CONFERENCE HANDBOOK - ICE Australia · 2017-11-27 · 2 conference handbook conference handbook 3...

Nurses and Midwives: Celebrating the WhyThursday, 30 November - Friday, 1 December 2017

Perth Convention and Exhibition Centre | Perth, Western Australia

CONFERENCE HANDBOOK

HOSTED BY

CONFERENCE HANDBOOK CONFERENCE HANDBOOK2 3

HANDBOOK CONTENT

WELCOME MESSAGE

CONFERENCE ORGANISING COMMITTEE

CONFERENCE VENUE & LOCATION MAP

GENERAL INFORMATION

KEYNOTE AND INVITED SPEAKERS

CONFERENCE PROGRAM• Oral Presentations• Poster Presentations

SOCIAL PROGRAM

CONFERENCE PARTNERS

EXHIBITORS• Exhibitor List• Wellness Providers• Exhibition Floor Plan

PRESENTATION ABSTRACTS• Oral Presentations• Poster Presentations

CONFERENCE SECRETARIAT

International Conferences & Events (ICE) is the official Professional Conference Organiser for the Nursing and Midwifery Leadership Conference 2017. ICE specialises in managing conferences and exhibitions for the health sector and associations.

International Conferences & Events (ICE) Pty Ltd183 Albion StreetSurry Hills NSW 2010Tel: +612 9368 1200Email: [email protected]: www.nmlc2017.com.au

WELCOME MESSAGE

On behalf of the Nursing and Midwifery Leadership Organising Committee and the WA Nursing and Midwifery Office, we are pleased to host the 3rd Nursing and Midwifery Leadership Conference to be held in Perth, Western Australia from Thursday, 30 November to Friday, 1 December 2017.

This conference’s theme ‘Celebrating the Why’ will centre around leading change and delivering care-effective, cost-effective and performance-effective leadership. I trust it will stimulate new thinking and equip you with innovative ideas and tools for increasing your effectiveness in health care leadership

The committee have done an amazing job in attracting some wonderful international and national keynote speakers. The program is a reflection of our keynote speakers and session presenters. Our guests will share their knowledge and innovations in relation to

leading change and delivering care-effective, cost-effective and performance-effective leadership.

Great nursing and midwifery leadership is integral to the creation and maintenance of a healthy and productive work environment as well as the provision of sustainable, safe, quality health care.

I look forward to meeting you during the conference.

Karen BradleyChief Nurse and Midwifery Officer

Amy WallaceJoanne ReidRenee De Prazer

Becky Marsh Kate O’Dea Sheralee Tamaliunas (Chair)

Gillian Ennis Linda Sinclair

...................................................................................................... 3

............................................................. 3

.............................................................. 4

............................................................................................... 6

.......................................................................... 9

............................................................................................. 14• •

.......................................................................................................... 19

......................................................................................... 20

...................................................................................................................... 22

• •

.................................................................................... 24


CONFERENCE VENUE & LOCATION MAP

PERTH CONVENTION & EXHIBITION CENTRE

21 Mounts Bay RoadPerth WA 6000

Centrally located, Perth Convention and Exhibition Centre makes an ideal address for business and leisure travellers alike. Only a short walk from the main shopping, dining and entertainment districts.

GETTING TO THE VENUE

TAXIPerth Convention and Exhibition Centre is a desginated Cab Spot location. A taxi phone is located at the Plaza Entry doors on Level 1. The Cab Spot number is 1088. Alternatively, to book a taxi please contact Swan Taxis (13 13 30) or Black and White Taxis (13 10 08).

BUSESElizabeth Quay Busport is located adjacent to Perth Convention and Exhibition Centre. Many bus services depart and arrive at the Elizabeth Quay Busport including the free CBD ‘Blue and Green CAT’ service.

TRAINSElizaveth Quay train station is located at the doorstep of the Centre and services the Mandurah and Joondalup Railway Line.

FERRIESA ferry service operates across the Swan River between Elizabeth Quay Jetty (Perth) and Mends Street Jetty (South Perth). Elizabeth Quay Jetty is only a short walk to the Centre. Services operate daily from 7:50am to 7:20pm (with extended times in Summer months).

WALKINGWalking access into the Centre is on Level 1 via Mill Street or Mounts Bay Road. Level 2 can be accessed via the Elizabeth Quay Busport overpass.

PARKING

There are approximately 5,000 car parking bays within a 10 minute walk of Perth Convention and Exhibition Centre. The City of Perth Convention Car Park is located directly under the Centre. Access via Mill Street, Mounts Bay Road and the Riverside Drive off-ramp from the Mitchell Freeway.

LOCATION MAPPerth Convention & Exhibition Centre, Level 2PCEC - Level 2

Main entry to PCECExhibition and registration

Session rooms

CONFERENCE HANDBOOK6 7

2017 Nursing & Midwifery Leadership Conference Lunch Partner

Ramsay Health Care

Ramsay Health Care is a leading provider of healthcare services and Australia’s largest private hospital operator.

The organisation has five hospitals in WA: Hollywood Private Hospital, Joondalup Health Campus, Peel Health Campus, Glengarry Private Hospital and Attadale Rehabilitation Hospital.

To learn more about Ramsay Health Care, please visit www.ramsayhealth.com.au.

GENERAL INFORMATION

CERTIFICATES OF ATTENDANCE

An electronic certificate of attendance will be emailed to all delegates within a week of the conference.

CONFERENCE APP

View the program and personalise your schedule according to the sessions you want to attend. You can also view presentation abstracts, sponsors and exhibitors, interactive maps and important information regarding the conference.

Get started by downloading our event app to your iPhone, iPad or Android today. Search “NMLC” in the Apple Store (iOS) or Google Play (Android). Blackberry and Windows phone users can access the web-based app at https://event.crowdcompass.com/nmlc17.

Instructions to download the app are available at http://nmlc2017.com.au/conference-app/.

CONFERENCE SATCHEL

Each registered delegate will receive a conference satchel at the time of registration. Shared registrations will receive only one satchel.

CONFERENCE SESSIONS

All conference sessions will be held on Level 2 of the Perth Convention and Exhibition Centre. Please refer to the program for session times and details.

DIETARY REQUIREMENTS

If you have advised the Conference Organiser of special dietary requirements, please speak to a member of the catering staff during the designated break times, or at any of the functions that you may be attending. Catering staff will have a full list of those with special dietary requirements.

EXHIBITION AND CATERING

The exhibition is located in the Northern Foyer, Level 2. Morning tea, lunch and afternoon tea will be served in this area to enable you to visit all exhibitors and poster displays.

Exhibition opening hours:

Thursday, 30 November 2017 8:00am - 7:30pm (including Conference Cocktail Function)Friday, 1 December 2017 8:15am - 2:00pm

MOBILE PHONES

Please ensure your mobile phone is switched off or in ‘silent’ mode during all conference sessions.

NAME BADGES

Delegates are required to wear their name badges at all times. Entry into the conference sessions, social functions and exhibition area is not permitted without a name badge. Access to morning and afternoon teas and lunches is also not permitted without a name badge.

POSTER PRESENTATIONS

Poster presentations will be displayed in the Northern Foyer, in the exhibition space. Presenters will be available during designated break times to answer queries.

CONFERENCE HANDBOOK

https://event.crowdcompass.com/nmlc17

CONFERENCE HANDBOOK8

PRIVACY

The Nursing and Midwifery Leadership Conference will gather and record personal information necessary for your attendance at the conference. Personal information will be gathered, stored and disseminated in accordance with the National Privacy Laws.

REGISTRATION DESK

The registration desk is located in the Northern Foyer, Level 2 of the Perth Convention and Exhibition Centre.

Registration desk operating hours:

Thursday, 30 November 2017 8:00am - 4:00pmFriday, 1 December 2017 8:15am - 4:00pm

The Conference Secretariat can be contacted at 0401 600 596 during the desk operating hours.

SOCIAL MEDIA

Stay connected and tell others about the conference!

@nmlc17 or use the hashtag #nmlc #nmlc2017

SPEAKERS’ SUPPORT AND PREPARATION ROOM

The Speakers’ Support and Preparation Room is located in Meeting Room 11, Level 2. Speakers are advised to visit the Speakers’ Support and Preparation Room to introduce themselves to the audio visual technicians and check their presentation a minimum of two (2) hours prior to their session start time.

WELLNESS AREA

Delegates can enjoy a visit to the Wellness Area located in the main exhibition space, and enjoy health checks, mini massages, art therapy and other exciting activities provided by our Wellness Area Partners.

WIRELESS INTERNET

All conference delegates can stay connected to the web and their emails at the PCEC via the free wireless internet service which is available throughout the venue.

This free wireless internet service is intended for general web browsing and checking web-based email only. Should longer (uninterrupted) connections or faster speeds be desired, patrons can purchase these via the wireless internet credit card portal.

KEYNOTE AND INVITED SPEAKERS

ELAINE INGLESBY-BURKE CBE Director of Nursing / Deputy Chief Executive, Northern Care Alliance NHS Group

Elaine joined the Salford Royal NHS Foundation Trust in April 2004.

Elaine has held Executive Nurse Director positions since 1996 in both specialist and large acute Trusts. She qualified as a Registered nurse in 1980 at Warrington District General Hospital and specialised in critical care and general medicine. She has held various clinical positions at ward level and nurse specialist.

Educated to postgraduate degree level, Elaine maintains her professional/clinical development by regular clinical shifts and executive safety shifts with frontline staff. She is a Florence Nightingale Leadership Scholar and took the opportunity to undertake a women’s leadership programme for global executives at Harvard University as well as the Executive Quality Academy at the Institute of Healthcare Improvement, Boston. She has a strong track record in professional nursing and operational management.

Elaine was appointed Deputy Chief Executive of Salford Royal NHS Foundation Trust in 2014 and in addition to her role with Salford Royal NHS Foundation Trust, Elaine is the Executive Nurse Director of the Pennine Acute NHS Foundation Trust.

9CONFERENCE HANDBOOK


PATRICIA DAVIDSON PHD, MED, RN, FAANDean, School of Nursing, John Hopkins University

Patricia Davidson, PhD, Med, RN, FAAN, is considered one of the most influential deans of nursing in the United States. Since becoming Dean of the Johns Hopkins School of Nursing in September 2013, she has introduced a new degree program (Masters Entry into Nursing), doubled the school’s PhD program intake and increased engagement with communities, locally, nationally and internationally.

A global leader in cardiac health for women and vulnerable populations, Dr. Davidson has an established program of research in supporting individuals living with chronic conditions and developing innovative models of transitional care. A primary objective of her work has been to improve the cardiovascular health of underserved populations through development of innovative, acceptable, and sustainable initiatives internationally.

Since 2003, Dr. Davidson has secured over $10 million in competitive research funding from national and international funding bodies, and co-authored 320-plus peer-reviewed journal articles, 20 book chapters, and more than 100 peer-reviewed abstracts. She has also supervised and mentored more than 35 doctoral and post-doctoral researchers and currently is an editor of Circulation: Cardiovascular Quality and Outcomes; Collegian, International Journal of Nursing Studies and the Journal of Nursing Management. She is also on the editorial boards of a number of other journals.

Dr. Davidson is Counsel General of the International Council on Women’s Health Issues and is a member of Sigma Theta Tau International’s Institute for Global Healthcare Leadership Advisory Board. She is a Fellow of the American Academy of Nursing, the American Heart Association, the Preventive Cardiovascular Nurses Association and the Australian College of Nursing.

Prior to joining Johns Hopkins, she was the Director of the Centre for Cardiovascular and Chronic Care at the University of Technology, Sydney (Australia) and Professor of Cardiovascular Nursing Research at St. Vincent’s Hospital, Sydney.

PROFESSOR SANCHIA ARANDAChief Executive Officer, Cancer Council Australia

Professor Sanchia Aranda was appointed CEO of Cancer Council Australia in August 2015. She has more than 30 years’ experience in cancer control as a clinician, researcher, educator and senior healthcare administrator.

From her early career as a Registered Nurse in New Zealand, she specialised in cancer and palliative care. Her most recent role was Director of Cancer Services and Information and Deputy CEO at the Cancer Institue NSW.

Professor Aranda is President-elect of the Union for International Cancer Control and a former President of the International Society of Nurses in Cancer Care.

As well as being a research fellow at the Peter MacCallum Cancer Centre, she holds academic appointments within the School of Health Sciences, University of Melbourne, and the Faculty of Nursing, University of Sydney.

From a digital technology perspective in her research work Professor Aranda has led studies utilising web and application based programs for support of patients, most recently a randomised trial of a remote symptom assessment system with real time health system connectivity. In her previous role at the Cancer Institute NSW she oversaw the development of technology initiatives in cancer registries including automation of data extracts from clinical information systems into the Central Cancer Registry in NSW. She has also been involved in initiatives to routinely collect patient reported outcomes into clinical information systems. In her CINSW role she established clinical data governance functions and ethical approvals for linked datasets.

In August 2015 she took up the role of CEO of Australia’s peak non-government cancer control organisation. In this role she is a strong independent voice on evidence-based cancer control. She is engaged in all fields of cancer from primary prevention through to survivorship and advanced care, and has a particular professional interest in improved ways to care for and support cancer patients and enhanced use of administrative datasets to understand clinical variation and to improve our cancer system. She is a regular commentator on cancer issues in Australia media.

Professor Aranda’s role in cancer control has been recognised nationally and internationally, and in 2013 she was named the 4th Peter MacCallum Cancer Centre Distinguished Fellow for her contributions to cancer nursing. In 2016 she received the International Society of Nurses in Cancer Care’s Distinguish Merit Award for her contributions to cancer nursing.


MARTY WILSONChange Management Speaker. Facilitator, Best-selling Author and Comedian

Marty Wilson’s career path to date is nothing if not varied. He’s a former pharmacist who became an award-winning advertising copywriter then a full-time stand-up comedian for 8 years before becoming a best-selling author and in-demand speaker.

He has spoken to more than 250,000 people since he first leapt up on stage in 1997. In his first 12 months Marty won Australia’s premiere comedy competition – Green Faces – the only national competition judged by audience vote, appeared on The Footy Show, and was invited to the UK to become a full-time stand-up comedian. He returned homein 2009 and is now the bestselling author of 18 books and a hilarious yet serious keynote speaker.

Marty’s life experience, plus his interviews with over 1,000 inspirational people for his book series, has given him a unique capacity to notice some profound truths buried in even the humblest life story and, just as importantly, the skills to pass that wisdom on with integrity, empathy and gut-busting humour.

He writes for Reader’s Digest, the Sydney Morning Herald and a dozen magazines, and regularly appears on Sunrise. He has also written a children’s book called “What do you want, the truth or a good story?”

Every time Marty teaches – in his books, mentoring and hilarious keynotes – he uses laughter to short circuit peoples’ resistance and sneak powerful ideas about change, collaboration and employee engagement in between the laughs. But Marty isn’t just the funniest speaker you’ll hear all year. His content is thoughtful and thought provoking and rammed full of scientific knowledge and takeaway tips and strategies.

Peace of mind

24 hours a day

A Silver Chain Alarm will give you and your client’s peace of mind, knowing someone is there to answer their call for help, any time of the day or night.

Answering more than 100,000 calls each year, Silver Chain currently supports more than 7000 Australians with personal alarms.

To find out more visit silverchain.org.au or call 1300 473 708

SC27

99

_10

/17

44TH INTERNATIONAL MENTAL HEALTH NURSING CONFERENCE

SAVE THE DATE

24 - 26 OCTOBER 2018

CAIRNS, QUEENSLAND


1340-1400

Why clinicians in the clinical procurement space?

Jennifer Hausknecht (Opie), WA Country Health Service

A cross-sectional study to establish the supportive care

and health literacy needs of cancer patients receiving

anticancer therapy in a private cancer centre

Professor Leanne Monterosso, St John of God Murdoch

Hospital, University of Notre Dame and Edith Cowan

University

Ripple effect: TRACS WA’s novel interprofessional Subacute Care Learning

Emotional wellbeing module has a flow-on effect from staff

to patients Helen McLean, Training Centre in

Subacute Care WA

1400-1420

One hand in your pocket enhancing hand hygiene

auditing: A pocket book for auditors

Brendon Heley and Ann Whitfield, Fiona Stanley

Hospital

Facilitating personalised burn care across a statewide health network: Supported decision

making via Teleheath Sharon Rowe, Fiona Stanley

Hospital

An explosion of collaboration: Unexpected rewards

Charlotte Burr, Princess Margaret Hospital

1420-1450AFTERNOON TEA, EXHIBITION & POSTER PRESENTATIONS

Northern Foyer, Level 2

1450-1550ORGANISATION

Meeting Room 1, Level 2 Chair: Rebecca Newton

PATIENTS Meeting Room 2, Level 2

Chair: Kate O’Dea

STAFF Meeting Room 3, Level 2

Chair: Gillian Ennis

1450-1510

Protecting those who care: Innovation and informatics

solution Sian Jones and Ann Whitfield,

Fiona Stanley Hospital

Why do patients fall after elective total hip and total knee replacement surgery? A prospective longitudinal observational cohort study

in a large Western Australian private tertiary hospital

Dr Gail Ross-Adjie, St John of God Murdoch Hospital and University of Notre Dame

The mental health nursing practice environment: Implications for nurse

retention Dr Robina Redknap, North

Metropolitan Health Service

1510-1530

Fiona Stanley Hospital Intensive Care Unit,

Clinical information system integration

Luke Dix, Fiona Stanley Hospital

Leading a multidisciplinary team in reducing endoscopy

waitlist Anne MacDonald, Osborne Park

Hospital

Emerging midwifery leaders: A qualitative study of electronic portfolios linking midwifery leadership development in

midwifery students through reflective practice

Peta Winters-Chang, University of Queensland

1530-1550

Targeted Nurse Transition Program (TNT): An

alternative path to entry into the nursing workforce

Pippa Cook and Sasha Rademakers, NurseWest

Development of a phase II pilot randomised controlled

trial of a lymphoma nurse-led model of survivorship care

Karen Taylor, University of Notre Dame Australia and WA Cancer

and Palliative Care Network

Code Blue Series Education at Fiona Stanley Hospital

Jennifer Czupak and Joanne Hammond, Fiona Stanley

Hospital

1600-1930CONFERENCE COCKTAIL FUNCTION


CONFERENCE PROGRAM

ORAL PRESENTATIONS

THURSDAY, 30 NOVEMBER 2017

0800REGISTRATION


0900-1035CONFERENCE OPENING SESSIONRiver View Rooms 4 and 5, Level 2

Master of Ceremonies: Marty Wilson

0900-0905 WELCOME TO COUNTRY

0905-0910OPENING REMARKS

Tracy Martin, Acting Chief Nurse and Midwifery Officer of Western Australia

0910-0935WELCOME ADDRESS

Associate Professor Karen Bradley, Acting Executive Director Clinical Leadership and Reform

0935-1035KEYNOTE PRESENTATION

Marty Wilson, Best-selling Author and Comedian

1035-1100MORNING TEA, EXHIBITION & POSTER PRESENTATIONS

Northern Foyer, Level 2Proudly partnering with University of Notre Dame Australia

1100-1200

PLENARY SESSIONRiver View Rooms 4 and 5, Level 2

Master of Ceremonies: Marty WilsonKEYNOTE PRESENTATION

Professor Patricia Davidson, Johns Hopkins University

1200-1300LUNCH, EXHIBITION & POSTER PRESENTATIONS



Meeting Room 1, Level 2 Chair: Renee de Prazer


Chair: Linda Sinclair


Chair: Sheralee Tamaliunas

1300-1320

Not just another audit: Making the data “real“ for

nurses and midwives Bronwyn Gaston, Osborne

Park Hospital

Improving the clinical skills and knowledge of midwives

and nurses caring for late preterm neonates in a postnatal ward setting

Therese O’Connor, St John of God Subiaco Hospital

Meeting the needs of core business and personal

growth for nursing staff at OPH with professional

pathways. Why does it matter?

Diane Williams, Osborne Park Hospital

1320-1340

An Intensive Transition Model: Leading innovation

to meet mental health workforce needs

Myra Book, Nursing and Midwifery Office

Improving patient understanding and use of

preoperative Chlorhexidine Gluconate washes

Elizabeth Boucher, St John of God Subiaco Hospital

‘Teaching on the Run’ with Western Australian midwives

Kirsten Blacker and Professor Yvonne Hauck, Curtin

University and King Edward Memorial Hospital


1145-1205

The Maternity Services Viewer

Linda Sinclair, Women and Newborn Health Service

The patient’s voice: A daily patient delivered handover Kim Maddock, Nepean Blue

Mountains Local Health District

Celebrating the Y Gen Janine Watts, WA Country

Health Service - Great Southern

1205-1225 5-MINUTE RAPID FIRE PRESENTATIONS

1205-1210

A risk-based approach to accreditation: Why the time

is right Dr Margaret Gatling,

Australian Nursing and Midwifery Council

Nursing leadership for positive patient outcomes Julie Connolly, Osborne Park

Hospital

Reaching for the STARS Susan Slack, Princess Margaret

Hospital

1210-1215

Why bricks and mortar can drive clinical reform

Suzanne Taylor, WA Country Health Service - Wheatbelt

Trauma Team Simulation Training - Addressing the

non-technical skills of trauma teams through interprofessional high-

fidelity simulation Hannah Solomon, Western Australian Trauma Training

and Education Unit

Managing clinical deterioration through up-skilling and empowering

nurses Carol Douglas, Sir Charles

Gairdner Hospital

1215-1220

Nurses and midwives uniquely positioned to lead and influence within health

informatics Regina Browne and Sherril

Mcmahon, WA Health Nursing and Midwifery Informatics

Group

Safety & quality indicators / Online quality recording

Richard Gillett, Department of Health

1225-1325LUNCH, EXHIBITION & POSTER PRESENTATIONS

Northern Foyer, Level 2Proudly partnering with Ramsay Health Care

1325-1540CLOSING SESSION

River Rooms 4 and 5, Level 2Master of Ceremonies: Marty Wilson


Professor Sanchia Aranda, Cancer Council Australia1425-1525 PANEL DISCUSSION

1525-1540AWARDS PRESENTATION AND CLOSING ADDRESS


1600-1700CONFERENCE SUNDOWNER

Liberty Cafe & Bar, Perth Convention and Exhibition Centre

FRIDAY, 1 DECEMBER 2017

0815REGISTRATION


0845-1000OPENING SESSION

River View Rooms 4 and 5, Level 2Master of Ceremonies: Marty Wilson

0845-0900WELCOME ADDRESS, DAY TWO



Elaine Inglesby-Burke CBE, Northern Care Alliance NHS Group

1000-1020MORNING TEA, EXHIBITION & POSTER PRESENTATIONS

Northern Foyer, Level 2 Proudly Partnering with YNA Your Nursing Agency


Meeting Room 1, Level 2 Chair: Becky Marsh


Chair: Jo Reid


Chair: Amy Wallace

1020-1040

Engaging clinical leadership with a passport

to excellence in national standard 3

Ann Whitfield, Fiona Stanley Hospital

Why does a preoperative consult with a breast care

nurse matter to women undergoing breast surgery?

Gay Refeld, St John of God Subiaco Hospital

Why develop a professional practice model?

Lorraine Beaty, Osborne Park Hospital

1040-1100

Leading the implementation of

Australian/New Zealand Sterilisation Standard

4187:2014 - Reprocessing of reusable medical devices in health service organisations

Jenny Misiewicz, Osborne Park Hospital

Leading change and delivering close to home/

cost effective care in a Telehealth setting for rural

women Marina Mickleson, King

Edward Memorial Hospital

Case study: Leading change with reflective practice supervision in an early

parenting context Dr Elaine Bennett, NGALA

1100-1120

Optimising teamwork. The nursing experience of change fatigue following large scale organisational

change Joanna Camilleri, Fiona

Stanley Hospital and Murdoch University

Improving the management of older patients presenting

to the Emergency Department post fall

Naomi Leyte, Fiona Stanley Hospital

Take 5 - An education success story

Nick May, Royal Perth Hospital

1120-1125 5-MINUTE SESSION BREAK

1125-1145

From Senior Flight Nurse to Senior Base Nurse: Building

leadership capability at RFDS WA

Paul Ingram, Royal Flying Doctor Service

Does neonatal admission to a high dependency unit

impact maternal pain? Siobhan Eccles and Suzanne Kelly, St John of God Subiaco

Hospital

The Influence of the Clinical Nurse Educator role on

advancing graduate nurses’ quality of care

Tracey Coventry, University of Notre Dame Australia


SOCIAL PROGRAM

CONFERENCE COCKTAIL FUNCTION

Date Thursday, 30 November 2017Time 4:00pm – 7:30pmDress Code Smart CasualVenue Northern Foyer, Level 2, Perth Convention and Exhibition CentreCost Tickets are $100.00 per person when purchased with full registration Additional tickets can be purchased for $130.00 per person

The Conference Cocktail Function will take place on the first night of the conference, with opportunities to network with your fellow delegates and speakers over canapés and cocktails, served in the Northern Foyer of the Perth Convention & Exhibition Centre. With musical entertainment and delicious food and drinks, this is an evening not to be missed!

CONFERENCE SUNDOWNER

Date Friday, 1 December 2017Time 4:00pm – 5:00pmDress Code Smart CasualVenue Liberty Bar, Perth Convention and Exhibition CentreCost One ticket is included with full registration Additional tickets can be purchased for $50.00 per person

Immediately following the Closing Ceremony, this will be the last opportunity for delegates to catch up with peers and industry leaders, to exchange views and stories from the conference. Taking place in the Liberty Bar at PCEC, there will be drinks and light snacks in a relaxing environment.

POSTER PRESENTATIONS

# PRESENTATION TITLE PRESENTER(S)

1 The importance of data integrity: A position titles projectMyra Book, Nursing and Midwifery Office

2 Close to home: Patient focussed paediatric palliative careCharlotte Burr, Princess Margaret Hospital for Children

3 GREaT (Get Real Experience & Try)Pippa Cook and Natalie Male, NurseWest and University of Notre Dame Australia

4 Clinical Nurse Educators and optimising as leadership process

Tracey Coventry, University of Notre Dame Australia

5Implementation of Gastro Referral Pathway at secondary healthcare sites: Streamlining referral processes following service reconfiguration

Michelle Davies, Western Australia Cancer and Palliative Care Network

6 Changing practice: From care enforcer to care provider Richard Jenkins and Linda Locke, Joondalup Health Campus

7 Frontline clinical leadership in acute mental health care Linda Locke, Joondalup Health

8Enhancing collaborative care and positive patient outcomes: Introducing the mental health specific policy

Linda Locke, Joondalup Health Campus

9Obtaining health equity: Extending beyond the traditional boarders of health into the communities where patients live

Sara Mason, Hawke's Bay District Health Board

10Bariatric (obese) patient handling risks to Western Australian nursing staff: An examination of injuries to nursing staff and related Workers’ Compensation claims

Kim McClean, WA Country Health Service and Edith Cowan University

11Enhancing patient safety: An audit of abbreviation use in a nursing database

Gillian Newstead and Michelle O'Dowd, WA Cancer & Palliative Care

12 Adolescent Patient Transition of Care (ADAPT) project Jain Sebastian, South Metropolitan Health Service, Fiona Stanley Hospital

13 A change is in the WINND Suzanne Taylor, WA Country Health Service - Wheatbelt

14Supporting the clinical placement success of culturally and linguistically diverse bachelor of nursing students: A qualitative study of clinical educator experience

Janine Thompson, Griffith University

15Safety and quality in the WACHS - Great Southern Graduate Program

Janine Watts, WA Country Health Service - Great Southern

16 Measuring outcomes in a Graduate Transition Program Marie Yearwood, Royal Perth Bentley Group


CONFERENCE PARTNERS

The conference wishes to thank our sponsors for their generous support.

CONFERENCE LUNCH PARTNER

Ramsay Health Care is respected for operating quality private hospitals and for its excellent record in hospital management and patient care. Ramsay has five WA hospitals; Hollywood Private Hospital, Joondalup Health Campus, Peel Health Campus, Glengarry Private Hospital and Attadale Rehabilitation Hospital.

To learn more about Ramsay, please visit www.ramsayhealth.com.au

Address Level 8, 154 Pacific Highway, St Leonards NSW 2065Phone +61 2 9433 3444Email [email protected] www.ramsayhealthcareinwa.com.au

CONFERENCE MORNING TEA PARTNER

Address 19 Mouat Street (PO Box 1225), Fremantle WA 6160Phone 1800 640 500Fax +61 8 9433 0544Email [email protected] Website www.notredame.edu.au

CONFERENCE AFTERNOON TEA PARTNER

Address 2/250 Glen Osmond Road, Fullarton WA 5063Phone 13 10 99Fax +61 8 7129 5029Email [email protected] Website www.yna.com.au

KEYNOTE SPEAKER PARTNER

Address 11/81 St Georges Terrace, Perth WA 6000Phone 1800 112 272Email [email protected] ww2.health.wa.gov.au/Articles/N_R/NUrsing-and-Midwifery-Office

NOTEPAD AND PEN PARTNER

Address Verdun Street, Nedlunds WA 6009Phone +61 8 6457 4114Email [email protected] www.scgh.health.wa.gov.au


EXHIBITORS

EXHIBITOR LIST* List current at the time of print

BOOTH 6 BOOTH 10

BOOTH 2 BOOTH 1

Pty LtdPty Ltd

BOOTH 14 BOOTH 5

TABLE DISPLAY BOOTH 3

WELLNESS PROVIDERS

EXHIBITION FLOOR PLAN

RECEPTION 1

UP

UPUP

UP

SCALE METER (m)

20 30

FBF2

DPDP

DPP

NEW CLOAK ROOM

NEW STORE ROOMNEW EXECUTIVE CLIENT LOUNGE

NEWEXECUTIVECLIENTOFFICE

FBF2

DP

DPP

14 13 12 11 10 8

1 2

4 56

3

7

9

Wel

lnes

s

Loun

ge A

rea

Are

a

Mai

n En

tryC

offe

e C

art

BOOTH 4 BOOTH 12


PRESENTATION ABSTRACTS

ORAL PRESENTATION ABSTRACTS* All presentation abstracts are listed in order of appearance in the program

Not just another audit: Making the data “real” for nurses and midwives

Bronwyn Gaston, Osborne Park Hospital, WA Introduction: Monitoring staff compliance of high risk policies and guidelines ensures best practice and implementation of patient safety principles. While Osborne Park Hospital’s point prevalence biannual survey measures staff compliance, more importantly it identifies areas for improvement and development of localised quality improvement strategies.

Aim: The purpose of this presentation is to demonstrate how leadership can support and promote localised change in key improvement areas.

Methodology: After consultation with key stakeholders relevant to identified patient risks, a standardised audit tool was designed and implemented hospital wide. Data gathered was analysed by the Patient Safety Officer and provided as feedback to individual wards. Wards were encouraged to be accountable for their results and were facilitated in the process of developing local recommendations and quality improvement initiatives. Like wards were benchmarked against each other for comparison to facilitate sharing of information and network problem solving. Ward representatives from specific Quality Improvement Committees were supported by the group to guide and monitor strategies implemented.

Results: The implementation of the above process has resulted in a number of quality improvement outcomes. Initial data review of pressure injury prevention and management on one ward demonstrated a compliance rate of 29% with a risk assessment being updated a minimum of weekly. As a result of clinician engagement, staff were motivated to further investigate performance gaps and subsequently as a team develop strategies to minimise ongoing errors. Communication between the project lead, clinicians and committee members further reinforced and supported embedment and sharing of key strategies. A subsequent overall improvement of 86% compliance was achieved.

Conclusion: The point prevalence survey provides clinicians with valuable compliance data on key patient safety issues. Successful change outcomes have been achieved through the process of supported autonomy and provisions of avenues to communicate and problem solve.

Improving the clinical skills and knowledge of midwives and nurses caring for late preterm neonates in a postnatal ward setting

Therese O’Connor, Alannah Cooper and Siobhan Eccles, St John of God Subiaco Hospital, WADr Janie Brown, Curtin University, WA

Introduction: Due to changes in health funding, late preterm neonates are no longer admitted to a Neonatal Unit unless diagnosed with a specific medical condition. Consequently, neonates from 35 + 0 weeks gestation to 36

+ 6 weeks gestation are cared for on postnatal wards. Compared to full term infants late preterm neonates are at increased risk of hypothermia, hypoglycaemia, hyperbilirubinemia, feeding difficulties, respiratory complications and mortality. Therefore, late preterm neonates require additional surveillance and monitoring by midwives working in postnatal settings compared to their full term counterparts.

Aim: The research that was conducted measured enhancement in the clinical knowledge and clinical skills of registered midwives, registered nurses and enrolled nurses caring for late preterm neonates outside of the Neonatal Unit following the delivery of a targeted educational intervention.

Method: The targeted educational intervention consisted of face to face education sessions and self-directed educational materials. An update on the hospital policy was also implemented. Surveys were collected from participants pre and post intervention to assess the knowledge, skills and attitude of staff involved in the care of late preterm neonates on postnatal wards. Ethical approval was obtained prior to commencement of the study.

Results/Outcome: Data collected pre and post intervention will be presented including a description of the analysis and interpretation. Quantitative data will be discussed comparing the clinical knowledge and skills reported before and after the intervention.

Recommendation: As a result of changes in the care of late preterm nenonates, with increasing numbers being cared for in postnatal ward settings, there is a clear need to ensure the safe care of these babies outside of the specialised neonatal care area. Education provides midwives and nurses with the confidence, clinical skills and knowledge to compentently and safely care for late preterm neonates.

Meeting the needs of core business and personal growth for nursing staff at OPH with professional pathways. Why does it matter?

Diane Williams, Osborne Park Hospital, WA

Introduction/Background: The appraisal process is seen as negative occurrence in the nursing group at Osborne Park Hospital. Nurses were unsure what goals to set, why they needed to do this and in what direction they needed to go to maintain capability and build capacity. They were not making the link between JDF, NMBA standards, core business and personal and professional growth.

Aim/Purpose of the project: The aim of this project was to put in place a professional practice pathway linked to the Performance Development process to assist and support staff identifying relevant goals, why they were doing this and how it would benefit them, the ward area, the organisation and most importantly the patients.

Methods/Process/Who is being studied: Meetings with managers and SDN’s took place for preparation work around core business, face to face survey with staff was undertaken to make an assessment of the effectiveness and understanding of the current process;.

Results/Outcome: As a result of survey results confirming misunderstanding of what the Professional development process and pathways should be focused on, workshops for staff and appraisers were implemented to promote and discuss the proposed process. A Professional pathway draft template showing examples and progression for each level of staff related to personal and professional growth and linked to job role was presented. Initial evaluations are very positive. A follow up survey is planned for October to assess improvement

Recommendations/Conclusion: Continuation of the education with ward based support and education of appraisers is proposed to be rolled out across all areas as a form of succession planning for the hospital. Survey results will guide the process.


An Intensive Transition Model: Leading innovation to meet mental health workforce needs

Myra Book and Sheralee Tamalliunas, Nursing and Midwifery Office, WADr Richard Bostwick, Dr Kylie Russell, Tracey Coventry and Phil Daplyn, University of Notre Dame, WA

Introduction/Background: Workforce Excellence, one of three strategic priorities within the “Nursing and Midwifery Strategic Direction: 2015-2017” is underpinned by workforce capability, capacity and performance culture. The integration of newly qualified registered nurses (RN) in mental health was identified as a priority with the investment of a resilient, knowledgeable and sustainable mental health nursing workforce aligning with the Mental Health 2020 strategic policy.

Aim: The WA Nursing and Midwifery Office (NMO) in partnership with the University of Notre Dame Australia (ND), provided the unique opportunity for newly qualified RNs to gain postgraduate qualifications and clinical experience in mental health nursing through an innovative model of transition to practice, known as the Mental Health Intensive Transition (MHIT) Program. The RNs were supported using an intensive transition to practice employment model aligned with the ND Graduate Certificate in Mental Health Nursing and Allied Health. The MHIT program aimed to support the transition from a novice to advanced beginner in tandem with the workplace supervision and direction required by all graduate nurses.

Process: The MHIT program applicant met the criteria for a graduate program including an unsuccessful attempt to secure a graduate place via Graduate Connect with an interest in pursuing ongoing employment in the mental health setting. Successful applicants were enrolled in the units of study and were eligible to apply for a prioritised scholarship. The intensive incorporated four weeks of face to face learning at ND with an additional day in the clinical workplace, followed by a supernumerary week and two additional study days at ND funded by the NMO. Weeks 6-24 in the workplace were funded by the HSP.

Results/Outcome: The MHIT program was evaluated by the NMO and ND in relation to postgraduate study content, university teaching and employer satisfaction. The evaluations highlighted the breadth and depth of the program content, quality of teaching and provision of support by the HSP employer. Recommendations: As a concept, the MHIT has successfully provided a concentrated knowledge based transition to practice employment model that meets the strategic priorities of workforce excellence.

Improving patient understanding and use of preoperative Chlorhexidine Gluconate washes

Julie Salathiel, Alannah Cooper, Elizabeth Boucher, Sally Gollner, Danielle Morris, Kaylene Riches, Brian Riggall-Southworth and Felicity Timmings, St John of God Subiaco, WADr Janie Brown, Curtin University, WA

Introduction/Background: During the financial year of 2015/2016 22990 inpatient surgical procedures were performed at SJOG Subiaco Hospital (SJGSH). The preadmission team at the study hospital advise all patients having elective inpatient surgery to undertake two preoperative Chlorhexidine Gluconate washes. A study conducted in 2016 looking at patient experience and understanding of preoperative washes at SJGSH hospital found that 20% of patients felt they received too little information about preoperative washes and over a third of patients that did use Chlorhexidine Gluconate had only done so once rather than the recommended two times.

Aim: To improve patient understanding of the requirement to wash with Chlorhexidine Gluconate preoperatively and increase compliance.

Methods: An intervention was developed to improve the delivery of information around preoperative washes to patients. This involved the development of a patient information sheet which was created with input from the hospital infection control team and the hospital consumer advisory group and standardising the information provided to patients during preadmission phone calls. These interventions were put in place for four months after which 200 patients were surveyed postoperatively to explore their experience and understanding of preoperative washes. The same survey used in the 2016 study was employed so results could be compared to the original study.

Results/Outcome: Quantitative data collected from the surveys will be presented including a comparison of the results from the 2016 pre-intervention survey and 2017 post-intervention survey. Data from open-ended questions will be used to explore patient experience of preoperative washes.

Recommendations/Conclusion: Delivering consistent information effectively is key to involving patients in their care and can lead to improvements in patient experience and potentially patient outcomes. It is important for health providers to regularly assess how they provide information and to engage with patients to make improvements.

‘Teaching on the Run’ with Western Australian midwives

Yvonne Huck and Kirsten Blacker, Curtin University and King Edward Memorial Hospital, WAJanice Butt, Department of Nursing and Midwifery Education and Research and King Edward Memorial Hospital, WA

Introduction: To ensure quality and sustainability within the midwifery workforce, professional development support and access to experienced clinical midwives as preceptors and role models has been recommended. Teaching On The Run (TOTR) is an Australian program for medical and other health professionals involved in clinical supervision. TOTR addresses the learning cycle; opportunities for teaching/learning in the clinical environment; planning and incorporating structure into teaching ‘moments’; formative and summative assessment and providing effective, timely feedback. A modified program for midwifery preceptors was implemented at King Edward Memorial Hospital. Four workshops were offered as a two-day series with one month between sessions.

Aim: To compare midwives’ perceived skills and confidence as a preceptor, before and after completion of TOTR.Methods: A before / after survey design involved midwives completing a ‘Preceptor Self-Evaluation Questionnaire’ and ‘Preceptor Self-Efficacy Questionnaire’ prior to their first workshop and one to three months following the final workshop. The two validated questionnaires maintained acceptable reliability (Cronbach alphas 0.93 and 0.95). Paired t tests compared before and after scores.

Results: Sixty five midwives completed TOTR with 46 completing both questionnaires (70.8% response rate). Most midwives were 40+ years of age (58.7%), working part-time (80.4%), had not attended previous preceptor education (65.2%) and worked across varying clinical areas. There were significant improvements in 18 of 19 items and total score in the Preceptor Self-Efficacy Questionnaire and in 5 of 18 items and total score for the Preceptor Self-Evaluation Questionnaire. Items where improvements were noted focused upon inviting others’ thoughts in care discussions, providing constructive feedback, facilitating students’ problem-based learning, identifying and resolving learning issues and providing explanations in a clear and concise manner.

Conclusion: TOTR contributed to improvement in midwives’ assessment of their self-efficacy and self-evaluation of preceptor skills. To support and prepare preceptors, educational opportunities such as TOTR are essential.


Why clinicians in the Clinical Procurement Space?

Jennifer Hausnecht (Opie), Robert West and Paul Davies, WACHS, WA

Introduction/Background: In response to the WA Health Strategic Intent 2015-2020 and the subsequent WA Health Strategic Procurement Program, which recognised strong clinical procurement outcome requires an effective balance of clinical knowledge and procurement expertise, the Western Australian Country Health Service (WACHS) introduced 3 clinical positions into the Procurement and Contract Management (PCMD) profile.

Aim/Purpose of Project: The new Clinical Product Team (CPT) applied knowledge and critical thinking to WACHS procurement in key areas of Governance, “Quality and Safety” and “Value for Money”. The CPT aimed to positively influence clinical procurement intelligence across the 7 WACHS regions where over $200 million is spent annually on clinical products.

Methods/Process/Who is being studied: The CPT identified clinical and financial risk in relation to evaluation of clinical products, complaints and recalls. Networking opportunities were leveraged to facilitate engagement with clinicians and participation in procurement related discussions and activities. Involvement with Product Evaluation and Standardisation Committees (PESC) was fostered with the CPT displaying an active role in situations where clinical risk was established. Opportunities for savings initiatives, such as, negotiation of special offers, management of assets and compliance with contracts were initiated.

Results/Outcome: Policies updated by the CPT are located on the WACHS Intranet. CPT are now established members of Regional PESC and chair new “Central PESC” a forum created for WACHS-wide conversations. A CPT member represents WACHS on each Whole of Heath Contract. The CPT’s Savings register demonstrates $402,381 in actual and $603,984 in projected savings for 2016. CPT’s involvement with Quality and Safety initiatives are summarised on an alternate register, for example, identification/management of risk associated with introduction of new Enteral Feeding Connector.

Recommendations/Conclusion: Yes, clinical procurement experience has been instrumental in the CPT’s achievements. Clinical knowledge and understanding facilitates risk assessment and understanding of clinical requirements. As a result Clinical Procurement represents value for WACHS and a valuable pathway for clinical leaders.

A cross-sectional study to establish the supportive care and health literacy needs of cancer patients receiving anticancer therapy in a private cancer centre

Professor Leanne Monterosso, St John of God Murdoch Hospital, University of Notre Dame and Edith Cowan University, WA

Introduction/Background: Advances in anticancer treatments have dramatically improved survival rates with >66% of Australian cancer patients surviving>5 years. Individuals face numerous challenges and live with complex/debilitating side effects of multi-modal therapies and disease-related problems that can significantly impact on all aspects of their life.

Aim: To gain a detailed understanding of patient-reported needs to inform the future development of a modular, online supportive care resource to optimise health and wellbeing during and after anticancer therapy.

Methods: Cross-sectional sample of adult treatment-naïve cancer patients from a large private tertiary Cancer Centre. Data for 120 patients (four cohorts) was obtained by self-report questionnaire to measure supportive

care needs (SCNS SF 34), anxiety and depression (HADS), quality of life (EORTC) and financial toxicity (COS-FACIT). Semi-structured interviews were also conducted (n=5 per cohort). Cohort 1: newly diagnosed anticancer therapy naïve; Cohort 2: completed chemotherapy or three months’ post commencement of another anticancer agent; Cohort 3: three months’ post chemotherapy completion or 6 months’ post commencement of another anticancer agent; Cohort 4: six months’ post chemotherapy completion or 9 months’ post commencement of another anticancer agent.

Results: The cohort was relatively young (m=60.5 years), reflecting the four most incident cancers (breast n=38/32%; bowel n=23/19%; lung n=23/19%; melanoma n=12/10%). Whilst all cohorts demonstrated some degree of need across all domains, cohort 2 demonstrated higher ‘borderline’ anxiety and depression scores; lower global QoL (M=59.7), physical (M=74.2), role functioning (M=59.4), emotional (M=73.1), cognitive (M=68.3) and social (M=65.6) subscale QoL scores; higher psychological, health system and information, physical and daily living supportive care needs. All cohorts demonstrated financial toxicity/concerns.

Recommendations/Conclusion: Unmet needs are prevalent among individuals at all stages of the cancer experience from diagnosis through to the survivorship phases. These findings will be used to optimise wellness, prevent or address unmet needs in a new tertiary Cancer Centre.

Ripple effect: TRACS WA’s novel interprofessional Subacute Care Learning Emotional wellbeing module has a flow-on effect from staff to patients

Helen Mclean and Katie Sutton, Training Centre in Subacute Care, WA

Introduction/Background: TRACS WA have developed a flagship modular Subacute Care (SAC) Learning Program. Modules were identified through sector wide learning needs analysis, gap analysis, stakeholder consultation and local, national and international research regarding trends in subacute care. The program comprises Principles of Rehabilitation, Person Centred Care, Goal Setting, Evidence Based Care, and Team Building is delivered across metropolitan and rural WA. Aim/Purpose of the project: In a climate of burnout, the noted gap was delivery of an Emotional Wellbeing module focussing on taking care of staff. The philosophy being, if staff are highly engaged there be a flow-on effect to the patient and family being engaged in their healthcare journey. Methods/Process/Who is being studied: TRACS WA has demonstrated its social responsibility and is taking a leadership role by implementing and delivering a 2 hour module exploring values and how they translate into virtues where staff can bring their true self to their work in caring for others. The module promotes self-compassion, mindfulness and kindness to self and sees caring for staff as vital to ensure compassionate care for others.

Results/Outcome: Training in mindfulness, empathy and compassion promotes more considered responses by clinicians, reducing the risk of negative emotion-driven decision-making. The program was piloted at Fiona Stanley Hospital (FSH) to 12 interprofessional staff members with 100% of participants recommending training to a colleague and 5 participants noting an increase in their self-worth post training.

Recommendations/Conclusion: TRACS WA identified that if staff have a greater awareness of the emotions that drive their decisions this benefits patients and the organisation. We currently have requests to provide this training to 4 sites which will ensure outreach to around a further 100 staff. Engaging busy time-limited clinicians has a flow-on effect to keep patients engaged, out of hospital and living meaningful lives.


One hand in your pocket enhancing hand hygiene auditing: A pocket book for auditors

Brendon Heley and Ann Whitfield, Fiona Stanley Hospital, WA

Introduction/Background: Hand Hygiene is an international focus for healthcare facilities and is the number one defence for preventing healthcare associated infections. The development and sustainability of a quality Hand Hygiene (HH) program has required leadership and engagement from all staff, including executives, to meet the Western Australian HH benchmark of 80% compliance. This said the ownership and accountability has largely been placed on the Infection Prevention and Management Team (IPMT) to undertake HH surveillance since 2015. Enhancing participation from general Hand Hygiene auditors in the clinical environment has proved challenging in obtaining mandatory data.

Aim/Purpose of the project: The aim was to increase leadership, auditor engagement and data collection by providing a user friendly pocket-sized auditor book with Hand Hygiene Australia’s audit tools. It was also essential that leaders in the clinical environment took ownership for the collection of moments and results to ensure that the organisation remained committed to the program.

Methods/Process/Who is being studied: The idea and development of the HH auditor book was based on the experiences and challenges faced by general HH auditors in clinical areas. Challenges identified by staff included time constraints, difficulties in accessing the data collection sheets and juggling conflicting priorities. In 2016, the IPMT was the predominant data collector for the HH program, collecting 81% of moments.

Results/Outcome: The first audit period for 2017 saw 5001 moments being captured, with 52.7% being collected by ward auditors. This indicates that the HH auditor book had a significant and positive tool that aided moment collection. It allowed auditors to take ownership of data collection and note areas of poor compliance.

Recommendations/Conclusion: Sustainability of the HH program must focus on leaders and auditors’ engagement within clinical areas. The ability to make changes whilst ensuring patient safety starts with the clinicians caring for the patients.

Facilitating personalised burn care across a statewide health network: Supported decision making via Telehealth

Sharon Rowe, Fiona Stanley Hospital, WA

Introduction/Background: Western Australia has a population of 2.6 million, around 10% of the total national population, dispersed over a third of Australia’s land mass. 34% of adult burns patients are from regional or rural areas with over-representation of people who identify as Aboriginal. A telehealth solution aims to ensure equitable and appropriate access to WA Health resources while minimising the personal, emotional and fiscal costs associated with unnecessary patient transfer.

Aim/Purpose of the project: A digital photo review clinic aims to provide a single point of contact at the Statewide Adult Burns Service providing consistent and correct information for timely and appropriate burns treatment regardless of geographic location. The service triages and facilitates transfer of patients with a burn injury to Perth as well as preventing unnecessary transfers and supported early discharge back to the care of local providers.

Methods/Process/Who is being studied: A tier 2, 40.1 clinic was set up within the health department WebPAS system. Digital photos are emailed with the patient’s consent to a designated repository.

An automatic reply provides information for out of hours contact. The referring centre is contacted within 24-48 hours. Photos of patients who are identified as requiring transfer are reviewed by a Burns Consultant, to accept transfer to the tertiary service.

Results/Outcome: Over a 17 month time period, 639 rural/regional/remote patients were referred to the photo review clinic equating to 1,105 episodes of care. 44 patients were transferred to Perth for admission to the Statewide Adult Burns Unit. 68 people attended burns outpatients only.

Recommendations/Conclusion: The use of telehealth and digital imagery improves the quality, individualised care of burn injured rural/regional/remote Western Australians, while offering an opportunity to reduce length of stay and unnecessary transfer of patients. This process also improves the knowledge of rural/regional health care professionals, in turn building better relationships with the local communities.

An explosion of collaboration: Unexpected rewards

Charlotte Burr, Princess Margaret Hospital, WALee-anne Pedersen and Alison McLarty, Children’s Health Queensland Hospital and Health Service, QLDMelissa Heywood, Australian Royal Children’s Hospital, VICJulie Duffield, Women and Children’s Hospital, SAAmy Wethered, John Hunter Children’s Hospital, NSW

Background: Children and young people have unique needs in relation to the provision of palliative care within Australia. The geography and population distribution present challenges for health care professionals caring for children with life limiting conditions and at end of life while aiming to keep children and families close to home. Therefore, the Quality of Care Collaborative Australia (QuoCCA), a collaboration of the inter-disciplinary specialist paediatric palliative care services in each state of Australia was initiated.

Aim of the project: To build confidence, knowledge and skills of health care professionals in regional, rural and remote areas to provide palliative care to children close to home.

Methods: QuoCCA provided “pop-up” education for health care professionals in regional, rural and remote areas who had a child with a life limiting condition and/or at end of life. The bespoke education was delivered face-to-face or by telehealth by the local specialist paediatric service. To ensure services delivered were effective and equitable, specialist paediatric palliative care nurse educators from each state communicated via teleconference monthly, shared resources and offered inter-disciplinary support.

Results: A fortuitous result of the project has been the explosion of collaboration between the small but passionate nursing workforce working in paediatric palliative care in Australia. This fellowship offered support, informal clinical supervision, review of challenging cases and benchmarking between the states to develop individual services. Breaking down silos on a national level has improved knowledge, confidence and the ability to find and interpret evidence based information for care.

Conclusion: Anecdotal evidence suggests nurse leaders could further develop this national model of care for other specialty disciplines that have low patient numbers across large distances. However, formal evaluation of benefits to project staff is required.


Protecting those who care: Innovation and informatics solution

Sian Jones and Ann Whitfield, Fiona Stanley Hospital, WA

Introduction/Background: In 2015, Fiona Stanley Hospital opened a 783 bed hospital and the Staff Health Service was required to complete over 5000 Pre-employment Health Assessments (PEHA). In the absence of a dedicated Information Communication Technology (ICT) solution, an Excel spreadsheet for immunity records was used. The PEHA process is a mandatory requirement within Western Australia (WA) and is an essential safety component to staff safety, which proved onerous due to inadequate system processes.

Aim/Purpose of the project: The aim was to have a database that met the needs of the organisation, patients and staff. There were barriers which included minimal funding, approval processes, current workplace cultures and minimal time to address the gap in preparation for accreditation.

Methods/Process/Who is being studied: A review of the database against the current workforce indicated a 50% gap in compliance with PEHA. Benchmarking demonstrated this was a state-wide issue with others working on similarly ineffective systems. With a short turn around period, consultation from the nursing informatics team was essential to address the deficit and identify potential solutions.

Results/Outcome: The outcome reported a significant cost saving estimated at the value of $200,000 in the first year and $50,000 the second year through the efficiency of an ICT program. The database is available at other sites in South Metro Health Service reducing re-screening and improving cost savings.

Recommendations/Conclusion: Due to the effectiveness of the database, organisational needs were met whilst ensuring patient and staff safety to vaccine preventable diseases, through the accurate data collection and availability of validated reports.

Why do patients fall after elective total hop and total knee replacement surgery? A prospective longitudinal observational cohort study in a large Western Australian private tertiary hospital

Dr Gail Ross-Adjie, St John of God Murdoch Hospital and University of Notre Dame, WAProfessor Leanne Moterosso, St John of God Murdoch Hospital and University of Notre Dame and Edith Cowan University, WAAssociate Professor Anne-Marie Hill, Curtin University, WADr Steve McPhail, Queensland Health, Institute of Health and Biomedical Innovation and Queensland University of Technology, QLDProfessor Max Bulsara, University of Notre Dame, WAAssociate Professor Chris Etherton-Beer, Royal Perth Hospital and University of Western Australia, WAAssociate Professor Gerard Hardisty, Western Orthopaedics, WA

Introduction/Background: Older Australians are undergoing hip and knee replacement surgery in increasing numbers and our aging population will see this figure steadily rise. Although outcomes are generally positive after this surgery there is limited data investigating the incidence of falls in the 12 months after discharge. Falls are often associated with injury and loss of function and may lead to reduced independence and health related quality of life. There are no robust large population-based studies which have examined these outcomes and the economic cost of falls in the post discharge population. This presentation will describe the study protocol.

Aim/Purpose of the project: To measure the incidence and health care cost of falls in the 12 months after

discharge; and to identify risk factors predictive of falls in the 12 months after hospital discharge and health related quality of life.

Methods/Process/Who is being studied: Four hundred and thirty-four patients who have undergone total hip or total knee replacement have been recruited with monthly telephone follow-up for 12 months. Semi-structured interviews have been undertaken to explore participants’ perceptions and consequences of falls as well as falls prevention in the context of their return to independence.

Results/Outcome: Generalised linear mixed modelling will be used to examine falls outcomes as well as patient and clinical characteristics predictive of falls in the 12 months after discharge.

Analyses of Medicare and Pharmaceutical Benefit Scheme data will be undertaken for both fallers and non-fallers to estimate healthcare utilisation costs directly attributable to falling.

Telephone interviews will be digitally recorded, transcribed verbatim and analysed using latent and manifest content analysis.

Recommendations/Conclusion: Understanding why patients fall after this common surgical procedure will enable risk stratification and the implementation of targeted risk prevention strategies.

The mental health nursing practice environment: Implications for nurse retention

Dr Robina Redknap, North Metropolitan Health Service, WA

Background: Historically, mental health (MH) services have faced significant challenges in their ability to attract and retain a competent nursing workforce in the context of overall nursing shortages. Australia is expected to face significant shortages in the future with MH services identified as particularly affected. Although international research demonstrates that creating and maintaining a positive nursing practice environment (NPE) within the general health settings is an important factor for services to consider when faced with nursing shortages, few studies have been undertaken within the MH setting to determine if it has a similar impact. This has now been addressed, with an empirical study conducted in a large Australian public MH hospital.

Purpose:1. To explore and describe how nurses perceived their practice environment before and after implementation

of the interventions to improve the NPE.2. To explore and describe how nurses perceived the interventions.3. To evaluate the impact the interventions had on the NPE.4. To determine the impact the NPE on mental health nurse retention, as measured by intention to leave.

Methodology: A quasi-experimental interrupted time series using a mixed methodology was used. The study involved two phases separated by the interruption: (1) data measuring nurses’ perceptions of their NPE analysed to provide baseline data, (2) the evaluation of the effectiveness of the interventions implemented during the ‘interruption’ and a re-evaluation of the NPE and its impact on intent to leave.

Results/Findings: Four of the eight interventions contributed to improvements in the NPE with an upward trend in all components of the NPE, three of which indicated a statistically significant improvement. The overall improvements resulted in the NPE changing from ‘unfavourable’ to ‘favourable’. While no statistical improvement in nurse retention was observed, trends were positive with a decrease in the proportion of nurses intending to leave their current job.


Recommendations:1. The importance of NPEs is integrated into leadership programs for future nurse leaders. 2. The creation of positive mental health NPEs becomes an integral part of the future policy and strategic

workforce planning. 3. A longitudinal study is undertaken to determine the effects that the mental health nursing practice

environment has on the emotional wellbeing of staff and the impact on intention to remain in the organisation.

Fiona Stanley Hospital Intensive Care Unit, Clinical information system integration

Luke Dix, Ellen Borkwood and Mason Johnstone, Fiona Stanley Hospital, WA

Introduction/Background: The Intensive Care Unit Clinical Information System Project team at Fiona Stanley Hospital (FSH), designed and implemented a paperless clinical information system that supports the automation of the physiological monitoring and electronic prescribing processes at FSH.

Aim/Purpose of the project: The major focus of the project was the replacement of the paper based ICU patient record, including the A1-sized bedside patient chart; the paper based medical record and paper medication charts, with a digital medical record referred to as the ICU Clinical information System (ICU CIS). A number of clinical systems and bedside medical devices are interfaced to the ICU CIS, including the Laboratory Information System, full integration with the hospital digital medical record (Bossnet) and creation of an electronic National Inpatient Medication Chart (eNIMC).

Methods/Process/Who is being studied: The ICU CIS has considerably improved patient safety and quality by improving the safety of medication and fluid prescription; it provides an adverse drug reaction alert module which delivers real-time pop-up alert messages to warn prescribers of potential adverse reactions to medications based on the patients documented adverse drug reaction history.

It also improves accuracy and documentation of fluid balance, and legibility of medical, nursing and allied health notes, thus enabling an electronic medical and nursing handover process.

The deployment of the eNIMC; first deployment of this type in Australia, eliminates the time consuming and error prone manual transcription of ICU medication orders for patients moving from ICU to a ward. The eNIMC produces charts that are legible, accurate and enhances the continuity of care and overall patient safety.

Results/Outcome: The ICU CIS has successfully eliminated the A1 ‘Daily Observation and Fluid Balance Chart’ and all paper prescription charts. The eNIMC has become fully integrated into the ICU CIS for use at FSH.

Recommendations/Conclusion: All Intensive Care Units in WA to have a totally integrated ICU CIS, which delivers optimal patient outcomes, more efficient care of the critically ill and ensures robust data collection.

Leading a multidisciplinary team in reducing endoscopy waitlist

Anne MacDonald, Osborne Park Hospital, WA

Introduction/Background: In December 2014 at OPH there were more than 3100 patients on the endoscopy waitlist, with 78% of cases over boundary. Averages of seven endoscopy lists were scheduled per week with between 5-7 cases per list. There were large numbers of referrals and disappointing attendances rates due to

late cancellations and failures to attend for the procedure. It was apparent that a large number of patients would likely wait years to have their endoscopy at OPH.

Aim/Purpose of the project: To redesign the OPH endoscopy waitlist process so that patients received their procedure within clinically indicated timeframes.

Methods/Process/Who is being studied: A multidisciplinary OPH team led by the Clinical Nurse Manager Surgical Services and supported by the Medical Head of Service identified multifaceted quality improvement strategies for implementation in order to tackle the referral, triage and clerical problems. Major strategies included:

1. A comprehensive audit of the Waitlist to identify and eliminate cases on the Waitlist that had already been performed elsewhere or were no longer required.

2. Designing and applying rules for the removal of patients for repeated non-attendance in accordance with the Health Department of Western Australia (HDWA) Operational Directive 0618/15 (Elective Surgery Access and Waiting List Management Policy)

3. The review and amendment of triage categories to better reflect the level of OPH’s clinical services, level of patient risk and clinical best practice.

4. The development and implementation of a new referral process for General Practitioners (GPs) so that only referrals that complied with a strict ‘evidence base’ were accepted.

5. The implementation of updated, proactive clerical processes to minimise non-attendance and to ensure the optimal utilisation of the Endoscopy lists, including telephone confirmation in advance of intention to attend.

Results/Outcome: The table below reflects the impact of the quality improvement strategies on the patient Waitlist.

Recommendations/Conclusion: The most important lessons learnt were to:• Design process that ensured that the focus is on the patient – Patient first• Identify a clear leader from the outset who provides targeted leadership and support to the team• Ensure collaboration so that smart goals for the project are agreed and achieved• Design accountability into all processes via weekly meetings to monitor the waitlist, bookings, cancellations,

list utilisation etc

Emerging midwifery leaders: A qualitative study of electronic portfolios linking midwifery leadership development in midwifery students through reflective practice

Peta Winters-Chang, University of Queensland, QLD

Introduction/Background: Midwifery leadership encompasses a model that is based on relationships including


the evolution of woman-centred care from hierarchial power structured models of care 1. Enabling the development of midwifery leadership qualities in the midwives of tomorrow is crucial to individual professional development and the maintenance of woman-centred care. A portfolio can contain a collection of work including narratives, that demonstrates achievement. Thus the use of an eportfolio for midwifery students to reflect on the leadership qualities demonstrated in practice, enables students to develop this skill in the care of women and in practice with fellow colleagues.

Aim/Purpose of the project: This presentation will report on the midwifery leadership qualities developed in midwifery students through reflective practice via the use of an eportfolio.

Methods/Process/Who is being studied: A sample of 20 final year midwifery students’ eportfolios will be examined focussing on their reflection of the midwifery leadership qualities they display in clinical practice. The analysis of reflective entries will aim to uncover students’ engagement as leaders, the qualities they felt depicted leadership, and who their leadership development involved; women or fellow colleagues.

Results/Outcome: Preliminary analysis identifies several key themes surrounding leadership qualities. These include communication, role modelling, competence, personal qualities, and critical thinking/decision making. Students demonstrated leadership in the care of women and alongside colleagues within a team.

Recommendations/Conclusion: This research will highlight the importance of leadership development and competence for midwifery students through the use of reflective practice via an eportfolio. Enabling midwifery students to develop leadership qualities ensures the longevity of good leaders in the midwifery profession.

Targeted Nurse Transition Program (TNT): An alternative path to entry into the nursing workshop

Pippa Cook and Sasha Rademakers, NurseWest, WA

Introduction/Background: The TNT program was a pilot test to trial an alternative pathway (to the current Graduate Programs) to entry into the WA Health Nursing Workforce. An alternative pathway was considered given the reduction in Graduate Nurse Positions and resultant number of Newly Qualified Registered Nurses (NQRN’s) who were unable to find employment in the workforce due a generic requirement of 1 year experience post-graduation for many RN positions. Research has identified that NQRN’s do need support but there are different perspectives on what is an appropriate model of transition to the workforce.

Aim/Purpose of the project: The purpose of this project was to trial a program that had been successful in the USA and Victoria, where NQRN’s transitioned to professional practice and also provided stability within the casual workforce.

Methods/Process/Who is being studied: The program was trialled over two tertiary sites with 12 participants. Participants were recruited, orientated and inducted by NurseWest and then allocated to work on a specific ward on one site for 6 months (in agreement with the sites). Participants were supported by the TNT Support Nurse during a weekly visit which included reviews of reflections on practice and debriefing of the shifts worked during the week. Participants were also required to develop their clinical skills based on the need of the ward and be signed off in a Clinical Performance Assessment Tool (CPAT).

Results/Outcome: Participants, Nurse Managers and Staff Development Nurses completed surveys regarding participant performance through the program. At the end of the program participants felt more confident in their practice, had obtained ward based competencies, became acculturated to the workforce and 6/11 gained

employment by the end of the program. The program was cost neutral to sites due to the conversion of agency usage.

Recommendations/Conclusion: The above results are proof of concept that programs implemented overseas and Interstate can be used within the WA Health Nursing workforce. Success of the TNT program adds to the evidence that NQRN’s need support when initially entering the workforce but provides an alternative method of providing this support over a shorter time period using fewer resources.

Development of a phase II pilot randomised controlled trial of a lymphoma nurse-led model of survivorship care

Karen Taylor, University of Notre Dame and WA Cancer and Palliative Care Network, WADavid Joske, Sir Charles Gairdner Hospital, WAMax Bulsara and Carolina Bulsara, University of Notre Dame, WALeanne Monterosso, University of Notre Dame, St John of God Hospital and Edith Cowan University, WA

Introduction/Background: Robust evidence to support nurse-led models of survivorship care in lymphoma cancer patients is limited. A previous study by the authors indicated the need for an experienced health professional to support lymphoma patients to transition into the survivorship phase. Lymphoma is the sixth most common cancer diagnosed worldwide and can be aggressive, requiring treatment regimens that impact long-term quality of life. Current post-treatment follow-up cancer care models fail to address these complex issues. Given that 74% of lymphoma patients survive five years beyond diagnosis and treatment, it is important to address this gap in care by developing and testing our intervention using a Phase II RCT.

Aim/Purpose of the project: To develop and test a nurse-led model of survivorship care that will provide tailored care to meet the informational and practical needs of lymphoma patients who have completed treatment.Methods/Process/Who is being studied: A pilot randomised controlled trial protocol was developed to test the effect of a nurse-led lymphoma survivorship clinic compared with usual post-treatment care at a large tertiary cancer centre in Western Australia. The intervention has included the creation of a survivorship care plan, treatment summary and tailored information pack. It comprises three face-to-face appointments at 3, 6 and 9 months post-treatment completion.

Results/Outcome: Ethics approval has been granted by the relevant university and hospital committees. The nurse-led clinic has been running since mid 2015 and is in the final year of data collection. Feedback has suggested tailored and individualised information and support at the end of treatment has enabled a smoother transition to the survivorship phase.

Recommendations/Conclusion: Nurse-led models are proposed as an acceptable pathway to transition into survivorship. This research will provide valuable evidenced-based data to generate larger phase III trials.

Code Blue Series Education at Fiona Stanley Hospital

Joanne Hammond and Jennifer Czupak, Fiona Stanley Hospital, WA

Introduction/Background: At Fiona Stanley Hospital (FSH) a Code Blue is activated when a person experiences a clinical deterioration; there were 1578 activated during 2016. While all clinical staff attend a yearly life support assessment, they vocalise a lack of confidence and performance anxiety during a Code Blue. A team of Clinical Educators (CE) identified this gap and have developed an education program called the Code Blue Series (CBS) to address this deficit.


Aim/Purpose of the project: The purpose of the project was to provide educational support, resources and practical experiences to decrease anxiety and improve confidence amongst nursing staff whilst responding to a Code Blue.

Methods/Process/Who is being studied: The CE team worked collaboratively to develop the lesson plans and resources which were placed into a toolbox library, so that the CE’s could access and teach any session. The CBS is presented every Monday to create a culture that focuses on caring and supporting staff in a safe and respectful learning environment.

Results/Outcome: The CE team have delivered 12 sessions utilising this program, with the average number of attendees being 16. There has been attendance from clinical areas outside of the service group, which highlights the need and interest in the CBS education. We have interviewed three nurses that have attended the sessions; to gain insight into their experience of the education. They have described the sessions as engaging, practical and relevant to their practice.

Recommendations/Conclusion: The positive anecdotal feedback that has been received is the inspiration to develop our CBS education into a robust research project. We will design an audit tool, using qualitative methodology, which will allow us to quantify the data, make improvements to the CBS and increase nursing staff confidence when responding to a Code Blue.

Engaging clinical leadership with a passport to excellence in a national standard 3

Ann Whitfield and Erica Short, Fiona Stanley Hospital, WA

Introduction/Background: Whilst infection prevention (IP) teams remain the leaders in national standard 3 (NS3) of the National Safety and Quality in Health Service standards, it is equally essential that there are engaged leaders within clinical areas through the use of portfolio holders. A significant organisational gap was noted within the program and with no framework for the role.

Aim/Purpose of the project: The aim was to develop a framework to support the development of clinicians holding the NS3 portfolios. Through innovations in practice a passport to assists clinicians in gaining knowledge relevant to NS3 was created. The passport provides a structured framework, whilst broadening knowledge, expertise and competence of IP principles within the clinical environment.

Methods/Process/Who is being studied: A short survey was sent to NS3 portfolio holders across all disciplines to ascertain the level of perceived engagement and value of IP involvement. Feedback was collated from the survey which strongly suggested that clinicians were keen to expand their knowledge through education. This lead to development of the “Infection Prevention and Management Passport-Primary”. The passport has a number of activities that include quality improvement and peer teaching whist attracting Continuing Professional Development points.

Results/Outcome: It is envisioned that by providing a structured framework that offers opportunity for professional development and education, clinicians will feel supported in the field of IP and will provide leadership to peers. The passport offers development for potential professional advancement whilst striving for excellence. Recommendations/Conclusion: The ability to provide a structured framework encourages clinicians’ engagement as well as professional and personal growth.

Following completion of the passport clinicians will be well equipped to provide professional leadership to their peers resulting increased IP knowledge and compliance with primary principles. It was further noted that participation increased in NS3 activities and general engagement in the field.

Why does a preoperative consult with a breast care burse matter to women undergoing breast surgery?

Gay Refeld and Alannah Cooper, Fiona Stanley Hospital, WADr Janie Brown, Curtin University, WA

Introduction/Background: The Breast Care Nurse (BCN) Clinical Nurse Consultant provides support to patients undergoing breast surgery and a consultancy service for nurses caring for these patients. The study hospital has an annual case load of approximately 400 patients undergoing breast surgery each year. It is well known that preoperative consultation with a BCN provides early recognition of any psychosocial, practical, cultural and communication issues which may require referral onto appropriate health professionals. Therefore, the BCN attempts to see every patient admitted via consultant’s rooms. However, a small number of patients do not get the opportunity for a preoperative consult and anecdotally those patients present with increased anxiety and distress.

Aim: The aim of the research was to understand the difference in patient outcomes between those patients who experienced a preoperative face to face consultation with a BCN and those who did not. Specifically, the study sought to understand the possible benefits of an opportunity for preoperative counselling and education with the BCN. Additionally, the research aimed to understand what effect, if any, the consult has on length of stay postoperatively.

Methods: Data was collected postoperatively from women who had undergone breast surgery via a questionnaire. The questionnaires were provided to women at their postoperative appointment at 1-3 weeks post-surgery. Data was collected from women who had received a face to face consultation, a phone consultation and no preoperative consultation to allow comparison between the groups.

Results/Outcome: In total 88 surveys were distributed and 69 were returned. Quantitative data will be presented comparing the outcomes of patients who experienced a preoperative face to face consultation with a BCN and those who did not. Qualitative data obtained via open-ended questions will be presented to explore the experiences of women who received a preoperative face to face consult and women who did not.

Why develop a professional practice model?

Lorraine Beaty, Osborne Park Hospital, WA

Introduction/Background: This presentation will provide delegates with information on how Osborne Park Hospital (OPH), being a Pathway to Excellence designated hospital, developed and launched its Professional Practice Model (PPM). PPM’s have been recognised within the nursing profession since the 1990’s and enable and empower nurses to express their value in the healthcare context, enabling conversations amongst peers, colleagues and the public, reflecting the way they deliver nursing and midwifery care.

Aim/Purpose of the project: To develop and implement a Nursing & Midwifery PPM.

Methods/Process/Who is being studied: In order for nurses and midwives to truly understand, articulate and live the model, they must be involved from its inception-developing the model from the ground upwards. The Nursing & Midwifery leadership team determined the organisation’s core values would provide a base from which nurses and midwives could reflect and then articulate what it meant to them in their delivery of care at OPH. Communication and Project Plans were developed.


Two major strategies were used to engage as many nurses/ midwives as possible. The first was Brainstorming boards displayed in each clinical area on which staff could document their thoughts and ideas. The second was holding focus groups to explore thoughts and ideas on what it meant to be a nurse/ midwife at OPH. Following correlation of the information from the focus groups and brainstorming boards key themes emerged. An electronic survey was developed to deliver the key themes back to staff for their evaluation and agreement on the PPM statements.

Results/Outcome: Statements for inclusion in the schematic model and an initial draft of the OPH PPM for nurses/ midwives were completed. The draft document was tabled for discussion and feedback at various nursing/midwifery forums with final endorsement at the Senior Registered Nurses Meeting in November 2016. The PPM was formally launched in January 2017.

Recommendations/Conclusion: The development of our PPM for Nurses and Midwives has demonstrated collaboration and extensive involvement of nurses and midwives. The model reflects the voice of nurses and midwives and their immense pride in working at OPH. Their contributions have captured the essence of what it feels like to provide nursing and midwifery care at OPH.

Leading the implementation of Australian/New Zealand Sterilisation Standard 4187:2014 – Reprocessing of reusable medical devices in health service organisations

Jenny Misiewicz, Osborne Park Hospital, WA

Introduction: The fourth edition of the Australian/New Zealand Sterilisation Standards was rolled out in December 2014 across all Australian and New Zealand hospitals with the implementation of the requirements due at the end of 2016. This standard specifies the requirements and practices necessary for the effective and safe reprocessing, storage, handling and transportation of reusable medical devices in healthcare facilities. Osborne Park Hospital’s implementation strategy centred on the setting up a working party of key stakeholders under the leadership of the Area Manager for CSSD. Osborne Park Hospital has achieved successful implementation within the expected deadline.

Purpose of the project: To achieve implementation of the standards within the expected timeframe.

Method: Leadership of the implementation was allocated to the Area Manager for CSSD, a Clinical Nurse with extensive experience in CSSD and operating theatre nursing. Various project planning methods were used and will be outlined. An analysis of the requirements and a gap analysis against current practices was undertaken by the leader, and the project plan developed. Processes included:

• Identifying internal and external stakeholders and convening a working party• Leading the assessment and planning processes for achieving compliance with the reprocessing standards• Effective leadership provided to implement action targets and timelines for the gap analysis • Working party members to be accountable for the monitoring of timelines, problem resolution and

implementation actions

Outcome: Setting directions, working collaboratively and supporting the working party members has enabled the project leader to achieve the following outcomes:

• Re-engineering of CSSD processes• Staff education and coaching in how to work at the expected level• Tools and audits developed and implemented to check and maintain compliance• Strengthening of collaborative with external stakeholders • New sterilisers and washers compliant with new standards

• Reverse osmosis system installed• Instrument tracking system commenced

Conclusion: A review of the successful implementation included the outcomes and impacts on staff and the organisation

Leading change and delivering close to home/cost effective care in a Telehealth setting for rural women

Marina Mickleson and Claire Parker, King Edward Memorial Hospital, WA

Introduction/Background: The rate of diagnosis of all types of diabetes in pregnancy (DiP) has risen considerably in the last decade. King Edward Memorial Hospital for Women (KEMH) sees over 1000 new DiP referrals per year. 13% of these women are currently living in country and remote areas of Western Australia (including Christmas Island). Prior to the introduction of the telehealth clinic, women with diabetes in pregnancy in regional and remote areas did not have adequate access to specialist diabetes antenatal care and had to come to Perth four weekly for antenatal appointments.

Aim: To provide equal access to quality, tertiary healthcare for rural and remote pregnant, diabetic women whilst minimising disruption and cost to both the women and the health budget.

Methods: Telehealth services became available at KEMH in 2013. Country women referred to KEMH for antenatal care, who have either pre-existing diabetes or gestational diabetes, are referred to the Diabetes Nurse Practitioner aiming to provide the majority of the woman’s antenatal care in her home town via Telehealth with trips to KEMH at specific gestations to combine important ultrasounds with specialist antenatal care.

Results/Outcome: Both women receiving Telehealth antenatal care and their health professionals were surveyed and both groups rated the quality of the service highly. Women in particular appreciated less disruption to their family/work with fewer appointments and the savings in trips to Perth. Health professionals felt more confident in their ability to care for pregnant women with diabetes.

Conclusion: The Telehealth service has grown since its inception and now sees more than 100 women across WA and Christmas Island per year. The service builds partnerships between country areas and KEMH, increasing the quality of healthcare by improving the skills and confidence of health professionals in rural and remote areas to manage pregnancies complicated by diabetes.

Case study: Leading change with reflective practice supervision in an early parenting context

Dr Elaine Bennett, NGALA, WA

Introduction/Background: In recognition of the emotional and stressful impact of working with young children and their families, an early parenting not-for-profit service in Western Australia sought to introduce reflective practice supervision (RPS) to support nurses/midwives in their practice.

Aim/Purpose of the project: To present a case study of the development and implementation of a model of reflective practice supervision over two years.


Methods/Process/Who is being studied: A case study design using a mixed methods approach was used for the development and implementation of the model. An initial survey was used to raise awareness of supervision and identify specific needs before education was provided on the model for implementation. The evaluation framework included semi-structured interviews, and a regular survey of practitioners and supervisors with an online questionnaire located on the organisation’s intranet via a link to independent University researchers. Interviews with staff were transcribed and thematic analysis undertaken to identify the themes of the participant perceptions of their experiences.

Results/Outcome: The benefits and challenges experienced at different levels of the organisation are presented. Many nurses’ and midwives’ experiences of supervision had been punitive, management driven and solely clinically orientated. Some nurses/midwives had never experienced supervision. Overcoming these fears and introducing reflective practice supervision has been part of the implementation journey. Thematic data of practice issues and work place stressors has demonstrated a shift in how staff are being able to use reflective supervision to enhance their practice.

Recommendations/Conclusion: This paper provides a stimulus for thoughtful reflection on the expectations that underpin ‘best practice’ principles for RPS and how these might be introduced to support nurses/midwives working with families with young children.

Optimising teamwork. The nursing experience of change fatigue following large scale organisational change

Joanna Camilleri, Fiona Stanley Hospital and Murdoch University, WAAssociate Professor Vicki Cope and Melanie Murray, Murdoch University, WA

Introduction/Background: The rate and pace of organisational change in Australian health care environments is frequent and fast, and if not regulated by organisations can lead to symptoms of change fatigue resulting in burnout, variable team and organisational commitment and reduced quality of patient care. As the largest clinical workforce, research literature pertaining to the nursing profession’s experience of the effects of continuous change and subsequent coping is limited, suggesting the topic is often overlooked. Effective teamwork within nursing has proven a link to positive patient care outcomes, patient safety and improved job satisfaction, but has not been studied in the context of change fatigue.

Aim/Purpose of the project: This research considers the impact of the perception of teamwork in a rapid and ongoing change environment, the opening of a new build hospital in a climate of concurrent clinical service reconfiguration across the area health service.

Methods/Process/Who is being studied: A cross section of frontline nurses will be surveyed to determine the level of change fatigue in a complex and large scale change environment. The cross section takes into consideration the unique composition of nursing teams in this context - those that transitioned to a new build hospital in an established team and those who were assembled in a new team.

Results/Outcome: The findings of this study may give valuable insight into the support required to facilitate effective change transition and minimise adverse symptoms of health care professionals participating in large scale and ongoing organisational change.

Improving the management of older patients presenting to the Emergency Department post fall

Naomi Leyte, Fiona Stanley Hospital, WA

Introduction/Background: Falls are one of the most common reasons older people present to an emergency department(ED), yet many falls patients are given a low priority for care and their assessments are often delayed and suboptimal. At Fiona Stanley ED, at least fifty people aged 65 or more a week present with “low risk” falls, and almost as many again with falls associated with serious illness or injury.

Aim/Purpose of the project: The objective of this work was to comprehensively rework our assessment of low risk falls to a) reduce the ED length of stay; b) maximise safe discharge rates; c) manage common issues associated with falls such as cognitive impairment and polypharmacy; and d) improve the inpatient care of admitted falls patients.

Methods/Process/Who is being studied: We convened a multidisciplinary committee to address the management of falls patients and used evidence from the literature and clinical expertise to create a falls pathway for all patients aged 65 and over presenting to emergency with a fall. This pathway utilises environmental management strategies, nursing risk screen, cognitive assessment, and reviews of medications, mobility and function for all falls patients. We have specific streams for admission and discharge to maximise safety and outcomes for the patient and the hospital system.

Results/Outcome: Within the first 10weeks 213 patients identified suitable and streamed to the Falls Pathway. 10% increase in discharged patients, leading to 30 less bed days and a saving of $40, 000. Recommendations/Conclusion: Continuation of the pathway, with paperwork to be submitted for official MR coding and adoption of a daily Geriatric review in ED.

Take 5 – An education success story

Nick May, Royal Perth Hospital, WA

Introduction: For some staff groups, traditional education methodologies are a failure, leaving customers unreachable. The challenge was obvious: “If the education customer is drowning, how can education look like a lifejacket?”

Aim: Reinvent education format, marketing and mode of delivery to present a refreshing new style of education that is considered accessible, digestible and useful to the time poor customer.

Methods: Collaboration with pharmacy colleagues at KEMH revealed limited success with short, face-to-face “Lightning Talks”. However at RPBG the concept was radically re-designed. Education was built around short, “Must Know / Take Home” messages, with a flexible mode of delivery to support asynchronous learning.

“Take 5” was born out of the understanding that 5 minutes is a realistic attention span of a busy customer. A unique marketing icon was developed and attached to all communication, promoting 2 simple rules: Never more than 5 minutes to read, or 5 PowerPoint slides. Delivery was via intranet hub page, with regular promotion of subjects via email, RPBG “Servio News” and smartphone app.

Results: A library of 14 clinical and non-clinical subjects was developed with new subjects added weekly. Selected content was “featured” every 2 weeks in promotional emails. 381 evaluations were recorded in the first


7 weeks. Participation includes all role groups. Medicine is the second highest participant after nursing. Email is the most successful mode of delivery. Satisfaction is consistent at 93.5%. 52 evaluations (14%) received to date from external metro and WACHS sites from Port Hedland to Esperance. Inter organisation collaboration / content sharing includes KEMH, WACHS. FSH collaboration is under development. The DOH will use Take 5 State-wide for medication safety education.

Conclusion: If you can’t change the customer, change the product. The creation and promotion of a recognisable brand identity is critical to success. Take 5 is a successful and popular format of education that works.

From Senior Flight Nurse to Senior Base Nurse: Building leadership capability at RFDS WA

Paul Ingram and Tania Martin, Royal Flying Doctor Service, WA

At the Royal Flying Doctor Service (WA), we provide primary health care and life-saving aero medical services throughout the state, an area of 2.5 million square kilometres, every day, using the latest in aviation, medical and communications technology.

Enabling our dedicated people to achieve excellence in patient care is paramount to our purpose. Effective leadership plays a large part in that and in 2013/2014 we recognised that a non-traditional approach was needed to broaden our leadership capability beyond the corporate office in Jandakot into our bases, to support our business into the future.

Traditionally, a Senior Flight Nurse (SFN) was responsible for the daily clinical administrative duties of each base, including rostering and ordering supplies. They also oversaw and advised up to sixteen flight nurses at the base, but were not expected to carry out people leadership responsibilities beyond the day to day supervision of work.

With plenty of carefully managed engagement with our people, the SFN role has now transitioned into a people leadership role, and is renamed Senior Base Nurse (SBN). They are responsible for the performance management of their team members, resulting in more frequent face-to-face conversations and swift local issue resolution – important factors for any remote workforce. They champion teamwork and communication at the base, both within their own teams and across the other disciplines. The SBNs also give clinical input into strategic decision-making, contributing to overall business and base objectives.

For many of the SBNs who held the previous SFN role, ‘people management’ was unchartered ground. To support some core competencies such as conflict resolution, managing performance, managing change and problem solving, the SBNs completed the organisation’s inaugural in-house Frontline Supervisors Program in 2016.

These changes have not only allowed our SBNs to grow their leadership skills, but have also enabled our flight nurses to develop by taking on different portfolio responsibilities, in which they take great pride. With a new maturity in the discipline and our crews as busy as ever, Nursing is leading the way.

Does neonatal admission to a high dependency unit impact maternal pain?

Siobhan Eccles, Suzanne Kelly and Alannah Cooper, St John of God Subiaco Hospital, WADr Janie Brown, Curtin University, WA

Introduction: Women whose babies are admitted to a Neonatal Unit (NNU) are encouraged to visit their babies to establish lactation, bonding and assist neonatal recovery. This requires postnatal women to ambulate very

soon after delivery. Additionally, these women are distracted from the more normal postnatal demands due to the stress of their baby’s NNU admission. Conversely, women whose babies are not admitted to NNU have their baby “room in” and often do not ambulate for up to 24 hours post-delivery. Midwives at the study hospital anecdotally described women with babies in NNU who mobilise earlier report lower pain scores and require less analgesia than women whose babies remained with them.

Aim: To determine if postnatal women whose babies are admitted to NNU, self-report lower postpartum pain scores and require decreased administration of analgesia, compared to women whose babies remain with them.

Method: A pilot study with a prospective matched audit of pain scores and analgesia requirements of women whose babies were admitted to NNU compared to matched women whose babies were not admitted to NNU was undertaken. The matched design was 2:1 with two women whose babies remained on the ward matched for every one woman with a baby admitted to NNU. Matching was based on age, birth parity and type of delivery

Results/Outcome: Fifty women whose babies who were admitted to NNU were recruited and 100 women whose babies remained on the ward. Preliminary analysis of 32 matches showed no significant differences in pain scores or analgesia use between the two groups. This presentation will report the full data set of all 50 matches. Data collected from the matched participants will be presented including a description of the analysis and interpretation.

The Influence of the Clinical Nurse Educator role on advancing graduate nurses’ quality of care

Tracey Coventry, Dr Kylie Russell and A/Prof Caroline Bulsara, University of Notre Dame, WA

Introduction/Background: Theoretical and anecdotal evidence suggests that the presence of the supernumerary clinical nurse educator (CNE) in the acute care hospital will positively affect graduates registered nurses (GRN) patient safety outcomes and influence retention to permanent employee. However, the supernumerary role suffers from scrutiny in response to the financial constraints of healthcare organisations and is questioned regarding sustainability.

Aim/Purpose of the project: The purpose of this study was to articulate the effect of the supernumerary CNE on the GRNs’ patient outcomes by generating a richer, deeper understanding of the CNE role in relation to the GRNs quality care of patients.

Methods/Process/Who is being studied: Directly measuring the effect of the CNE role on patients’ quality care was problematic due to the complexity of CNEs’ contemporary scope in healthcare organisations. An innovative solution to this difficulty was the use of the GRN cohort as the lens through which the effect of the CNE role and clinical leadership could be evaluated.

Results/Outcome: The results suggest that the CNE’s value derives from the supernumerary presence—through promotion of evidence based practice, professional role development and collaborative teamwork. The CNE invests in the GRNs’ patient safety and quality of patient care through translation of evidence based practice and support with policy and procedure compliance at the frontline of care. Reflective practices, effective communication and collaborative teamwork promote clinical confidence and progress the GRNs’ professionalism, resilience and maturity. The CNE role was identified as a congruent leader who is approachable, supportive, connected and passionate about patient care.

Recommendations/Conclusion: This research substantiates the role and clinical leadership of the CNE in


supporting GRNs’ transition to practice and as a practical solution to champion the retention and longevity of the newly qualified registered nurse—our future nursing workforce.

The Maternity Services Viewer

Linda Sinclair, Women and Newborn Health Service, WA

Introduction/Background: The Statewide Obstetric Support Unit (SOSU) devised a web based tool - The Maternity Services Viewer, in response to an identified problem of mothers and or newborns residing in rural areas, ‘falling though the cracks’ once discharged from tertiary or secondary care and resulting in near misses and or poor health outcomes. There appeared to be a knowledge deficit in matching the most appropriately resourced health service to the immediate antenatal/postnatal requirements for that mother and or baby.

Aim/Purpose of the project: The objective was to create an easy to use web based map of WA’s regions supported by a database of all available maternity service providers within each region, services available in each community and distance to the next closest maternity service if one wasn’t available in that community or town.

Methods/Process: Epidemiology at the Department of Health and SOSU utilised existing networks to contact key stakeholders and seek permission to access lists of service providers, contact details etc. The software program was one already employed by WA Health to track WACHS accommodation and properties but hadn’t been used in this fashion before. The epidemiology department will continue to provide the software expertise and management of the map whilst SOSU will manage the database to ensure the information remains up to date and relevant.

Results/Outcome: The MSV has been piloted at King Edward Memorial (within the antenatal clinics and postnatal wards) and also in the Kimberley region as these are two of our most complex organisations involved in maternity care provision.

Recommendations/Conclusion: This tool is currently limited to the intranet, however availability is in process through a reverse proxy to maximise the use. This SOSU initiative has already generated interest from other specialties to improve service provision.

The patient’s voice: A daily patient delivered handover

Kim Maddock, Nepean Blue Mountains Local Health District, NSW

Introduction/Background: Consumer engagement and patient centred approaches are associated with not only patient and staff satisfaction, but also improvement in safety and quality and cost effectiveness in healthcare. Many managers are faced with daily reviews of clinical incidents, and at times, reviews and responses to complaints from consumers of our health service. Frequently at the core of these incidents and complaints is the lack of effective communication, often the patient or clinician is not informed, or the information is communicated in a way that there is a misunderstanding of the intended message.

Aim/Purpose of the project: Our project implemented an innovative patient delivered handover, which is a NSW “first”, and potentially a first for a wider health arena, both nationally and internationally, aimed at increasing consumer engagement whilst decreasing clinical incidents and harm to our patients.

Methods/Process/Who is being studied: Pre implementation surveys and audits were completed, with these

surveys indicating a huge disparity in clinician and consumer perception of engagement and value. The audit also demonstrated bedside handover was occurring in a lot of places other than the bedside. Patients, families and carers are provided with a letter of introduction to the handover, which outlines why we are using the handover process, recognising the importance of safety and communication whilst they are inpatients. The handover occurs once a day at the 1400hrs shift to shift nursing handover. We provide the patients with a template with prompts for the information we would like them to share with us at their handover.

Results/Outcome: Post implementation surveys and audits demonstrated a 30% decrease in clinical incidents, patient involvement in their healthcare journey increased, observational audits indicated that handover is back at the bedside, and the extremely powerful positive feedback received from patients and staff included; “I felt that the handover process was well done. It was great to feel valued and included.” “Makes you feel welcomed” “Felt involved” “I feel good about expressing myself, and more confident”. “I enjoy the patients handover” “Communication between nursing staff, patients and their relatives seems easier and happening more frequently.”

Recommendations/Conclusion: Patient delivered handover is a powerful initiative that is easily adoptable and adaptable to enhance high quality and safe healthcare.

Celebrating the Y Gen

Janine Watts, WA Country Health Service – Great Southern, WA

Against the background of a statewide demand to accommodate newly qualified graduates into vacant positions, the WACHS-Great Southern region in 2017, with a nurse education unit consisting of around 3.7 FTE, has been able to successfully triple their intake to twenty-four graduates annually. The team believe the key to successfully supporting the graduate increases, lies in accepting and acknowledging the very special abilities and needs of the next generation, Gen Y.

The project aimed to examine in a phenomenological manner a range of strategies utilised to both engage and assist graduates to transition to practice, and to assist existing staff, who are not members of this generation, to work with this challenging and exciting cohort of staff.

The use of existing research to guide program choice, delivery methods and timing of intervention and support, within a structured graduate program, was measured using structured questionnaire and interview techniques, before being analysed and themed.

The results of this study has been to develop a body of knowledge suitable for verifying a range of items which assist graduate transition, staff acceptance of Y generation graduates and explores barriers and solutions developed to overcome barriers encountered. It is possible to extract a blueprint of successful ideas suitable for replication across rural and remote work sites in other states and regions.

Recommendations relating the type and volume of information needed to ensure existing staff have a clear and consistent understanding of the needs of new graduate nurses is discussed, and a range of strategies employed to ensure managers themselves are supported through this process also is included in the conclusion of this paper.


A risk-based approach to accreditation: Why the time is right

Dr Margaret Gatling, Australian Nursing and Midwifery Council, ACT

ANMAC was appointed by NMBA as the independent body to undertake accreditation of nursing and midwifery programs leading to registration or endorsement at the commencement of the National Registration and Accreditation Scheme in 2010. However, while the majority of education providers and other stakeholders expressed satisfaction with ANMAC’s work, feedback indicated that the accreditation process took too long, duplicated the work of other regulatory bodies, and was costly both financially and in terms of staff effort.

ANMAC determined to address this feedback by considering ways of streamlining the accreditation process while still retaining the rigour, integrity, and validity required to ensure quality education of nurses and midwives and ultimately, safety of the public. The time was right for change.

An independent review of the ANMAC accreditation process was commissioned. The resulting report supported an idea that ANMAC had already been developing i.e. a risk based framework for accreditation.

A risk matrix based on factors which are known to pose risk to an education program meeting the accreditation standards was developed. The risk matrix will be applied to all programs at the end of the assessment process. It will also be applied to the annual program reports which ANMAC reviews as part of its monitoring function. Thus all currently accredited programs will have a risk rating applied within 12 months of the start of the new process.

ANMAC launched the new risk-based process in February 2017. Evaluation points have been scheduled regularly to gain feedback from both ANMAC staff and end-users of the new process. The initial response from stakeholders has been positive.

ANMAC considers that by listening to feedback and developing an innovative way of accrediting nursing and midwifery education programs, we are demonstrating strong leadership and showing the way forward for other accreditation organisations.

Nursing leadership for positive patient outcomes

Julie Connolly, Osborne Park Hospital, WA

Introduction: There is increasing pressure on Western Australian hospitals to reduce costs to ensure that care is delivered at an affordable price in line with activity based funding. One of the major strategies is to reduce the length of stay for inpatients and improve clinical efficiency. In recent years, enhanced recovery programs and advances in surgical techniques, pain control and early mobilisation have seen average hospital stays for Total Knee Replacement (TKR) surgery decrease to 2-4 days. In 2015, OPH performed 112 total knee replacements with an average length of stay (ALOS) of 4.5 days. Although this is well below established benchmarks, a working group was formed to investigate potential process changes.

Purpose of the project: Review existing practices to identify and implement positive improvements on patient outcomes and length of stay.Methods: Nursing leadership for the project was provided by the Area Manager for Surgical Wards and Clinics, a Clinical Nurse with extensive experience in surgical nursing including clinical and management roles. Various project management processes were used including;

• Identifying internal and external stakeholders and conveying the project group• Extensive consultation with joint surgery patients and carers

• Providing effective leadership to implement action targets and achieve timelines.

Outcomes: The identified solutions were piloted at OPH for a period of three months (May - July 2016). Forty-two patients had a TKR at OPH during the pilot period. Of these, 33 were admitted into the pilot project. The ALOS for the pilot group was 3.4 days versus 4.5 days, demonstrating a reduction in ALOS of 1.1 days. This demonstrates a 35.2 day reduction in bed days resulting in an estimated net saving of $34,272 and a potential saving of 4,224 bed days or $128,520 per annum.

Twenty-four patients returned patient satisfaction surveys prior to discharge. In general responses were very positive, including twenty-one respondents who agreed/strongly agreed they felt ready to be discharged from hospital.

Conclusion: The successful pilot project initiatives have now been incorporated into standard clinical practice and demonstrate the benefits of multi-disciplinary teamwork and nursing leadership.

Reaching for the STARS

Susan Slack and Tessie Abbott, Princess Margaret Hospital, WA

Evidence in the literature supports the impact of dedicated after-hours teams on the quality and safety of patient care. Traditional models utilise advanced practice nursing roles to facilitate clinical leadership and operational management after-hours. However smaller healthcare facilities often combine these roles to meet resource and financial constraints. Introduction of a new model of care after-hours in a tertiary paediatric hospital facilitated the opportunity to pilot an innovative new role.

Nursing leadership recognised the increasing acuity and complexity of clinical care afterhours and the need to provide appropriately trained and experienced staff to ensure continuity in the quality and safety of care. Expanding responsibilities and competing priorities limited the capacity for the after-hours clinical manager to meet increasing clinical demands. Audit data and evidence collated prior to implementation identified 4pm to 12pm as a period of increased clinical demand.

The aim of introducing a clinical nurse role (CN) to the after-hours team was to strengthen clinical support and resources and provide a more coordinated and integrated response to clinical review and management. The Safety Team Afterhours Response Service (STARS) CN provides clinical expertise, through a range of specialist skills and experience, and has the capacity to identify, manage and escalate care as appropriate. Working collaboratively within the interdisciplinary team, the CN plays a pivotal role in the identification and management of patients of concern across inpatient units and provides valuable support and guidance to nurses to improve the quality, safety and continuity of care after-hours.

Evaluation of qualitative and quantitative data over 12 months will measure impact and outcomes including response to clinical deterioration, clinical incidents and staff feedback. Benefits to date have included skills and practice development, education and emergency response.

This presentation will highlight opportunities and challenges, and provides a viable alternative to traditional after-hours models for smaller sites.


Why bricks and mortar can drive clinical reform

Suzanne Taylor, WA Country Health Service – Wheatbelt, WA

Introduction/background: The Wheatbelt region is currently undergoing a significant capital development program funded by Royalties for Regions (RfR) and delivered through the Southern Inland Health Initiative (SIHI). A total of 27 sites are in construction and/or undergoing major renovations and refurbishments. The capital works will support compliance with National Codes, enable service expansion and improve the consumer experience, but more importantly are the catalyst to major clinical reform.

Aim/purpose of the project: The SIHI Project aims to transform health care through introducing contemporary and innovative health service models within six separate care delivery streams.

Methods/Processes: Involvement of nursing clinical leads in project planning and management has been essential to ensure clinical reform. Nursing leadership in decision-making regarding design, fittings and equipment has ensured development of functional and flexible clinical spaces with contemporary workflows and connectivity between areas of practice. Leadership, strategic planning and policy supports have also been strengthened through the role of senior nurses.

Results/Outcome: Although the capital works program is still in progress we have already realised substantialimprovements in the areas of clinical equipment, emergency triage, infection prevention, response to clinical deterioration and cancer treatment. This presentation describes how the clinical enhancements from the capital program will service Wheatbelt patients and practitioners now and into the future as they focus on supporting contemporary, flexible, streamlined, integrated and effective measures that are more likely to accomplish continuity of care in an economic environment where health spending will be constrained.

Recommendations/Conclusion: The lasting benefits and impact of the SIHI capital program will ensure sustainability and an improved capacity for community members in the Wheatbelt to access a greater range ofservices and a higher standard of care closer to home.

Trauma Team Simulation Training – Addressing the non-technical skills of trauma teams through interprofessional high-fidelity simulation

Hannah Solomon, Western Australian Trauma Training and Education Unit, WA

Introduction/Background: Many people die each year in hospitals as a result of clinical errors. Interprofessional education through simulation has been identified as a tool to address human factor errors and reduce the risk of critical errors.

An evaluation of the Western Australian Trauma Training and Education Unit (WATTEU) programme identified the lack of non-technical skill training and collaborative education. An interprofessional trauma simulation course was developed to address human factors, improve communication and to develop leadership and followership.

Objectives:• Facilitate interprofessional trauma teams working together in a high-fidelity simulated environment• Develop non-technical skills required for effective trauma management• Utilise principles of Crisis Resource Management • Build capacity for reflection and self-discovery.

Method/Process: A one day course was developed using high-fidelity mannequins and standardised patients.

Faculty included medical and nursing instructors with trauma and simulation experience and participants included medical, surgical and nursing participants from different sites across WA Health. Participants rotated through four scenarios, through different team roles and participated in a structured debrief to close the learning loop.

Results/Outcome: A successful pilot course was conducted in June 2016. • 92% of participants agreed the course was well prepared with a useful blend of theory and practical

application• 100% agreed simulations were true to life, relevant to practice and that debriefing was valuable for learning• 100% agreed they would recommend the course to their colleagues.

Recommendations/Conclusion: Evaluation has assisted in the critiquing and development of the course for future delivery and sustainability. Two courses have now been delivered based on recommendations and further evaluation will be required to assess long-term impact. So why promote interprofessional education through simulation?

• Better non-technical skills improve team performance• Effective teamwork has been linked to patient safety • New and innovative training strategies improve staff satisfaction and retention

So the question really is, why not?

Managing clinical deterioration through up-skilling and empowering nurses

Carol Douglas, Sir Charles Gairdner Hospital, WAJulie Smith, Catholic Homes, Aged Care Provider, WA

Upskilling and empowering nurses working in the Residential Aged Care (RAC) setting is crucial to improving the quality-of-life of many older people living in the RAC setting.

This presentation will highlight how two health care sectors; residential and acute, working in partnership with a common goal are striving to achieve this. Through education and providing RAC nurses with the right tools to assist with symptom management and early identification of clinical deterioration.

Residential Care Line (RCL) Outreach Service is a nurse led acute care based service that provides advice and support to staff working in RAC. Education is one of RCL’s core service functions, though it became evident that education alone was not enough.

A group of senior nurses from RAC and RCL formed a ‘working group’ looking at developing tools to assist nurses in RAC to better manage their residents. This group is now known as the Residential Aged Care Clinical Collaborative Group.

What we found; 35-50% of emergency department presentations from RAC are as a result of a fall and that many of these older people who sustained a fall had symptoms of chronic health conditions that potentially go undetected. Many older people enter RAC without advance care directives. With or without directives what are nurses in RAC to do when they are faced with a clinical situation and no plan to manage?

This presentation will showcase how RCL and the ‘working group’ are addressing these barriers through the development of;

1. RCL Education Framework, topics include; Chronic Conditions and Clinical Deterioration and Identifying


End-of-Life, and 2. ‘Clinical Treatment Guidelines’ aimed at providing nurses with the tools to help establish residents individual

clinical treatment plans, potentially avoiding an acute deterioration or at least an action plan to manage the frail older person’s symptoms in the right place and time.

Nurses and midwives uniquely positioned to lead and influence within health informatics

Regina Browne, Sherril McMahon and Donna Rogers, WA Health Nursing and Midwifery Informatics Group, WA

Introduction/Background: Forming the largest profession of the health care team, nurses and midwives are uniquely positioned to lead and partner in the development, implementation and use of health related Information Communication Technology (ICT) systems. Nurse and midwifery informaticians specialise where nursing and midwifery science, information management and computer science converge, enabling them to be effective translators between nursing and midwifery practice, and ICT.

Aim/Purpose of the project: The aims are to:• Action the “development of nursing and midwifery informatics and ICT strategies to promote performance

and improvement” priority of the WA Health Nursing and Midwifery Strategic Direction 2015-17• Strengthen the nurse and midwifery informatician role within the health care team that implements WA

Health ICT strategies

Methods/Process/Who is being studied: Nursing and midwifery leaders in WA established a State-wide Nursing and Midwifery Informatics Group that consists of nursing and midwifery informatics leaders from Health Service Providers (HSPs) in the public health system.

Results/Outcome: Integral to ensuring nurses and midwives are involved in conversations and influencing decision making within ICT is ensuring appropriate nursing and midwifery representation on ICT committees and boards. The State-wide Nursing and Midwifery Informatics Group, established in December 2016, has promoted nursing and midwifery informatics and anticipates becoming the state’s resource group for nurse and midwifery informatics. The Group supports nursing and midwifery leaders in the execution of ICT strategies that aim to improve patient outcomes and enhance nursing and midwifery practice.

Recommendations/Conclusion: Influencing the inclusion and engagement of nurses and midwives in the health informatics agenda requires a focus on leadership to ensure that ICT committees, boards and Business User Groups include nurses and midwives in their membership. Moving ahead, the key priorities will be centred on building capacity and capability through education, participation in projects, networking and leadership development.

Safety & quality indicators / Online quality recording

Richard Gillett, Department of Health, WA

This short presentation will cover how the Department of Health is leading the development of safety and quality indicators across the healthcare system. We’ll cover how we have engaged with staff and give some examples of how we’ll be using the information to drive improvements in the quality of care. We’ll also cover where we have gaps in information, and how we’re using online systems to help record process and quality outcomes for our patients.

POSTER PRESENTATION ABSTRACTS* All poster abstracts are listed in order of appearance in the program

The importance of data integrity: A position tites project

Myra Book, Nursing and Midwifery Office, WA

Data and workforce planning are a high priority for WA Health. It was identified that data on nursing and midwifery health professionals working within WA Health was inconsistent. Other clinical professions (medical and allied health) had recently standardised their position titles. Implementation of standardised Nursing and Midwifery Position Titles (N&M PT) would ensure nursing and midwifery are comparable in reporting capability as the other professions.

The N&M PT project aimed to improve the robustness of data used for health workforce planning by creating a standardised list of N&M PT’s for use across whole of health, and then standardise as well as group titles with common nomenclature.

This complex project spanned across 2013 to 2017 where 19,000 N&M positions were reviewed, and 2,226 N&M PTs were reduced down to 430. The project was a collaborative effort between the Nursing and Midwifery Office (NMO), the Royal St Workforce Directorate and the WA Health Nursing and Midwifery Advisory Committee (WAHNMAC), and split into 2 phases. Phase 1 involved thorough N&M PT review in consultation with health services, auditing to cleanse the PTs with a view to standardise and reduce the N&M PT list in order to improve data integrity. Phase 2 involved implementation and Upload of the N&M PT in Lattice/ALESCO by Health Support Services (HSS) and communication strategy to launch titles as changes in the system were made.

Challenges were faced over the life of the project; WA Health had seen significant restructure and reconfiguration of services. The project team’s reflections are translated into a Project End Report, addressing lessons learnt; the most important being the need for robust project management principles, with clear governance and timelines. NMO felt if another health service was to embark on a similar project, these experiences and insights would be of great value.

Close to home: Patient focussed paediatric palliative care

Charlotte Burr, Marianne Phillips and Suzanne Momber, Princess Margaret Hospital for Children, WAAnthony Herbet, Helen Irving, Lee-anne Pederson, Sarah Baggio, Angela Delaney, Leigh Donovan, Jacqueline Duc, Kate Edgworth, Penny Slater and Susan Johnson, Children’s Health Queensland Hospital and Health Service, QLDSusan Trethewie, Sydney Children’s Hospital, NSWJenny Hynson and Melissa Heywood, John Hunter’s Children’s Hospital, NSWSarah Fleming and Julie Duffield, Women and Children’s Hospital, SA

Introduction: Children and young people have unique needs in relation to the provision of palliative care within Australia. The geography and population distribution present challenges to the care of children with life limiting conditions. Children and families often want to remain at home or close to home when receiving palliative care. “Pop-up” education provided by a specialist service can create a paediatric network and build the capacity of local health care professionals (HCP) within a child and family’s community enabling them to remain close to home.

Aim of the project: The Quality of Care Collaborative Australia (QuoCCA) aims to build the capacity of health


care professionals in regional, rural or remote areas to provide paediatric palliative care to children close to home. Methods: A collaborative of specialist paediatric palliative care services in each state of Australia provide “pop-up” education to HCP within a child and family’s local community face to face and by telehealth. Each education package is specifically tailored to care required for the child and considers the HCP knowledge and skill. Knowledge and confidence are evaluated with self-report questionnaires completed by participants.

Results: Sixty-six “pop-up” education sessions were delivered between June 2015 and March 2017 across each state and territory of Australia. Of 633 participants (109 hours of education), nurses represented the largest group of attendees. Medical and allied health staff also attended demonstrating the need for education applicable to an inter-disciplinary audience. To date there has been an improvement in the knowledge and confidence of participants in a number of domains related to patient care. Conclusion: A collaboration of paediatric palliative care services providing education in a planned and co-ordinated way shows promise in increasing capacity for paediatric palliative care within Australia.

GREaT (Get Real Experience & Try)

Pippa Cook and Natalie Male, NurseWest, WA

The Get Real Experience and Try (GREaT) program provides year ten secondary high school students with the opportunity to learn about nursing and midwifery via a structured hands on experience in a health care setting. GREaT provides students with a five day placement at various public health sites in the metropolitan and regional areas of Western Australia.

The Nursing and Midwifery Office of WA (NMO) identified that there were limited opportunities for secondary students to be exposed to nursing and midwifery through work experience placements. The NMO, in conjunction with NurseWest developed GREaT program to enable students to experience nursing and midwifery via work exposure in a structured program that takes the responsibility for placement management from the health site. The secondary intended outcome of the program is as a long term workforce strategy to help with the future projected shortfalls in Nursing and Midwifery.

Since the inaugural program in 2013, GREaT has placed over 750 students in health care settings across the state. Student demand grows each year within excess of 650 student applications received for the 2017 program that has a placement capacity of 250.

Feedback from students is overwhelmingly positive, with the majority of students identifying that they intend to pursue nursing and midwifery as a career after the GREaT experience. Long-term evaluation has indicated positive correlation between GREaT program participation and enrolments into nursing course providers. Due to the success of the program it is anticipated that the number of health sites students can attend will increase and expand to areas of nursing that historically have been unable support secondary students such as community health (participating for the first time in 2017). The aim is to give students an insight into the vast diversity of nursing roles available to them should they choose this career pathway.

Clinical Nurse Educators and optimising as leadership process

Tracey Coventry, Dr Kylie Russell and A/Prof Caroline Bulsara, University of Notre Dame, WA

Introduction/Background: The process of optimising-making the best of a situation and using available resources-is a function of leadership. When first examined by Irurita in Western Australia during the mid-1980s,

the focus was on registered nurses in leadership positions and the situations they experienced. This innovative research sought to determine why nurses failed to attain a more influential leadership role in the delivery of healthcare and development of the nursing profession during challenging times. Irurita dismissed leadership theories as inadequate to describe effective leadership behaviours where budget concerns and consumer demands dominated. The model of leadership developed by Irurita included levels of optimising and contextual factors related to the environment, organisation and individual attributes. Currently, the acute care hospital environment is characterised by increasing patient acuity and chronicity, nurse shortage and workload issues, and accountability and financial constraints. Drivers to meet positive patient-centred outcomes include an investment in clinical leadership.

Aim/Purpose of the project: To compare the clinical leadership of the clinical nurse educator (CNE) to the phases of optimism linked to Irurita’s leadership model.

Methods/Process/Who is being studied: Graduate registered nurses (GRN) in their first year of practice were the lens through which the CNE clinical leadership was evaluated and compared to Irurita’s progressive phases of optimising.

Results/Outcome: The CNEs influential presence and optimal use of resources in the GRNs transition and career progression is explained by the phases of transforming and investing. The CNE who found their leadership role challenging was reported as surviving. The underperforming CNE was consistent with floundering; a failure to optimise.

Recommendations/Conclusion: In the challenging context of healthcare, optimising as a leadership process is useful to describe the CNE role and clinical leadership as an asset to bedside nurses and their professional development supporting improved performance, capacity and capability at ward level.

Implementation of Gastro Referral Pathway at secondary healthcare sites: Streamlining referral processes following service reconfiguration

Michelle Davies and Nicole Newell, Western Australia Cancer and Palliative Care Network, WA

Introduction: The staging, diagnosis and treatment pathway for colorectal cancer is complex and can involve multi-modality treatment across numerous health sites. Poor coordination results in delays to appropriate referral. In July 2016, Metropolitan Health Services were reconfigured and catchment areas restructured. Following this inconsistent referral pathways from secondary to tertiary sites were identified.

Aim: Adapt and implement the Gastro Referral Pathway (GRP) for use in secondary hospitals to: • Streamline the referral/staging pathway between secondary and tertiary sites• Promote early referral to Colorectal Cancer Nurse Coordinator (CRCNC)

Description: Two secondary sites were reviewed. Reports from the CRCNC database identified that patients were not consistently referred to the correct tertiary centre, with no referrals during July – October 2016. Collaboration with multidisciplinary teams resulted in adaptation of the GRP that was successfully in use at tertiary sites. The adapted GRP was then implemented at the secondary sites. The process involved:

• Discussions with multidisciplinary teams at secondary and tertiary sites• Education to procedural unit staff• Development of posters of GRP for display • Development of a generic colorectal cancer referrals email address to facilitate direct referrals from

colonoscopist to the surgical team at tertiary site


Outcome: The GRP was implemented in collaboration with the Nurse Manager of the secondary hospital sites followed by onsite education. Following implementation in October 2016, 13 of 15 referrals from secondary hospitals have been directed to the CRCNC via the GRP.

Conclusion: The GRP has streamlined the referral/staging pathway for colorectal cancer patients who underwent colonoscopy at secondary hospitals by facilitating referral to the appropriate tertiary site and early referral to the CRCNC service. Implementation of the GRP is underway at other secondary hospital sites and is also planned for rural sites.

Changing practice: From care enforcer to care provider

Richard Jenkins, Linda Locke, Meegan McKay and Tracey Coventry, Joondalup Health Campus, WA

Introduction/Background: Collaborative care in the Joondalup Health Campus, Mental Health Unit embraces professional training strategies that develop and sustain therapeutic relationships. These are foundational to providing a safe environment and to reduce restrictive practices for all patients with mental illness. The security worker role, integral to patient and staff safety has previously received no specific mental health preparation. This nurse led initiative emphasises maintaining a safe environment through practical training underpinned by the overarching philosophy and culture of patient and family centred care and respect for patient rights.

Aim/Purpose of the project: To maintain a safe environment for patients and staff by including the security worker role as part of the mental health recovery focused team.

Methods/Process/Who is being studied: Practical training encompasses advanced communication skills to highlight the alternative pathway for engaging the security workers as care providers rather than care enforcers. De-escalation techniques, negotiation strategies and response planning provides replacement to contraindicated and unsafe protection practices resulting in violence and staff and patient injuries. Integral to the training is the exploration of interprofessional care and teamwork to provide an understanding of interventions necessary for supporting patients’ treatment and care.

Results/Outcome: The security workers advancement through targeted training provided opportunities to manage clinical risk related to restrictive practices. They report a greater awareness of the bigger picture of mental illness, mental health standards and their role at the local level.

Recommendations/Conclusion: The security workers engage with the mental health team in recovery focused care to enhance the quality of life and wellbeing of patients, their families and carers and contribute to the protection of patients and staff working in mental health.

Frontline clinical leadership in acute mental health care

Linda Locke, Julie Robson, Meegan McKay and Tracey Coventry, Joondalup Health Campus, WA Introduction/Background: Innovation and improvement in clinical practice is necessary to recognise and respond to the needs of the patient with mental illness. Clinical leaders are nurses who work at the frontline of care who are therefore, best placed to change practice and promote positive patient outcomes. A congruent clinical leader is described as one who is followed because their values and beliefs are matched by their actions and who may not have a formal position of leadership. The mental health services manager identifies congruent leaders in the team and facilitates their potential and actual clinical leadership by providing effective support, encouragement and resources.

Aim/Purpose of the project: Facilitation of clinical leadership provides opportunities for frontline mental health staff to initiate and implement sustainable changes in practice that are evidence based and deliver positive outcomes for patients with mental illness.

Methods/Process/Who is being studied: Frontline clinical leaders vary in years of experience and qualification. Potential is recognised through staff meetings and initial expression of innovative ideas and suggestions for practical applications and future investments. Congruent leadership characteristics clearly describe the staff who have expertise in mental health care, are effective communicators and influencers, act as role models, show evidence of high standards of patient care and empower others to collectively transform services.

Results/Outcome: Frontline clinical leaders who initiate innovation and implement change in practice are able to counter resistance and lack of cooperation through their passion for mental health, knowledge of change management principles, willingness to take considered risks, self-confidence through supportive mentorship and who access to useful resources. These clinical leaders oppose the apathy and cynicism affecting staff working in a consistently high area of stress.

Recommendations/Conclusion: Congruent clinical leaders act on their beliefs and values for the benefit of the patient with mental illness to empower and consolidate change in practice.

Enhancing collaborative care and positive patient outcomes: Introducing the mental health specific policy analyst role

Linda Locke and Tracey Coventry, Joondalup Health Campus, WAIntroduction/Background: Mental health specific policy and procedures are a reflection of the current legislation, national safety and mental health standards required to ensure patients with mental illness are provided with high quality of care. With the introduction of the Mental Health Act 2014, local policy review processes were introduced for timely transition from initiation to implementation with ongoing evaluation. Aim/Purpose of the project: To provide evidence-based policy processes at ward level for clinical and non-clinical mental health staff in order to safeguard quality outcomes for patients while accountable to commonwealth and state legislation, national standards, WA government policy and frameworks, and organisational directives.

Methods/Process/Who is being studied: A non-traditional nursing Policy Analyst role was initiated to ensure local and organisational compliance with the implementation of the Mental Health Act 2014. The role was responsible for the initiation, development, publication, implementation and review of mental health specific policy, guidelines and procedures. Criteria for the role included postgraduate qualifications, expertise in policy writing, creation and review procedures, research, and evaluation skills, computer literacy and the ability to translate concepts and legal terminology to uncomplicated language.

Results/Outcome: This innovative role uses a collaborative approach by liaising with the mental health team. This includes the service manager, head of department, clinical nurse specialist, staff educator, nursing, allied health and clerical staff. The priority is new policy development and revision of existing policy to meet legislation and operational standards reinforcing positive patient outcomes. Policy, guidelines and procedures are made computer accessible, use a consistent format, promote accurate decision making and confidence thorough currency, research and presentation.

Recommendations/Conclusion: Policy expertise in the mental health unit is responsive to changes at commonwealth, state and organisation level, influences patient safety through translation of evidence based practice, is an investment in collaborative quality care and meets accreditation standards.


Obtaining health equity: Extending beyond the traditional boarders of health into the communities where patients live

Sara Mason, Hawkes Bay District Health Board, NZ

People who live with LTCs have multiple challenges that affect their capacity for self-management and attendance to community rehabilitation programmes. The PLTM service provides health literacy and self-management that builds on education from subsequent contacts. All patients referred to the programme are provided with a one-hour comprehensive assessment and education session by the Clinical Nurse Specialist in a clinical setting or in the patient’s home. Whānau are encouraged to attend to support the patient in the hope that this information will expand into the wider whānau network. Expanding on this education in a ten-week intervention, coupled with the exercise component begins the patient’s journey into healthy lifestyle changes.

The aim of this study was to ascertain if any reductions could be seen in emergency presentations or hospital admissions for patients who had participated the PLTM services, one-hour assessment or a ten-week intervention.This study used a quantitative, three group design of 287 participants with respiratory disease. Emergency presentations and hospital admissions for both overall LTCs and respiratory disease were analysed using general linear models, corrected for age, gender and ethnicity.

The ten-week intervention showed 75.7% less emergency room presentations with LTC (p=0.006) and 58.9% less hospital admissions with LTCs (p=0.008) compared to the non-participation group. In all outcome measurements people who identified as Māori had better outcomes than non-Māori with the largest difference found in respiratory emergency presentations (-.27). Interestingly, no significant differences were found between the one-hour assessment and the ten-week intervention (p=1.0).

This study could have significant implications for LTC management strategies especially given the difficulties seen in enrolment, participation and retention in LTC management programmes. Continuing inequities in health provide an argument for improved access to alternative choices in LTC management.

Bariatric (obese) patient handling risks to Western Australian nursing staff: An examination of injuries to nursing staff and related Workers’ Compensation claims

Kim Mclean, WA Country Health Service, WADr Martyn Cross, Edith Cowan University, WA

Introduction/Background: Patient handling tasks such as lifting patients, making occupied beds, and conducting patient transfers are high risk of injury to nursing staff, more so with obese patients. Given that Australian obesity rate projections predict in 2035 35% of the population will be overweight and 42% will be obese, healthcare organisations must manage future risks of bariatric patient handling injuries to their staff.

Aim/Purpose of the project: Awareness of general patient handling risks has increased, however relatively little consideration to bariatric patient handling risks has occurred. This research investigated the correlation between bariatric patient admissions at WACHS sites and workers’ compensation claims due to bariatric patient handling injuries.

Methods/Process/Who is being studied: An analysis of WACHS Patient Admission and workers’ compensation data was conducted to determine if a relationship exists. The bariatric patient admission data was obtained from three patient administrations systems by extracting diagnosis codes relating to obesity. The Workers’ Compensation data was obtained from RiskCover, the Western Australian Government insurer, and de-identified claim details relating to patient handling injuries were obtained.

Results/Outcome: Bariatric patient data did not reflect known bariatric patient admissions occurring in WACHS sites, and deficiencies with the data were identified. Expected Bariatric Patient admission rates were therefore calculated utilising ABS obesity rates. The comparison with workers’ compensation claims resulted in a correlation coefficient of 0.72032, which indicates that there is a positive relationship between estimated obese patient admission rates and workers’ compensation claims of healthcare staff relating to patient handling injuries.

Recommendations/Conclusion: Worker’s compensation claim submissions relating to bariatric patient handling will continue to increase unless relevant mitigation strategies are implemented. Adopting an evidence-based risk management approach is required to identify and analyse bariatric patient handling risks and inform enhanced practices. Measurement of bariatric patient admissions is an important first step to this approach which is hampered by current obesity coding practices. Further examination is required in this area which will inform future improvements.

Enhancing patient safety: An audit of abbreviation use in a nursing database

Gillian Newstead, Michelle O’Dowd, Carol Cameron and Lisa Wilson, WA Cancer and Palliative Care Network, WA

Introduction: The Western Australia Cancer and Palliative Care Network (WACPCN) nurse coordination team uses a custom-built Database Information System for Cancer (DISC) to record episodes of care (EOC); facilitate communication between team members; and expedite reporting. Nurses within the DISC committee noted ad hoc abbreviations were being used, which did not adhere to Health Department of Western Australia (HDWA) guidelines. The use of unapproved abbreviations across an organisation generates risk of misinterpretation, inefficient communication, and can impact on patient safety.

Purpose of the project:• Identify abbreviations used by WACPCN nursing staff in DISC to document EOC• Determine the proportion of unofficial abbreviations used • Inform the development of an approved abbreviation list

Methods: A retrospective audit was undertaken of all EOC for two days in November 2016. This ensured at least one EOC was reviewed for each nurse that used DISC. Extracted data was entered into Microsoft Excel and descriptive statistics generated. Findings from the overall report were de-identified.

Results: From the 124 EOC entered on DISC, 638 abbreviations were found and of these 254 were unique. Each EOC averaged five abbreviations. Fifty percent (n=128) of the abbreviations did not adhere to the HDWA guidelines. Writing style also affected clarity, for example when data entry was written in the third person, it was often unclear whether the signified designation applied to the writer or another healthcare professional.

Recommendations: This audit demonstrated the use of unapproved abbreviations and an ambiguous writing style within the nursing team. Addressing unapproved and ambiguous documentation contributes to the organisations ability to provide quality care, improve communication and increase patient safety. We therefore recommend:

• development of an acceptable dictionary of abbreviations in conjunction with HDWA guidelines • education to DISC users regarding - use of abbreviations and clarity of writing • repeat audit in six months


Adolescent Patient Transition of Care (ADAPT) project

Jaim Sebastian and Lynda Deacon, South Metropolitan Health Service and Fiona Stanley Hospital, WA

Introduction/Background: Well-structured transition care coordination enables adherence to treatment and follow up in chronic conditions. Poorly managed transition can lead to preventable co-morbidities, additional long term costs to health services, reduced productivity and life expectancy. The review of literature recommends commencing the discussion of transition from the age of 13yrs and transfer to the adult health care by 16yrs of age. Paediatric outpatient action lists at Fiona Stanley Hospital demonstrate ongoing appointments to adolescents up to the age of 19yrs. There is no documented transition plan for the adolescents.

Aim/Purpose of the project: The ADAPT project is aimed at developing a standardised process for transitioning care of adolescents with chronic diseases or disability thereby ensuring appropriate planned, accessible and coordinated care.

Methods/Process/Who is being studied: A baseline audit showed that Paediatric Neurology clinic had the highest number of patients for transition and it was chosen for the project based on set criteria. An adolescent forum was conducted to obtain views of the adolescents on transition. Meetings were convened to review and obtain advice on the existing transition care framework. Conducted benchmarking, networking and updates with transition care coordinators nationally and internationally, and with Transition Care Special Interest Group from Children’s Health Australasia.

Results/Outcome: Out of twenty two patients included in the study, five patients who did not require ongoing care at a tertiary facility were discharged to the care of their General Practitioner following the transition process, six patients are currently in the transition process. The feedback from the adolescents and family has been highly positive.

Recommendations/Conclusion: There is an identified gap in the system in the patients’ journey. Transition care improves the waiting list for paediatric population. The transition care could be rolled out to other specialities at FSH and across WA health. There is an identified need for a transition care coordinator role in WA health as a centralised service. It is recommended to have a link person at each site that is responsible for transition of care at their sites

A change is in the WINND

Suzanne Taylor and Beverley Hamerton, WA Country Health Service - Wheatbelt, WA

Introduction/background: Like many health services, the Wheatbelt region experiences a high nursing vacancy rate, high agency use, and recruitment challenges. So why not try a new approach – the worst that can happen is that it won’t work. So the Wheatbelt Initiative for Novice Nurse Development (WINND) was developed and has turned into a very effective storm!

Aim/purpose of the project: The aim of the WINND was to employ Registered Nurses (RNs) with less than three years’ post-graduate experience on fixed-term contracts at small hospitals which usually function with only one registered nurse on most shifts.

Methods/Processes: The underlying premise of WINND is that the Wheatbelt can offer great opportunities to develop sound basic general nursing skills, and that long-term Enrolled Nurse (EN) vacancies can be filled by fixed-term contracts to novice RNs. Of course there are obstacles – human resource and industrial considerations, recruitment challenges, the need for clinical supervision and doubtless many more if you really think about it.

By using EN vacancies, we were able to roster the WNND RNs as the second RN on a shift. This created the required level of clinical supervision without compromising patient safety or budgetary constraints. We assisted senior RNs to develop clinical supervision skills, and provided a professional development program for novice nurses.

Results/Outcome: WINND commenced in February 2017 with 9 WINND participants recruited by May 2017. We have a waiting list of participants and expect to have two more intakes in 2017. This has provided jobs for novice nurses, and reduced dependency on agency nurses.

Preliminary evaluation shows that WINND participants and their supervisors have a high level of satisfaction with the program. It is expected than some WINND participants will transition into longer term employment with WACHS Wheatbelt.

Recommendations/Conclusion: WINND decreases vacancies but most importantly creates an exciting future for Wheatbelt nursing. Who wouldn’t want to work in a region which values novice nurses, offers great professional development opportunities and embraces a teaching/learning approach to nursing workforce management?

Supporting the clinical placement success of culturally and linguistically diverse bachelor of nursing students: A qualitative study of clinical educator experience

Janine Thompson, Griffith University, QLDLetitia Del Fabbro, Julie Shaw and Creina Mithell, Menzies Health Institute, QLDCandy Brown, Gold Coast Hospital and Health Service, QLD

Background: The importance of professional development opportunities for clinical educators of international students cannot be stressed more highly, nor can the need to support clinical educators, including mentoring and networking with other educators. To support the clinical experiences of culturally and linguistically diverse (CALD) students, ward level nursing staff need additional and ongoing education related to culture and language and practical strategies to adjust learning approaches for students’ needs.

Purpose: The purpose of this project was for university based educators and health service based nursing educators to exchange knowledge and experiences.

Methods: Two forums were conducted with nursing clinical educators within a health service district in Queensland Australia (December 2015 and December 2016). Twelve health service based clinical educators attended each forum.

Prior to the first forum pre-reading material (including recent publications about the university educator experience of teaching CALD students) was provided to the health service educators. During the first forum the participants discussed teaching CALD nursing students. The forum conversations were recorded using a digital recorder and transcribed verbatim. The data were analysed by the research team using content and thematic analysis. The themes were presented back to the health service based clinical educators during the second forum.

Results: The following themes were identified from the first forum data: Student characteristics; Trust; Students’ confidence; Supporting students and RN buddies/practice partners with strategies.

These findings were presented to the second forum and participants went on to identify and discuss the characteristics of ‘good’ facilitation for CALD bachelor of nursing students including socialisation practices and strategies for facilitating language comprehension.


Conclusion: Our findings suggest that clinical staff and educators require a complex tool kit of skills and approaches in order to successfully support CALD bachelor of nursing students during clinical placement and possess significant practice based knowledge in this milieu.

Safety and quality in the WACHS - Great Southern Graduate Program

Janine Watts, WA Country Health Service - Great Southern, WA

As part of the structured Great Southern graduate program, a whole training day is annually invested in an exploration of safety and quality. Graduates are encouraged within this program to design an audit they feel passionate about and which they can share with their colleagues and other staff across the region.

This project aims to showcase the range of topics explored over the past year, and the outstanding material produced by novice nurses, which directly changes staff or patient safety and quality of care delivery.

The use of posters within the completed audit process as a means to close the safety and quality feedback loop has been a feature of this program and shows the level of contribution novice nurses can make in promoting and exemplifying a quality and safety culture within a regional, rural and remote clinical context.

The graduates are also invited to present their quality and safety projects to a wide forum of senior and ward staff and the effects of these presentations and feedback received during this process is explored in this presentation.

Recommendations relating to including this type of activity within structured graduate programs are discussed in the conclusion of this presentation.

Measuring outcomes in a Graduate Transition Program

Marie Yearwood and Nadine Krokotsch, Royal Perth Hospital, WA

Introduction: In 2015 RPH introduced a redesigned evidence based Graduate Transition Program (GTP) to best meet the needs of its Graduate Nurses (GN). The program provides support, socialisation and facilitated learning. The GTP outcomes are measured using two internationally validated tools, the Casey Fink Graduate Nurse Experience Survey (CFGNS) and the Nurse Competency Tool (NCT).

Aim/Purpose: This poster presents the results of the 2015/2016 CFGNS and NCT surveys on GN’s (N=95). The aim of the project was to assess whether the current GTP met the needs of neophyte nurses in their transition to become competent practitioners.

Methods/Process: In 2015 the CFGNS and NCT were completed by GN’s on three occasions; one month after program commencement, at six months and 12 months. In 2016, the CFGNS and NCT were completed on two occasions; six weeks after program commencement and at 12 months.

Results/Outcome: The CFGNS asks a range of questions about the GN experience. The results for 2015 (N=114 surveys) identified a statistically significant difference (p<.05) in the area of GN confidence over the year. It was also identified that GN’s wanted additional support even after six to 12 months in the GTP. The 2016 data highlighted differences between testing times (six weeks and 12 months); however, none were of statistical significance.

The NCT measures perceived competence (scale 0-100) and frequency of a skill used (scale 0-3). The 2015 data

set (N=116) was analysed using regression and showed no significant differences between testing occasions. In 2016 (N=69) there was statistical significance (p<.001) in comparing the overall median scores between the first (six weeks) and second (12 months) data collections.

Recommendations/Conclusion: The use of robust internationally validated tools offer reassurance that the current GTP is supporting GN’s and meeting their needs.

nmlc2017.com.au

CONFERENCE HANDBOOK - ICE Australia · 2017-11-27 · 2 conference handbook conference handbook 3...

Documents

Transcript of CONFERENCE HANDBOOK - ICE Australia · 2017-11-27 · 2 conference handbook conference handbook 3...