change champions & associates newsletter feb 2013
DESCRIPTION
Newsletter for Innovators in Healthcare and BeyondTRANSCRIPT
NEWSLETTER
For innovators in
healthcare & beyond
F e b r u a r y 2 0 1 3
The service redesign was done by the
Women and Newborn Drug and
Alcohol Service (WANDAS) at King
Edward Memorial Hospital. KEMH is
the only tertiary referral centre for
women of Western Australia and has
on average 6,500 births per year.
KEMH provides specialist care to
women with a range of pregnancy
complications through dedicated
specialist antenatal clinics.
WANDAS is one specialist clinic,
providing care for women with current
complex alcohol and other drug (AOD)
use in pregnancy, birth and early
parenting. It is the only team in
Western Australia providing this
service, having expert staff who
operate within a multidisciplinary
team model of care across medical,
social work, psychiatry and allied
health disciplines (Bell, Geraghty,
McLaurin, & Bayes, 2010). WANDAS
also delivers an Outreach service to
pregnant incarcerated women.
WANDAS has been operating for over
twenty years.
WANDAS women belong to some of
the most disadvantaged and
traumatised women in society (Blyth,
2006), often having complex medical
and social problems (McCallin &
Bamford, 2007; Schafer, 2011). Many
identify substance use as a way to
cope with abuse and trauma
(Covington, 2008; Poole, 2007).
Strategies survivors develop for self-
protection, combined with the
posttraumatic stress symptoms of
hyper arousal or avoidance, make a
(Continued p.2)
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Service Redesign for Women and Newborn Drug & Alcohol Service (WANDAS) Angela O’Connor, Renate McLaurin, Lynne Portwine Supporting Patients in Early Stroke Recovery Sarah Bates
Introducing the Victorian Inter- Hospital Patient Transfer Project Alice Gleeson Creating Champions for Skin Integrity Dr. Kathleen Finlayson Expressions of Interest: Speaking Opportunity in England, United Kingdom POINT OF VIEW: Managing Change
Dawn Skidmore
UPCOMING WORKSHOPS
The Challenge of Long Term Alcohol Abuse in Older Adults ACT! Dementia: dealing with tricky situations Practical workshops on public speaking, leadership and change management Pathways to a Consumer Focused Organisation – Governance and Managerial Approaches
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Service Redesign for Women and Newborn
Drug & Alcohol Service (WANDAS)
A Patient Centred
Trauma Informed Model to reduce the wait time by 80%.
P . 1 0
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survivor’s entrance into a situation such as a hospital
difficult (Elliott, Bjelajac, Fallot, Markoff, & Reed, 2005).
WANDAS operates under the Governance of the Women
and Newborn Health Service (WNHS) at KEMH.
The service has the philosophy of provision of service and
is one of harm reduction and minimisation. Harm
reduction is the main feature of Australian public health
and AOD policies (Lightfoot et al., 2009; Wright,
Schuetter, Fombonne, Stephenson, & Haning, 2012). A
harm reduction model of perinatal care aims to reduce
the health, social and economic harms of AOD use to
individuals, communities and societies (Lightfoot, et al.,
2009; Rhodes, Bernays, & Houmoller, 2010; Wright, et al.,
2012).
WANDAS took part in a Lean Action Challenge as part of
an overall leadership programme with the aim of
improving the service for the women. The aim of the Lean
Action Challenge undertaken by our pod was to review
the whole service in order to incorporate a “Trauma
Informed” (Covington, 2008; Poole, 2007) model of care,
which included the patient being central to the service.
The main areas of concern for the team was the high DNA
rate at ante natal booking visits which could be anything
up to 100%. This impacted on staff waiting for patients
with the flow on effect that on the subsequent Friday
clinics the team needed to accommodate the DNA from
Wednesday. As a result the Friday clinics became
overcrowded.
Historically in the ante natal clinics the medical staff were
prioritised the room space. This resulted in patients who
were seen by the medical staff relatively quickly and then
were asked to return to the waiting room to have lengthy
waits to be seen by the other members of the allied
health team. This often resulted in the women leaving the
clinic before they were assessed by their care team. The
allied health clinicians identified that they were not
supported to effectively provide quality care.
There were no standard operating procedures for the
service including the outreach service for the provision of
antenatal care to pregnant women in corrective services.
Pregnancy is often a prime motivator for a period of
recovery and remission of AOD use (Sword, Niccols, &
Fan, 2004). The motivation after the birth of the baby is
often diminished as stress levels increase. As a result AOD
using women are at high risk for relapsing in the post
natal period. Evidence shows at four months after birth
many will have relapsed back into pre pregnancy AOD use
(Dowdell, Fenwick, Bartu, & Sharp, 2009; Wright, et al.,
2012). In a review of studies looking at postpartum
women with AOD problems, all studies showed AOD use
increased in the post natal period (Turnbull & Osborn,
2012). WANDAS had no post natal follow up clinic even
though the National Clinical Guidelines for the
Management of Drug Use during Pregnancy, Birth and
the Early Development Years of the Newborn (NSW
Department of Health, 2006) recommend following the
women and their babies up for three months post natally.
The tools and methodology of lean enabled WANDAS to
review the service; data was collected over 100 days. A
Value Stream Map highlighted the deficits and helped
move the direction and focus of where the service
wanted to go.
Hospital wide discussions held between WANDAS and
internal and external stakeholders resulted in the
following outcomes:
Reorganised space and rooms on clinic days to
encourage patient-centred multidisciplinary care and
thereby reducing DNA rates. Provide food on Friday
clinics and now are reviewing the need to have food
and drink for the Wednesday follow up clinics. We
have made savings from freeing up staff in the order
of $270,888.96 savings per annum.
Branding of the service which included the image of a
pregnant woman with body art of map of Australia
with the message that she was the centre of
WANDAS universe. This was helped by the Queen
brand and song One Vision.
DNA rates to 90% attendance: text messages at 48
hrs and 24 hrs prior to clinics.
Negotiated extra time to be in clinic on a Friday
increasing Tact time to 87 minutes.
Increased the appointment times and scheduling of
appointment to remove batching.
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course Outline
MASTER CLASS with Alice Rota Bartelink
The Challenge of Long Term Alcohol Abuse in Older Adults
Managing Older Clients living with
Alcohol Related Brain Injury
Book an in-house
In house opportunities available for facilities in Australia & New Zealand
To read Alice Rota-Bartelink’s bio, or for more details about the
master class, visit www.changechampions.com.au
Introduction Alcohol & Alcoholism Symptoms Alcohol and the Ageing Body Comorbidity Alcohol and the Brain The Role of a Neuropsychologist Treatment Managing Challenging Behaviour Aggressive Behaviour Self Care Practices - Staff Case Profile Conclusion
Redesigned assessment form to include one
multidisciplinary form which will save three thousand
dollars per annum.
Redesigned the patient information brochure which
streamlines the information provided to the women.
Patient centred room allocation freeing up space on
Friday, no ownership of rooms.
Postnatal follow up clinic as a result of reorganising
bookings on Wednesday within the present FTE
structure
Standard Operating Procedures (SOP) developed for
the clinic which helps to empower the women as
they are central to their care. The SOP for outreach
to Bandyup Prison, and seven other SOP for the day
to day running of the service.
In conclusion WANDAS achieved the goal. WANDAS have
further developed the service where the woman is central
to her care and are building on improving the model
especially on the trauma informed aspect. To date the
women have provided positive feedback. WANDAS have
run the post natal clinic for four months now and have
85% attendance rate which is a major success.
(Full reference list on page 20)
Authors:
Angela O’Connor RN, RM, BSC Bus,Post Grad Social Science and Masters Degree
Renate McLaurin RN BHSc, RM
Lynne Portwine Bsc Social Work
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Supporting Patients in
E a r l y S t r o ke R e c o v e r y
The National Stroke Foundation Clinical Guidelines for
Stroke Management (2010) state that “Stroke patients and
their families/carers should be given the opportunity to
participate in the process of setting goals”. The challenge of
addressing this recommendation in the acute hospital
setting prompted our 6 month project (guided by the
Clinical Practice Improvement (CPI) principles and
methodologies) on patient-oriented goal setting.
Throughout this project, which was completed in December
2011, we were able to make positive changes to initial
assessment proforma’s, case conference discussions and
documentation templates to ensure that goal setting
discussions were taking place and patients were more
actively involved in the planning and direction of their care.
While goal setting practices are of huge benefit in stroke
recovery and rehabilitation, we found that the more
structured techniques and programs were more appropriate
for use in sub-acute rehabilitation settings, once the patient
is more medically stable and has been able to work through
the typical crisis responses associated with such an event.
The rehabilitation setting also provides a longer length of
stay and more time for the patient to build rapport and
engage with the therapists to set goals and monitor their
progress, given that our current average length of stay is 6-7
days.
We found that the most well-received concept developed
during our project was a patient logbook. The logbook was
given to patients to compile information, record aspects of
their journey and to use as a motivational tool using
personalised photographs and letters/messages from family
to assist them in their early recovery. The books were also
used to keep a record of progress made in therapy and to
use as a communication diary for patients and their
families/carers.
Patients have often reported to me that when they were
lacking information and were uncertain of what to expect in
their recovery from stroke, they turned their focus to
observations of other patients on the unit to get this
information. We know, however, that every stroke is
different and affects people in different ways. This method
is therefore not one that often sets patients up for informed
engagement and participation in the planning of their care
and can sometimes lead to poor motivation and higher risk
of emotional distress and depression. For this reason, we
have developed a new version of the patient resource that
includes more information about the stroke care pathway
and addresses some “frequently asked questions” that
patients and families will often have when first admitted to
hospital. The use of this personal resource will additionally
support patients to focus on their individual situation and
goals to hopefully decrease the chance of incorrect
assumptions being made.
This new resource will be trialled on the unit in 2013 with
strong consumer involvement and feedback to achieve our
goal of making this resource a useful and transferrable tool
that could be of use to patients across the stroke care
pathway and in various settings.
Sarah Bates Social Worker Comprehensive Stroke Unit Flinders Medical Centre
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A practical program for staff and families who care for people affected
by dementia
ACT !
Dementia: dealing with
tricky situations
Ideal for a variety of people including family
members, clinical staff and managers working in
aged residential, primary and community care,
mental health, emergency departments and after
hours medical facilities
W ho should come?
I S TA & A g e d C a re Tra i n i n g
W hat wi l l you lear n?
Helpful solutions for tricky everyday
situations including showering and dressing
How to safely respond to unexpected or
unpredictable behaviour
Improved communication with people
affected by dementia/delirium
How to reduce harm to yourself and your
team members
De-escalation and breakaway techniques
In-House Opportunity
at your workplace!
Often carers feel ill-equipped to support people
with dementia in a way which both protects
themselves and the relationship.
This is a practical workshop where carers can
openly discuss the situations which they have
found challenging. It is a wonderful opportunity to
seek advice and strategies in order to most
effectively handle a wide variety of tricky
situations
ISTA will train your staff face to Face
www.changechampions.com.au
For more information please visit:
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Introducing the Victorian Inter - Hospital
Pa t i e n t Tra n s f e r P r o j e c t
Introduction
Inter-hospital patient transfer (IHPT) is a frequent and
important part of the Victorian health care system and falls
into two broad groups – time-critical emergency transfers
and non-time critical patient transfers. Patients are
transferred between hospitals and other facilities for
numerous reasons, most frequently to access specialised
inpatient care not available at one hospital (up transfer), to
return to a hospital previously transferred from (down
transfer), to receive emergency care, or to co-ordinate
resources across health services.
A number of IHPT issues have been identified including poor
documentation, and challenges in referral, communication
and transport processes. Poor documentation results in
incomplete and delayed communication, which has been
associated with loss of continuity of care, duplication of
services, increased costs, adverse advents and mortality.
The former Victorian Quality Council (VQC) conducted a
range of workshops and surveys that repeatedly identified
clinical handover and documentation relating to non-time
critical IHPT as an area requiring improvement and
standardisation. The VQC Patient Transfer Group (PTG) was
formed to progress the development of a generic IHPT form
(the form) for use in non-time critical IHPT.
Methods
A generic form was developed by members of the VQC–PTG
using feedback from a VQC survey on current hospital
transfer practices and adaptation of a minimum clinical
handover data set developed in Western Australia.
The form was piloted in eight Victorian metropolitan,
regional and rural health service sites between August and
November 2010 in 339 non- time critical patient transfers.
Project officers were appointed in participating hospitals to
implement the pilot project.
The focus of the pilot project was to assess the
effectiveness, usability and acceptability of the form and in
particular, to ascertain health service staff opinions of the
form’s structure, format, content, terminology, data fields
and values. Additionally, the project aimed to identify the
adequacy of instructions for use, areas for improving the
form, the usefulness of the form to transport operators and
barriers and facilitators to the implementation of a generic
form.
Two surveys were developed to obtain information from
staff at sending and receiving health services. Medical
history audits were performed on all transfer forms to
examine completeness of data fields, with a final project
workshop convened to gather further information on the
pilot project.
(Continued next page)
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Healthcare Emerging Managers Network
– now on Linked In
This brand new group provides support to emerging
managers (e.g. clinical, program/project managers)
working in health and aged care in Australia and
New Zealand. Members will be willing to share
their experiences, ideas for dealing with challenges
and information/resources. So if you are out on a
limb and all at sea…
join up at www.linkedin.com or email us to join you
up at [email protected]
Findings
The pilot project identified that:
the concept of a generic form was supported by health service staff
areas for improvement on the form required modification prior to ongoing use
staff from receiving hospitals expressed greater satisfaction with the form than staff from
sending hospitals
the form was of use to transport operators
barriers and facilitators to the implementation of a generic form.
Subsequent Actions
The VQC–PTG modified the original form based on the feedback provided in the pilot
project, and feedback provided in a subsequent workshop with the pilot sites.
Subsequently, the form was endorsed by the VQC and the Secretary for Health for
implementation in all public health services from January 2012.
All form users were invited to provide further feedback on the form between 1 and 31 May
2012 and the form was modified further in June 2012 and December 2012 once it was in
use for a period and following a coroner’s recommendation to enhance patient transfer
communication.
Alice Gleeson Senior Project Officer Commission for Hospital Improvement, VIC Further information can be accessed at: http://www.health.vic.gov.au/qualitycouncil/activities/patient_transfer.htm
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Upcoming Workshops
Handy Hints for the Novice Conference Presenter
If you are doing great work but never or hardly ever present to a live
audience because the thought of it turns your knees to jelly.... then here is a
workshop for you. Delegates from outside health also welcomed.
19 February 2013: Sydney, NSW
05 March 2013: Melbourne, VIC
19 March 2013: Adelaide, SA
14 May 2013: Brisbane, QLD
21 May 2013: Perth, WA
28 May 2013: Canberra, ACT
Moving Forward: Accepting and Embracing Resistance to Change
This one day workshop is a fantastic opportunity for new leaders and project
managers from any industry or public sector who are keen to develop their
skills in change management.
21 February 2013: Sydney, NSW
07 March 2013: Melbourne, VIC
21 March 2013: Adelaide, SA
16 May 2013: Brisbane, QLD
23 May 2013: Perth, WA
30 May 2013: Canberra, ACT
The Better Boss Workshop
Ever wondered how you rate as a boss? How you could be a better boss? This
workshop is ideal for enthusiastic emerging leaders, new managers and su-
pervisors with no formal management training and those who are just won-
dering if they are really are being the best boss they can be.
19 February 2013: Sydney, NSW
05 March 2013: Melbourne, VIC
19 March 2013: Adelaide, SA
14 May 2013: Brisbane, QLD
21 May 2013: Perth, WA
28 May 2013: Canberra, ACT
Assessing Change Readiness
Overflowing with enthusiasm to implement an exciting new program that
promises to bring much needed change for the better? This workshop offers a
step by step introduction by systematically assessing change readiness across
a range of levels to optimise the potential for success.
20 February 2013: Sydney, NSW
06 March 2013: Melbourne, VIC
20 March 2013: Adelaide, SA
15 May 2013: Brisbane, QLD
22 May 2013: Perth, WA
29 May 2013: Canberra, ACT
Managing Forced or Unplanned Change
Take this opportunity to learn how to transition from a change recipient to a
change champion. This is a great new workshop for managers who are work-
ing in small organisations, in the not for profit sector or on funded programs-
and want to learn change management strategies in the face of a crisis or un-
expected situation. (Not suitable for commercial entities)
22 February 2013: Sydney, NSW
08 March 2013: Melbourne, VIC
22 March 2013: Adelaide, SA
17 May 2013: Brisbane, QLD
24 May 2013: Perth, WA
31 May 2013: Canberra, ACT
REGISTER ONLINE: www.changechampions.com.au
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BRAND NEW Workshop!
Creating a Culture of
2013 DATES
18 FEB 2013 - Crows Nest, NSW 04 MAR 2013 - Melbourne, VIC 18 MAR 2013 - Adelaide, SA 13 MAY 2013 - Brisbane, QLD 20 MAY 2013 - Perth, WA 27 MAY 2013 - Canberra, ACT
In-house opportunities at your organisation are also available
upon request
For more information visit:
www.changechampions.com.au
This practical workshop draws upon the best international literature and focuses on how to create a culture of innovation in health and aged care.
Delegates will learn a step by step approach to
creating a culture of innovation in their organisation:
Define what constitutes “innovation” as a
pre-requisite for culture change
Understand the DNA of innovators and
how they inspire others
Consider case studies of innovation in
organisations
Look at strategies and tools for fostering
innovation in your organisation
Develop a road map for fostering
innovation in your organisation after the
workshop
Suitable for Managers and Emerging Managers in All Facilities and Departments
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Pathways to a Consumer Focused
Organisation – Governance and
Managerial Approaches
It is timely for health care organisations, from boards to
front-line staff, to gain a clear understanding of consumer
participation and consumer experience principles.
Set within the context of the current health reforms and
expanding mandatory requirements this Master Class is a
strategic exploration and examination of the health consumer
participation trilogy: consumer engagement, consumer
involvement and consumer partnerships for organisation-
wide quality improvement.
2013 in-houses available
For more details please visit our website and
download & fill out an expressions of interest
form. We’ll then get back in touch with the relevant information
Audience Profile
Board members, health services executives, clinicians, safety
& quality co-ordinators/managers, risk managers, clinical
governance managers and health consumers.
With facilitators
Stephanie Newell
& Mitchell Messer
Visit www.changechampions.com.au
To download official flyers and register online for seminars
2013 IN-HOUSE MASTER CLASS
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Creating Champions for Skin Integrity:
Facilitating the uptake of evidence based wound management in residential aged care
Prof. Helen Edwards, Prof. Anne Chang, Dr. Kathleen Finlayson, Michelle Gibb, Christina Parker
School of Nursing, Institute of Health and Biomedical Innovation, Queensland University of Technology
Wounds such as skin tears, pressure ulcers and chronic leg
ulcers increase in incidence with age and are a serious issue in
aged care. A recent project with seven Residential Aged Care
Facilities (RACFs) and Queensland University of Technology’s
School of Nursing demonstrated lasting benefits for staff and
residents in residential aged care. The Champions for Skin
Integrity project focused on promoting healthy skin through
the application of best evidence to prevention, assessment
and management of wounds.
The aim of the project was to implement the Champions for
Skin Integrity (CSI) model for practice to preserve skin
integrity and facilitate evidence based wound management.
The CSI model utilises evidence based strategies to facilitate
the transfer of evidence into daily practice and included
education, resources in easily utilised forms, audit and
feedback cycles, clinical decision making support systems, led
by local Champions and management support.
Following a six month implementation phase, evaluation of
outcomes from the project found a decrease in the
prevalence and severity of wounds, along with increased
implementation of evidence based practices for prevention
and management of wounds. In the longer term, the resource
package has continued to be utilised by facility staff.
In discussions and evaluations of this project, it was identified
that dissemination of the CSI model and project resources on
a national scale would be of benefit and that updated
resources would enhance the products for dissemination. The
project team, led by Prof. Helen Edwards from the School of
Nursing at Queensland University of Technology, are
currently updating the resource package in preparation for an
extended roll-out of training workshops and resource kits for
RACF staff around Australia in 2013 and 2014.
This project was funded by the Australian Government
Department of Health and Ageing under the Encouraging Best
Practice in Residential Aged Care (EBPRAC) Program.
For further information contact:
Dr. Kathleen Finlayson School of Nursing Queensland University of Technology Email: [email protected] Ph: 07 3138 6105
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Expression of Interest
Speaking Opportunity in England, United Kingdom
13-15th March 2013
Change Champions & Associates is again assisting the NHS in its selection of ONE only keynote speaker
from Australia to present an international perspective at several events that showcase achievements to
date for the new vision in nursing care.
Expressions of interest are now invited from suitably qualified nursing professionals who are willing and
able to travel to England, UK and be available to present between 13-15 March 2013.
Candidates will be expected to arrive in the UK by the 11th March 2013 and travel across England.
The successful candidate will deliver keynote presentations at:
13th/14th March 2013 NHS Innovations EXPO (London)
15th March 2013 International Conference, “Recruiting for the values of the NHS” (Manchester) –
particularly focusing on how you assess values and behaviours in new recruits to
Healthcare Professions in your organization.
Background Compassion in Practice is the new three year vision and strategy for nursing, midwifery and care staff drawn up Jane Cummings, the Chief Nursing Officer for England (CNO) at the NHS Commissioning Board, and Viv Bennett, Director of Nursing at the Department of Health. It was launched at the CNO annual conference in Manchester on December 4th 2012 following an eight week consultation with over 9,000 nurses, midwives, care staff and patients. For further information about new vision for nurses, please visit, http://www.commissioningboard.nhs.uk/nursingvision/ This is an exciting opportunity for the successful candidate who will:
Have an opportunity to meet key players in UK Nursing
Represent Australia as key note speaker as the NHS launches the findings of recently commis-sioned reviews, including at a prestigious international conference.
Recruiting for the values of the NHS
The International Conference, “Recruiting for the values of the NHS” is a. showcase event to be held on Friday 15th March 2013. Jane Cummings, Chief Nursing Officer, will set the NHS Commissioning Board Authorities’ vision. Perspectives of screening recruitment from Australia and Texas, United States of America will be showcased together with Health Education England’s commitment to delivering the constitution through higher education contracts. The Texan speakers have 20 years experience using the Hartman Values tool for selection http://www.hartmaninstitute.org/HartmanValueProfile.aspx During this one day conference, delegates will have an opportunity to look at case studies in workshops which will demonstrate some of the UK tools and techniques.
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Requirement
The successful applicant:
MUST have demonstrated expertise in screening out either student applicants or other healthcare
staff using objective behaviour and values tests
MUST be willing to prepare and deliver the presentations as outlined above and being willing to
engage in discussion panels if requested.
Will be an articulate and engaging speaker
Will be an experienced traveller or unflappable novice traveller, who is willing to go with the flow
and remain calm in the event of any uncertainty about arrangements.
Have a valid passport and be able to obtain a visa to enter the United Kingdom if required.
Package
The successful applicant will be offered:
Costs covered for EITHER one return business class flight OR two economy class flights so that they
can travel with their partner to UK and any internal travel (Any stop overs at the candidates ex-
pense and the offer is not negotiable.)
Accommodation while in UK between 11-16 March 2013
Living allowance for 5 days in UK
Registration fee for Recruiting for the values of the NHS Conference.
Register Your Interest by COB 8th February 2013:
Prepare an abstract for your presentations that is no more than 400 words in length and demon-
strates your expertise as it relates to the Requirement as outlined above.
Include a 100 biography together with your contact details.
Provide the names of contactable referees that can verify your bonafides and comment on your
capacity as an engaging, knowledgeable speaker
Confirm that you are available to travel on the set dates and have a valid passport.
Late applications will not be considered.
Please check your expression of interest carefully as incomplete applications will not be considered.
Selection
Submissions will be reviewed by a panel and the successful applicant contacted as soon as possible after the
review process is complete.
For further information:
Phone: 0467 635150 Email: [email protected]
www.changechampions.com.au
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RESOURCES From Australia & New Zealand
Mental Health Liaison - eSimulation Resource
Mental Health Liaison is an interactive, multimedia eSimulation resource, aimed at developing
the skills of generalist nurses in caring for patients who exhibit psychological, emotional and
behavioural difficulties in general hospitals.
http://inkysmudge.com.au/eSimulation/
Supervision and delegation for allied health assistants case studies
The following case studies describe how eight different health and community services from
across Victoria identified a service need and expanded their allied health services through the
utilisation of AHAs.
http://docs.health.vic.gov.au/docs/doc/Supervision-and-delegation-for-allied-health-assistants-
case-studies
Paediatric Fractures Guidelines– Online Resource The Victorian Paediatric Orthopaedic Network (VPON), in collaboration with The Royal Chil-dren’s Hospital and the Department of Health, has launched an on-line resource aimed at im-proving fracture care. The website includes guidelines for clinicians and carers on the identifica-tion and management of the most common upper and lower limb paediatric fractures. http://ww2.rch.org.au/clinicalguide/fractures/
Rising to the Challenge: The Mental Health and Addiction Service Development Plan 2012–2017 Rising to the Challenge: The Mental Health and Addiction Service Development Plan 2012–2017 (the Plan) provides a strong vision to guide the mental health and addiction sector, as well as clear direction to planners, funders and providers of mental health and addiction services on Government priority areas for service development over the next five years. http://www.health.govt.nz/publication/rising-challenge-mental-health-and-addiction-service-
development-plan-2012-2017
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P int of View
Managing Change by Dawn Skidmore
1
Many organisations are feeling change weary right now. All
too often we forget that a project delivered on time and in
budget can’t achieve full success unless people adopt the
changes into their daily working.
Facing the challenging task of delivering reform while at the
same time protecting quality, effectively using resources
and delivering increased productivity, Australian health
care organisations are going through much change. They
need to manage and control the delivery of improvements
across a number of levels including unit (or project),
directorate (or program) and organisational (or portfolio).
Looking around the globe, those organisations that are high
performing tend to have systematically and consistently
applied approaches to the way they manage their projects
and any change. I have worked in the UK and Australia and
used various methodologies and strongly believe that it is
crucial for an organisation to be able to assess its own
change and project capacity. This includes the following:
Understanding and measuring the organisation's
capability and maturity
Establishing where improvements are required
Understanding how well change processes are
embedded into the organisation
Tracking achievements and
Being able to predict future performance.
These are all important steps. Without such an approach,
organisations run the risk of delivering poorly managed
change. I have worked with organisations in which there
were so many projects underway and the change was not
well managed. In some there was so much change
occurring that it negatively impacted on individuals and the
organisation. A common reason was that there was no one
taking a portfolio or organisational view of what was
happening. Portfolio management enables executives,
managers, program, project and change managers to see
the extent of the changes occurring, often for the first time.
It also allows them to be managed to achieve integrated
benefit realisation.
What many managers and change agents do when faced
with these challenges is turn to a number of existing
change or project solutions and develop a change process
from those predetermined formulae. The human brain is
hardwired to prefer patterns and predictable behavior.
Unfortunately, what can happen is that the existing
solutions are chosen without any assessment of the
appropriateness of that solution to the organisation's
change or project context. This is not to deny the value of
previous learning or past experiences – clearly they are
hugely valuable and important. However, the past should
not be analysed with reference to the current context.
Long term, ensuring that projects and change are
successfully delivered means that effective communication
and change management need to be part of the
organisation’s DNA.
Are you feeling change weary? Is your organisation
managing its projects successfully? Why not see how
Change Champions and Associates can help you?
Dawn Skidmore Principal Consultant [email protected]
Brown P 2011 Neuroscience New Science for New Leadership, Developing Leaders Executive Education in Practice 1.
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Submit your
Tricks of the Trade
It is often the surprising discoveries and personal experiences that make all the difference in change management, reform, redesign programs, etc. We invite you to submit a short article for our newsletter, sharing the personal experiences and unpredicted lessons that could never be found in a book.
All submissions should be emailed to [email protected]
Hourly Rates
Improve your confidence Get the support you need when you need it Suitable for new managers working in health and aged care, especially those working on projects. Ideal for project and acting managers:
working in isolated regions or just working in isolation those with little previous experience sufferers of imposter syndrome (i.e. feeling way out of your
depth or certain that you lack of skills will shortly be discovered) Telephone coaching service available in or out of hours. Face to face coaching also available by appointment. Ph: 02-9692 0533 or email [email protected] for more info.
Confidential Coaching Service for Emerging Managers With Experienced Certified Executive Coach
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I N T E R N A T I O N A L
Public Health Agency of Canada
Canadian Best Practices Portal
This enhanced Portal provides you with resources and solutions to plan
programs for promoting health and preventing diseases in your community.
The site consolidates multiple sources of trusted and credible information in
one place, making it a one-stop shop for busy health professionals and
decision-makers.
http://cbpp-pcpe.phac-aspc.gc.ca/
Tapping Front-Line Knowledge: Identifying Problems as
They Occur Helps Enhance Patient Safety
This article describes a methodology, developed and tested by IHI and
Cedars-Sinai Medical Center, that helps front-line staff to "see" patient
safety problems in their systems and enables them to solve the problems
and share that learning with others. The methodology is constructed around
an informal unit visit and designed to be a “conversation” about safety
issues, versus an inspection or evaluation, with specific staff duties and
desired outcomes also articulated.
http://www.ihi.org/knowledge/Pages/Publications/
TappingFrontlineKnowledge.aspx
Guiding Transformation: How Medical Practices Can
Become Patient-Centered Medical Homes
This report outlines and describes the changes that most medical practices
would need to make to become patient-centered medical homes. The broad
"change concepts," as the report terms them, include: engaged leadership; a
quality improvement strategy; empanelment or linking patients with specific
providers to ensure the continuity of the patient–provider relationship;
continuous and team-based healing relationships, including cross-training
staff to allow team members to play various roles; organized, evidence-based
care, including the use of decision support systems; patient-centered
interactions to increase patients' involvement in their own care; enhanced
access to ensure patients have access to care and their clinical information
after office hours; and care coordination to reduce duplication of services
and increased anxiety and financial costs for patients and their families.
http://www.commonwealthfund.org/Publications/Fund -
Reports/2012/Feb/Guiding -Transformation.aspx
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I N T E R N A T I O N A L
2nd World Congress of Clinical Safety
12 - 13 September 2013, Heidelberg, Germany
(Main theme) Risk in Clinical Care (Abstract submission) 1st Feb. 2013 - 31st May, 2013 (Conference registration) from 2013 Spring This academic congress is organized by IARMM and aims to improve and promote the science and technology of better safety in both risk and crisis management in health care. The congress covers a wide range of topics such as patient safety, medication safety, medical device safety, infectious disease outbreak, and the other related subjects. German scientific culture of risk has the longest history of over hundred years in the world and has absolutely active movements in risk science and technology which generated the important key concepts, such as philosophy of risk, risk communication, risk management, etc. We are sure that the Congress will assist the world wide exchange of knowledge and skill in this specialist area with excellent German risk scientists. Let's all join together at our Heidelberg Congress to meet and share information with your colleagues.
Abstract submission manner
http://www.iarmm.org/2WCCS/Abstract_Submissions.pdf Key topics:
'Philosophy and strategy of managing risk and error'
'Clinical communication for risk and safety'
'International perspectives for clinical safety'
'Safety culture in healthcare and group medicine'
'IT and medical informatics in clinical safety'
'Education and training for clinical safety'
'Patient's or career's role in clinical safety"
'Simulation and human factor for clinical safety'
'Survey and report of clinical errors'
'Risk and safety in medical device'
'Surgical safety, preoperative risk management and Checklist'
'Medication safety'
'Drug safety'
'Emergency healthcare system'
http://www.iarmm.org/2WCCS/poster_2WCCS.pdf
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Blyth, A. (2006). Team building: a daily task.(speech and language therapist team building tips for child care).
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Covington, S. S. (2008). Women and addiction: a trauma-informed approach.(Report). Journal of Psychoactive
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