Aged Care Services Sector ‘IT’ & ‘E’ Strategy & Action ... Website... · These problems will be exacerbated by an increasing demand on aged care services. It is predicted

1

Aged Care Services Sector ‘IT’ & ‘E’ Strategy & Action Plan

June 2014

2

Contents Overview ................................................................................................................... 4

Background ............................................................................................................... 5

Compliance ................................................................................................................ 6

eHealth, Communication and TeleHealth technologies .................................................. 8

Training and Development ........................................................................................ 10

Knowledge Management ........................................................................................... 12

Workforce Planning .................................................................................................. 14

Social Media ............................................................................................................. 14

Cloud Computing ...................................................................................................... 16

Notes ....................................................................................................................... 29

More on knowledge and change management ......................................................... 29

Mobile devices and BYOD ....................................................................................... 31

NBN and Remote Learning .................................................................................. 31

Learning Management Systems .............................................................................. 32

Open Source and Proprietary .............................................................................. 33

Business Rules / Policies and Procedures ............................................................... 33

Collaboration / Social Media / Communities of Practice .......................................... 33

Knowledge Management applications .................................................................... 36

Streamed Content .................................................................................................. 36

3

Version Control

Action Author Date

Initial Strategy Development (Draft version – Action plan still in progress)

GlobalNet ICT March 2014

Strategy revision GlobalNet ICT June 2014

Disclaimer

Information contained in this document has been sourced from consultation and observations within the Aged Care Sector in Tasmania and from publically available sources of information. GlobalNet ICT accepts no responsibility for the results of any actions taken on the basis of information in this document, nor for the accuracy or completeness of any material contained herein. Readers are advised to exercise care and discretion when relying on information.

Terminology

Where the context permits, the term “client” is used in this document to refer to both residents in an Aged Care facility and clients of Community Care providers, the term denoting someone who is paying (funded or otherwise) for a service.

4

Overview

GlobalNet has developed this IT and E strategy and action plan to help the Aged Care services sector in Tasmania understand and use technology in its mandate to care for the elderly.

The strategy and action plan outlines a range of strategies designed to support the sector to engage with and more fully utilise technology, to achieve better outcomes for clients as well as reduce costs and create efficiencies. The strategies are identified by the following headings: Compliance, eHealth and Telehealth, Training and Development, Knowledge Management, Workforce Development, Social Media and Cloud Computing. These strategies will be implemented over a three year period from July 2014 to July 2017 with periodic reviews during that period.

The strategy and action plan supports

• Promoting a higher engagement with technology in the sector

• Encouraging and supporting sector organisations to adopt more electronic compliance measures

• Supporting the use of eHealth and Telehealth technologies to improve care and reduce costs

• Developing online training and education resources that can be used and shared across sector organisations

• Promoting customised and contextualised online inductions to alleviate current labour intensive processes

• Further development of knowledge management capabilities and capacity to develop best practice approaches in knowledge management across the sector

• Developing social media engagement processes that use social media technology as an acceptable form of communication to internal and external stakeholders

• Encouraging the use of cloud computing technologies that leverage super-fast broadband technology and third party infrastructure to increase organisation capability and reduce risk

Strategies are documents that require regular attention and review. This strategy and action plan should not be considered a final document with no further action required. It will be the commitment of the sector and its member organisations that will see the strategy and its action plan implemented to its full capacity and the accompanying benefits realised.

5

Background

The IT and E Strategies and action plan has been developed as part of the Aged Care Workforce Innovation Regional Project on behalf of the Tasmanian aged care services sector.

The sector in Tasmania currently faces many challenges and constraints. It has the fastest aging population of any state in Australia. It has the highest percentage of people living outside of a capital city of any state or territory. It is also dominated not for profit providers (including state government providers), who make up 87 percent of community care places. Just under one half of residential aged care providers in the state operate facilities of 60 beds or less, which is a challenging economic model.1

These problems will be exacerbated by an increasing demand on aged care services. It is predicted that the number of people receiving aged care services is expected to increase by around 250% over the next 40 years, with some 3.5 million people (10.3% of Australia’s population) requiring the support of aged care services by 2049-50. 2

Barriers to further advancement of information technology in the sector include: a lack of resources; a lack of organisational knowledge and experience in managing the technology; and a lack of solid evidence demonstrating the benefits of aged care IT applications.3

Throughout the Aged Care sector (not just in Tasmania) IT competency and literacy, even at the executive level, varies widely. The number of aged care facility staff members that have an adequate knowledge and skill-base on computers is small. This lack of skills increases the level of anxiety staff feel towards IT infrastructure programs. Cost and time constraints incurred in IT change management and staff training can deter some facilities from moving forward with technology enhancements.

Notwithstanding the difficulties, technology will provide significant opportunities for the sector in

• Streamlining compliance and organisational processes

• Improving documentation and knowledge management efficiency

• Increasing much needed training opportunities around the state • Improving communication and coordination

• Providing access to more sophisticated software solutions for lower cost of ownership.

1 Tasmanian Government response to Productivity Commission (2011) - http://www.pc.gov.au/ data/assets/pdf_file/0012/110541/subdr0886.pdf 2 http://www.meinhardt.com.au/news/aged-care-can-benefit-from-new-building-services-technologies/ 3 http://ro.uow.edu.au/cgi/viewcontent.cgi?article=9592&context=infopapers

6

The outcome will be a better quality of care service and a reduction in health care cost. Technology in care support will become more common place and service providers will have to adapt to using what is available to continue to be competitive.

Compliance Compliance remains a complex issue in the Aged Care Services sector in Tasmania for a number of reasons: changing government regulations and legislation; software solutions failing to meet all compliance needs; and in many cases low IT skills. Consequently, compliance costs can be very high.4

This compliance complexity means that the sector will need to look for technologies that address the specific compliance requirements. These might be off the shelf products or custom built applications. Appropriate technology, managed strategically with sound business processes and knowledge management policies will significantly reduce the sector’s regulatory burden in terms of time, cost and risk. Australia has one of the most developed accreditation standards for aged care and being able to demonstrate compliance with these standards is increasingly more efficient as a consequence of IT.

Research and consultation in the Tasmanian sector suggests that these applications are rarely used to their full potential. Often, this is a result of:

• Existing paper based systems which remain as part of the culture of the organisation

• Lack of knowledge of what is available and how particular software will meet business requirements

• Inadequately trained staff responsible for the use of the technology

• Inability to afford sophisticated systems as economies of scale are smaller in Tasmania, putting pressure on budgets

Within the Tasmanian context there is a need to help organisations understand their own systems and processes and the changes to these when implementing more fully compliance management software. Any software selected needs to be intuitive and easy to interpret. Current providers who do not have such compliance systems and the appropriate interpretative technologies behind, find it difficult to make decisions. This makes it almost impossible to consistently measure and monitor compliance programs and to generate easy to understand reports required by decision makers. Consequently, without easy to use software and the appropriate training, Tasmanian providers run the risk of being data rich but intelligence poor.

4

7

Furthermore, compliance technology implemented to manage, monitor and report on regulatory compliance, cannot be used in a vacuum and needs to be supplemented with appropriate training and development technology. By integrating compliance and training technologies, providers will be able to effectively manage both their training programs and staff understanding of compliance. For example, incident reporting software has the ability to ensure compliance across the facility and is imperative for managerial staff to keep track of statistical data that may potentially necessitate escalation.5

More effective compliance enabling technologies will offer a safer and more accountable service delivery from providers. They will lower operational risks whilst increasing efficiency, effectiveness and transparency.6 For example, managing client patient records and care electronically in real time will allow staff to act and react quickly to issues. It also provides management with up to date information throughout the day. It is important that the Tasmanian sector sees compliance technology as a strategic asset and not a cost.

Compliance needs to be made simple and can require re-thinking of how technology is being used. It needs to be easy for staff to manage compliance.

Strategies for implementing compliance technologies include:

• Conduct business needs analysis to determine specific organisation compliance requirements

• Develop business rules to govern the use of compliance technology within the organisation

• Benchmark compliance requirements against other industry organisations to gauge similarities with other organisations

• Deploy appropriate compliance management technologies that facilitate timely access to real time information and reports

• Proactive development of training regimes for both management and frontline staff, in order to maximise use of the technology

• Challenge vendors about the limitations of their technologies and test a number of different packages to determine quality and suitability

• Understand how the technology will benefit the organisation in a variety of areas, including efficiency, productivity and quality of care

• Avoid the one size fits all mentality and look at new models of software licensing such as Software as a Service (SaaS) and cloud computing

• Ensure that software providers are able to provide ongoing support that meets your business requirements and your modes of communication.

5 Golden OpportunITy How information technology can rejuvenate Australia’s aged care sector. KPMG. pp 16 http://www.kpmg.com/AU/en/IssuesAndInsights/ArticlesPublications/Documents/Golden- OpportunITy.pdf 6 http://www.icarehealth.com.au/blog/salvation-army-aged-care-plus/

8

• Push the capture of information down the organisation hierarchy so that information is gathered at the most relevant point

eHealth, Communication and TeleHealth technologies

eHealth, communication and Telehealth technologies will form significant components of the health and aged care sectors into the future. As with other jurisdictions, the Tasmanian aged care sector faces increasing costs, technology advances, consumer expectation challenges and changes to government funding models – all of which are driving change across the entire health continuum. Emerging technologies such as eHealth and Telehealth provide the opportunity of reinventing the way the Tasmanian sector provides access to aged care services.

eHealth is a significant government initiative to electronically connect a person’s points of care so that health information can be shared securely across health care providers, including aged care providers. 7 There is the expectation that electronic health records will greatly improve the flow of information between organisations, including aged care facilities. It envisages organisations accessing a central repository and having access to the same level of detail concerning a client’s medical condition. This is consistent with best practice in information technology and will, in the long run, provide further cost savings and efficiencies for the Tasmanian sector. The strategy supports the appropriate centralising of records to avoid duplication and maximise client medical information accuracy.

It is becoming rapidly apparent that the Aged care sector will not be able to continue to deliver high quality service outputs based on current service models. According to treasury modelling, current trends show that health care costs will consume more than 100% of the entire revenue collected by the States by 2046. Altman L notes that a ‘perfect storm’ of an ageing health workforce, the rising incidence of chronic conditions and increased expectations of both consumers and healthcare professionals is contributing to unprecedented demand on our health system.8

The growing access to super-fast broadband connections and complementary video and monitoring technologies provide new options for providers to engage in Telehealth. 9

Whilst the demand for aged care services grows and the available space in aged care facilities decreases, there is significant scope for the sector to engage clients in a variety of settings, including their own homes. According to Feros' study in 2010, "a general endorsement that Telehealthcare Technologies can improve the likelihood of clients

7 http://www.ehealth.gov.au/internet/ehealth/publishing.nsf/content/home 8 http://mediserve.ie/wp-content/uploads/2014/03/One_in_Four_Lives_White_Paper_V71.pdf 9 Mobile Technology and Social Media in Aged and Community Care pp 1: http://www.agedcare.org.au/events-and-conferences/conferences/2012-acsa-national-conference- 2/presentations-tuesday-4-september-2012/plenary- sessions/Big%20Aussy%20Plenary%20in%20gc.pdf

9

being able to remain safely in their own homes for longer than would otherwise be possible with:

a. 80% of Clients reporting that Telecare had improved their quality of life during the program;

b. 69% of Clients reporting being less concerned about the daily severity of their condition;

c. 44% of Clients feeling that they need to visit their General Practitioner (GP) less frequently; and

d. 44% of Clients feeling that their quality of life had improved relative to the beginning of the program.”10

Preliminary investigations and consultations indicate that there is still a long way to go before Telehealth is a viable complementary service to current practices. Sector organisations are still struggling with the rapid pace of innovation in existing compliance and learning technologies and digital literacy and understanding. The use of Telehealth technologies is still in its infancy. Notwithstanding, TeleHealth technology will provide the Tasmanian sector with significant opportunities to lift productivity; maximise the best use of financial resources; and enable clients to stay in their homes longer, while still having access to the quality health and care services they require. By combining technologies such as in-room sensors, e-health solutions, mobile rostering and care systems and high-speed broadband networks, a more tailored and effective use of resources can be achieved by aged care providers.11

The sector needs to regularly monitor technology development in this area as advances occur regularly. For example, the CSIRO is trialing brand new technology that plugs into a home's NBN connection and monitors all aspects of a patient's vital signs. It alerts family and or medical staff if there are any changes. It also has a built-in high definition video camera for conferencing with both GPs and specialists at the same time. It plugs into the NBN and costs around $3000.12

While the costs savings are likely to be significant, chosen technology needs to be fit for purpose. Sector organisations need to be willing to invest in appropriate infrastructure such as commercial grade wireless networks and high definition video. Once the infrastructure is in place, supported by sufficient bandwidth, there exists a huge potential to improve interaction with clients, families and staff.

Aged care sector stakeholders need to work collaboratively to facilitate the success of tele-health. The market alone will not be able to push the use of Tele-health into care

10 Telehealth: The healthcare and aged care revolution that can pay for the whole NBN. http://www.abc.net.au/technology/articles/2013/09/19/3852140.htm 11 IT opens the door to a new era in the delivery – and cost – of aged care. http://www.brw.com.au/p/tech-gadgets/care_opens_the_door_cost_new_era_FbPpupyQPXjzc82AywxkrL 12 Telehealth: The healthcare and aged care revolution that can pay for the whole NBN. http://www.abc.net.au/technology/articles/2013/09/19/3852140.htm

10

practice.13 Telehealth in Tasmania will need the support of all stakeholders, including care providers, health professionals and educational institutions (to drive education) which will then change telehealth from being geography-driven (used only when care cannot be provided because of distance) to being technology-driven (where it becomes a viable alternative in any care context). Increasing support from technology providers and significant research from organisations such as CISCO will see telehealth mature to the point where it could dramatically reduce the numbers of beds by offering telehealth for a wider range of treatments. Rapidly advancing bandwidth, smartphone and tablet technologies and growing sophistication in software will mean that telehealth will become faster, more reliable and more sophisticated and will be more widely supported and integrated into other technologies which will in turn further push smart personal Health devices and telehealth technologies.14

Strategies to engage in eHealth, communication and Telehealth technologies include

• Promoting the advantages of telehealth and eHealth amongst sector organisations

• Supporting organisations to develop their own IT strategies which include the use of super-fast broadband connections, high definition video conferencing and monitoring technologies

• Providing industry best practice guidelines on how to use eHealth and Telehealth technologies

• Supporting the piloting of telehealth projects that identify strengths and weaknesses of different approaches that can then be improved upon

• Working collaboratively with a range of industry and technology partners to support IT deployment and training

• Creating communities of practice that provide opportunities for organisations to network and provide leadership so that the technology is seen as mainstream

Training and Development

The Tasmanian sector is proactive in investing in aged care education. A well trained, committed and enthusiastic workforce is crucial to the ongoing success and sustainability of the sector. However, ongoing education and training which is more than meeting minimum mandatory requirements will be an important tool in encouraging people to remain within the sector. There is a need to continue to develop and use engaging and interactive learning technologies that are just in time, on demand and device independent to support the growing Tasmanian aged care workforce.

Consultation and discussion with the sector, highlights that many organisations in Tasmania have traditionally focused on labour intensive forms of training. These are

13 http://ec.europa.eu/information_society/newsroom/cf/itemdetail.cfm?item_id=8071 14 http://ec.europa.eu/information_society/newsroom/cf/itemdetail.cfm?item_id=8071

11

predominantly face to face, run by an instructor or group of instructors and/or managers. Induction processes, for example; have in many cases consisted of intensive face to face walk throughs at the very beginning of a new staff member’s employment. Feedback has been that this is enormously expensive for organisations, both in terms of time releasing staff to conduct the training and the need to re-induct new staff again and again due to the information overload at the beginning of the process.

The sector needs to invest in technology that will deliver purposeful, relevant and engaging content through online training. Budgets and access restrictions will continue to place pressure on the sector and individual organisations to be proactive in their approach to training and professional development. Tasmanian online learning solutions must be engaging and meet the expectations of the audience.

The ongoing roll out of the NBN will provide a greater ability for Tasmanian organisations to develop and share their own educational resources. Video conferencing, virtual classrooms and traditional online learning are converging to provide a broader and richer learning experience for users and have the potential to rapidly train many aged care professionals in new tools and techniques, quickly, cheaply and efficiently.15

Consultation also indicated that whilst all organisations undertake at least the minimum mandated training required by legislation, very few of these organisations using face to face training measured the outcomes of the training. There is a need to ensure that training and induction programs run effectively and measure outcomes against sector and organisational requirements. “If you cannot measure it, you cannot improve it."16

Particularly relevant for the Tasmanian context is the need to alleviate time and money spent on unnecessary travel. Online training will often reduce the need for travel, when the training can be conducted just as effectively online. Online training involves using a variety of mediums and media, including video conferencing technologies and is not just a PDF viewable online. Pursuing diverse training and learning opportunities, particularly those online, in the sector will:

• Facilitate learning and teaching at times that better suit organisational staff – i.e. available at any time

• Provide opportunities for resources to be improved and built up by other users

• Ensure that training is not constrained to a particular location or training venue

• Increase the experience for users in their ability to engage with a variety of demographics

• Increase the sector’s understanding of the progress and experience of learners through the collection of analytics

15 http://www.inspireeducation.net.au/blog/aged-care/technology-essential-in-elderly-care-not-just-for- aged-care-courses/ 16 Lord Kelvin

12

• Encourage the sharing of resources across organisations and across the sector so that resources are used more efficiently

Strategies for using technology for Training and Development include

• Ensuring that training modules are relevant to the industry as a whole and to individual organisations. One size may not fit all and off the shelf training packages need to be relevant to the context of the audience

• Ensuring that training modules are validated and moderated by the industry regularly

• Exploring the possibility of supporting organisations developing in house training where off the shelf training is not suitable

• Developing opportunities to modularise, share or sell to other organisations of similar context

• Ensuring sustainable business models are in place to enable ongoing development of content

• Developing the capability and capacity of strategically placed industry champions that can motivate and train others in how to use the technology

• Reassuring organisations that ongoing support for training will be provided as an industry

• Ensuring technology is based on mobile friendly platform(s) that can be accessed by a variety of devices

• Ensure that all learning is reportable against sector and organisational learning objectives

• Providing pathways to learners for more advanced training and professional development

• Streamlining and integrating compliance and knowledge management systems with training technology to ensure user experience is seamless, consistent and verified

Knowledge Management

The sector needs to invest in technology to help manage industry and organisational knowledge. Knowledge management is a tool to facilitate the transfer of knowledge in its explicit and in its tacit forms and has become a fundamental business imperative.

Consultation with organisations has identified a number of strategies being used to capture and maintain organisational knowledge in the sector. This ranges from time consuming paper based systems to more advanced electronic systems. In many cases, the concept of knowledge management consists of providing stakeholders with access to policies and procedures online through the use of an intranet or other web based system. However, much more can be done to capture the knowledge that exists within organisations to build knowledge repositories that will add significant value to

13

individual organisations and the sector as a whole. Feedback and consultation indicates that more can be done to explicitly set out the guidelines and rationale for effective knowledge management within organisations and across the sector.

Aged care providers need to see knowledge management as a core business need. Only when it reaches this level of need will there be an adequate incentive with the organisation to introduce technology to support the collection, collation and dissemination of knowledge.

Knowledge management systems need to be easily accessible, interoperable, on demand and easy to use. Web based solutions that are cloud-based are today seen as viable alternatives to stand alone or server based traditional solutions. Furthermore, as most aged care providers in Tasmania are small relative to their mainland counterparts, solutions need to be cost effective, scalable and compartmentalisable. Solutions that offer sector wide and organisational specific knowledge management solutions will be of significant long term value.

In line with other feedback from consultation, there remains a lack of digital literacy and understanding within the sector about the how to integrate and use knowledge management solutions within organisations. Consequently, sector staff need to be trained on how to use such systems and the rationale and business rules that support them. In order for this to occur, leadership within the sector will need to understand what information is required to be captured, where it will be stored, how it will be stored, how it will be disseminated, how it will be updated and how it will be archived. These systems will support compliance within organisations and throughout the sector so that document and record management can be more effectively implemented.

Knowledge management systems will be most successful when they:

1. Create and sustain a knowledge-driven culture 2. Develop knowledge workers through senior management leadership 3. Develop and deliver knowledge-based services and solutions 4. Manage and maximise the value of intellectual capital 5. Create and sustain a collaborative knowledge-sharing environment. 6. Create and sustain a learning organisation and sector. 7. Manage stakeholder knowledge to create value and intellectual capital 8. Transform knowledge into organisational and societal value

Strategies for knowledge management include

• Developing sound business rules which outline the business requirements (rules) for the collection, storage and dissemination of knowledge through the sector

• Investigating the use of a range of technologies (both proprietary and open source) that fit with sector needs

14

• Ensuring solutions are web based, which do not rely on device specific environments and that are accessible over a web browser.

• Developing and supporting communities of practice to support best practice

• Testing solutions in different contexts and environments to ensure that there is general acceptance on the functionality and usability of any system

• Ensuring disaster recovery systems are in place which are easily implemented and reflect the risk profile of the information

Workforce Planning

There is a need to implement or develop a centralised system of managing the sector’s workforce recruitment, retention and work placement facilitation needs. This system would allow organisations, students and potential employees to interact with each other in an online environment. A centralised portal will offer the sector significant ongoing advantages including:

• the ability to allow organisations a self-service model where they can offer positions any time in a context that is predominantly for aged care

• the ability for prospective employees to register their interest in current and future positions within aged care

• The ability to track student and prospective employment engagement through their entire aged care lifecycle (i.e. from student being offered a placement to employee at one or more organisations)

• The ability to market, manage and monitor organisation work placements and training offerings within a central platform.

• The ability to retrieve relevant data and metrics of the flow of students and staff who use the system in and out of the sector

Social Media The use of social media has grown rapidly in the last 5 to 10 years. It has become an established part of daily life for almost all demographics. While mainstream media depicts social networks as being dominated by younger generations and large global brands, social media appeals to a much wider audience. There are over 13 million active users on Facebook in Australia and 2.5 million active users on Twitter. LinkedIn has grown to over 5 million registered members and YouTube had over 12.5 million unique Australian visitors watching videos on the site in the month of January 2014.17

In Tasmania, two thirds of the population, including 64 per cent of Northern Tasmanians, use social media to stay in touch with family and friends. Businesses are

17 http://www.icarehealth.com.au/blog/connect-collaborate-communicate-social-media-aged-care/

15

also increasingly using social media with online engagement and advocacy forming a key component of the social media strategy of a business.

The Aged care sector will need to engage more fully with social media platforms if it wishes to better engage with a growing audience who are become more familiar and conversant with social media. Consultation within the industry indicates that whilst many organisations see the value of social media, management remains cautious in its use because of perceived risks. These are risks and challenges which will need to be overcome as the technology becomes more prevalent and there are good reasons to use social media within the sector, including:

• Facilities engaging with families

• Aged care nurses building online support networks

• Employees sharing their job experiences

• Commentary on the state of aged care facilities within Australia

• Families looking for advice and support when looking to place a relative in care18

Social media will provide the sector with a wealth of opportunities to engage with a suite of stakeholders including clients, families of clients, staff and the wider community. There is a need to proactively encourage sector organisations to understand where the opportunities exist to engage with stakeholders and how to use these opportunities appropriately.

Conversely, the sector will need to support training and understanding to address the perceived risks including (among others)

• The divulgence of improper information via social media that could damage a brand or organisation

• The risk that employees may inadvertently leak client information

• The disclosure of something confidential or legally protected

• The inappropriate use of language

• Conflict and harassment • Possible overuse as a distraction from normal work duties

To mitigate and manage these risks, the sector needs to implement robust social media policies supported by training programs that allow organisations to ensure staff understands how and when to use social media. Such training should be specialised and relate back to an approved social media policy which should give very clear guidelines on the use of social media. Social media content must be thoughtful and useful.

Strategies for the use of social media include:

18 Aged Care and Social Media - http://www.ellisjones.com.au/disciplines/online-social-media/aged- care-and-social-media-not-just-about-drinking-coffee/

16

• Having policies on the how social media is to be used in organisations and the sector

• Incorporating social media as a normal mode of communication and understanding what return on investment exists from using social media

• Developing in house training on the use of social media within the context of the organisation.

• Proactively looking for opportunities to share good news stories that engage the audience

• Understanding the staff maintenance requirements from using social media and how these will be supported

• Using social media platforms that are consistent with audience preferences.

• Exploring the use of business social media platforms that work in line with business rules and are able to be monitored and controlled

• Articulating roles and responsibilities in creating and sharing content

• Using a variety of mediums and media types to connect with different demographics

• Ensuring articulated roles and responsibilities for managing risk

Cloud Computing

Cloud computing is a technology which allows businesses to locate their critical business systems, such as; clinical and community care, email, compliance and financial systems, data storage and everyday software applications, within secure third party Cloud computing providers.19 With the growing availability of super-fast broadband internet connections, the ability to outsource computing requirements has grown significantly.

In the Tasmanian context, cloud computing will be especially relevant. As previously mentioned, Tasmania is dominated by private, not for profit operators, comprising of 87% of all community care place.20 Cloud computing offers small organisations information technology economies of scale historically reserved only for large organisations. Cloud based solutions now range from hosted email, to hosted intranets, to software as a service (SaaS) and to hosted vendor specific applications hosted. These are often offered at a fraction of the price of what it would cost to purchase licensing and hardware to run these applications in-house.

By leveraging off the expertise and infrastructure of cloud providers specialising in particular applications or availability of bandwidth, the aged care sector in Tasmania can maximise the use of its IT systems, avail itself of technologies not before available whilst making these technologies easier to manage and more accessible. By integrating

19 http://au.nec.com/en_AU/media/docs/NEC_Aged_Care_web-75e651af-2cb2-4861-98f9- e4729bd4821a-0.pdf 20 http://www.pc.gov.au/ data/assets/pdf_file/0012/110541/subdr0886.pdf

17

applications, telephony, and secure data management, the sector can make the delivery of care more efficient and cost effective.

Strategies for implementing cloud solutions include

• Helping organisations develop business rules that to govern the use of cloud computing

• Helping organisations identify systems and processes that can be outsourced to cloud computing providers

• Developing and supporting sector networks that will support the transfer of knowledge across organisations so that mistakes are minimised and experiences shared

• Identifying providers that provide appropriate solutions

• Identifying and addressing security issues

• Developing strategies to mitigate and manage risk

• Addressing storage location requirements where necessary

• Supporting IT training within the sector at an executive level to help organisations develop their own IT management capabilities

• Developing and supporting best practice models for disaster recovery or redundancy for cloud computing in the sector

18

Strategy 1 Compliance

Aim: Ensure the aged care sector is using appropriate technologies to support and manage compliance

Outcome Aged care providers using technology to ensure compliance against standards

Action Priority Stakeholders Timeframe

1.1 Audit current practices within the sector and software being used

As part of this process, we will: • Support organisations to understand their current practices through

training and support materials • Provide best practice benchmarks and tools • Facilitate discussion forums to support knowledge sharing

1.2 Research software options from vendors

As part of this process, we will • Hold regular technology forums where vendors can showcase

technology options • Help organisations understand how these technologies could be used

within their organisation and the implications of choosing one over the other

High ACST Service

Providers

High ACST Service

Providers

1.3 Develop ongoing relationships with suitable vendors that have progressive platforms that support innovation

This may include

• Facilitating technology forums where vendors can showcase technology solutions

Medium ACST Vendors Service Providers

19

• Provide opportunities for aged care providers already using technology solutions to share insights with other aged care providers

1.4 Support smaller organisations to leverage compliance technologies through the use of cloud technologies As part of this process, we will

• Provide aged care providers with discussion forums on what cloud technologies are available

Medium ACST Service

Providers Consultants

1.5 Provide ongoing training and support in how to use the technologies most effectively

• Use existing technology forums to have vendors provide general training on selected compliance technology features

• Setup up regular training meetings with input from service providers • Use service providers with expertise to facilitate selected training

Medium ACST Service

Providers Consultants

Vendors

1.6 Facilitate stakeholder feedback about areas of need for compliance • Use online and offline feedback mechanisms to gather information on

sector needs

Low ACST Service

Providers

1.7 Encourage providers to rationalise and integrate systems wherever possible to minimise the number of systems being used in the organisation.

Medium ACST Service

Providers

20

Strategy 2 Training and Development

Aim To help Aged care service providers provide training to their stakeholders which is of a high standard, industry moderated, affordable and accessible

Outcome Aged care employees, contactors and other relevant stakeholders are training to an acceptable standard


Educate providers about eLearning opportunities and requirements including

• Researching existing training that is occurring in the sector

• Providing guidelines for best practice Research quality online education programs that comply with industry standards and training objectives of the sector

High ACST Service

Providers External Support

providers High ACST

TAWIN

Develop and implement a sector based learning and induction system to support sector and provider requirements including

• Identifying areas of need and priority that can be easily digitised

• Deploying systems that are easily maintained and well supported

• Encouraging interoperability and integration wherever possible

• Validating and moderating developed content to meet future requirements

• Developing appropriate business models for the system to ensure sustainability into the future

High ACST Service

Providers External Support

providers

21

• Integrating the system with other systems wherever possible

• Encourage service providers to develop their own training materials and to share these with the industry where appropriate

22

Strategy 3 Knowledge Management

Aim To ensure that Aged care providers understand and appreciate the importance of knowledge management and have appropriate technology solutions available to them.

Outcome Aged care providers effectively implement appropriate technology solutions to manage their knowledge


3.1 Identify opportunities to resource knowledge management research and current knowledge management capabilities across the sector

3.2 Develop business rules to support current, updated or new knowledge

management requirements 3.3 Identify list of suitable technologies to support organisation

requirements 3.4 Develop leadership reference groups to provide guidance and

leadership on knowledge management issues within the sector

High ACST TAWIN

Service Providers High ACST

Service Providers Medium ACST

Service Providers Vendors

External Service providers

High ACST TAWIN

Service Providers 3.5 Develop a central repository for sector wide knowledge management Low ACST

TAWIN External Service

providers 3.6 Develop business rules and processes to support data collection,

collation and dissemination within organisations and across the sector Medium ACST

TAWIN Service providers External support

23

providers

3.7 Support development of IT risk strategies including disaster recovery and redundancy policies and procedures to mitigate risk

High ACST Service providers External support

providers Vendors

3.8 Explore possibilities of smaller organisations aggregating IT support where possible and appropriate to generate costs savings, reduce risk and build IT support skills across the sector, including

• Strategy advisors and consultants • Helpdesk and other support staff

Low ACST Service Providers External Support

Providers

3.9 Identify funding sources to help service providers develop their own knowledge management capabilities

Low ACST Service Providers External Support

Providers

24

Strategy 4 Workforce Development

Aim Aged care providers have access to technology that supports workforce recruitment and retention and is easily accessible by all stakeholders, including prospective employees

Outcome Aged care providers use a central recruitment and retention software to manage workforce needs


4.1 Research and identify how aged care providers currently recruit and retain their workforce

4.2 Facilitate discussion forums to support the sharing of knowledge and ideas between service providers

High TAWIN, ACST, Service

Providers Low ACST, Service

Providers, TAWIN

4.3 Develop work placement support system to support sector work placement decision making, management and reporting

4.4 Develop decision support systems for industry staff that provides

information relating to career pathways.

4.5 Develop decision support systems for service providers to support workforce planning decisions

High ACST, Service Providers, External

support services High ACST, Service

providers, External support services,

Current and prospective employees

Medium ACST, Service Providers, External support

services

25

Strategy 5 Social Media

Aim To ensure that Aged care providers understand how they can use social media to engage with stakeholders in a managed and effective way

Outcome Aged care providers use social media effectively and appropriately


5.1 Develop policies and business rules to support service provider social media usage

5.2 Identify most appropriate social media applications for the aged care

demographics in Tasmania 5.3 Support organisations understanding of how to use social media in

practical contexts such as in-house with residents and clients 5.4 Work with sector organisations to develop a strong social media

presence

5.4 Develop training programs to support staff in the sector understand social media etiquette and organisation business rules

High ACST TAWIN

Service Providers External support

providers Low ACST

TAWIN Service Providers

Medium ACST Service Providers

Medium ACST External support

providers Service Providers

High ACST Service providers External support

providers

26

Strategy 6 Cloud Computing

Aim To support service providers understand and adopt social media technologies that meet their business needs

Outcome A sector that is proactive in using social media for communication – both within the organisation and to external stakeholders


6.1 Educate the sector on the possibilities and opportunities for cloud computing

6.2 Identify current cloud computing practices across sector organisations High ACST TAWIN Service Providers

6.3 Identify cloud computing solutions that provide cost savings and efficiencies to organisations

6.4 Develop planning documentation to guide the implementation of cloud

computing into organisations including best practice checklists

High ACST Service Providers External service providers Vendors

Medium ACST Service Providers TAWIN

6.5 Ensure that strategies are in place to manage and mitigate risks Medium Service Providers ACST TAWIN External support providers

6.6 Support and encourage organisations to take up super-fast broadband opportunities and help them identify further opportunities from such technology.

Medium ACST Service Providers Vendors External support

27

providers

6.7 Facilitate technology forums to support the sharing of information and knowledge of cloud solutions across the sector

Low ACST Service providers TAWIN

28

Strategy 7 eHealth, Communication and Telehealth technologies

Aim To educate service providers about the communication technologies that are available for use within the sector

Outcome Service providers actively use video conferencing and other technologies effectively to better support clients and residents


7.1 Educate the sector on the possibilities and opportunities for Telehealth and promote its increased usage in the sector

High ACST, Service Providers

7.2 Educate the sector on eHealth requirements and opportunities High ACST, Service Providers, Government, Vendors, External Support providers

7.3 Research and identify video conferencing and facilitation technologies that will support service provider needs

7.4 Develop guidelines that service providers can access that support on how and when to use video conferencing technologies

High ACST, Service Providers, External Support providers, vendors, users

High ACST, Service Providers, External Support providers

29

Notes

More on knowledge and change management

Knowledge management comprises a range of strategies and practices used in an organisation to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisations as processes or practices.21

Knowledge Management involves a variety of activities. These activities typically include one or more of the following:

1. Stock taking and cataloguing of existing knowledge including tacit knowledge 2. Generating new knowledge 3. Acquiring valuable knowledge from outside sources 4. Using this knowledge in decision-making 5. Embedding knowledge in processes, products, and/or services 6. Coding information into documents, databases, and software 7. Facilitating knowledge growth 8. Transferring knowledge to other parts of the organization 9. Measuring the value of knowledge assets and/or the impact of Knowledge

Management22

Many of the knowledge management components will come from the communication and collaboration systems employed by the sector to record and retrieve relevant and timeline information. The speed and ease at which this occurs will in large part drive quality, service and growth for the sector into the future.

"Technology does not automatically improve the quality of communication or behaviour"23

To embed technology developments and changes, the sector and providers will need to ensure a sound change management process. The sector needs to appreciate that there can be significant cultural and system impacts because of change, particularly when it challenges existing modes of work. These include possible role changes, increased computer literacy requirements, changes in organisational systems and processes from paper to electronic and even a reduction in staffing levels. These changes can have dramatic side-effects on staff, including a fear of being laid off and a fear of new skill requirements that may be challenging.

The challenge for the sector will be to engage organisations and staff, and particularly those staff most impacted. These staff are likely to feel quite threatened and may even become hostile towards the change, potentially slowing or even halting the new

21 http://en.wikipedia.org/wiki/Knowledge_management 22 (Gupta, Sharma, & Hsu, 2004, p. 3) 23 Philosopher Theodore Zeldin;

30

technology adoption. According to research, individuals have these reactions because they have not had sufficient information communicated about the change and how the change will impact on their role and their skill. Lack of training information, for example, can lead people to think that they will be expected to learn a new system in their own time or be expected to be immediate “experts”. Furthermore, a mentality of “if it’s not broken, don’t fix it” may exist, so educating users about why the change needs to happen and what’s in it for them (WIIFT) can go a long way to alleviated some of these anxieties. By following some simple steps, the sector can avoid some common pitfalls that happen when implement new technology:

• “The engagement of all staff in a visioning process that encourages their participation in, understanding of, and contribution to future goals

• The creation of internal change agent groups who facilitate the communication process between staff and management

• The encouragement of the development of more participative leadership practices in traditionally hierarchically structured organizations”24

Create the need for change The sector needs to create a situation where stakeholders feel and understand that there is a need to change. This can be achieved by including stakeholders in a robust communication strategy that demonstrates current issues and why there is a need for change. By showing organisations how their current modes of work can be simplified, change managers can provide the necessary motivation to help stakeholders recognise the need for change. The higher the urgency felt for change, the greater the motivation. By including stakeholders in the communication prior to the change, a sense of ownership can be instilled and stakeholders will be able to weigh up the pros and cons regarding change.

Transition to a new paradigm The sector then needs to engage in a transition process. Change is not an event but a process and this is particularly true with information technology. In many cases, staff can feel threatened by new technology for a variety of factors: the threat to their job, the need to learn new skills where they may feel inadequate and a number of others. Consequently, we strongly recommended a methodical and staged approach to the implementation so that people do not feel overwhelmed and begin to resist the change. By engaging in a transition approach, the change can be both gradual and embedded.

It is imperative that the sector engages in a comprehensive and supportive training and coaching regime, so that stakeholders are able to adjust gradually whilst knowing that they are supported. It is important to understand that people are likely to make mistakes when accessing and using new technology and that this is part of the learning.

24 http://www.iveybusinessjournal.com/topics/strategy/using-a-change-management-approach-to- implement-it-programs#.UHio_sXMjW4

31

Consolidate the change Consolidating will ensure that people have an opportunity to adjust to the change and to settle into the new norms. The changes need an opportunity to be accepted and this can take time. It is not advisable to change many systems at once but rather space out changes in chunks that are going to be more palatable to users. It is important to stress that consolidating the change does not necessarily imply a long term static environment, but rather the opportunity to pause and consolidate.

“A change towards a higher level of group performance is frequently short-lived, after a "shot in the arm", group life soon returns to the previous level. This indicates that it does not suffice to define the objective of planned change in group performance as the reaching of a different level. Permanency of the new level, or permanency for a desired period, should be included in the objective.”25

Thus it is important that the desired change is both accepted and embedded into the sector’s culture. Without this, people can tend to revert to old practices

Mobile devices and BYOD

There is an ever increasing use of mobile devices in education and traditional models of teaching are being adjusted to suit this elevated connectivity. One commentator suggests that “…next time you see a colleague in action demonstrating the more traditional teacher centred style of teaching, or even when you catch yourself doing likewise, have a look at what is happening subversively under the desk. More often than not, a few students at a time will be discreetly accessing their phone hoping that the teacher won’t see. Yes in some cases the student will be texting a friend (who is often in the same classroom) or checking in on Facebook. However don’t be surprised to find that students are actually doing things like looking up a language translator, accessing a dictionary, doing a Wikipedia search, looking up relevant website or texting their ‘brainy friend’ to try and understand what is being taught.”

This provides sector educators and stakeholders an opportunity to engage learners using their own devices. By encouraging the use of mobile devices, the sector can provide learners access to a range of online learning resources and encourage discussion and commentary.

NBN and Remote Learning

The advent of the NBN will present an enormous opportunity to deliver training and education differently. As leaners, young and old, gain greater access to high speed broadband in their own homes and workplaces, the sector will be able to provide them real-time access to the same data and download speeds that they would have in the classroom. According to Monash University, students increasingly “don’t just learn in the lectures they go to in a day. They learn in the spaces between them, they learn in

25 Kurt Lewin, "Frontiers of Group Dynamics", Human Relations, Volume 1, pp. 5-41

32

the library, they learn by talking to each over coffee and they learn at home.”26 For the aged care sector, this will provide access to a range of new teaching opportunities and student interactions.

An environment that encourages learning and supports training and development promotes a positive, motivated, and committed workforce. Staff develop loyalty to an employer when they benefit from personal and professional growth, which leads to greater staff retention. The stability that results from a lowered staff turnover also has a positive impact on the people receiving the care.27

Learning Management Systems

Learning management systems provide organisations with an excellent opportunity to deliver education and training in a dynamic and engaging way. Done well, an LMS will significantly add value to the sector by:

1. Providing a consistent teaching and training platform that trainers and learners will be able to access whenever and wherever they are.

2. Supporting sector and organisation compliance obligations to both ensure consistency of assessment and to provide a quality training experience for leaners

3. Leveraging the expertise of those that contribute to the LMS to provide support for not only external students, but also the professional development of RTO trainers as well.

4. Providing an excellent induction platform that can be used by sector organisations to ensure that induction processes are consistent across the sector

5. Increasing the speed of learning by supporting a just in time or gap training approach

6. Creating significant economies of scale for the sector by developing once and using multiple times.

7. Providing metrics on who is using the system, when they used it and what they engaged with.

8. Embedding policies within the repository so that users had immediate and on demand access to a range of resources which would always been current and authoritative.

Some of the common components of LMS’ include:

• Delivery of course content over web-based interfaces, most often allowing remote participation by the instructor or pupil.

• Creation of class rosters and control over registration processes

• Uploading and management of documents containing curricular content.

• Creation and publication of course calendars.

26 http://www.cio.com.au/article/433374/monash_university_cio_defragments_it_takes_byod/ 27 http://www.icarehealth.com.au/blog/staff-training-development-priority-aged-care-workforce/

33

• Interaction between and among students, such as instant messaging, email, and discussion forums.

• Methods of assessment and testing. Open Source and Proprietary

(www.moodle.org) Moodle (Modular Object-Oriented Dynamic Learning Environment) is an open source e- learning software platform, also known as a Course Management System, Learning Management System, or Virtual Learning Environment (VLE). According to Moodle, as of December 2011 it had a user base of 72,177 registered and verified sites, serving 57,112,669 users in 5.8 million courses.28

Moodle is the most actively used open source LMS and is supported in its code development by both moodle.org and the wider open source community. There are now thousands of educational and training institutions that actively use Moodle in their environments and the numbers are steadily growing

There is also an enormous worldwide Moodle community who build a range of add ons and provide a wealth of information in both how to use the system and how to engage students to use the system.

Business Rules / Policies and Procedures

A business rule is a statement that defines or constrains some aspect of the business. In practice, they are statements of how members of an organisation conduct the business of the organisation and are often contained within policy, systems and processes/procedures.

Without appropriate business rules, sector organisations will be unable to control and enforce how content is created, distributed, disseminated and stored. Consequently, duplication and time wastage may exacerbate the inefficient or ineffective use of IT and could create a source of frustration for staff.

Collaboration / Social Media / Communities of Practice

With the advances in technologies in recent years, the nature of collaboration has changed significantly. Aged care sector stakeholders, being spread out geographically, can take advantage of these advances in technology to support a range of collaborative requirements.

These days:

• Decisions have to be made quickly, often based on input from many people working in different office and field locations.

28 http://en.wikipedia.org/wiki/Moodle

34

• People have to interact regularly with the people they work alongside, only the “alongside” is separated by time zones, countries, and even continents.

• Problems have become more multi-dimensional, due to globally integrated supply chains, just-in-time manufacturing, global marketing, and workforce diversity.

• Expertise has become more fragmented, as the stock of knowledge expands rapidly. The half-life of information is shrinking.

Sector investment in collaboration tools will help stakeholders

• Connect with the other people (clients, families, students, staff, trainers and contractors) they already know, and provide a conduit for communication and interaction.

• To connect information holders to others who they already know so that information can be shared between these people and perspectives can be shared. Information could be in the form of documents, reports, blogs, and videos.

• To connect with external information holders to either use the information holder to answer a current issue, or to begin another interaction.

• To connect staff, clients and contractors with new contacts who share common interests or attributes. This is about discovering other people inside or outside of the sector who may share similar interests as the organisation or its staff.

Within the social media framework lie a number of different products, including blogs, forums, Wikis, Facebook, Twitter, LinkedIn, Pinterest and a range of others.

The power of social media lies in its ability to communicate quickly to a large audience base on a relatively personal level. In this way, interaction with clients can be a two way conversation and provides an excellent medium to solicit feedback and improvements to your existing products. Furthermore, as applications like Facebook, LinkedIn, Google Circles, Pinterest and others have gained mainstream traction, communicating with clients (including students) on platforms that not only they are familiar with, but their friends are also familiar with. This provides an excellent platform from which to leverage the time and money spent engaging with clients to have a broad reach.

Facebook

Facebook has surpassed the 1 billion user mark and is by far the largest social media application being used in the world.29 There is an opportunity for the sector to use Facebook more actively, both as a marketing tool and as a communication strategy. Functionality such as private and secret groups can provide a platform to communicate with everyone in the group about day to day activities, provide motivating stories, quick updates and foster individual and team collaboration between participants. It also can

29 Countries such as China and Russia have other predominant social media applications, but it’s believed that these are not as big as Facebook (particularly for Russia)

35

provide moderators with an output of all the discussions that have happened in the group.

LinkedIn.

LinkedIn can be used as a powerful group communication tool particularly in regards to maintaining contact with Alumni. By setting up a various groups for example, sector organisations can continue to communicate with stakeholders.

Twitter

Twitter is another powerful information dissemination tool that is very easy to use. The sector could leverage Twitter in a few different areas such as:

• To promote information about upcoming training

• To give participants the ability to ask questions in a Q&A forum that can be responded to quickly and easily. This form of interaction is used extremely successfully by TV programs such as Q&A on the ABC, Insight on SBS as well as a range of other institutions engaged in learning and discussion.

Educators have found that Twitter can be an effective way to broaden participation in lectures. Megan Malone, a teaching assistant at the University of Texas at Dallas was pleasantly surprised when her experiment with Twitter began pulling more students into discussion. “It’s been really exciting because, in classes like this, you’ll have three people who talk about the discussion material, and so to actually have 30 or 40 people at the same time talking about it is really interesting.”30

Yammer

(www.yammer.com) Yammer is an enterprise private social network platform. Microsoft purchased Yammer in June 2012 to complement its SharePoint product. At its heart, Yammer is an internal social networking tool. Its purpose is to allow co-workers to share updates. Individuals post updates on what they are working on, share news items, post links and ask questions to get answers from others in the organisation. Users can collaborate on documents directly in Yammer. They can upload a document, open it inside Yammer and collaborators can add comments, annotations, etc. It is an effective tool for quick collaboration sessions such as brainstorming ideas or proofreading a report.

Being a Microsoft product, Yammer integrates into SharePoint seamlessly. Pricing for Yammer starts around $5 per month per user for a business network, although there is also a free version. The enterprise network version is $15 per month per user.

30 http://edudemic.com/2011/09/twitter-in-education/

36

SocialCast

Social Cast is another private social networking platform and is very much like Yammer. It is included here to demonstrate that there are a variety of software applications available all with similar functionality.

Like Yammer, SocialCast offers a basic version of the product on a freemium basis, meaning you can use it indefinitely for no charge. However, one distinction is that Socialcast offers free administration tools, whereas Yammer requires companies to establish a paid account before appointing an administrator. The freemium version even includes a "light version" of Active Directory integration allowing organisations to link it to their own domain so that single-sign-on can be supported.

Knowledge Management applications

(www.alfresco.com)

Alfresco is an open source enterprise content and collaboration management systems. Out of the box, it provides collaboration, document, records, knowledge, web content and imaging management. It comes in two versions: a community version and an enterprise version. The main distinction between the two versions is that the enterprise version is officially supported by Alfresco for an enterprise environment. The community version tends to be more bleeding edge and is often used to create the corresponding enterprise version. Alfresco’s business model is to release the community version into the community, have the community comment and find bugs in the software, fix these bugs and then release the fixed version as the “enterprise” version. This is generally a win-win solution for everyone. The community gets a very good product for free and Alfresco gets the knowledge and expertise of the community (literally hundreds of thousands of people) to find bugs and suggest fixes.

Alfresco can be used to support small and large organisations in their document and collaboration needs. Alfresco had over 500,000 downloads in their first year, and, according to Alfresco, it was the "widest deployed content management software on the planet."

Alfresco works on both Linux and Windows environments and is built on a suite of technologies that are very well respected in the open source world: Linux (Red Hat and Ubuntu), JBoss, SpringSource just to name a few.

More information about what Alfresco can do and what organisations use it can be found here: http://www.alfresco.com/evaluate

Streamed Content

Both YouTube and Vimeo offer opportunities to store and publish video. Whilst it is important that the appropriate intellectual property rights are guarded, platforms such

37

as YouTube offer ACST a valuable place for sharing training videos and content with a wider audience. Academic institutions such as UNSW have their own YouTube channel for example, where they post a selection of classes and tutorials. 31

The power of YouTube lies in its ability to be easily shared and viewed by many, making it particularly useful for the promotion of a brand. By following a few simple steps, ACST can promote itself through the videos that it uploads:

1. When creating a channel, have a meaningful name. 2. Make sure that the title for the channel is relevant and topical. If the channel is

about Infection Control, then ensure that the channel title has Infection Control in it.

3. Ensure that the channel is linked back to sector infrastructure so that the audience can easily navigate to the intranet to see what else is available.

4. Choose tags carefully when uploading videos so that the video is not competing with many other similar videos.

5. Include in each of the videos, backgrounds or logos so that even if the video is embedded in another site or used by another organisation, it’s clear where the video came from.

6. Create high quality videos that match sector quality goals. 7. Keep the videos short and sharp. Viewers do not often play longer videos but

like shorter snippets of information. There is flexibility to have short and longer versions of videos.

31 http://www.youtube.com/user/UNSWelearning