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