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Welcome to the June/July 2025 Operating Room Issue
The months of this edition mark a time of much transformation in health care — and we have timely insights for you.
For our In Conversation series, we sit down with two key leaders. Three months into the role, new Australian Health Practitioner Regulation Agency CEO Justin Untersteiner has grand plans for Ahpra — but what specific regulatory developments can we expect under his leadership? We also speak with Rear Admiral Sonya Bennett, Surgeon General and Commander of Joint Health for the Australian Defence Force — widely regarded as one of the most influential authorities in health.
With the new Aged Care Act now coming into effect on 1 November, marking oncein-a-generation sector reforms, aged care remains firmly on the national agenda. To help with preparedness, a senior lawyer sets out six things providers need to know, complete with tips.
In line with our operating room theme, our lead feature — from Pamela Jabbour, CEO and Founder of workwear provider Total Image Group — charts some whole-of-body operating room essentials, trends and best practices; when it comes to infection control in hospitals, what healthcare workers wear plays a crucial role, especially in high-risk areas like operating theatres.
We also provide some operating roomthemed case studies, including nursing staff at Calvary Adelaide Hospital taking part in a new perioperative escape room and an online reporting tool for anaesthetic departments that enables frontline clinicians to report and analyse potential risks anonymously.
Also in this issue, AdPha speaks to our theme with details on the Australian-first Perioperative Medicines Resource in our CEO Column; in Design in Health, we soak in the biophilic healing ethos of the expanded Latrobe Regional Hospital; in the wake of psychiatrist resignations, a telehealth professional sets out how digital mental health services can help; and in another of our regular series, also connected with a timely concern, we spend A Day in the Life of a rehabilitation physician and burnout coach. I hope you enjoy the read.
Dr Joseph Brennan, PhD Editor, H+H hh@wfmedia.com.au
WANT TO CONTRIBUTE?
We welcome articles and research reports from health professionals across Australia for review for the bimonthly print publication and our daily web page. If you have a story you think would be of interest, please send an email to hh@wfmedia.com.au
The Rounds Updates in health care
Frankston Hospital redevelopment artworks
Artists Richard Briggs, Dan Elborne (below right), Hannah Quinlivan (below left, with artwork) and Jody Rallah have been commissioned to deliver major art pieces under the theme ‘Healing Country, Healing People’ for the $1.1 billion Frankston Hospital redevelopment. Drawing from native ecosystems such as Port Phillip Bay’s kelp forests (Briggs) and the coast banksia (Rallah), these artists’ pieces will explore the local environment of Frankston and the Mornington Peninsula — promoting calming connection between land, culture and wellbeing.
At the hospital’s main entrance will stand Elborne’s 3.6-metrehigh The Pillar; representing a deep connection to community and Boonwurrung/Bunurong land, it includes handmade clay pieces, each meaningfully unique — shaped by members of the community. Quinlivan’s Whispers of the Wetland will be a mural and sculpture that brings inspiration from the creeks and riverbeds of the Carrum Carrum wetlands to the inside space. Works will be unveiled as the redevelopment nears completion, which is expected around the end of the year.
HESTA Australian Nursing & Midwifery Awards
Now in their 19th year, the HESTA Australian Nursing & Midwifery Awards honour contributions made by Australia’s nurses, midwives, nurse educators, researchers and personal care workers — each winner being awarded $10,000. On 14 May, Ty Simpson (left) from Alfred Health was named Nurse of the Year, in recognition of his contributions to nursing education and patient care in Chimeric Antigen Receptor T (CAR-T) cell therapy.
Vanessa Page (centre) — recognised for leading the Endorsed Midwife Care Program at Gateway Health, helping around 240 clients in the Albury and Wodonga areas since the program’s inception — was named Midwife of the Year. The Rosemary Bryant AO Research Centre (right is centre Director Professor Marion Eckert) was named Outstanding Organisation; the Adelaidebased centre has screened more than 500 people in rural areas at Australia’s first free nurse-led skin cancer screening pop-up clinics.
Artist impression of Dan Elborne’s The Pillar
Artist impression of Hannah Quinlivan’s Whispers of the Wetland
Australia’s Minister for Health and Ageing, Mark Butler, says news that Healthscope has entered administration “will be highly distressing to the patients, staff and local communities that depend on Healthscope’s services”. Butler noted that while one of the country’s largest private healthcare providers has announced that it will remain operating as normal — with no change to patient care or staffing — “this will still be difficult for the hospital’s employees and their patients”.
In a statement released on 26 May (the same day as Healthscope’s announcement), Butler said that the government has met with the administrator and the receiver to outline its priorities and expectations.
“The government expects all parties to continue to put patient care and workers as their priority. We expect that these hospitals remain a critical part of our healthcare system,” Butler said.
“The government does not want any of these important assets to be put in jeopardy to satisfy international investors,” Butler added. “As the government has said all along, there will be no taxpayer bailout. We remain steadfast in our view that an orderly sales process that maintains the integrity of the entire hospital group will provide the best outcome for patients, staff, landlords and lenders.”
In the announcement that Healthscope’s parent entities have entered receivership, with its lenders appointing McGrathNicol Restructuring to work with Healthscope management to complete “an orderly sale of the business” and an additional $100 million in liquidity provided to support operations, Healthscope CEO Tino La Spina said, “All 37 of our hospitals continue to operate as normal and today’s appointment of receivers, including the additional funding, ensures a stable path to a sale, with no impacts on any hospitals, staff or patients.”
Spina added, “There is no interruption to the outstanding care we provide. Our incredible teams are all working as normal, providing the high standard of care they always have. The additional funding, while we do not anticipate it being required, provides additional support. The receivers and management share the same goal of maintaining our market leading standards of patient care and protecting the business, the hospitals and our amazing people.”
In the Healthscope announcement, it was said that McGrathNicol’s intention is to transition all hospitals to new ownership, with no plans for hospital closures or redundancies. “We want to make it clear that the subsidiaries that own and operate Healthscope’s network of hospitals are not affected by our appointment to the shareholding companies,” McGrathNicol partner and appointed receiver Keith Crawford said.
“Our immediate focus is to engage constructively with all key stakeholders to ensure uninterrupted operation of Healthscope hospitals and continuity of best-practice standards of patient care,” Crawford added. “We will also work closely with Healthscope management to support any operational funding requirements via access to $100 million of new funding from Commonwealth Bank while we pursue an orderly transition of ownership of Healthscope’s hospitals.”
Spinal Health Week
To coincide with this year’s Spinal Health Week, 26 May–1 June, the Australian Chiropractors Association (ACA) has released new data revealing Tension Neck Syndrome, commonly known as ‘tech neck’ or ‘text neck’. Described by ACA as a significant public health concern due to the overuse or misuse of technology — with Australian women most susceptible to the debilitating condition — the data is drawn from survey research conducted by Pureprofile.
“The survey revealed women are the primary sufferers of neck pain in every age bracket, except 51–60, with women aged 31-40 (73%) the most affected, reflecting a life-long, daily exposure to tech,” ACA President Dr Billy Chow said. “The survey also revealed that women were more affected by device-related neck pain across all types of devices including smartphones, tablets, laptops, desktop computers and game consoles, and are experiencing a higher prevalence of neck pain than men for each length of timeframe used.”
Overall, the survey found that 64% of Australians reported experiencing neck pain (68% of women versus 60% of men), which ACA said is much higher than the official statistic of one-infive; with 70% of neck pain sufferers reporting neck pain impeding their movement or day-to-day activities. Chow said the data revealed neck pain as “a widespread, increasingly gendered issue in Australia”, also noting that “of concern” was that “38% of neck pain sufferers did not consult a healthcare practitioner, and only 29% sought a formal diagnosis.
“Instead,” Chow continued, “78% of neck pain sufferers used overthe-counter pain relief and 47% relied on prescription medication. While more men preferred taking tablets, women used them more frequently with men 26% more likely to use prescription medication for their neck pain.” The survey also revealed that only 36% of neck pain sufferers were aware that their neck pain was linked to device use, making it “imperative”, Chow said, to adjust thinking on how technology is used, how often it is used, and the way it is used to prevent users developing tech neck.
ACA explained that studies show commencing treatment for tech neck promptly is crucial in preventing further functional decline and progression to a chronic condition, and that opioids do not benefit people with acute neck or back pain (lasting up to 12 weeks) and have no positive role in treatment — while proper posture, regular breaks and correct ergonomics, the survey suggests, significantly reduced neck pain prevalence, with incorrect and non-ergonomic use of computers also a primary cause of tech neck.
The Rounds Updates in health care
Irregularities in a clinician’s cases prompt 15-month lookback
St Vincent’s Hospital Sydney has issued a statement detailing a 15-month lookback review of more than 1640 medical records in its cancer genetics service.
Genetic testing is offered at St Vincent’s for those interested in understanding whether they have gene mutations that carry a higher risk than others of developing into certain types of cancers. Often, these types of tests are used to help people learn about, or clarify, their potential cancer risk in the future. St Vincent’s stressed that these were not tests to detect if cancer is present.
Victoria’s 2025–26 State Budget
Victoria’s 2025–26 State Budget has been announced and includes an extra $11.1 billion for health. “We’re focused on what matters most — opening new hospitals, delivering better care and backing our health workforce — because free, accessible and lifesaving care is what every Victorian deserves,” Victoria’s Minister for Health and Ambulance Services Mary-Anne Thomas said.
This year alone, the government said it is providing more than $31 billion to its health system, which it says is the biggest investment ever in frontline care. This includes a record $9.3 billion boost for hospitals and $634.3 million to open and operationalise nine new or expanded hospitals. Victoria’s Urgent Care Clinics (UCCs) and Community Pharmacy program is receiving an additional $48.2 million — the UCCs receiving more than 800,000 visits and the Community Pharmacy program more than 45,000 consultations since each began. Developed in partnership with the Commonwealth Government, Victoria has 29 UCCs, which are free, open seven days and accessible without an appointment.
This year’s plan to open and operationalise nine new or upgraded hospitals across Victoria includes bringing online the new Footscray Hospital, Frankston Hospital, and Maryborough and District Hospital, with this Budget also supporting the opening of three community hospitals in Cranbourne, Craigieburn and Phillip Island.
St Vincent’s said that in September 2023 it became aware of some irregularities in the medical records of three patients in this service. The records related to a clinician who largely saw patients from his private office or rooms via telephone during the COVID-19 pandemic.
“As a result of those early irregularities, St Vincent’s initiated a formal ‘lookback’ review across more than 1640 medical records — a deeper and broader examination of the clinician’s cases — to understand the impact, if any, on patients, and which covered the period April 2022 to June 2023,”
St Vincent’s said in its statement.
“To date, that review has determined there has been an adverse clinical health outcome for a single patient following the provision of incorrect advice by the clinician. The patient has been informed of the review. The process of confirming what took place and providing all necessary support for this patient is ongoing.”
From the review, no errors or irregularities were detected in the records of approximately 1100 patients; matters such as poor clinical documentation, incomplete correspondence and a lack of genetic counselling were discovered in approximately 520 records; and errors that carried potential risk — even if, ultimately, there had been no harm to these patients — such as providing incorrect information and advice were discovered in approximately 20 records.
“St Vincent’s contacted the patients in this latter group as they were identified, to inform them of what had happened, to apologise, and to provide follow up support as needed,” the statement read. “St Vincent’s has been contacting the broader group of patients to inform them of the lookback, and apologise for any inconvenience and stress caused by the review or its outcomes.” St Vincent’s also said it is offering further advice and consultation to patients as required.
A further $58.4 million investment is intended to help EDs see patients sooner, increasing the capacity of access to short stay units for patients requiring short-term treatment, observation and assessment of patients in EDs. Investment will also see the Victorian Virtual Emergency Department significantly increase its capacity, enabling the service to handle 1750 calls per day by 2028 — or more than 600,000 calls every year.
Having not worked at the hospital since mid-2023, St Vincent’s said it referred the clinician to the Australian Health Practitioner Regulation Agency and first reported the matter to NSW Health in October 2023, shortly after becoming aware of the irregularities. St Vincent’s added that it has been regular updates on developments to NSW Health since then.
“St Vincent’s Hospital Sydney is committed to reviewing all the clinician’s patient records to the beginning of the COVID pandemic, when he began making changes to the service model and seeing patients without the involvement of other clinicians,” it said in its statement.
“Since mid-2023 and the clinician’s departure, St Vincent’s has reestablished the model of care at its cancer genetics service that was in place prior to the COVID pandemic, to ensure these irregularities will not happen again. This includes re-establishing patient oversight by multiple clinicians to provide rigorous checks and balances.”
To support the work of paramedics, an $84.2 million investment has been made and will include 15 dual paramedic ambulance crews, four peak-period units and four 24-hour ambulance services in regional and rural Victoria. In its mental health investment, the government said that the network of Mental Health and Wellbeing Locals will establish seven new locations — adding to the 15 Locals available — and that an additional $47.1 million will deliver the psychology registrar program, continue the government’s Junior Medical Officer psychiatry rotations and strengthen its psychiatry registrar and supports program.
In aged care, Public Sector Residential Aged Care Services — the largest state-funded aged care network in Australia — will receive $34.6 million to provide the highest-quality aged care, as well as $7.5 million to improve facilities across the sector. To support better management of medication in residential aged care homes, $7.6 million will also be delivered.
Head to toe operating room workwear
essentials
PAMELA JABBOUR*
When it comes to infection control in hospitals, what healthcare workers wear plays a crucial role in keeping both patients and staff safe. From scrubs to surgical gowns, every piece of workwear is designed to minimise the spread of harmful bacteria and ensure a sterile environment — especially in high-risk areas like operating theatres. A workwear provider charts some whole-of-body operating room workwear essentials, trends and best practices.
Australia has specific standards for healthcare uniforms, particularly around how they should be cleaned and maintained. AS 3789.3:1994 and AS/NZS 4146:2000 outline best practices for laundering hospital textiles to keep them hygienic and effective. Other standards, like AS/NZS 4501 for protective clothing and AS/NZS 4381:2015 for single-use face masks, ensure that healthcare attire meets safety and performance requirements. Together, these guidelines ensure uniforms and protective gear used in hospitals are durable, comfortable and, most importantly, help prevent contamination — keeping both staff and patients safe.
Scrubs: the first line of defence
Scrubs are a staple in any hospital, but they’re more than just a uniform. They help prevent the spread of germs by reducing the microorganisms shed by healthcare workers. Traditionally made from a polyester-cotton blend, scrubs are designed to be breathable, durable and easy to clean.
Newer fabric innovations now include moisture-wicking materials that improve comfort during long shifts while preventing bacteria from accumulating. In high-risk areas like operating theatres, disposable polypropylene scrub suits are preferred, as they are discarded after use, further reducing infection risks. Many hospitals also enforce colour-coded scrubs to distinguish between sterile and non-sterile areas.
Surgical gowns: essential barrier protection
Surgical gowns provide an extra layer of defence for healthcare workers, particularly during procedures where exposure to blood and bodily fluids is high. These gowns are made from specialised materials with a
three-layer structure, like polyethylene-coated fabrics or reinforced spunbond-meltblownspunbond (SMS) textiles, which prevent bacteria from passing through.
Reusable surgical gowns are gaining popularity due to their cost-effectiveness and environmental benefits. When laundered under strict hospital protocols, they offer the same level of protection as disposable options. The Royal Australasian College of Surgeons1 advocates for high-quality reusable gowns as a sustainable alternative to singleuse garments, which contribute significantly to medical waste.
Head coverings and masks: stopping airborne contamination
Head coverings and masks are a must in operating theatres, helping to reduce the risk of airborne contamination. Bouffant caps, surgical headgear and fitted masks prevent hair, skin particles and respiratory droplets from entering the sterile field.
Surgical masks and N95 respirators are critical in preventing the spread of airborne infections, protecting both patients and staff. Studies show that proper use of face coverings significantly lowers contamination risks.2 For extra protection, face shields and goggles are often worn during high-risk procedures to prevent exposure to blood splatter and airborne pathogens.
Footwear and infection prevention
Hospital footwear is another important part of infection control. Closed-toe, nonporous shoes help prevent contamination, and in some cases, shoe covers are used
As research continues to improve best practices, hospitals and healthcare providers must stay up to date with the latest advancements in workwear and infection prevention.
in sterile zones. While there is debate over whether shoe covers significantly reduce infection risks, they are still widely used as an additional precaution.
Many hospitals require staff to wear dedicated footwear that stays within clinical areas to avoid tracking contaminants into sterile environments. Slip-resistant soles are also essential, given the potential for fluid spills in operating rooms.
Keeping
it
clean: laundering healthcare workwear
Even the best protective clothing won’t be effective if it isn’t cleaned properly. Australian standards require that hospital uniforms and surgical textiles be commercially laundered at high temperatures (60–80°C) to kill bacteria and viruses. Studies have found that small lapses in laundering procedures can allow bacteria to survive, highlighting the importance of following strict cleaning protocols.
For staff who wash scrubs at home, it’s essential to keep them separate from household laundry and use the correct temperature settings. The drying process also plays a key role — tumble drying on a hot cycle helps eliminate any remaining bacteria.
The future of healthcare fabrics
Advancements in fabric technology are making healthcare workwear even more effective. Antimicrobial-treated fabrics, infused with silver or copper nanoparticles,
Healthcare workwear best practices
To maximise infection prevention, healthcare workers should follow these best practices:
1. Wear PPE correctly — gowns, gloves, masks and eye protection should always be used during procedures where exposure to bodily fluids is a risk.
2. Change uniforms regularly — scrubs and uniforms should be changed daily or as soon as they become soiled.
3. Follow proper donning and doffing procedures — incorrect removal of PPE can lead to contamination.
4. Practice good hand hygiene — washing hands before and after patient interactions significantly reduces infection risks.
5. Ensure proper laundering — healthcare uniforms should always be washed and dried under appropriate conditions to maintain their protective properties.
actively inhibit bacterial growth, helping to reduce contamination between washes. These materials are being incorporated into scrubs and surgical gowns to provide an extra layer of protection.
Smart textiles are also on the horizon. Some innovative fabrics can detect contamination and alert healthcare workers when a garment needs to be changed. Others have self-sanitising properties, using embedded antimicrobial agents to continuously neutralise pathogens. While still in development, these advancements could revolutionise hospital infection control.
Looking ahead: infection control and healthcare workwear
As research continues to improve best practices, hospitals and healthcare providers must stay up to date with the latest advancements in workwear and infection prevention. With new fabric technologies and stricter compliance with laundering protocols, infection risks in operating theatres and clinical settings can be further minimised.
Investing in high-quality healthcare uniforms and ensuring staff follow best practices is essential for protecting both patients and medical professionals. By maintaining strict infection control measures, the healthcare industry can continue to improve safety and reduce the spread of preventable infections.
1. Reusable sterile surgical gowns are safe, effective, and environmentally friendly. Surgical News. 2023;24(6). Accessed 19 May, 2025. https://www.surgeons.org/ surgicalnews/Articles/2023/Volume-24/Issue-6/Reusablesurgical-gowns
2. Greenhalgh T, MacIntyre CR, Baker MG, Bhattacharjee S, Chughtai AA, Fisman D, et al. Masks and respirators for prevention of respiratory infections: a state of the science
*Pamela Jabbour is CEO and Founder of Total Image Group.
In Conversation
with Justin Untersteiner
Hospital + Healthcare speaks with Justin Untersteiner, the new Australian Health Practitioner Regulation Agency CEO. Three months into the role, already Untersteiner has grand plans for Ahpra — but what specific regulatory developments can we expect under his leadership?
U ntersteiner, the former Australian Financial Complaints Authority COO, brings decades of regulatory experience to his current role as Ahpra CEO, and knows a thing or two about industry oversight — but says there is no sector where it matters more than in health.
“I’ve travelled the world and seen what it looks like when a health system isn’t working as it should. There aren’t many — if any — essential services that are as important. So I feel privileged to now be at the helm of a regulator in this industry,” he said.
AMY SARCEVIC*
“As other industry peers before me have said, it’s better to build fences at the top of the cliff than place ambulances at the bottom.”
Succeeding a 15-year tenure from Ahpra’s former — and inaugural — CEO, Martin Fletcher, Untersteiner also said his appointment was a “wonderful opportunity” to refresh practices.
While Ahpra’s primary responsibility remains public safety, Untersteiner wants to ensure a better experience for all people who deal with Ahpra, including practitioners.
But what might this mean in practice, and what specific regulatory developments could we expect under his leadership?
A more equitable notification process
Untersteiner has been listening and taking notes from his community — and while the feedback has mostly been positive, he understands the need for a faster, more equitable notification process.
During a notification process, some practitioners are forced to pause their practice and can incur significant reputational damage, even if a court outcome ends up in their favour.
Untersteiner says drawn out reviews can harm wellbeing on both sides, and are not always justified. He also says they erode community trust in the regulator.
“I’ve been getting out there and meeting with many people, to understand what’s working, what’s not, and where there’s opportunity. From doing so, I understand the impact the notifications process can have — and it’s something I am looking to address as soon as possible,” he said.
“If a practitioner is being dragged through an extended notification process, it can really impact their mental health and devastate their reputation. It can also be harmful to the
notifier, if they have a serious issue at hand and they’re not seeing an outcome.
“I can see how this might lead to confidence issues with the regulator. So we want to shorten the process and ensure it is carried out with empathy towards all parties involved,” he added.
Empathy in the notification process can take many forms, but at a minimum should involve transparency, he added.
“We need to ensure high levels of communication with all people involved. Ultimately, people need to feel heard when bringing forward their views, experiences and issues, and have a strong sense of procedural fairness at all times.”
Proactive regulation
Untersteiner is also looking to build a more proactive regulatory posture, in which action invariably precedes harm.
He said Ahpra will be keeping a close eye on emerging healthcare practices and business models that have the potential to cause patient harm.
“We will be right on the front end — leading across all regulators — to identify these practices and models.
“As other industry peers before me have said, it’s better to build fences at the top of the cliff than place ambulances at the bottom.”
Proactively stomping out institutional racism is also high on his priority list, with statistics painting a grim picture of cultural safety in health care, particularly for First Nations people.
According to the Australian Institute of Health and Welfare, 22% of First Nations adults claim to have experienced racial discrimination
from a doctor, nurse or medical staff member — either themselves or with a family member.
“This is something that should not be happening in this day and age, and we will be putting in the necessary regulatory rigour to tackle the issue, with the urgency it deserves,” Untersteiner said.
Measures to address workforce shortages
In a similar vein, Ahpra is also seeking to address the shortage of healthcare practitioners in rural, regional and remote areas, as well as major cities.
He acknowledges the industry’s existing response, including expedited practitioner pathways, claiming they have made a “really positive impact”. However, he says more is needed to drive improvements in this space.
“I think there’s a lot more to be done. It’s a complex area and we are very keen to partner with the jurisdictions, government and practitioners to look for further solutions, and ensure we’re making an impact,” he said.
“I’m blessed to have a really committed team — many of whom are practitioners themselves — that genuinely cares about the industry.”
A promising start
In our conversation, Untersteiner’s position seemed to spell promising news for both patients and practitioners, who will be treated with greater empathy throughout their Ahpra dealings — and with the proactive regulatory posture, it seems likely these dealings will dwindle in number.
*Amy Sarcevic is a freelance science and technical writer who regularly writes for Hospital + Healthcare. She has an academic background in psychology.
Making surgery safer
with an Australian-first perioperative medicines resource
Advanced Pharmacy Australia is proud to lead the development of Australia’s first comprehensive Perioperative Medicines Resource, funded through the Australian Government’s Quality Use of Diagnostics, Therapeutics and Pathology Program. This evidence-based, nationally endorsed online platform will improve medication management before, during and after surgery, supporting safer surgical care across Australia. The Safer Surgery: Optimising Perioperative Medicines Use project aims to close critical knowledge gaps among healthcare professionals, enhance patient outcomes and strengthen collaboration. A range of accredited educational programs — including online courses and live webinars — will accompany the resource to support professional development.
Currently, Australia sees nearly 3 million surgical admissions annually, with about 2.5 million elective surgeries.1 Over onethird involve patients aged 65 and older, many of whom face complex medication regimens. 2 Medicines are already the fourth most common cause of hospital-acquired complications,3 highlighting the urgent need for targeted perioperative medicines guidance. Despite this, Australia lacks a centralised, evidence-based resource specifically addressing perioperative medication management across the
full surgical journey. This gap often leads to uncertainty among healthcare professionals, increasing the risk of medication-related harm.
The new resource will complement existing national references such as the Australian Injectable Drugs Handbook and Don’t Rush to Crush+ by focusing on the underserved perioperative setting. It will directly support the national Quality Use of Medicines (QUM) objectives, promoting safer, patient-centred care. Perioperative medication management is a high-risk area for adverse drug events, contributing to approximately 230,000 hospital admissions annually.3 By providing up-to-date, accessible guidelines, the Safer Surgery project will support more than 81,000 healthcare professionals — including nurses, pharmacists, GPs, surgeons, anaesthetists, dietitians, dentists and students — working across perioperative care.
A key focus will be the safe and effective use of analgesics, particularly opioids, aligning with the Australian Government’s National Health Priority Area for Pain Management established in 2019. Through collaboration, innovation and evidencebased strategies, the Safer Surgery project will help reduce adverse events and improve patient safety and outcomes across Australia’s surgical landscape.
1. Australian Institute of Health and Welfare. Australia’s welfare 2023: in brief. Cat. no AUS 245. September 7, 2023. [Internet] Canberra (AU): AIHW;2023. https://www.aihw. gov.au/reports/australias-welfare/australias-welfare-2023in-brief/summary
2. Page AT, Falster MO, Litchfield M, Pearson SA, EthertonBeer C. Polypharmacy among older Australians, 2006–2017: a population-based study. Med J Aust. 2019;211(2):71–75. doi: 10.5694/mja2.50244
3. Australian Commission on Safety and Quality in Health Care. Hospital-acquired complications information kit. March 2018. [Internet] Sydney (AU): ACSQHC;2018. https://www.safetyandquality.gov.au/sites/default/files/ migrated/Short-Hospital-Acquired-ComplicationsFactsheets-all-HACs.pdf
Kristin Michaels, Chief Executive of Advanced Pharmacy Australia (AdPha)
New Aged Care Act six
things providers need to know
STEPHANIE LONG*
On 1 November, the new Aged Care Act comes into effect, marking once-in-ageneration sector reforms. A senior lawyer sets out six things providers need to know, complete with tips.
Australia’s aged care sector is undergoing significant transformation. In 2021, a Royal Commission into Aged Care Quality and Safety found that the current system was no longer fit for purpose and was not focused on the individuals accessing services. In response, the Australian Government is introducing new legislation, set to come into effect on 1 November 2025.
The new Aged Care Act 2024 is designed to improve the quality and safety of care for older Australians, enhance transparency and accountability within the industry, and empower individuals receiving care. This article will delve into some of the key aspects of these reforms, their implications, and what action you might need to take to respond to them.
1
Strengthening the Aged Care Quality Standards
The Aged Care Quality Standards set out appropriate, safe and quality care. Under the new reforms, these standards are being strengthened to include other critical areas, including care and services, food and nutrition, clinical care, and the environment.
Previously, the standards were outcomebased, fixed on topics such as feedback and complaints, dignity and choice, governance, human resources and assessment. Now, the standards have been reworked to identify the core value that underpins each of these outcomes and strengthen the expectations placed upon providers.
For example, the previous expectation for feedback was that older people “feel safe and [are] encouraged and supported to give feedback and make complaints … engaged in processes to address my feedback and complaints, and appropriate action is taken”.
Now, the expectation is for all aged care recipients to be able to say: “The organisation is well run. I can contribute
to improvements in care and services. My provider and aged care workers listen and respond to my feedback and concerns. I receive funded aged care services from aged care workers who are knowledgeable, competent, capable and caring.”
Tip
To best implement these new standards, you should review and update your existing policies and procedures to ensure they align with the enhanced focus on individual needs. Your staff will need to be well-versed in the new standards, and your organisation should place individuals and their needs at the centre of organisational structures.
2 Support at Home program
The new initiative aims to consolidate and streamline home-based aged care services, emphasising the delivery of home support, assistive technology and home modifications. It will replace the Home Care Packages Program and ShortTerm Restorative Care Programme. The
Commonwealth Home Support Programme will also transition to the new program by 1 July 2027 at the earliest.
Key areas under the new Support at Home program include:
New service agreement
Changes in the pricing and structure of the care you provide mean you must give care recipients a new service agreement to sign. The requirements for what should be included in these new service agreements for Support at Home will be published in a guidance document, which is yet to be released but is expected before 1 November. Watch this space.
Pricing changes
Unlike the current Home Care Package model, the price for a Support at Home service will include all administrative costs, like transport. As such, pricing may change and you must discuss this change with care recipients.
Wellness and reablement
You have a responsibility to support participants in maintaining or improving their physical, mental, cognitive and communication capabilities and remaining at home, where possible.
Support for diverse needs
People from different backgrounds need appropriate, accessible and sensitive care. You should, where appropriate, acknowledge additional barriers, challenges and discrimination that older people may experience or have experienced and provide care that responds to these specific needs.
Dignity of risk
You should work with participants to balance their duty of care with a participant’s right to make choices, even if their choices include some risk to themselves.
Tip
The details of the system are still being refined and transitioned over the next two years. In the meantime, familiarise yourself with the Support at Home program manual and consider how you can integrate its values into your daily practice. You can access the manual at www.health.gov.au/resources/ publications/support-at-home-programmanual-a-guide-for-registered-providers.
3 Accountability and governance
Under the reforms, governing bodies and key personnel must adhere to stricter requirements, including enhanced due diligence obligations and potential penalties for non-compliance. These changes aim to foster a culture of responsibility and transparency at the highest levels of aged care organisations.
Tip
You must ensure your board structures, reporting mechanisms and internal controls
meet the new, more stringent criteria. This may involve restructuring governance frameworks, implementing more rigorous auditing processes and ensuring that all staff understand their individual responsibilities within the accountability framework.
4 Improved workforce standards
The aged care sector relies on quality staff. To attract and retain a skilled and dedicated workforce, the new laws will introduce mandated minimum training requirements, clearer career pathways and a focus on professional development, making aged care a professional, respected and desirable sphere to work in.
Tip
Invest in comprehensive training programs for staff, ensuring they possess the necessary skills and knowledge to deliver high-quality, person-centred care. This may involve partnering with educational institutions, developing internal training modules and providing ongoing opportunities for upskilling.
5 Information sharing
To empower care recipients, there will be a heavier emphasis on information sharing and provider transparency. This includes establishing a national aged care data system to give better insights into different providers’ quality and safety of care.
Tip
Ensure you have the systems in place to accurately collect and report the required data, so that care recipients can easily access information that can help them compare services and make decisions that best suit their needs.
6 Regulation of restrictive practices
Finally, the new legislation introduces stricter guidelines and oversight for restrictive practices, such as chemical or physical restraints. These measures, while sometimes necessary, have significant impacts on a person’s liberty, so they must be applied carefully. The new legislation makes clear that restrictive practices must only be used as a last resort, with appropriate authorisation and ongoing review.
Tip
To respond to this approach, you must implement robust policies and procedures regarding restrictive practices, including comprehensive assessment processes, clear documentation requirements and regular reviews.
Key takeaways
In summary, under the new aged care law reforms you can expect the following:
1. Enhanced quality standards — a greater focus will be on personcentred care, individual needs and active participation in care planning.
2. Support at Home program — this new program will replace existing in-home care programs to ensure better access to services, especially in rural areas.
3. Increased accountability — governing bodies and key personnel face stricter obligations and potential penalties.
4. Improved workforce standards — mandated training and professional development aim for a more skilled workforce.
5. Greater transparency — a national data system and increased reporting will provide more information to the public.
6. Stricter regulation of restrictive practices — use of restraints will be more tightly controlled, prioritising less restrictive care approaches.
These aged care law reforms represent a significant step towards Australia’s more consumer-focused, transparent and highquality aged care system. Understanding these key changes and their implications is crucial for navigating the evolving landscape and ensuring the best possible outcomes for older Australians and your business.
*Stephanie Long is a Senior Lawyer at LegalVision.
Biophilic healing
Latrobe Regional Hospital is located 150 km east of Melbourne at Traralgon, serving rural health in Victoria’s Central Gippsland. Completed in 2024, the $217 million expansion was a substantial upgrade, with a new building and associated works that include expansion of the ED, Mental Health ED and the Operating Theatres. Additional works also increased capacity for Imaging, Inpatient, Intensive Care, Maternity, Paediatric and Pathology units.
Set among landscaped courtyards that reflect the wide open spaces in and around the site, an understanding that healing is a holistic process is built into this design; a process that should address emotional, mental, physical and spiritual needs and involve connections to culture, family and land.
Courtesy Billard Leece Partnership
Courtesy Billard Leece Partnership
Designed by Billard Leece Partnership for the Victorian Health Building Authority (VHBA), each landscaped area supports gathering and connection with the land — all patient rooms having views of the gardens — while spaces are bright and welcoming for all community and family members, inviting active participation in patient healing and enhancing the facility’s connection with place.
To foster a sense of belonging and connection to Country, VHBA led a community consultation process with First Nations Gunaikurnai elders. Inspiration from local land features and waterways together with key learnings from the consultation process informed the hospital’s design; its architecture, interior design and wayfinding strategy working together to communicate a cohesive, biophilic design.
Biophilic design harnesses healing properties of human connection to nature and can be found in the building through physical and visual connections to the courtyards and gardens — vistas to the adjacent rural landscape are also enjoyed from all wards and public areas. Earthy brickwork with ornate detailing references the existing buildings on site and provides a continued aesthetic on campus.
The base material palette comprises soothing neutral tones with accents of blue, green and ochre — distinguishing different departments and aiding in wayfinding. A local First Nations artist, Alfred Carter, was commissioned to create artwork for the foyer, while other internal fixtures and design details are drawn from the forms, palettes and textures of the Gippsland landscape.
Courtesy Billard Leece Partnership
Courtesy
Billard Leece Partnership
CASE STUDY
webAIRS is a collaborative project supported by the Australian and New Zealand College of Anaesthetists, the Australian Society of Anaesthetists and the New Zealand Society of Anaesthetists. More information on the tool is available at www.anztadc.net.
An online reporting tool — webAIRS (web-based anaesthetic incident reporting system) — available to all ANZ anaesthetic departments enables frontline clinicians to report and analyse potential risks anonymously. Established in 2009 and developed by the Australian and New Zealand Tripartite Anaesthetic Data Committee (ANZTADC), the committee’s media director Dr Yasmin Endlich said webAIRS has enabled the specialty to improve patient safety by identifying patterns that can occur in rare cases.
Recent cases examined through the tool include alerting anaesthetists to look-alike drug and ampoule packaging in the operating theatre; highlighting rare-incident risks such as patients falling or slipping off the operating table; and raising alerts around respiratory risks linked to GLP-1 agonist weight-loss drugs such as Ozempic and Wegovy, which can delay stomach emptying before surgery.
“Each year, more than four million Australians undergo anaesthesia, and Australia is one of the safest places in the world to have an anaesthetic,” Endlich said. “This database is crucial to ensuring we maintain and enhance that safety record. It relies on the diligence of anaesthetists — specialist doctors with years of training who are on the frontline of patient care.”
Australian and New Zealand College of Anaesthetists www.anzca.edu.au
Perioperative nurses take on surgical escape room
Nursing staff at Calvary Adelaide Hospital have taken part in a new perioperative escape room designed by University of South Australia (UniSA) nursing and perioperative nursing lecturer Dr Michelle Freeling. Set in a state-of-the-art operating room, the simulated patient experience puts experienced nurses to the test, requiring them to respond to perioperative emergencies and solve complex scenarios.
A patient lies ready on the table when an alarm sounds and the nurses must respond, needing to work together adeptly and efficiently to manage whatever challenges are put before them before they
can successfully ‘escape’ — and its designer says the experience is transforming nursing education. “Perioperative nursing is a specialty that requires nurses to work quickly and efficiently, collaborating with surgeons and anaesthetists in high-pressure environments,” Freeling said.
“But with surgical advancements continually reshaping the field, perioperative nurses need to stay ahead of the latest techniques and practices — this is where experiences like our escape room can help,” Freeling added. “Participants will practise managing complex patient scenarios in the operating room, understanding and responding to perioperative emergencies, working cohesively with their team, and maintaining situational awareness, all of which are critical for success.”
Designed as an opportunity for perioperative nurses to learn or refine their expertise in a controlled-yet-realistic environment, the escape room is a chance to test skills safely, without risk, Freeling explained. The experience is also part of the new Calvary Scholarship Program, which was created to support nurses undertaking UniSA’s Graduate Certificate in Nursing with a focus on Perioperative Nursing — with Calvary having supported 12 scholarships for nurses to undertake the Perioperative Nursing course so far.
“UniSA’s perioperative nursing escape room demonstrates a contemporary, engaging and innovative approach to learning that will advance our team’s specialist perioperative skills while also developing their leadership capabilities, staff culture, and excellent person-centred care,” Calvary Adelaide Hospital General Manager Tanya Brooks said. The inaugural cohort of scholarship recipients have now commenced their studies.
C ourtesy Calvary
UniSA graduate nurses undertake the escape room activity with creator Dr Michelle Freeling (third from left)
Courtesy Calvary
UniSA graduate nurses undertake the escape room activity with creator Dr Michelle Freeling (second from left)
Immediate action needed for private hospital sector
Jane Griffiths, CEO, Day Hospitals Australia
Day Hospitals Australia has called for immediate action to reduce private health insurance costs for consumers, prevent the closure of day hospitals and improve the financial sustainability of all private hospitals. The crisis in the private hospital sector will have major impacts on the public hospital system which will add pressure to the already struggling public hospitals.
There was no mention of the hospital crisis from the leaders during the election campaign, which requires urgent action.
The private health insurance funding model is broken. Funding has not addressed changes in innovation and treatment modalities. Since the late eighties there has been a gradual movement towards more procedures performed on a same day basis. This has resulted in a notable change on the overnight hospitals’ case mix where now 50–60% of all procedure services are delivered as same day. At the same time the day hospital sector emerged in the late eighties/early nineties, demonstrating a price advantage in the beginning. The differences in funding indexation between overnight and day hospitals is significant.
Currently twice the number of same day procedures are provided in the overnight hospitals compared with day hospitals. This tendency towards the increased use of higher cost venues of care for same day procedures threatens not only the viability of day hospitals, but the sustainability of the whole private hospital sector.
Complex procedures are not sufficiently funded in the overnight hospitals and in the past, there has been a reliance on crosssubsidisation from the less complex procedures. With the dramatic shift in overnight hospitals’ case mix to ever increasing amounts of same day cases, the cross subsidisation is no longer working.
Day Hospitals Australia after detailed analysis of the current funding crisis, using publicly available data, is suggesting that care should be delivered to the right patient, for the right procedure, in the most costefficient venue of care.
To reduce costs by millions of dollars Day Hospitals Australia proposes a new Type “D” procedure category, where certain procedures must be performed in a day hospital setting. This regulatory change would need to be implemented gradually with resultant savings transferred to a more sustainable funding model for overnight hospitals. A pilot program addressing ophthalmology and diagnostic gastroenterology could demonstrate immediate efficiency improvements and cost savings of $300 million to private health insurers and the broader health system. This then creates an environment to deliver savings to consumers.
In conclusion, the current funding model is unsustainable and there is a need for immediate change and reform, with collaboration between all stakeholders to ensure a sustainable hospital system that delivers quality, safe, efficient care in the most appropriate setting.
» For more information visit www.dayhospitalsaustralia.net.au
CASE STUDY
Brain and kidney injury treatment after cardiac surgery
Heart surgery requiring the heart-lung machine (cardiopulmonary bypass) saves lives but can cause brain and kidney problems in many patients. Now, researchers from The Florey have teamed up with clinical specialists at hospitals across Victoria and South Australia as part of the MEGA-HEART project, which tests a Florey-patented treatment with the goal of reducing brain and kidney injuries.
“Many people wake from life-saving heart surgery in a confused, forgetful and disturbed state. And many experience minor to severe kidney problems,” Lead investigator Professor Yugeesh Lankadeva said — noting that up to half of all heart surgery patients experience postoperative delirium and 30% of patients have acute kidney injury. “These issues can lengthen or complicate recovery or may even prove fatal in some cases — yet no therapies are available.”
The project centres on administering a “mega-dose” of a novel formulation of sodium ascorbate, which was recently developed and patented by The Florey to treat heart surgery patients in operating theatres and intensive care units. Following three years of developing methods for studying the effects of heart surgery and cardiopulmonary bypass on brain and kidney health in sheep, Lankadeva said the preliminary data was “compelling” and “suggests our formulation of sodium ascorbate reduces neuroinflammation, which may prevent delirium. It also appears to reduce kidney inflammation, hypoxia and cell death in the inner region of the kidney — the renal medulla — which may prevent acute kidney injury”.
$4.9 million in support for the research over five years from the Australian Government’s Medical Research Future Fund will enable the project to: identify the optimal dose of sodium ascorbate to reduce or prevent inflammation in the brain and prevent inflammation, hypoxia and cell death in the kidneys in sheep; determine immunological and physiological mechanisms by which a mega-dose of sodium ascorbate exerts its effects of vital benefit to organs; and establish efficacy and safety of the sodium ascorbate optimal dose in patients undergoing heart surgery in hospital-based trials.
“We aim to follow this project with larger-scale clinical trials to transform the management of patients undergoing heart surgery to improve brain and kidney health outcomes,” Lankadeva said.
“Developing a therapy that prevents these common complications could be the biggest development in peri-operative heart surgical care in the last 25 years. It’s a tremendously exciting time to be working in this space, and a privilege to be able to help move this therapy from the bench to the bedside.”
Patients will be recruited for the clinical trial, which will also involve peri-operative and critical care physicians from The Alfred, Austin Health, The Victorian Heart Hospital, Royal Adelaide Hospital and The Royal Melbourne Hospital.
The Florey www.florey.edu.au
Professor Yugeesh Lankadeva
The Florey
The wave of New South Wales psychiatrist resignations early this year underscored an urgent need for systemic reform — a telehealth professional sets out how digital mental health services can help.
Australia’s mental health sector is at a critical juncture. A 2014 report by The Royal Australian and New Zealand College of Psychiatrists (RANZCP) indicates that one-third (33%) of Australian psychiatrists are considering leaving the profession within the next few years, with early career professionals increasingly following suit. The mass resignations within NSW Health early this year further highlighted the mounting pressure on public mental health services. As hospitals and healthcare teams struggle to fill these gaps, the strain on remaining professionals — particularly allied health workers — has become overwhelming.
While the challenges in the mental health sector are complex, one of the most promising solutions is the integration of online mental health services. Telehealth platforms, already proven to be effective in rural and underserved areas, hold the potential to transform care delivery across Australia. These digital solutions go beyond simply providing psychiatric services to enhance how allied health professionals, such as psychologists, social workers and occupational therapists, collaborate to deliver holistic, patient-centred care. By embracing digital tools, Australia can create a more sustainable, efficient and flexible mental healthcare system.
care
The psychiatrist shortage: a crisis for mental health
The shortage of psychiatrists is not just a concern for patients, it has far-reaching consequences that ripple across the entire healthcare system. As demand for mental health services continues to outpace the supply of trained professionals, other areas of the system are being forced to shoulder the burden. EDs are seeing an influx of mental health cases, for example, often with patients experiencing crises that could have been managed earlier with appropriate psychiatric intervention. Without sufficient specialist support, ED staff must triage and manage complex mental health conditions alongside physical emergencies, leading to increased wait times, burnout and suboptimal patient outcomes.
GPs, already stretched thin, are being relied upon as frontline mental health providers, despite not having the specialised training or resources to handle severe psychiatric conditions. With patients currently facing long waitlists for psychiatric referrals, this leaves GPs to manage cases that require expert
Out of crisis mode how digital mental health can help
SARAH RICHARDSON*
intervention, often with limited treatment options and time constraints. Meanwhile, allied health professionals, including psychologists, social workers and mental health nurses, are also feeling the pressure. While they play a crucial role in mental health care, they often lack direct access to psychiatric consultation, making it difficult to coordinate comprehensive treatment plans. This leads to fragmented care, where patients may receive therapy or counselling but struggle to access necessary medication management or psychiatric evaluation.
The result is a reactive and disjointed system, where mental health care is provided in crisis mode rather than through proactive,
continuous support. Without urgent action within psychiatric workforce development, training and retention, these pressures will only intensify, exacerbating wait times, increasing hospital admissions and ultimately placing further strain on an already overstretched healthcare system. With more than half (58%) of Australian psychiatrists citing sustainable work hours as key to job retention and nearly four in five (80%) emphasising the importance of adequate staffing, according to the 2024 RANZCP report, it’s clear that the current model is unsustainable.
This is where telehealth can step in. Online platforms allow psychiatrists to work flexibly while expanding access to care in underserved
areas. However, beyond just psychiatry, digital mental health services can significantly benefit allied health professionals by improving collaboration, reducing workload pressures and enhancing patient outcomes.
How online mental health services can support allied health professionals
Allied health professionals play an integral role in Australia’s mental health landscape. However, with increasing patient loads and resource shortages, they are finding themselves overstretched. Digital mental health services offer tangible solutions, including:
1. Enhancing multidisciplinary collaboration
One of the biggest advantages of online mental health services is the ability to facilitate real-time collaboration between psychiatrists and allied health professionals. Rural and regional clinics can lack immediate access to psychiatric expertise, delaying treatment and worsening patient outcomes. Digital platforms enable allied health professionals to consult psychiatrists remotely, ensuring a more coordinated and efficient approach to care. For example, a psychologist in a rural community health clinic can use telehealth to consult a psychiatrist regarding a complex patient case, allowing for timely interventions without requiring patients to travel long distances.
2. Reducing wait times and preventing escalation
Long wait times for psychiatric assessments can lead to patients deteriorating while awaiting care, leaving allied health professionals managing complex cases without the necessary psychiatric oversight. By expanding telehealth access, allied health workers can refer patients for quicker psychiatric consultations, ensuring early intervention and preventing mental health conditions from escalating to crisis levels.
3. Providing training and supervision opportunities
The psychiatrist shortage has also affected training pathways for early career mental health professionals. With fewer senior psychiatrists available for supervision, trainees can sometimes lack the guidance they need. Telehealth platforms can address this by facilitating remote supervision, allowing psychiatrists to mentor psychologists, social workers and occupational therapists across different regions. Additionally, online platforms can offer professional development modules tailored for allied health workers, ensuring they stay updated on best practices in mental health care.
4. Improving workforce retention through flexibility
Telehealth benefits not only psychiatrists but also allied health professionals by alleviating workload pressures. Social workers, psychologists and occupational therapists often manage high caseloads
Telehealth benefits not only psychiatrists but also allied health professionals by alleviating workload pressures.
with limited psychiatric support, leading to burnout. Digital mental health services allow for shared patient management, helping distribute the workload more effectively. This results in improved job satisfaction and better patient outcomes.
Several Australian healthcare organisations have successfully integrated telepsychiatry services, leading to reduced ED wait times for mental health patients and more efficient resource utilisation. For instance, the Western Australia Country Health Service’s Mental Health Emergency Telehealth Service provides 24/7 access to specialist mental health nurses and psychiatrists via telehealth. This service supports local clinicians in managing mental health crises, potentially reducing the time patients spend in EDs and expediting access to appropriate care.
A study published in 2022 in International Journal of Mental Health Systems evaluating telehealth service delivery in a regional Australian mental health provider during the COVID-19 pandemic found that telehealth, encompassing both telephone and videoconferencing, effectively worked in place of face-to-face consultations. This transition maintained service accessibility and was well-received by both clinicians and patients, demonstrating the feasibility and acceptance of telehealth in routine mental health care.
Despite such initiatives, challenges persist. The 2024 Australian Medical Association Public Hospital Report Card highlighted that, on average, mental health patients in Australian public hospitals spent seven hours in EDs before being admitted, with one in 10 (10%) waiting more than 23 hours. These findings underscore the need for continued investment in digital mental health solutions to enhance system efficiency and ensure timely, coordinated and effective patient care.
Integrating online mental health services into Australia’s healthcare system
To fully realise the benefits of online mental health services, healthcare administrators and policymakers must prioritise their integration into existing systems. Key actions include:
• establishing streamlined referral pathways between hospitals, community health services and telehealth providers, ensuring seamless patient care;
• expanding funding models to support multidisciplinary collaboration, including Medicare rebates for telepsychiatry consultations involving allied health professionals;
• providing ongoing training for hospital and aged care staff on leveraging digital mental health platforms to enhance patient care.
The wave of psychiatrist resignations in New South Wales underscored the urgent need for systemic reform. While workforce shortages pose significant challenges, digital mental health services offer a viable and scalable solution. By leveraging telehealth, Australia can not only retain its mental health workforce but also empower allied health professionals to provide high-quality, collaborative care.
Such flexibility, with options for both telehealth and face-to-face appointments, enables a work model that allows psychiatrists to choose where and how they work, helping to bridge the gap in mental health care for regional and rural areas. With most psychiatrists concentrated in major cities (according to 2024 research in the Australian Journal of Rural Health), telehealth enables psychiatrists to address this imbalance by living and working in locations of their choosing, while still providing vital care to underserved communities.
As hospitals, aged care providers and community health organisations navigate these challenges, the need to embrace digital tools has never been clearer. The future of mental health care in Australia depends on innovation, collaboration and a commitment to building a sustainable, well-supported workforce — one that can continue delivering essential services to those who need them most.
An estimated 7500 Australian deaths are associated with hospitalacquired infections each year, with the most common including pneumonia, urinary tract infections and wound infections after surgery. With extant research suggesting medical equipment such as blood pressure machines, dressing trolleys and drip stands could be a common source of infection, a team of Australian researchers, including from Monash University, ran an experiment — introducing a program of ‘enhanced cleaning and disinfection’ measures onto several NSW hospital wards.
Instead of clinical staff, who are normally responsible for the cleaning of shared equipment, the researchers deployed designated cleaners specifically trained to clean and disinfect sensitive medical equipment. Regular training and feedback was given throughout the program, and the start date for cleaning on each ward was randomly selected. Economic costs were to be considered as well, weighing the cost of the program against healthcare costs saved should there be a reduction in infections.
The researchers monitored thoroughness of cleaning before and after enhanced cleaning through the application of a fluorescent gel marker to shared equipment. The gel is easily removed if the surface is cleaned well and cannot be seen without a special light. Patient infections on the wards were also monitored before and after the introduction of the program. More than 5000 patients passed through these wards while the program was being run. Findings from the experiment being published last year in The Lancet Infectious Diseases (doi.org/10.1016/S1473-3099(24)00399-2).
With reference to the gel marker, it was found that the enhanced cleaning improved thoroughness by 24–66% and that hospitalacquired infections dropped by approximately one-third following the
CASE STUDY
introduction of the cleaning program — from 14.9% of patients to 9.8%. A reduction in the range of infections was also observed. Factoring in the cost of the designated cleaners, their cleaning products and the saved costs of the reduced number of infections, the researchers estimate that the intervention could save a hospital $642,000 for every 1000 patients.
Monash University www.monash.edu
Wound debridement method
Biofilms may be present in up to 80% of chronic wounds and play a significant role in impeding the healing process. Removal of the microbial bioburden is essential to facilitate healing.
DEBRICHEM is a single-use medical device that is designed to remove the microbial bioburden in infected, chronic wounds in a single 60-second application.
With over 90% of cases requiring just one treatment, the solution is designed to not require a certificate in sharp debridement, and can be applied in any healthcare setting. After treatment, the devitalised tissue and biofilm slough off in several days, preparing the wound for healing.
A UK study looking at venous leg ulcer management demonstrated a 75% increase in the probability of healing, and an overall 57% reduction in healthcare-related costs for cases treated with DEBRICHEM plus standard of care (SOC) compared to cases treated with SOC alone. Improvements in the patient’s healthcare-related quality of life were also observed. The full reference list is available at: www.gaiamedical.com.au/references.
Gaia Medical Pty Ltd www.gaiamedical.com.au
A day in the life of Dr Jo Braid a
rehabilitation physician and burnout coach
06:00 I love waking while the house is quiet, for reflective time with a hot coffee and my journal. I’ll put music on and often light a candle. A great start to the day with a brain dump (journalling) then Wordle.
07:30 Time to leave for clinic in Bathurst or drop the kids to beforeschool training.
08:00 Drive time.
09:30 I often have a coffee with a friend before starting my workday as a coach and podcaster. It’s time to connect, listen and catch up. Human relationships are so important for any of us, and I make sure I have one to two coffee catch-ups per week.
10:30 Following our team meeting, we all walk down to the cafe at the hospital for a walk and talk. Valuing movement and time to connect in our workdays.
11:00 I see between five and seven patients in clinic with lengthy appointment times to cover their recovery from brain injury with a comprehensive approach. Often, we are discussing memory and fatigue strategies, the process to return-to-driving and return-to-work plans.
07:00 Time to get the kids ready for school — lunch boxes, support with any homework or music practice. We like to run ‘ahead’ of schedule. The kids really prefer time to play before school starts rather than rushing in last minute before the bell.
08:30 If I’m coaching (virtual from home), I start my day with a session at the gym, once a week with my personal trainer. Keeping my body strong as I age healthily is a priority.
06:30 Movement is something I love to bring into my day — if I’m commuting to Bathurst (45-minute drive), I’ll do a 20-minute yoga flow before getting ready for the day. The time to move and meditate sets me up well for the day ahead and whatever comes.
10:00 If I’m in clinic… we have our team meeting to discuss clients for review, those who are referred to our service (Mid Western Brain Injury Rehabilitation Program, covering a vast geographic area) and journal club. If I’m coaching… I’m on time with a glass of water, distractions turned off and ready to connect with my client for a 45-minute coaching session, working on any challenges and using our brains to find the solutions. I always ask my clients to celebrate what is going well and name a couple of takeaways from the coaching session to reinforce the tools we have used.
Jo at Bathurst Health Service, where she works part-time in the Mid Western Brain Injury Rehabilitation Program
Dr Jo Braid FAFRM is a seasoned rehabilitation physician with two decades of expertise in neurorehabilitation and an award-winning coach dedicated to transforming burnout recovery for healthcare professionals. Based in Orange, she actively engages in her community and hosts The Burnout Recovery podcast. She delivers interactive keynotes and personalised 1:1 coaching programs, working in her clinical role at Bathurst Health Service on a part-time basis. Her passion for mental wellbeing, combined with her deep understanding of the human brain, empowers individuals to thrive. Here’s a day in her life.
12:30 Lunch is something light, usually outside with my team in Bathurst avoiding the swooping magpies. At home I’ll eat lunch by the pool with the black Labrador salivating beside me!
14:00 I’m one of the facilitators in the Schwartz Rounds at Bathurst Health Service. We piloted this social and emotional wellbeing program in 2024, and it was such a success we are continuing it in 2025. It’s a space to connect for all hospital staff — from the kitchens to porters to clinicians. We hold the rounds once a month and discuss important topics like ‘The patient I’ll never forget’ or ‘What keeps me up at night’ or ‘Leading through stress and uncertainty’. It’s such a great program and connects us all as humans in the healthcare system, recognising the emotional challenges we all have. The rounds go for an hour; we do prep beforehand and debrief as facilitators after.
13:00 I plan out my podcast schedule on The Burnout Recovery podcast to have a guest on the first episode every month. This involves invitations, scheduling, recording, and publishing with social media and a weekly newsletter. I love the opportunity to interview people I might not have met in my life otherwise and hear their wisdom and stories of recovery and fulfilment. I outsource help with editing and publishing my podcast and do the rest myself. It’s one of my favourite creative spaces I have in my schedule and I time block it to think, draft, record and share my podcast episodes. To date, I have released over 120 podcast episodes with over 30,000 downloads — that’s a big auditorium of people listening to this niche area of burnout recovery in health care!
15:00 Collecting the kids is a part of my day I love and aim to do on the days I am in Orange. We have great conversations on the way home and I enjoy the connection time with my two sons in primary school. My eldest is in boarding school and we chat a couple of times per day.
19:30 Time to read with the kids before lights out.
20:30 My preferred time to read.
18:00 We eat together as a family — an important connection time and space where we all contribute. Often, I will go for a walk around the block with my middle son and the dog for a chat.
21:30 I love my sleep and prioritise it! Head on the pillow before 10 pm on a regular basis. I name three things I’m grateful for before I close my eyes. The day ends well.
21:00 Digital sunset — time to wind down for the evening and turn off all screens. 22:00 Sleep.
A Day in the Life is a regular column opening the door into the life of a person working in their field of health care. If you would like to share a day in your working life, please write to: hh@wfmedia.com.au
Jo in her home office, where she meets virtually with clients and works on The Burnout Recovery podcast
Images: supplied
Featured Products
Virtual care pods
CareZen Virtual Care Pods are modular spaces offering patients a hospital-grade environment for confidential consultations via telehealth technology.
Manufactured in Australia and co-designed with Australian clinicians and consumers to NSQHS standards and AHF guidelines, to meet energy efficiency, infection control and patient safety standards, the pods are constructed using premium materials and products offsite, allowing them to be swiftly installed and assembled on-site — to ensure minimal disruption to operations.
Features include: anti-viral coating to all surfaces, to prevent the spread of viruses and bacteria; ventilation options that allow for standalone operation or the ability to connect to hospital or building facility services and systems; duress alert systems and indicators, to designate occupancy level and/or help requests; video-based, non-invasive vital signs monitoring — BPM, HRV, RPM, Stress Index, Sp02; and a soundproof structure, designed to ensure interactions between patients and medical professionals remain confidential.
CareZen Pty Ltd www.carezen.net.au
Carpet rolls
The Tarkett Powerbond - Early Bloom carpet rolls are designed for inviting, reflective and restorative spaces, with applications in health and aged care among other sectors. The Powerbond hybrid resilient sheet flooring is a heterogeneous construction of nylon and closed-cell cushion.
The Early Bloom style has a small-scale pattern reminiscent of spring’s first blooms, with a slight shear for added texture. It is intended to welcome residents and guests with the warmth and comfort of relaxed living, creating a setting for healing, lifestyle and leisure and promoting feelings of wellbeing. Offered in broadloom and available in 12 colours, it is part of the Garden Walk Collection.
Tarkett Australia Pty Ltd www.tarkett.com.au
Nursing CPD app
Florence by APNA (Australian Primary Health Care Nurses Association) is a free app designed to make nursing professional development easy, efficient and empowering.
Intended to provide unbiased, tailored recommendations from the most relevant and trusted sources, it aims to capture continuing professional development (CPD) in an Ahpra-compliant way, offering a way to track all learning, see blind spots, and uncover career opportunities — including research projects, collaborations and employment.
Users can assign levels to their learning, mapped to a teaching taxonomy and a Career and Education Framework for Australian nurses. The CPD tracking allows users to capture and organise their learning, aligned with Ahpra requirements and the individual’s professional needs. It is intended for nurses and midwives, nursing students, nurse managers and people looking for nurses.
Australian Primary Health Care Nurses Association (APNA) www.apna.asn.au
Surgical gown range
The MULTIGATE ProSeries surgical gown range has been designed to make gown selection simpler, faster and more intuitive. The range includes three sub-range gowns — PRO3, PRO3+ and PRO4 — each designed to meet distinct procedural and protection needs.
At the core of the ProSeries range of surgical gowns is a clear and consistent identification system. The gowns are uniquely colour-coded. There is outward facing labelling that clearly displays protection level, and bold graphics to easily identify AAMI level and gown size, even when they are folded. This means clinicians can verify the level of protection immediately.
This launch marks a new chapter for MULTIGATE in surgical gown design, one that is intended to put users first by eliminating guesswork, ultimately providing confidence to help ensure the right gown is used for the right procedure, before it is touched.
MULTIGATE Medical Products www.multigate.com.au
In Conversation
with Rear Admiral Sonya Bennett
AMY SARCEVIC*
Hospital + Healthcare speaks with Rear Admiral Sonya Bennett, Surgeon General and Commander of Joint Health for the Australian Defence Force — 19 months into the role, we learn the healthcare ethos and strategies of someone who is widely regarded as one of the most influential authorities in health.
Having already led the country through COVID-19, as Chair of the Communicable Disease Network Australia, Rear Admiral Sonya Bennett is now immersed in tasks like preparing Defence and Australia’s health system for the prospect of crisis or conflict.
It is a challenge many would baulk at, but one Bennett takes in her stride, having spent most of her career wilfully outside of her comfort zone.
The former Commonwealth Deputy Chief Medical Officer has held a range of prestigious roles, in both military and civilian spheres — but says her time with Defence has been particularly formative.
“I am used to always being a little uncomfortable and challenged,” she said.
“In my early career in Defence, it was normal to change roles every 2–3 years, and it sets you up for success, because you are always adapting to new accountabilities.”
That said, Bennett’s role as Commander of Joint Health — in which she oversees the Defence Force’s entire health network — has not been without challenges.
While smaller in scale than the national and state/territory health systems she has previously worked in, the structure, breadth — and stakes — are the same, she says.
“Essentially, it’s a microcosm of the broader health system, with primary care, preventive
“We are, for the first time, describing what the Defence Health System looks like in its entirety, and figuring out where there is value in an integrated system.”
health, allied health, mental health, dental, and tertiary care services — all to support our personnel.
“Then on top of that, we have to think about what deployable health capability is required for the future and how we continue to optimise that capability.
“It’s a significant task, especially in light of the current geopolitical uncertainty,” she added.
Indeed, the Defence Strategic Review, published just before Bennett’s appointment, called for the incoming Commander to be adequately resourced to provide sustained health care, and support to operations.
“Translated, that really means that we are actively planning and preparing for what health capability is required to support the Force, including network arrangements with the national health system and partners, should we find ourselves in conflict,” she explained.
Focus on integration
Bennett — who has been in the role for 19 months — said her strategy around this is likely to be transformative.
Currently, she is focused on integrating the “many moving parts” of the health network.
“We are, for the first time, describing what the Defence Health System looks like in its entirety, and figuring out where there is value in an integrated system.
“We are trying to ensure teams are coordinated as a unified whole, where it makes sense, as well as connecting with the civilian health network, partners and allies. So there is a lot of thinking and effort going on around how this will work,” she said.
While the wheels are still in motion, and the roadmap yet to be ironed out, Bennett is confident that other components to make it possible are there.
“We are rolling out a new electronic health records system in Garrison soon, and will then pivot and optimise it to make sure it works in a deployable space,” she said.
“We also have a Joint project underway which is modernising the matériel Deployable Health Capability, making it modular and scalable.”
Solid assurance mechanisms
As well as preparing for possible conflict, Bennett is contributing to the nation’s response to the Royal Commission (RC) into Defence and Veteran Suicide, having already taken the stand at the proceedings in 2024.
In line with the RC’s recommendations, she recently commissioned an internal review of clinical governance — a move that will have positive, knock-on effects for the broader system.
“This is to assure me, as Surgeon General, that we are doing everything we need to be doing to ensure safe and quality health care.”
To further raise standards, Bennett’s team is keeping abreast with research, and leveraging connections with colleagues and industry peers.
“Our job is really to understand the latest evidence and make sure that we’re implementing that in the Force. This approach has already informed us in revising protocols for responding to suicidal crisis,” she said.
Mindset shift
With such significant tasks ahead, Bennett said managing the sheer volume of work is one of her greatest challenges.
To maintain morale in her already “conscientious” team, she encourages the celebration of small wins.
“I say to my direct reports, sometimes we have to actively think about what it is we need to accomplish every day — and sometimes it’s a matter of deciding what you won’t be able to do that day and being comfortable with it.
“As long as you can provide your rationale, and you’re coming from a place of accountability and always striving for the best outcomes, then it’s often the best way to go,” she concluded.
*Amy Sarcevic is a freelance science and technical writer who regularly writes for Hospital + Healthcare. She has an academic background in psychology.
The privacy dilemma safeguarding patient data
VINICIUS CARDOSO*
The potential benefits of GenAI and the insights it provides often seem to conflict with the mandate to protect patient data. A technology expert suggets a privacy-by-design strategy may hold the key to overcoming this.
In today’s healthcare industry, data is recognised as one of the most valuable assets. Many healthcare technology leaders are working to unlock this value by using AIdriven analytics to improve patient outcomes and reduce costs. These tools help healthcare providers better understand patient health issues, create effective treatment plans and evaluate results. With these insights, providers can identify what’s working well and where improvements are needed to support patients and practitioners alike.
The dilemma
However valuable, achieving these insights requires IT teams to process large amounts of personal and highly sensitive patient data through AI models. The challenge is that while the data enhances patient care and experiences, healthcare organisations must also prioritise keeping this information secure and private. Unfortunately, not all organisations succeed in this area. Recent research from the Office of the Australian Information Commissioner revealed that the healthcare sector reported the highest
number of data breaches in Australia during the first half of 2024.
The Australian Government emphasises the importance of patient privacy. For example, the My Health Records Rule of 2016 requires healthcare organisations to establish, communicate, and enforce security and access policies. The stakes are high — mishandling data can lead to significant reputational, financial, legal and customer retention risks. To meet regulatory demands and support long-term growth, healthcare providers must invest in secure data management solutions that enhance GRC (governance, risk and compliance).
Organisations with substantial brand value are particularly cautious about reputational risks tied to poor data management. In regulated industries like health care, failing to comply with privacy standards can lead to lawsuits and a long-term loss of patient trust. This creates a dilemma: the potential benefits of GenAI and the insights it provides often seem to conflict with the mandate to protect patient data.
Privacy by design
One way to resolve this conflict is to integrate data privacy into the core of business operations, a concept known as ‘privacy by design’. It’s an approach that embeds privacy measures into IT systems and business practices from the outset. By managing the entire data life cycle — from collection to disposal — organisations can ensure compliance with privacy regulations and protect sensitive information.
By adopting secure data management platforms and a privacy-by-design approach,
Implementing a privacyby-design strategy: key steps
Step 1: Adopt a consistent approach
Establish clear and consistent privacy practices across all people, processes and technologies involved in managing data.
Step 2: Be proactive, not reactive
Embed privacy measures into IT systems and business processes during the design phase. This proactive approach ensures practices remain resilient to evolving regulations.
Step 3: KYD, KYI (know your data, know your intent)
Understand what data you have, how it was obtained and the purpose it serves. Whether purchasing, collecting or using data, this knowledge is essential for compliance.
Step 4: Take ownership of the entire data life cycle
Define guidelines for how data is collected, stored, used and secured. Regularly evaluate these strategies to ensure they comply with healthcare privacy regulations.
Step 5: Deploy a modern data platform
A modern data platform can, for example, automatically identify and tag sensitive data, such as PII (personally identifiable information). These platforms can apply consistent security controls across all environments, allowing organisations to innovate while maintaining data security.
healthcare providers can harness the power of AI and data analytics without compromising patient privacy. Beyond meeting compliance requirements, this strategy demonstrates a commitment to protecting personal data and improving patient outcomes. Ultimately, safeguarding privacy is not just a regulatory obligation — it’s the right thing to do.
*Vinicius Cardoso is Chief Technology Officer, ANZ at Cloudera.
