and will necessitate a shift in both delivery options as well as professional practice and processes. Person centered models of care offer greater flexibility in terms of healthcare delivery options across the full spectrum in the home and community (Rajakulendran, MacIntosh, Salah, & Khayat, 2014). Such models of care are being advanced across Europe, Asia-Pacific region, and North America. Examples can be located aross Canada, notably in Manitoba, Nova Scotia, and Ontario (Rajakulendran, MacIntosh, Salah, & Khayat, 2014). The purpose of this presentation is to discuss the interprofessional priorities emerging from the connected care movement. Clinical priorities from four specific perspectives will be discussed in this panel, including acute care reconfiguration, public and community health collaboration, pharmacy and medication management, and clinical leadership and policy.

      Methodology/Approach: Not applicable.

      Finding/Results: Not applicable.

      Conclusion/Implications/Recommendations: Clinicians and heath care executives must go beyond awareness of connected care to the point where clinical priorities, policy, data use and analytics, program planning and funding, and practice implications are firmly on the agenda for change. This panel offers an opportunity to consider an interprofessional perspective on some of the key challenges and opportunities.

      140 Character Summary: Connected care links consumers and providers across healthcare. This panel provides an interdisciplinary perspective on shared clinical priorities.

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  • PS05 - Patient Engagement Through Digital Health (ID 14)

    • Event: e-Health 2017 Virtual Meeting
    • Type: Panel Session
    • Track: Clinical and Executive
    • Presentations: 1
    • Coordinates: 6/06/2017, 10:30 AM - 12:00 PM, Room 203AB
    • PS05.02 - A Box of Chocolates: Knowing What's Inside Is Key! (ID 236)

      Melva Peters, Gevity Consulting Inc.; Vancouver/CA

      • Abstract
      • Slides

      Purpose/Objectives: Clinicians are increasingly recognized as essential to health information systems projects, bringing their healthcare knowledge and expertise, as well as industry credibility to the project. Rarely, however, is their role well understood or maximized on projects. This presentation will address some of the underlying issues and provide effective strategies for team success while optimizing utilization of distinctive resource skills and contributions. Teams are a partnership of shared and unique skills and knowledge but are not always equipped or experienced to maximize each member’s contribution potential. The most effective project teams in all sectors of healthcare are both interprofessional and collaborative, which is defined by Health Canada (2010) as teams “working together with one or more members of the … team who each make a unique contribution to achieving a common goal, enhancing the benefit for [clients and] patients. Each individual contributes from within the limits of their scope of practice…all the while emphasizing [client/] patient- centred goals and values” (para 3). Success starts with understanding each team member’s professional knowledge and practice experience and their project related skill sets. However, the integration of clinicians into project teams is the least understood and most challenging for team dynamics. Models of clinical practice utilize process (e.g. the nursing process) in the planning, delivery and evaluation of patient care that parallel the project lifecycle. Leveraging the shared approaches supports the team maximizing each member’s unique abilities to advance the project goals, processes, and outcomes. This panel presentation will demonstrate the overlapping competencies between the project manager (PM), business analyst (BA), clinical informatician (CI), frame the approach to successful interprofessional team assembly and building, and share strategies for maximizing their unique contributions to the benefit of the team and client/project outcomes.

      Methodology/Approach: A role and competency matrix for an interprofessional team was developed, and incorporates specific role-based competencies and responsibilities, including the roles of the PM, BA, and CI. The focus was to illustrate how the competencies both overlap and remain distinctive, and to reflect the respective contributions to the team so all roles are used effectively with recognition. It also highlights when specific skills are required and when a specific skills-based resource may need to be added to the team.

      Finding/Results: The roles of team members can overlap in a significant number of areas. Working from this shared baseline, understanding team member ‘s level of ability with each project skill, and naming their unique qualities will allow appropriate assignment and best partnerships to leverage the unique contributions through a collaborative approach.

      Conclusion/Implications/Recommendations: A successful interprofessional project team can deliver and maintain a healthcare solution in a clinically relevant and responsive way with the assembly of the right professionals equipped to acknowledge the training, expertise, experience, unique abilities of each team member to collaborate on achieving the initiative’s/client’s goals.

      140 Character Summary: Use of interprofessional teams in healthcare projects can be optimized using roles matrix paradigm, to ensuring best use of existing knowledge and skills.

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