This document discusses PulseLearning, a company that provides learning solutions to healthcare clients. It introduces PulseLearning's background, vision, and mission to be a leader in providing healthcare knowledge solutions and improving health outcomes in Australia. The document outlines PulseLearning's value proposition and testimonials from healthcare clients that chose PulseLearning for its understanding of the healthcare sector and ability to deliver accredited training. It also discusses challenges facing the healthcare industry like rising costs, changing patient expectations, and skills gaps. PulseLearning proposes investing in people, processes, and advanced learning technologies to address these challenges and improve teamwork, communication, and patient-centered care.

1. Value creation in health care: investing
in people and process
Professor Steven Boyages
& Jim Breen

2. Introductions
Company Profile:
•
•
•
•
Headquartered in Ireland
Offices in US, UK, Canada and Australia
Founded in 1999 by Jim Breen
Employ over 80 experts
Value Proposition:
We create learning solutions that bring
measurable business value to our clients.
We achieve this through a high-energy,
client-centric approach that combines
excellence in people, process, partners,
technology and innovation.

3. Our Vision & Mission
PulseLearning Australia Health Care
Market Vision: To be the recognised leader in
Australia in the provision of Health Care
knowledge solutions.
PulseLearning Australia Health Care
Market Mission: To enable the Health Care
sector to leverage the best available learning
content and systems to measurably improve
health outcomes.

4. Health Focus……

5. Why PulseLearning?


Bupa needed a supplier who not only understands the Care
sector but who can also deliver accredited compliance
training on a national basis. PulseLearning give us the
flexibility we need to deliver large amounts of training and is
a real partner looking to constantly improve and provide
better value.
James Clegg,
Head of Organisation, Development & Talent

Lifeways decided to partner with
PulseLearning because they are recognised
experts in the design, development and
production of business-critical compliance
training. This, coupled with their
understanding of our industry, makes
them an ideal partner for the development of
compliance and safety-critical training across
our business.
Tracie Marriner,
Learning and Development/QA Manager

Advantage Healthcare Group recently chose PulseLearning to write, build,
deliver and maintain our complete induction training programme for all Care
workers in our business. They will be developing a cross disciplinary-blended
induction programme with them being responsible for the design and delivery
of both online and face-to-face (F2F) training. We chose PulseLearning
because they understand the Care sector, compliance and look to give us a
real return on investment.
Richard Murfin,
Learning and Development Manager



7. Bridging the Gap

8. Health work matrix
High Touch
Team and
Workflow
Platform
High
Tech
Technology
Platform

11. The Perfect Storm
Changing Health
Patterns
Rising cost of
health care
Increasing
consumer
expectations
Need for new
models of care
Technology

12. “Storm Damage”
Staff Shortages
Poor Economic
Development
Competency gaps
Increased Medical
Error
Poor staff
utilisation and
productivity
Poor Staff Morale

13. Investment and Risk Management Strategy

14. 14

15. What is the literature saying?

16. The Lancet - December 2010
Put simply, the education of health professionals in the
21st Century must focus less on memorising and
transmitting facts and more on promotion of the
reasoning and communication skills that will enable
the professional to be an effective partner, facilitator,
adviser and advocate.
Julio Frenk et al. Health Professionals for a new century
Transforming education to strengthen health systems in an
Interdependent world. The Lancet v 376 Dec 2010

17. What can we learn from bees
1. Community ecosystem
2. Governance
3. Shared tasks
4. Structure
5. Coordination
6. Collaboration
7. Communication

21. We need to embrace social media

22. What are we trying to do?
To improve teamwork, communication and
collaboration for safer patient-centred care, and
better staff experiences
Why are we trying to do this?
Increased staff motivation, well-being and retention
Decrease in staff turnover
Increased patient and carer satisfaction
Increased patient safety
Increase in appropriate use of specialist clinical resources
Reductions in patient mortality and critical incidents
Increase in access to and coordination of health services
22

23. Workforce
Skills and
Attributes
capacity
Culture
Education and Learning

24. AGILE to Build Team Health
Aggregated Intelligent Learning Environment
Foundations – Right Start
• Individual
• Roles and Responsibilities
• Risks and Rewards
High Performance Teams
• Roles
• Reflection
• Respect
Advanced Settings of Care
• Advanced Clinical Modules
• Simulation
24

26. High
High
Tech
Touch

27. Figure 12
Source: The Lancet (DOI:10.1016/S0140-6736(10)61854-5)
Terms and Conditions

28. • “The reasonable man
adapts himself to the
world: the
unreasonable one
persists in trying to
adapt the world to
himself. Therefore all
progress depends on
the unreasonable man”
• George Bernard Shaw

29. • “The reasonable man
adapts himself to the
world: the
unreasonable one
persists in trying to
adapt the world to
himself. Therefore all
progress depends on
the unreasonable man”
• George Bernard Shaw