change champions & associates newsletter february 2015

Change Champions & Associates Newsletter - FEBRUARY 2015

NEWSLETTER

C o n t e n t s

For innovators in

healthcare & beyond

F E B R UA RY 2 0 1 5

P. 1 ‘The Pitch’ innovation challenge Barbye Castillo Sydney Local Health District

P. 7 Engaging consumers to develop a cancer survivorship and wellness model of care in the ACT David Larkin PhD Canberra Region Cancer Centre Canberra Hospital & Health Service

P. 8 Being clear about death and dying

Steve Offner UNSW Media

P. 10 The Smile Mum Project, Wagga Wagga

Jennifer Lang Murrumbidgee Local Health District

P. 12 Squashed in the Middle by You Char Weeks Change Champions & Associates

P. 16 Keeping older Australians on their feet Dr Anna Barker, Dr Darshini Ayton, Ms Sheral Rifat & Ms Margaret Brand Monash University

P. 17 Setting out on Firmer Foundations Melissa Walshe & Jackie Jenkins Good Shepherd

P. 18 One Disease Duneeshya Gunasekara 1disease

P. 19 Benefits of training and staff development for recreation staff in aged care Lauretta Kaldor Diversional Therapist, Workplace Trainer

P. 20 C.R.A.T.- A constipation risk assessment tool Kimberley Zanik Broome Hospital, WACHS Kimberley

P. 24 WORKSHOPS & IN-HOUSES P. 38 RESOURCES

(Continued p. 3.)

Sydney Local Health District embraces, encourages and supports a culture of

innovation through its innovation challenge - The Pitch.

The Pitch is a new initiative through which staff are able to pitch their innovative idea

to a panel of experienced judges, giving them permission to change our system. The

Pitch aims to invigorate a culture of innovation across the District and is open to all

staff. It provides a sense of empowerment to all levels of the organisation by

showcasing that the District is interested and excited by all ideas that aim to improve

the system and patient experiences – no matter how big or small.

‘THE PITCH’ innovation challenge

Sydney Local Health District encouraging & supporting innovation

2 Change Champions & Associates Newsletter - FEBRUARY 2015

25-27 February 2015 Melbourne City Conference Centre

333 Swanston St Melbourne (Opposite the State Library), VIC, AUSTRALIA

Delivering integrated, consumer directed care where, when and how it’s needed.

Respecting Our Loved Older One’s Wishes

www.changechampions.com.au

DOWNLOAD THE PDF PROGRAM ONLINE! http://tinyurl.com/programrespecting

REGISTER TODAY!


http://tinyurl.com/programrespecting


Prof Chris Brook

Chief Advisor, Innovation, Safety and Quality; and Health and Medical Commander Department of Health Victoria

Dr Régis Blais

Pan Canadian Home Safety Study, University of Montreal, Canada (confirmed)

Carol Foster Locality Manager, Adults North, Nottingham Citycare Partnership, UK (confirmed)

Prof Peter Gonski

SouthCare, South East Sydney LHD, NSW (confirmed)

Carolyn Gullery General Manager, Planning, Funding & Decision Support

Canterbury & West Coast District Health Boards, NZ (confirmed)

Tracy Haddock PEPS Manager, Bedfordshire Partnership For Excellence in Palliative Support (PEPS)

Co-ordination Centre and Local Implementation Manager, Vitrucare End of Life Pilot St Johns Hospice, UK (confirmed)

Prof Joseph E Ibrahim

CRE-Patient Safety, Department of Epidemiology & Preventive Medicine & Prevention Research Unit, Department of Forensic Medicine, School of Public Health and Preventive Medicine, Monash University, VIC

Department of Epidemiology & Preventive Medicine, The Alfred Centre, VIC Department of Forensic Medicine, Victorian Institute of Forensic Medicine (confirmed)

Caroline Mulcahy

CEO, Carers Victoria (confirmed)

Rod Quantock Comedian, Dinner Speaker (confirmed)

Dr John Rasa

CEO, Networking Health Victoria, President Australian College of Health Service Management (confirmed)

Dr David Skyes General Manager, Learning and Development, Alzheimer's Australia Vic (confirmed)


25-27 February 2015

DOWNLOAD THE FULL PDF PROGRAM: Visit: http://tinyurl.com/programrespecting

Invited Keynote Speakers



Workshops with Char Weeks

[p. 27] Manage Your Energy Not Your Time

[p. 28] Moving Forward: Accepting and Embracing Resistance to Change

[p. 29] The New Leaders Toolkit

[p. 30] Managing Up (How to help your boss add value to your work)

Workshops with David Schwarz

[p. 31] Board Appointments Master Class

Workshops with Robyn Attoe

[p. 32] Delirium and the Older Person

[p. 33] Managing Behavioural and Psychological Symptoms of Dementia

Workshops with Alice Rota- Bartelink

[p. 34] The ABC of BOC– Working with Older Adults with Complex Care Needs

[p. 35] The Challenge of Long Term Alcohol Abuse in Older Adults

[p. 36] The Service Providers Toolkit: Improving the Care of Older Homeless People

Workshops with Julie Faoro

[p. 37] The Long Stay Patient

In-house workshops


Upcoming seminars 25 FEBRUARY 2015 (1/2 day workshop in Melbourne, VIC)

Care Homes Programme [p. 24]

with Pam O’Nions

26-27 FEBRUARY 2015 (2 day seminar in Melbourne, VIC)

Respecting Our Loved Older One’s Wishes [p. 2]

Delivering integrated, consumer directed care where, when and how it’s needed

APRIL– MAY 2015 (travelling one-day workshop, to WA, QLD, NSW, VIC)

Working effectively with clients experiencing family estrangement [p. 26]

with Kylie Agllias

Online courses

Sustain Success On Line Resilience Course [p. 25]

with Kathryn McEwen & Char Weeks


The District will invest $240,000 annually ($50,000 per

quarter) on staff’s innovative ideas, highlighting its

commitment to its core values – Collaboration, Openness,

Respect and Empowerment (CORE). The Pitch removes the

red tape and introduces a transparent process accessible to

all staff. A one page online application form allows staff to

provide a brief description of their innovation; what the

desired outcomes are; whose involvement will be required;

the timeframe and budget for the solution; and the

sponsorship acquired for the project. The Pitch process,

screening and scoring tools (which are used by both the

District’s Innovation Group and The Pitch panel) are also

accessible to staff via the District’s Innovation web page

providing staff with all the essentials for their pitch.

Twenty-one applications were received in the August 2014

intake, making the selection process difficult and

competitive. The Kerry Packer Auditorium at Royal Prince

Alfred Hospital opened its doors to the inaugural The Pitch

event on Friday, 22nd August 2014. Over 120 staff joined

the six pitchers who would stake their claim for a chance to

win the initial $50,000 to fund their innovative idea.

With excitement in the air, each presenter creatively

introduced their idea to the esteemed panel who were then

we able to ask questions at the end of each presentation.

Staff were invited to a cocktail-style experience while The

Pitch panel members deliberated on the winning Pitch.

As difficult as it was for the panel, the winning pitch would

be announced on the night. Two ideas were able to share in

the winnings:

(‘THE PITCH’ innovation challenge, continued from page 1)

Pitch: Back to basics in Balmain’s front yard Brief Description: This innovation explores the establishment of a restorative and therapeutic garden for Balmain Hospital

inpatients which will simulate normal every day activities and assist patients with a smooth transition to the community.

Awarded: $33,000

Pitch: No time to pitch the tent – Catching up with best practice Brief Description: This innovation confronts issues with dysphagia (an impairment to swallow function) and its contribution to

the development of aspiration pneumonia. It addresses such challenges by promoting objective assessments using key

equipment which will improve the patient experience and reduce cost.

Awarded: $16,683

(Continued next page)

Contents Articles Workshops In Houses Resources


The second The Pitch session was held at Concord Medical

Education Centre at Concord Repatriation General Hospital

on Friday 21st November 2014. Staff from across the District

supported its six key pitchers who presented their

innovative ideas to the esteemed panel. With much

excitement and some extra funds in the air, the panel

announced the winning pitches for the night:

(‘THE PITCH’ innovation challenge, continued from page 5)


Pitch: 'DEPROX' Strikes Back-The way forward in environmental decontamination Brief Description: This innovation introduces the Deprox System (Hygiene Solutions) which is an automated vapouring system

that disinfects and systematically eradicates microorganisms.

Awarded: $50, 000

Pitch: Fire Service – Training Centre Brief Description: This innovation explores the completion of structured training for clinical staff in regards to evacuation skills

via a simulation fire training centre.

Awarded: $40,000

Sydney Local Health District is looking forward to continuing its culture of innovation by supporting quarterly Pitches throughout

2015/16.

For more information regarding The Pitch visit the Sydney Local Health District Innovation website at www.slhd.nsw.gov.au/

innovation or contact Sydney Local Health District Performance and Clinical Redesign Program Manager, Barbye Castillo via email

[email protected].

http://www.slhd.nsw.gov.au/innovation

http://www.slhd.nsw.gov.au/innovation

mailto:[email protected]


Although survival rates for many cancers have improved

significantly, more people are living with the consequences of

a cancer diagnosis and its associated treatment. The ACT has

the best cancer survival rates in Australia (AIHW, 2012).

Survivorship is a new area of the cancer care pathway. Cancer

survivorship can refer to a number of different timeframes in

the cancer patient trajectory. In the past, the term ‘cancer

survivor’ was used to describe someone cured of their cancer.

This usually meant someone who was free of disease for 5-10

years after treatment. Nowadays , however, survivorship

means different things to different people. There are a number

of emotional, physical, practical and social challenges that

cancer survivors may face during or after finishing cancer

treatment, including late effects of cancer treatment and the

fear of cancer returning . The main elements of effective

survivorship care include care after treatment, cancer

surveillance, prevention of cancer recurrence, the

management of late effects and overall wellbeing.

The Canberra Region Cancer Centre (CRCC), commenced

operation in 2014, integrating most Canberra Hospital and

Health Services Cancer Services into one location. It is now the

primary adult tertiary referral hub for cancer diagnosis and

treatment in the ACT and South East New South Wales region,

servicing a population in excess of 500,000 people. A

significant part of the vision to provide this population with

integrated and contextually appropriate cancer care involves

implementing a Cancer Survivorship Model of Care for within

the region. This project aimed to engage and consult with local

consumers and service providers to help inform priorities in

establishing a model of care.

The researchers devised survey tools based on current issues

in cancer survivorship research. These tools have been widely

distributed in both paper and electronic format to consumers

(people who have had a diagnosis of cancer and their carers)

and clinicians involved in the treatment and follow up of this

patient group. Selection criteria were identified to reflect the

unique population groups serviced by the CRCC. The survey

was designed to determine how the local consumers and

service providers define survivorship; to enquire about the

physical emotional and practical support needs of cancer

consumers; and to examine coordination of resources and

support from a clinician perspective.

108 patients, 31 carers and 72 clinicians have completed the

survey. Results overwhelmingly demonstrate that respondents

understand survivorship to be living with cancer, beyond

diagnosis and treatment. Consumers and carers indicated they

would like ongoing psychosocial support during and following

treatment. They also desired better communication and

collaboration with their GP and other health professionals and

felt this could be achieved with the use of a summary

treatment plan. This plan, outlining treatment details,

recommendations and other planned health interventions,

could be available from diagnosis, and updated during and

after treatment. Clinicians indicated they would like a greater

understanding of resources and support available to patients.

In light of the results from the surveys, the Model of Care will

place emphasis on survivorship as living well with cancer,

beyond diagnosis and treatment. Work is now underway to

examine this in detail and determine how this will frame

patient care and support. Development of a Model of Care

that enhances the wellbeing approaches important in

survivorship provided to patients and carers has commenced.

For more info please contact [email protected]

Engaging consumers to develop a cancer survivorship and wellness

model of care in the ACT David Larkin PhD

Clinical Cancer Research Nurse Canberra Region Cancer Centre

Division of Cancer, Ambulatory and Community Health Support Canberra Hospital & Health Service



Being clear about death and dying

This article first appeared on the UNSW Newsroom on 22 January 2015 at http://newsroom.unsw.edu.au/news/health/being-clear-about-death-and-dying

Published with permission.

UNSW researchers have developed an assessment tool

that helps doctors and caregivers more accurately identify

elderly patients whose death is imminent and unavoidable

at the time of hospital admission. The CriSTAL (Criteria for

Screening and Triaging to Appropriate aLternative care)

tool identifies patients who are likely to die within a three-

month period.

Elderly people with chronic, age-related illness commonly

endure repeated admissions to hospital in the last months

of life and may be subject to distressing, expensive and

futile medical procedures. The new tool provides more

certainty in prognosis and enables an end-of-life care plan

to be developed that best meets patients’ needs.

A paper describing the assessment procedure is published

today in the BMJ Supportive & Palliative Care.

“Most terminally ill people want to die at home, but in fact

three quarters end up dying in acute hospitals, often after

intrusive, expensive and ultimately pointless medical

procedures,” says Dr Magnolia Cardona-Morrell, who led

the research at UNSW Medicine’s Simpson Centre for

Health Services Research, alongside UNSW professor of

intensive care Ken Hillman*.

“Current acute hospital systems often fail to

recognise or cater to the needs of people for whom

death is imminent and unavoidable. They are geared

for aggressive treatment and emergency resuscita-

tion, not peaceful, harm-free transitions,”

Dr Cardona-Morrell says.

“Elderly people who are dying need to be protected from

heroic but intrusive live-saving hospital interventions that

often only prolong suffering rather than enhance quality of

remaining life.”

CriSTAL consists of a 29-item screening list that can be

completed by a nurse or a doctor before hospital admis-

sion and takes account of factors such as vital signs,

cognitive impairment, recent hospitalisations, measures of

frailty and the presence of active disease such as cancer or

chronic kidney or liver disease.

The process is informed by an extensive review of the

strengths and weaknesses of medical literature that

attempts to “diagnose dying” or devise an end-of-life

assessment tool for clinical use. Most of the existing tools

rely on clinical judgment or subjective assessments and

value judgments. Others are unacceptably inaccurate.



http://newsroom.unsw.edu.au/news/health/being-clear-about-death-and-dying


The authors say developing a more objective and accurate

way of identifying patients near the end of life is crucial to

prevent inappropriate hospital admission and unnecessary

treatments.

“It can be difficult to reach a decision that balances the

rights of patients to die with dignity and the expectations

of families about satisfactory end-of-life care, while

considering the limitations of health resources,” they write.

“Delaying unavoidable death through aggressive and

expensive interventions may not influence patient

outcome; may compromise the bereavement process for

families; and cause frustration for health professionals.”

Dr Cardona-Morrell says the research is not about

dictating the withdrawal of treatment, but about

minimising uncertainty and establishing objective

criteria for imminent death.

“It’s about coming to terms with the fact that death from

old age and multiple chronic conditions is part of a natural

process and that medicine cannot work miracles. And it’s

about ensuring that people at the end of their lives have

the best possible care and support, in line with their

wishes,” she says.

Professor Hillman emphasises that “the management of

elderly frail patients at the end of life in acute hospitals is

one of the greatest challenges facing health care. Most

patients and their carers do not wish to be admitted to a

hospital at the end of their life and this is a major

contributor to the unsustainable costs of health care.”

CrisTAL will be trialled in selected hospital emergency

departments in Sydney this year. It will include

communication training for medical staff, so they can ably

and comfortably discuss with dying patients and their

carers the limitations of medical treatment and the most

appropriate place and process of dying.

The paper, “Development of a tool for defining and

identifying the dying patient in hospital: Criteria for

Screening and Triaging to Appropriate aLternative care

(CriSTAL)” is an Open Access publication.

The research was funded by a grant from the National

Health and Medical Research Council of Australia.

*Professor Hillman is a well-known advocate for reform in

end of life care and has written books and articles on the

subject.

Media contact: Steve Offner, UNSW Media, 02 9385 1583

or 0424 580 208 [email protected]

(Being clear about death and dying, continued from page 8)

Join us in September 2015 in Sydney NSW for the 2nd Productive Series conference. Those who came to Melbourne last year left excited, inspired and full of good ideas to take back to their health service. 2015 promises to be even better with overseas keynote speakers and presentations from teams around Australia and New Zealand that are improving services for patients using the Productive programs. Mark September 2015 in your diary and join us in Sydney, NSW. Register your interest now [email protected]

2015 Productive Series

Conference DATE CLAIMER





The Smile Mum Project, Wagga Wagga

Good oral health enables an individual to eat, speak and socialise without active disease,

discomfort or embarrassment.

While oral diseases are common, they are largely preventable through water fluoridation and

individual practices, such as brushing twice a day with fluoride toothpaste and regular

preventive dental care.

However, poor oral health during pregnancy can impact on the health outcomes of

mother and baby, increasing the chances of infants developing early dental caries

(tooth decay) and associated with adverse pregnancy outcomes, such as preterm and

low birth-weight babies.

Dental caries is one of the most common diseases in childhood. A particularly damaging form,

early childhood caries, can begin at a very young age when developing primary (baby) teeth are

especially vulnerable. Severe dental decay undermines the quality of life of young children

through pain and problems with sleeping, eating and behaviour. There is evidence suggesting

good oral health in infancy and early childhood contributes to better general health in

adulthood.

Murrumbidgee Local Health District (MLHD) Wagga Wagga Oral Health Service established a

partnership with MLHD Midwifery and Clinical Redesign and Charles Sturt University Oral

Health Clinic to form the Smile Mum Project Team.

The Agency for Clinical Innovation Methodology for Change resources guided the development

of a priority program for eligible pregnant women to receive subsidised dental care.

Jennifer Lang

Oral Health Promotions Officer

Murrumbidgee Local Health District

[email protected]




Oral health staff, midwives and pregnant women were

involved in the consultation, diagnosing the problem and

developing solutions to create an innovative model of care.

The Smile Mum Project eligibility criteria is limited to

participants under 25 years of age and holders of

Commonwealth Government concession cards.

The Smile Mum Project enabled oral health information and

a direct referral process to be provided to local midwives.

Prioritised pregnant women received subsidised dental care

and preventive advice at Charles Sturt University Oral Health

Clinic and Wagga Wagga Base Hospital Dental Clinic.

Over a six month period:

86 referrals were received.

37 women completed a full course of dental care

20 women in the process of treatment.

Feedback from patients and clinicians indicated that the

Smile Mum Project is improving maternal oral health,

reducing the risk of infants developing early dental decay

and positively influencing the oral health behaviours and

attitudes of the women and their children.

The Smile Mum Wagga Wagga program has provided a

patient centred clinical pathway Model of Care to improve

oral health outcomes of rural disadvantaged and low socio-

economic patients.

Project supported by Centre for Oral Health Strategy NSW

For further information please email:

[email protected]

Smile Mum Project team members (Back L-R):

Anna Bromham, CSU Bachelor of Oral Health student,

Jennifer Lang, MLHD Oral Health Promotion Officer,

Shirley O’Brien, and MLHD Adolescent Pregnancy Support

Midwife. Seated: Smile Mum participant Samantha

Buckley.

Missing from the photo are team members:

Joanne McLennan, MLHD Oral Health Services Team

Leader and Senior Dental Therapist, Leanne Beasley,

Project Coordinator from MLHD Oral Health Services,

Bronwyn Paton from MLHD Clinical Redesign.

(The Smile Mum Project, Wagga Wagga, continued from page 10)




Squashed in the Middle by You

Putting the Juice into Middle Management

Orange in the Middle Picture yourself as a pulp perfect navel orange, lazing in the

afternoon warmth of an early Sunraysia spring. It’s a good

life. Every orange in every tree in your orchard is on

message to ripen as evenly as you can. There’s no pressure

except for the odd nudge here and there from a branch

hopping wagtail. Each developing orange is equally nurtured

with a careful balance of water. Each is protected from

birds, bats, fruit flies and two legged poaching varmints by a

vigilant avuncular orchardist. Each receives a word of

encouragement, an approving nod or a proud smile from

their avuncular orchardist. All you have to do is deliver the

juice. It can’t get much easier than that.

In the bigger picture of oranges and juice, unnatural

predators, those fiercely competitive supermarket giants

despatch B Triples that rumble like earth tremor aftershocks

toward your orchard. Your tree branches vibrate through

the trunk and into the tree’s roots. Suddenly, your stem

loses the better half of its hold on its twig. You are left

swinging in mid air, not sure what is going on.

You are not quite ready to drop your vitamin filled goodness

and the thought of being plucked out of the cosy protection

of your tree fills you with trepidation. The big B Triple driver

from the city pulls out his clip board and pen and financially

and emotionally squeezes the orchardist for more and more

oranges for less and less return. Panicked about the future

sustainability of their livelihood, the orchardist tractors

through their inherited rows of citrus trees, churns the

ground willy nilly with growth enhancers so as to keep up

with big city demand. Careless backpackers snatch half

ripened fruit for the cash on offer.

Perfect as you, you become one of the first to be backpacker

plucked from the tree. You find yourself slam dunked into

the murky depths of a canvas bag with other oranges of

similar calibre and a swage of leafy debris. Confusion reigns.

Then, you are all tossed into the wash, conveyed through

grading, boxing and finally labelled, “Premium Juicer”.

When all the cartons are packed and stacked, you are

trucked off to some mystery city supermarket conglomerate.

It’s not exactly the ideal career progression; to be

crushed between the citrus producer and the KPI

driven supermarket executive. There you are

powerless, in the dark, not sure what you can and

can’t do and with others determining your fate.

But that is what happens to many middle managers, even to

those with tertiary qualifications in management.

Premium Oranges Can Survive With Their Juice Intact Every day middle managers seesaw between the demands of

those above and those arising in their teams. It takes balance

and emotional intelligence to manage competing pressures

while continually making adjustments to maintain stability,

productivity, positivity and your own sanity. You are working

in a landscape that, by necessity or design, is constantly

changing, perhaps only subtly.

Some adapt more easily than others. That’s life. Some

emerging middle managers will feel squashed in between the

top and bottom plates of a manual vice juice extractor.

Without resilience and support, pulp, juice, pith and skin could

be squashed out and sprayed everywhere but in the catch cup.

Char Weeks Innovation Leader

Change Champions & Associates




There is a plethora of leadership and management develop-

ment courses on offer, delivered by all manner of institutions.

There appears little evidence between having an EMBA and

being a great manager as there is the converse i.e. having no

qualifications while becoming a brilliant manager. What

appears to be widely agreed is that organisations commit to

provide development opportunities, some lavish, for

executives. They willingly invest as necessary in training for

the front line. But, very little attention is dedicated to

delivering training that addresses the expressed immediate

needs of those in the middle. Most of what they need to

learn is not in the book. Their questions often start with,

“What do I do if...”. And the answer isn’t always on the

Internet. In fact, sometimes it lies within and just needs a

little help to surface. Many middle managers learn from their

own manager. And while some of those managers provide

wonderful guidance, there are others who deserve a

magnifying mirror to facilitate a little self reflection.

No wonder some middle managers burn out and

retreat to the comfort zone of the front line.

Could middle management be the litmus test for career

progression and the acid test of resilience? There are fewer

executives on the rungs above you and competition for

promotion is often fierce. Those ambitious few who cope

best and show greatest ability are those who are most likely

to be promoted or poached. That is not to detract from the

courage and tenacity of the career middle manager.

Putting the Juice into Middle Management Let’s now look at some practical strategies for surviving

middle management.

1. PUT YOUR OWN WELLBEING FIRST

This is not about becoming self obsessed about your ability/

inability or letting your ego run riot about your promotion

from the open plan work benches to a cupboard office. Just

like anything you take on for the first time, tandem para-

chuting, driving lessons, getting married, it is reasonable to

feel a little anxious. If you feel that you might become a

runaway bride/groom, choose to not take the middle

management role until you feel ready.

“Choice” is an important word.

We all always have choices.

Many new middle managers commence their role by coming

in early, staying back late and, can you believe, showing up

for work on weekends to make up for what they may

perceive as conscious incompetence. Mathematically, it

doesn’t work to accept a promotion with a salary boost and

then volunteer your time in the same organisation. If you are

one of those people, check your salary now by dividing the

hours you usually work in an average week and see how it

looks. Some of you may discover that, in real terms, you are

actually earning less now than before you were promoted.

Staying back may make you look dedicated but it also makes

you highly visible. Everyone who comes into work after you

and leaves before you sees that you are still there. That

makes other people feel guilty and creates a source of wash

basin gossip. Worse, it sets an unhealthy precedent for all of

your direct reports. And it’s VERY unhealthy, not just for you,

but for the organisation as a whole.

Some of you will say that working extra time is expected from

managers. Your manager does it and they expect the same

from you. Check your contract. If it’s written into your

contract that you are required to donate additional

hours...well, whoopsy. Perhaps it would have been better if

you had checked the fine print first. But, all of that following

the old culture is phooey if you want happy staff, happy

organisation and a successful organisation. You are not your

job. You have a life and if you don’t have a life, create one.

Set your working hours. Leave a little flexibility for anything

that is genuinely urgent. And spend the rest of your time on

healthy body, healthy mind activities.


(Squashed in the Middle by You, continued from page 12)



2. GET CLEAR ABOUT WHAT IS EXPECTED FROM YOU AND WHAT YOU EXPECT FROM OTHERS

Middle management is about matching demands and

expectations from above and with your team. Your job exists

to help your organisation, via your senior managers, to

translate strategy into action. As a middle manager, you are

the bridge between the big picture and the detail. You are

the conveyor of information to and from senior managers

and to and from your team.

It makes sense then to have some idea about what your

actually boss does, to whom they report, their KPI’s and

challenges, and broadly, how they like to work. More

importantly, try to get a handle on their communication style

and preferences. This will help you to see where and how

you fit with their role and to understand their priorities and

pressure points.

By the way, whether you approve or otherwise of your boss’s

communication style, people will always do what people do.

Try not to be judgemental. No one is perfect, not even you.

One good choice is to learn to anticipate your boss’s

behaviour and adapt your own behaviour to become

appropriately accommodating. That will help to free you to

be able to propel yourself forward and may be even share

with your boss some of your skills, knowledge, emotional

intelligence etc. that you have and they haven’t that inspired

them to hire you in the first place.

Once you have clarified priorities and deliverables

with your boss, take the time to learn about the

people in your team. Who are they? What makes

them tick at work? How do they things are going or

could be improved? What are their future career

plans? Discuss your own role, communication style

etc as you did with you own boss. Let your team

know who you are and what makes you tick. What

leadership/management style do they consider

motivating? Who do they admire as a leader and

manager and why?

It is amazing how many people still think that the best way to

motivate their people is to cut them down, in the belief that

it will inspire them to do better. They are the managers

whose communication commences with what you did wrong,

with or without mention of what you did right. Or the first

answer is always, “No” or if you are lucky, it’s “No, but...”

And they wonder why you are shocked when you hear via

someone else that they have a high opinion of your work.

Please.

A better way to motivate your people is to see the good in

them and treat them with respect and courtesy. Saying

please, thank you, well done and treating them with respect

also helps. Sharing information always helps to dispel

concerns. You are aiming to create a continuous improve-

ment team where individuals respond to constructive

feedback and feel confident about their ability. As a team,

your internal mission is to “do it better”.

3. KEEP MOULD AT BAY When things aren’t working

quite the way you had hoped,

open up a calm, constructive

conversation early. Avoid the

blame game. Sentences that

commence with “You did...”,

“You said...” or “You told

me...” demonstrate a culture

of blame and abdication from responsibility. Going off your

rocker in anger erodes trust and confidence among your team

members and gives them a license to talk about your bad

behaviour. Blaming and shaming serve only to build anger,

resentment and apathy in your team; none of which are

conducive to a high achieving, collaborative workplace. It’s

inexcusable to imitate anyone else’s blame game behaviour

toward your own team. If it happens to you and you are brave,

it might worth nudging your boss in the direction of your

priority to find ways to solve the problem, rather than bear the

brunt of what went wrong. They may glare at you or come back

with an unwelcome retort. But some people just have to have

the last word. So let them.

Taking a proactive approach to dealing with issues with your

boss or your team helps to keep you on the front foot. The

stability and predictability in your own behaviour helps to build

everyone’s confidence and resilience.

Waiting for mould to bloom before drawing attention to it is

tantamount to letting management happen to you. In the

absence of information and/or direction, people find ways to

speculate. Before you know it, a tiny solvable problem

transforms into an emotive bonfire. You have a choice to be

brave and close down the wash basin clap trap that sometimes

has only the flimsiest relationship with the truth.





When management happens to you, the juicer is extracting

from you from top and bottom simultaneously. Your

personal resilience may become compromised. That is

concerning when it flows onto your team and then you take it

home to your family. Take a look at this video by Kathryn

McEwen if you are thinking about your resilience https://

www.youtube.com/watch?v=Rg_x1dy9KCU

4. WHAT IF YOU THINK THE TOP ORANGE IS A

HALF MANDARIN?

There are some middle

managers who feel

frustrated when they

believe that their boss

is inept, less intelligent

or just sitting it out for

a retirement in a job

they believe they

should have. As frustrated as you may feel, you have a choice

to act professionally by keeping your toxic lips sealed. If you

spray cynical comments about your boss over your team like

pesticide, you are setting a new low in behaviour precedents.

You can choose to help your boss to learn just in a similar way

that they have a responsibility to help you to learn. And you

can decide to demonstrate more broadly that you are ready

to step up to the next level by supporting your boss so that

you ALL look good.

5. YOU NEED YOUR JUICE TO MANAGE UNPOPULAR

CHANGES FROM THE TOP

All too often middle managers are directed from way above

to deliver to their teams messages for unpopular change. For

even the most experienced middle manager, this can be

confronting, especially when they don’t agree with or

understand the changes or what is actually changing remains

a mystery.

Remember, that it’s the role of the top echelon to envision

and strategise. Sometimes, in the very early stages, the

executive has little idea how vision and strategy will translate

into implementation, action and outcomes. Often times,

team members, perhaps, mistakenly interpret that manage-

ment keeps them in the dark. “They don’t tell us anything”, is

a frequent catch cry. Sometimes, executive can’t tell you

because they neither know yet nor have assessed organisa-

tional readiness. It’s that simple.

If you are a middle manager who has been asked to

share information about change, here are a few tips

that might help you through:

ask your boss to help you to craft some key messages

about what it is, how it will benefit the organisation and

the team and what is the likely impact on the team.

be clear that you and your team are keen to be involved in

the consultation process. After all, no one knows more

about what you and your team do than you and your team.

be open about not having all of the answers but be willing

to commit to keep the communication lines open

share what you know when you know you can share

information

if there is no update, that in itself is information for sharing

with your team. This will help to dispel any “They know

but they are just not telling us” twitter

avoid saying or even giving an air of knowing what is going

on but not being in a position to reveal. You can lose trust

by creating a power differential in your team if you have

the temerity to make statements like, “I know but I can’t

say right now.” Remember, no one likes surprise parties.

keep in mind that a good change strategy has flexibility and

the change may need to change to make it more workable.

So its best not to present information from above as set in

stone until it’s actually set in stone. Otherwise, you will

hear and perhaps say, “It keeps changing and we don’t

know what is going on.” Of course, it keeps changing. It’s

on the top echelon’s head to get it right and they will do

whatever it takes to get it right.

invite questions and discussion among the team members

while discouraging cynicism and speculation, especially

your own.

make yourself available for your team member’s personal

concerns about the change, especially if it impacts their job

or their personal circumstances.

Remember, that you may be delivering the message that

change is coming, but you are not an orange parked on head of

William Tell’s son.

Finally, be confident, believe in yourself and remember your

career comprises many journeys each with a beginning and an

end. Middle management offers its own series of journeys. It’s

not a destination. Enjoy those journeys.


This article can be republished if author and source are clearly acknowledged.


https://www.youtube.com/watch?v=Rg_x1dy9KCU

https://www.youtube.com/watch?v=Rg_x1dy9KCU


Falls are one of the leading causes for presentation to hospital

Emergency Departments (ED). More than 83,000 Australians

aged 65 and over were hospitalised following a fall in 2010.

More than 50 per cent of these fallers experience a second fall

within the next six months. However, less than 30 per cent of

fallers discharged from the ED access the services

recommended by hospital staff.

Recent studies suggest that older Australians are

reluctant to participate in fall prevention activities.

Almost 3 in 4 fallers are unwilling to attend exercise

classes, more than half are hesitant to discontinue using

psychotropic medications and more than a third are

reluctant to have a home safety assessment.

Research suggests that the lack of participation in proven fall

prevention activities are due to the stigma associated with

programs targeted toward ‘older adults,’ an individual’s under-

estimation of the risk of falling and the perception that a

program is not personally relevant.

The RESPOND project

Researchers from Monash University, and health partners

across Victoria, NSW and Western Australia, are leading a

multi-centre randomised controlled trial to test an innovative

post ED discharge program designed to reduce secondary falls

in older people—The RESPOND project. This program aims to

address the lack of perceived personal relevance by adopting a

patient-centred approach that encourages older adults to get

involved in the decision making process.

The RESPOND program connects patients with evidence based

falls-prevention strategies and improves their knowledge and

ability to navigate the complex healthcare system. The

intervention provides ongoing coaching and telephone

support to assist individuals to participate in self-selected falls

prevention activities; assistance in the identification of barriers

and facilitators to achieving goals; and positive reinforcement

when patient selected goals are achieved and sustained.

Further information on the RESPOND project can be found

here.

The Falls and Bone Health team host educational seminars

annually.

To ensure you remain up to date on the latest research

findings, join our mailing list by emailing your interest to

[email protected].

The RESPOND project

Respond to the first fall to prevent the second

Dr Anna Barker, Dr Darshini Ayton,

Ms Sheral Rifat & Ms Margaret Brand

Department of Epidemiology and Preventive Medicine

School of Public Health and Preventive Medicine

Monash University

Keeping older Australians on their feet



“Why doesn’t she just leave?” It is a comment most of us have heard in relation to

women living with family violence. The reasons why

women stay in violent relationships are many and

varied, but an innovative pilot program from community

services organisation Good Shepherd Australia New

Zealand aims to address one of the known factors

trapping women in abusive relationships: lack of

financial independence.

As part of the organisation’s aim to create an emotionally,

economically and physically safe world for women, the

Firmer Foundations program supports women to gain

confidence, skills and knowledge to build a secure financial

future. Research has shown that women who are financially

independent are less vulnerable to financial stress and have

greater resources to leave situations of family violence. This

includes women having access to their own money, having

equal decision making power about family finances and the

ability for them to earn a reasonable income.

Many people think of family violence as physical, verbal or

emotional abuse. Economic abuse is also another, less

understood form of family violence that can have

devastating consequences for those affected. Economic

abuse can happen to anyone regardless of their socio-

economic or ethnic background. Signs that financial abuse

may be occurring include women having no bank account of

their own, being unable to provide for their needs or those

of the children and debts incurred in her name without her

approval or knowledge.

Economic abuse is a crime in most parts of Australia.

Withholding money, controlling spending and making all the

financial decisions are some of the ways financial abuse is

carried out. The Firmer Foundations program helps to

empower women in these areas, providing them with the

awareness and skills needed to minimise their risk.

Women in Australia earn 17.6 per cent less

than men and taking time out of the paid

workforce to care for family further reduces

their access to financial security. Traditional

ideas about men as breadwinners, and of

financial matters being a male domain, also

contribute to a lack of money management

skills and confidence for many women.

One in three women experiences family

violence during their life, and it is the

leading contributor to death, disability and

illness in Victorian women aged 15 to 44

years (Vic Health 2004).

Mitigating this pervasive problem through building women’s

financial confidence is vital. Good Shepherd Australia New

Zealand aims to disrupt the intergenerational cycle of

disadvantage with a focus on women and girls. The Firmer

Foundations program offers women information and resources

about money management, either individually or in group

sessions. It is an opportunity for women to talk about money,

learn from each other and be assisted with employment,

education or training options.

Firmer Foundations is for any woman living in the

Mornington Peninsula Shire or Greater Western Melbourne

areas. They can be working, unemployed, single, partnered,

separated, with or without children or other care

responsibilities and may be on any type or level of income or

no income.

For more information phone 03 5971 9444 or email

[email protected] or 03 8312

8800 or email [email protected].

Setting out on Firmer Foundations Empowering women experiencing economic abuse

Melissa Walshe Senior Practitioner Firmer Foundations

Good Shepherd

Jackie Jenkins Financial Capability Worker Firmer Foundations

Good Shepherd





For a nation which calls itself the “Lucky Country”, it’s a little

secret that life is far from lucky for our Indigenous Australians,

who can expect to live 10-20 years less than other Australians.

One contributor to this life expectancy gap can be attributed

to a small microscopic bug known as scabies.

Scabies is a highly contagious skin disease. According to The

World Health Organization, as many as 130 million people are

affected by scabies at any one time with the majority these

people living in developing countries where overcrowding and

poverty coexist. Shockingly, in the Northern Territory (NT) of

Australia, one of the richest countries in the world, 7 in 10

Indigenous kids are affected by scabies at least once before

they can celebrate their first birthday, and 1 in 3 kids under

the age of 5 are affected by scabies at any one time. These

children can require sedatives to help them sleep at night and

painful antibiotic injections for infections from scabies sores.

The severe form of scabies, known as crusted scabies (CS)

causes significant skin disfigurement and these individuals

often suffer in silence and shame, receiving little ongoing care

and become the ‘super spreaders’ of scabies in the

community. Furthermore, historically crusted scabies patients

had a 50% mortality rate over 5 years.

One Disease is a non-profit organization that believes no

Australian should die of a preventable disease and is aiming to

help close the Indigenous health gap disadvantage. Our

mission is to eliminate disease from remote Indigenous

communities with the first on our hit list being scabies. We

work in partnership with Indigenous communities in the NT to

(i) identify crusted scabies patients and ensure they receive

the appropriate treatment in a culturally respectful manner

and (ii) assist local clinics with conducting skin screenings to

diagnose and treat simple scabies.

We believe the disease can only be eliminated when

people are empowered to take care of their health. For

this reason, we employ and up-skill local Indigenous

workforce to conduct community education at schools,

mothers groups and via door to door visits to problem

households.

One Disease’s nurses conduct education sessions at local

clinics and have written clinical guidelines for diagnosis &

treatment of scabies and crusted scabies. Furthermore, One

Disease is the only organization in the world that is designing

a clinical registry of CS patients to ensure contact tracing

could be done to effectively identify and treat everyone

affected by this disease.

Since the organization’s inception in 2011, One Disease have

been invited to work in 28 communities across the NT. We

have identified 65 individuals with crusted scabies who are on

personalized care plans and in one community have seen a

76% reduction in the number of days a CS patient spends in

hospital and a 100% reduction in patients reporting skin

condition impacting their ability to work. In 2013, One Disease

was able to register the medication, ivermectin, with the

Australian Therapeutic Goods Administration for the use of

scabies and findings on CS and the need to identify and treat

these super spreaders was recognized and published in the

peer reviewed and highly respected Medical Journal of

Australia (MJA).

To find our more about what it’s like to live with crusted

scabies, you can watch the story of one of our patients,

Stephen Maymuru- http://1disease.org/healthy-skin/stories-

from-our-communities/stevens-story/

To find out more about our One Disease,

please visit www.1disease.org

One Disease

Duneeshya Gunasekara Communications Coordinator

www.1disease.org


http://1disease.org/healthy-skin/stories-from-our-communities/stevens-story/

http://1disease.org/healthy-skin/stories-from-our-communities/stevens-story/

http://www.1disease.org

http://www.1disease.org/


Benefits of training and staff development for recreation staff in aged care

Lauretta Kaldor Diversional Therapist, workplace trainer &

supplier of resources for leisure staff aged care [email protected]

www.laurettakaldor.com.au

One of the most important marketing tools aged care facilities

use today focuses on recreation opportunities within the

facility. Future customers (or their families) are more than

likely to be critical if recreation as advertised is not up to their

expectations. This puts an added pressure on the facility to

provide an excellent leisure program.

However the level of educational background of people

employed as leisure staff in aged care, varies greatly in all

states. It is really important that leisure staff be upskilled to

do a job that is really essential in aged care homes. By

participating in practical workshops leisure, staff really

appreciates seeing the value of a good leisure program.

As the impact of person-centred care and consumer directed

care changes from the medical model, all staff will be involved

in the leisure and lifestyle of each client at a facility. No longer

will it be OK for leisure staff to just be expected to mind the

clients while task orientated care staff and nurses get on with

their routines. Leisure staff must evolve into facilitators to

help all care staff find ways to engage residents in activities

(can be individual or group) as part of a team. As a majority of

residents in aged care homes are living with dementia, leisure

staff needs to know what activities will engage their residents

regardless of their cognitive issues and work with care staff to

produce excellent resident lifestyle outcomes.

Therefore leisure staff needs the practical skills and education

and come up with ideas that will enhance their clients’

lifestyle and help to foster well-being (as opposed to ill-

being).

They need to know how to help care staff (e.g. when residents

show distressed reactions) as part of a team to improve

overall well-being of such residents.

Topics for staff development that may be useful are:

How to use the life story of each resident to plan what

activities will engage that resident

How we might involve the residents in planning social

programs and outings to suit their needs and preferences?

What creative activities can be adapted so that people who

have challenges to leisure can enjoy creating art, craft or

writing?

How can families assist to provide individual activities that

will make their visits valuable?

How to use current technology e.g. Laptop, iPad etc. to

connect people, provide sensory enhancement and joy to

people whose ability to engage in leisure is challenged.

Practical ways to use reminiscing as an enjoyable activity

with older people.

In- house workplace leisure training or staff development for

all staff (or just leisure staff) might be one way of upskilling all

to improve their understanding of what leisure is all about.

For more information, please contact Lauretta at: [email protected]



http://www.laurettakaldor.com.au



AIM: To reduce the risk of developing constipation

while in the acute care setting through utilisation of a

constipation risk assessment tool.

A constipation risk assessment tool has been designed and

trialled in Broome Regional Hospital as a result of research,

evidence based practise and observation that constipation in

the acute care hospital setting is poorly managed by health

professionals. There is a distinct knowledge deficit into the

risk factors of constipation development and best treatment

modalities. An ingrained culture exists that bowel

management is a nursing duty despite the need for medical

collaboration regarding pharmacological intervention and

physiological considerations. The disconnect and under

recognition of constipation and management strategies is

linked to a shift in nursing culture away from basic care

towards policy and procedure. By having a standardised

assessment tool available with clear guidelines for the

healthcare team, consistent evidence based care can be

delivered.

The burden of hospital induced constipation on

individuals includes discomfort, pain, headache,

confusion, electrolyte imbalance, embarrassment,

investigations, and potentially severe medical

complications. The direct and indirect costs of

constipation on the healthcare system can be

widespread including increased staffing, drug therapy,

imaging, and intervention. Untreated constipation in

the acute care setting can culminate in increased

length of hospital stay, cost of care and places extra

burden on an already pressured healthcare system.

The Constipation Risk Assessment Tool is an integrated tool

used collaboratively by doctors and nurses to assess an

individual’s risk of developing constipation while in the acute

care setting. The Tool identifies risk factors for an individual

developing constipation while hospitalised and places

pharmacological interventions pre-emptively in place. By

reducing the incidence of constipation there are significant

cost savings for the healthcare facility as well as reducing

length of stays, and improving quality and health outcomes

for patients.

The Constipation Risk Assessment Tool was initially

introduced into Broome Regional Hospital as a trial

document for a period of three months from June-August

2013. During this time the tool was utilised by nursing and

medical staff for all admissions onto the medical- surgical,

maternity and mental health units. The roll out of the tool

was coupled with formal education sessions, informal

feedback sessions, a self directed learning package and

regular written updates. Much of the education and

reinforcement came via face to face interaction with the

author.

After the trial, feedback was gained on the tool and minor

alterations made to make the tool more user friendly. A pre

and post implementation audit was conducted. As an

outcome of the significant improvement in results the tool is

now a standard admission document on the medical -surgical

ward at Broome Regional Hospital.

Prior to the introduction of the Tool only 8 percent of

patients had bowel activity documented and 58 percent of

patients had no documentation for the entire admission. Post

implementation showed a significant improvement with 76

percent of patients having bowel activity documented on the

Constipation Risk Assessment Bowel Chart. The risk

assessment component showed a completion rate of 64

percent total and 26 percent partial completion.

The roll out of the tool has been a challenge like most change

and quality improvement initiatives. Time and resource

constraints by the author have further slowed the roll out

process with implementation in the maternity and mental

health units at a standstill. However the positive results from

the initial audit cannot be ignored. The change noticed on the

ward environment with regards to bowel documentation,

aperient prescriptions and nurse initiation has been

refreshing. Seeing nurses empowered to take charge of

bowel care confidently is evidence enough to continue to fuel

the change and quality improvement process. My journey

with the Constipation Risk Assessment Tool has been long

but enjoyable and my passion towards improving patient

outcomes through bowel care continues to drive my vision

for change in practise.

A COPY OF THE TOOL IS INCLUDED ON THE NEXT 2 PAGES

A constipation risk assessment tool

Kimberley Zanik Clinical Nurse, Medical Surgical Unit Broome Hospital, WACHS Kimberley



______________ Hospital / Health Service

Kimberley Region

Constipation Risk Assessment Tool

Ward: _______________________________

Doctor: ______________________________

Surname UMRN / MRN

Given Name DOB Gender

Address Post Code

Telephone

Document Developer: Kimberley Zanik, CN General Ward, Broome Hospital VERSION DATED 31 OCTOBER 2013 (WACHS Manager, Health Record Forms)

MR

K 1

55

C

ON

ST

IPA

TIO

N R

ISK

AS

SE

SS

ME

NT

TO

OL

Mobility 1

Independent 0 Less activity than normal for patient 1 Uses frames, sticks or standby assistance 2 Restricted to bed / chair 3

SUBTOTAL

Diet 2

No change in regular diet and fluid intake 0 Reduced nutritional intake 1 Reduced fluid intake 2 Needs assistance to eat and drink 3

SUBTOTAL

Prior to Diagnosis

Consider the environment and cultural consideration of the patient.

Can they get to the toilet? Is it private?

Do they have adequate time to evacuate their bowels?

Are they likely to inform you of problems with their bowels or constipation?

Do they understand what you are asking?

Encourage fluid intake, mobility, fibre and correct position for bowel evacuation.

Illness 3

Orthopaedic 2 Haemorrhoids, anal fissures and rectoceles, perianal abscess 2 Gynaecological conditions, surgery and pregnancy 2 Neuromuscular and neurological

3 Consider spinal chord injury, motor neuron, multiple sclerosis, chord compression, parkinson’s and stroke

Diabetes 2 Abdominal conditions and surgery

2 Cholecystectomy, appendectomy

Psychiatric illness, learning disability or dementia 2 Post operative 2 Chronic constipation 3 Cancer 3 Peritoneal dialysis, haemodialysis / electrolyte imbalance 3

SUBTOTAL

Patient 4

Symptoms Yes No

Patient believes they are currently constipated 3 0 Patient has a history of constipation 2 0 Patient usually uses laxatives 3 0

SUBTOTAL

Medications 5

Opioids 4 Antidepressants 2 NSAIDS 2 Antipsychotics 2 Antiemetic 2 Antiparkinsons 2 Calcium channel blockers 2 Antispasmodic 2 Iron supplements 2 Polypharmacy 2 Anticonvulsants 2

SUBTOTAL

Results TOTAL SCORE

Low Risk <8

PRN BD two tablets of Coloxyl and Senna

(Coloxyl only if pregnant)

PRN Movicol one sachet BD

Moderate 8 - 14

Coloxyl and Senna two tablets BD regular and Movicol one sachet BD regular

High >14

Coloxyl and Senna two tablets BD regular and Movicol two sachets BD regular

Consider STAT doses of other aperients eg microlax enema

*Consider rectal preparations such as suppositories and enemas only if faeces is evident in the rectum through examination or as requested by the Medical Officer

Question Yes No

Will patient need a bedpan or bedside commode? 3 0

Patient last used bowels (date prior to submission)

Patient usually uses bowels (times day/ week)

Stool is usually a (rate 1-7) on Bristol stool scale

Bristol Stool Scale provided overleaf

Assessment Completed By (Please Print Name & Designation)

Date:


______________ Hospital / Health Service

Kimberley Region

Constipation

Risk Assessment Tool

Ward: _______________________________

Doctor: ______________________________

Surname UMRN / MRN

Given Name DOB Gender

Address Post Code

Telephone

Date Time Bowels

Opened Bristol Scale

Amount (S)mall, (M)edium,

(L)arge

Was Laxative

used In last

24 hours?

Comments

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

Yes No 1 2 3 4 5 6 7 S M L Yes No

For more information about the Constipation Risk Assessment Tool, Please contact Kimberley Zanik at [email protected]


After a five-year hiatus in publication Professor Joseph E Ibrahim and Dr Nicola

Cunningham are delighted to announce the return of the Communiqué, an electronic,

quarterly educational newsletter, that uses a narrative case-study approach to report

lessons learned from deaths in acute health care settings investigated by the Coroners’

Court.

Our return to production is made possible through Victorian Managed Insurance

Authority and Monash University who are supporting the return of the Communiqué as

an educational resource for medical practitioners and health professionals with a focus

on patient safety in acute health care settings.

The first issue of the Clinical Communiqué examines the National Standards while

pulling together three clinical cases from our past issues. We do this to introduce

ourselves to the newcomers; hail our return to past subscribers; and trial our new

layout and presentation – in modern IT parlance, perform ‘an alpha test of product’.

The first issue is now available and we present cases about: Medication and Safety -

“Knowing what the right hand is doing”); Clinical Handover - “Hard to swallow”; and

Recognising and Responding to Clinical Deterioration in Acute Health Care “Measuring

pain and sedation”.

Subscription is free register at: http://www.vifmcommuniques.org/subscribe/

The Communiqué is returning!

The newsletter written by clinicians for clinicians about lessons learned from deaths investigated

by the Coroners’ Court.


http://www.vifmcommuniques.org/subscribe/

http://www.vifmcommuniques.org/


1/2 DAY WORKSHOP WITH PAM O’NIONS

25 February 2015, Melbourne VIC

Background

There is a growing appetite for

improvement across the aged care sector

coupled with increased demand from

residents, relatives, commissioners and

regulators. This makes it essential to share

best practice and support improvement

initiatives… and to do so now.

The Care Homes Programme is designed to

help care homes strengthen

communications with the wider health and

care community and improve resident,

relative and staff experience. It is divided

into two parts: Wellbeing and Connect.

Care Homes Wellbeing focuses on

improving resident, relative and staff

experience by creating better

communication channels within care

homes.

Care Homes Connect focuses on

strengthening external relationships by

creating more effective communications

between care homes and the wider health

and care community

Facilitator name:

Pam O’Nions RN BSc MNsg GDipED DipBus

Doctoral Candidate

Senior Consultant, Qualitas Consortium

Objectives:

The focus of this interactive workshop will be

to introduce you to the Care Homes

Programme to find ways that help the aged

care facilities to better engage with staff,

residents & relatives and enhance

communications between the different

groups.

Learning Outcomes:

At the completion of the workshop the learner

will have been introduced to the Care Homes

Programme structure and tools to:

empower staff to make the improvements

that residents and relatives want

improve safety through better

communication

improve efficiency to release more time

caring for residents

improve relationships between aged care,

local community and the wider health and

social care system

Change Champions & Associates presents:

To register your interest email: [email protected]

Download the PDF flyer online. Visit www.changechampions.com.au



If you are under the pump and not sure that you are

managing as well as you could, this online program, Sustain

Success, will help you to build your resilience at work and

beyond.

Best of all its easy! There is no need to ask your manager

for permission for time off to attend a course. No need to

feel embarrassed about your capacity to cope. No need to

consider withdrawing or watering down decision making

because you feel that your ability and your confidence are

living on different planets.

Developed by revered, organisational psychologist, Kathryn

McEwen, here's an opportunity to reflect on the way work

pressure impacts on the way you function at work and

beyond. You can complete the program, in your own time

and at your own pace.

Better, you will be supported by a Resilience at Work

accredited coach. This is not a one size fits all program. One

75 minute individualised coaching session is included in the

program but for an additional fee you may book additional

sessions.

Coaching sessions are held face to face in Victoria and by

telephone or skype elsewhere.

Sustain Success provides:

An assessment of your current personal resilience levels

An evidence-based model to use to develop resilience

in the workplace

Specific strategies to maintain personal strengths and

address gaps in relation to resilience

Individualised practical coaching to:

Support focused reflection and action

Develop practical strategies for dealing with

challenges in the work place and beyond

Insight into personal work resilience levels

Understanding of the components proven to build

resilience at work

A customised and coach-supported plan to build or

maintain resilience in your current job

Increased capacity to work in a sustainable way, both

physically and psychologically

6 Activities each including Activity Sheets and videos

Completion of the Resilience at Work (RAW) Scale

RAW score results sent to your RAW accredited coach

75 minute strictly confidential coaching session to

develop strategies going forward

Each participant will receive a certificate of attendance

upon completion



Working effectively

with people experiencing

family es trangement

Full Day Workshop with Kylie Agl l ias

24 April 2015– Perth, WA

27 April 2015– Brisbane QLD

29 April 2015– Sydney, NSW

01 May 2015– Melbourne, VIC

or as an in-house at your organisation

A practical approach for health & welfare professionals

Make an inquiry for your facility! www.changechampions.com.au



Change Champions & Associates presents a brand new workshop

Manage Your Energy

Rather Than Your Time

3 Hour Workshop with Char Weeks

If you are over trying to manage your time so that you can do

everything on your wish list on time all the time, this workshop might

be for you.

Join Char Weeks for this practical and inspiring workshop which

could change the way you do everything.

Book this in-house workshop today!

Email [email protected] for more details




Moving Forward

Accepting and Embracing Resistance to Change

This master class will enable you to:

EXPLORE reasons for and sources of resistance to

change both more broadly and in the context of your

role as a change agent, leader, implementer or

recipient

LEARN strategies for anticipating, addressing and

managing resistance to change and any unintended

consequences

DISCUSS ways to build dynamic coalitions for

sustainable change

MANAGE the messages, manage people and

networks, develop competencies, find comfort zones

DELGATES ARE TO BRING:

1. Organisational chart with names of position

holders de-identified

2. Project proposal or implementation strategy or a

change resistance issue (real or hypothetical)

Who is this workshop for?

New leaders and project managers

from any industry or public sector who

are keen to develop their skills in

Change Management

BOOK THIS IN-HOUSE WORKSHOP

email [email protected]

for expressions of interest




The New Leaders Toolkit

A Practical Workshop on the Stuff That’s Not in the Book

Full day workshop with Char Weeks

This full day workshop is suitable for emerging, acting, tired, frustrated or

continuously improving managers of just about any project, program,

facility, department, group or organisation. It’s about building your

confidence and sharing tips for dealing with some of those tricky

challenges that come with the territory.

For in-house expressions of interest Email: [email protected]




MANAGING UP (How to help your boss add value to your work)

Understand the broader context in which your boss works and

what is important to them as a leader and manager.

Better understand how to tap into your boss’ skills and

expertise to enhance each others’ roles, to build trust, respect

and capability.

Identify strategies to ensure that you and your boss are on the

same page in update meetings and that you are more clear

about what to do when you get back to your desk.

Build confidence in presenting information to your busy boss to

elicit a considered, timely and appropriate response.


Ever bounced into your boss’ office to eagerly report on project progress, only to be met

with a quizzical stare? Ever been stopped mid-sentence by a boss who has no idea what

you are talking about? Ever been asked to cut to the chase when you thought you were

actually giving a brief summary? Did their eyes glaze over half way through a perhaps long

winded explanation? Feel a bit anxious when going into a meeting with your boss?

Here is a 3 hour

workshop that will help

you to make those meetings

with your boss a much more

mutually rewarding

experience

Email your expression of interest to: [email protected]

IN HOUSE WORKSHOPS

www.changechampions.com.au www.changechampions.com.au



Board Appointments

Master Class

For in house bookings email:

[email protected]

All you need to know to get

the board position you want.

More and more professionals are looking to share their expertise,

and add to their own credibility, as Non Executive Directors (NEDs)

on Boards and other Committees of Management. But, landing that

first Board position is not so easy, especially when you are pitting

your skills and experience with others who are equally talented and

passionate about the same cause, company or industry

NEDs often describe finding their first directorship as an arduous

and time consuming process. More experienced NEDs suggest find-

ing subsequent board roles can be equally difficult. Not starting your

board vacancy search early enough, relying on existing or stale net-

works and not fully understanding the complexities of how board ap-

pointments are made can cripple your chances of being appointed to

a Board. Addressing these issues is why our Board Appointment

Seminars are so popular.

Each half day seminar, led by David Schwarz (an experienced non-

executive director, international head-hunter, board recruiter and the

MD of Board Direction), is designed to practically demystify the

board appointment process. It will also provide you the skills and

assistance you require to get ‘board ready’ and onto the board you

want.


With

David

Schwarz



“You would have to be half mad to dream me up.” -Lewis Carroll, Alice in Wonderland

Full day workshop with Robyn Attoe

“Delirium in older hospitalised people is often overlooked or misdiagnosed due to limited staff

knowledge of delirium features or a perception that all cognitive impairment is due to

dementia” (Australian Government Department of Health and Ageing).

Delirium is a serious medical problem which results in increased length of stay in hospital,

premature institutionalisation, morbidity and mortality in the elderly. Needless to say the cost to

the healthcare system is enormous!

This practical workshop by recognised dementia behaviour expert, Robyn Attoe, is designed to

assist anyone working with older people:

to recognise the delirious patient early

improve knowledge about delirium management

Delirium And the older person

For in-house bookings, email

[email protected]



http://www.goodreads.com/author/show/8164.Lewis_Carroll

http://www.goodreads.com/work/quotes/2933712


Up to 90 % of people who have

dementia will experience behavioural

and or psychological symptoms during

the course of their illness .

FOR IN HOUSE BOOKINGS,

PLEASE EMAIL

[email protected]


Managing Behavioural

& Psychological

Symptoms of

Dementia

One day workshop with Robyn Attoe

OUTLINE

1. Discuss the different types of dementia, the changes to the brain and the behaviours

staff may see in each type of dementia

2. How to communicate effectively with the person with dementia (PWD)

3. How the environment impacts on behaviour and how staff can modify the environment

to reduce BPSD

4. Discuss and define Psychological Symptoms of dementia and how to manage them

5. How staff can assist in the transition from home to hospital or residential care by

identifying the needs of the PWD and then providing a detailed strengths based care

plan for the PWD

6. Discussion of case studies and more …




The ABC of BOC Working with Older Adults with Complex Health

Care Needs Who Display Behaviours of Concern

Need some practical tools to help you unravel

and prioritise those complexities to deliver the

best outcomes for your clients?

Join recognised expert, Dr Alice Rota Bartelink,

in this full-day practical case-study workshop.

Workshop Content

This practical case study day offers a vibrant, supportive, but strictly confidential forum for

professionals who are:

Uncertain about where to start unraveling complexities in caring for older adults who

display behaviours of concern

Keen to understand the implications of behaviours of concern e.g. the impact and

flow-on effect on staff, patients, clients, residents etc.

Interested in discovering tools and techniques to be able to more effectively identify

and prioritise the management of behaviours of concern displayed by clients

Recognise the need to be able to measure the success of behaviour interventions

and management plans


FOR IN HOUSE BOOKINGS,PLEASE EMAIL

[email protected]




A practical in-house master class with Alice

Rota-Bartelink on managing older clients living

with Alcohol Related Brain Injury (ARBI)

The Challenge

of Long Term Alcohol

Abuse in Older Adults

Make an inquiry for your facility!

To facilitate the transfer of skills and knowledge

gained through evaluative research into the

provision of appropriate support to clients living

with alcohol related brain injury (ARBI) this

presentation will provide education on the

effects of long-term alcohol abuse on an older

person and advice on strategies to assist service

providers with managing behaviours of concern

among older clients living with ARBI.

Master Class Aim

“This Master Class aims to improve the life

quality of this often forgotten and neglected

group of people by providing participants with an

understanding of their unique set of care needs

and imparting the skills required to enhance

the delivery of effective care and support.”

- Alice Rota-Bartelink

Workshop Outline

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

Download the PDF flyer from our website

www.changechampions.com.au and fill out

the expressions of interest form




The Service Providers Toolkit:

Improving the Care of Older

Homeless People

In-house master class with Alice Rota-Bartelink

Introducing Nigel: Case profile

Defining homelessness

– primary, secondary and tertiary

Characteristics of an aged homeless population

Advocating for the older homeless person

Navigating complex service systems

Understanding life roles and the significance of

engaging in meaningful activities

Facing the challenge of “behaviours of unmet need”

The Service Providers Toolkit

Homeless and the Aged

IN-HOUSE

WORKSHOP

This workshop is available as an

in-house at your organisation.

Download the PDF flyer from

our website to read more info

and to fill out the expressions

of interest form.




Learning Objectives

To identify patients that may benefit from

the application of the long stay model

prior to consuming excessive bed days

To learn how to engage all stakeholders

in the implementation of the long stay

program

To develop knowledge and skill in the

application of the tools and methodolo-

gy related to the long stay program

model

She is a 74 year old widow who was living

independently at home prior to presenting at

your hospital ED in an altered conscious state.

On assessment and investigation, layers of

medical issues appear and need unravelling.

Moving on, our Joan is still in hospital after 154

days. She's frustrated and bored. There is no

agreed discharge plan and Joan just wants to

go home. Your team are reluctant to discharge

Joan because they are yet to be convinced

that all her layers of issues have been resolved.

These sorts of long stays are preventable. And this

workshop with serve as a valuable investment

for your hospital in preventing these long stays.

Is this your patient?

Could you do with some help to free up her bed?

Ideal audience:

ANUM's, discharge planner, case manager, care

co-ordinators, performance analysts and anyone

else who genuinely cares about Joan and her

need to live out her days independently and in

her own home.

IN HOUSE WORKSHOP ONLY! Please email [email protected]


The Long Stay Patient A workshop with Julie Faoro

Many of you will have met Joan.



Limitation of care orders: Making an informed choice Dementia Training Study Centres Professor Joseph E Ibrahim MBBS, Grad Cert HE, PhD, FRACP, FAFPHM This education resource was developed by Professor Ibrahim to raise awareness of the important issues around limitation of care orders and cardiopulmonary resuscitation in persons with dementia, a sensitive and often contentious matter. People with dementia deserve the same opportunities as everyone else to be involved in making decisions about their treatment and lives and care should be exercised by others when presuming a certain quality of life for the person living with dementia. PDF available upon request, email [email protected]

VIDEO: Driving with Dementia Professor Joseph E Ibrahim MBBS, Grad Cert HE, PhD, FRACP, FAFPHM This animated video addresses the myriad of complex issues involved in assessing whether a person with dementia is fit to drive. We hope that it will engage the audience and generate discussion amongst the general public and health professionals to help us all be better informed. https://www.youtube.com/watch?v=4F9z8mPhcTw&feature=youtu.be

VIDEO: To Resuscitate or Not? Professor Joseph E Ibrahim MBBS, Grad Cert HE, PhD, FRACP, FAFPHM Prof Joe wants your help. He's sitting having a tea when the ward bell sounds - a patient has collapsed in the hallway... his patient! Prof rushes to the scene to find that the person who has collapsed is Mr Rupert Jones, a man with dementia. The ICU doctor wants to know how bad his dementia is and whether or not they should stand down the code blue. Should they resuscitate Mr Jones? https://www.youtube.com/watch?v=4ps03E-NCaI

Anaesthesia Perioperative Care Clinician Storybook ACI- NSW Agency for Clinical Innovation The Anaesthesia Perioperative Care Network (APCN) interviewed people to find out about their experiences with surgery and general anaesthesia. The APCN is sharing these experiences with you in order to foster better conversations between patients, carers and clinicians. The ability to communicate effectively is a core skill for understanding and engaging with patients, for negotiating appropriate treatment, for ensuring health care practices are safe, and to encourage patients to be actively involved in their care and recovery. This storybook uses storyboards to share some of the key issues confronting people who undergo general anaesthesia and offers questions to enable health care providers to reflect on their current attitudes and practices. Ideally, it will encourage more person centred approaches to health care delivery. http://www.aci.health.nsw.gov.au/__data/assets/pdf_file/0008/247049/Anaesthesia-Perioperative-Care-Clinician-Storybook.pdf

Victorian Chemotherapy Service Redesign Project (VCSRP) Peter MacCallum Cancer Centre Key Messages and Executive Summary http://www.nemics.org.au/icms_docs/187330_VCSRP_Key_Messages_and_Executive_Summary_11th_April_2014.pdf

Australian & NZ RESOURCES



https://www.youtube.com/watch?v=4F9z8mPhcTw&feature=youtu.be

https://www.youtube.com/watch?v=4ps03E-NCaI

http://www.aci.health.nsw.gov.au/__data/assets/pdf_file/0008/247049/Anaesthesia-Perioperative-Care-Clinician-Storybook.pdf

http://www.aci.health.nsw.gov.au/__data/assets/pdf_file/0008/247049/Anaesthesia-Perioperative-Care-Clinician-Storybook.pdf

http://www.nemics.org.au/icms_docs/187330_VCSRP_Key_Messages_and_Executive_Summary_11th_April_2014.pdf


The Right to Refuse: Examining Forced Marriage in Australia A joint project of Good Shepherd Youth & Family Service, Domestic Violence Victoria and Good Shepherd Australia New Zealand McGuire, Magdalena, Social Policy Researcher Good Shepherd Youth & Family Service This project drew on The Right to Refuse forum (a cross-sectoral forum on forced marriage which was held by the research partners) and the literature to devise some key findings about forced marriage. http://www.goodshepvic.org.au/Assets/Files/Right_to_Refuse_final_report.pdf

Acute Coronary Syndromes Clinical Care Standard Australian Commission for Safety and Quality in Healthcare This resource provides guidance to clinicians and health service managers on delivering appropriate acute coronary syndromes care. http://www.safetyandquality.gov.au/our-work/clinical-care-standards/acute-coronary-syndromes-clinical-care-standard/

Preventing Falls for Older Farmers Australian Centre for Agricultural Health and Safety This guide has been developed with the help of farmers aged over 55 years to help you identify your own risk of falling and to take steps to prevent falling on the farm. Risks can include individual risks as well as risks in the farm workplace. Individual risks are specific to you and may be increased by health problems, your medications, and poor balance, limited flexibility and reduced muscle strength. Risks in the farm workplace will vary according to the type of farm and type of work being undertaken. Section 1 provides a falls risk checklist to help you identify your individual risk for falls, as well as a test of balance and strength to assess your falls risk. Section 2 helps you plan a way to prevent falling on the farm including practical exercises you can do to build strength and balance, simple things you can do on the farm to reduce the risk of falls and also provides a personal action plan to help you reduce your risk of falls. Section 3 adds ideas to the “Great Idea Bank” of older farmers for making farm work easier and safer. http://www.aghealth.org.au/tinymce_fm/uploaded/falls_resource.pdf

Smartphone Speeds Up Ed to Ward Bed Transition Nursing Review NZ, December 2014 Vol 14 (6) Whangarei nurse PETER WOODS outlines how using a smartphone cut out the 'middleman' and got ED patients more quickly allocated a ward bed. http://www.nursingreview.co.nz/issue/december-2014-vol-14-6/smartphone-speeds-up-ed-to-ward-bed-transition/#.VMr5q2iUdlr

Antimicrobial Stewardship Clinical Care Standard Australian Commission for Safety and Quality in Healthcare The Commission, in collaboration with consumers, clinicians, researchers and health organisations, has developed the Antimicrobial Stewardship Clinical Care Standard and resources to guide and support its implementation. This resource provides guidance to clinicians and health service managers on delivering appropriate care when prescribing antibiotics http://www.safetyandquality.gov.au/our-work/clinical-care-standards/antimicrobial-stewardship-clinical-care-standard/


Australian & NZ RESOURCES

http://www.goodshepvic.org.au/Assets/Files/Right_to_Refuse_final_report.pdf

http://www.safetyandquality.gov.au/our-work/clinical-care-standards/acute-coronary-syndromes-clinical-care-standard/

http://www.aghealth.org.au/tinymce_fm/uploaded/falls_resource.pdf

http://www.nursingreview.co.nz/issue/december-2014-vol-14-6/smartphone-speeds-up-ed-to-ward-bed-transition/#.VMr5q2iUdlr

http://www.nursingreview.co.nz/issue/december-2014-vol-14-6/smartphone-speeds-up-ed-to-ward-bed-transition/#.VMr5q2iUdlr

http://www.safetyandquality.gov.au/our-work/clinical-care-standards/antimicrobial-stewardship-clinical-care-standard/


International RESOURCES

System leadership- Lessons and learning from AQuA's Integrated Care Discovery Communities The Kings Fund, UK This paper seeks to identify the skills, knowledge and behaviours required of new system leaders and to learn from systems attempting to combine strong organisational leadership with collaborative system-level leadership approaches. The paper draws on three years' development work with leaders in health care systems in north-west England, undertaken by the Advancing Quality Alliance (AQuA) and The King's Fund which has adopted a 'discovery' approach to developing integrated care and the leadership capabilities supporting it. http://www.kingsfund.org.uk/publications/system-leadership

Making our health and care systems fit for an ageing population The Kings Fund, UK Within each component of care, the report sets out the goal the system should aim for, presents key evidence about works, gives examples of local innovations, and some pointers to major reviews and relevant guidance. It argues that if the health and care systems can get services right for our older population – those with the highest complexity, activity, spend, variability, and use of multiple services – they should be easier to get it right for other service users. The twin challenges of demography and funding demand no less. http://www.kingsfund.org.uk/publications/making-our-health-and-care-systems-fit-ageing-population

Japan’s Fureai Kippu Time-Banking in Elderly Care: Origins, Development, Challenges And Impact International Journal of Community Currency Research Mayumi Hayashi, King’s College London Japan’s Fureai Kippu (‘Ticket for a Caring Relationship’) refers to mutual support networks of members of all ages, targeted at providing care for older people through exchanges of time credits, sometimes supplemented by cash payments (‘time-banking’). This has attracted increasing attention as a potential contribution to the ‘Big Society’ with an ageing population. However, despite its pioneering role and scale, relatively little is known about the details and outcomes of Fureai Kippu, and meanwhile simplistic and optimistic generalisations predominate. This article, using historical analysis and empirical evidence, seeks to address these gaps by examining the origins of Fureai Kippu, its early expansion, post-2000 slowdown and responses. It considers the practical contributions and varied beneLits potentially offered by the system, along with its operational difLiculties. The conclusion is that Fureai Kippu is so complex that not only is evaluation difLicult but also no universal panacea can be expected from it. https://ijccr.files.wordpress.com/2012/08/ijccr-2012-hayashi.pdf

Preparing Tomorrow’s Leaders Today: Investing in Capacity Building for Nursing Health Services Research NHSRU (Nursing Health Services Research Unit), Canada This report provides an evaluation of the Undergraduate Student Research Internship Program (USRIP) and demonstrates how the program achieves its intended outcomes and how government investment contributes to health research capacity. Document analysis was used, which included financial records, publications and a review of annual reports dating back to the inception of the Nursing Health Services Research Unit. In addition, the McMaster University Research Internship Program Survey was sent to former student research interns. Quantitative and qualitative analysis of survey responses was conducted. Information obtained from all sources was plotted on a logic framework (Cooke, 2005; Cooke & Sarre, 2009). http://nhsru.com/publications/preparing-tomorrows-leaders-today-investing-in-capacity-building-for-nursing-health-services-research/


http://www.kingsfund.org.uk/publications/system-leadership

http://www.kingsfund.org.uk/publications/making-our-health-and-care-systems-fit-ageing-population

https://ijccr.files.wordpress.com/2012/08/ijccr-2012-hayashi.pdf

http://nhsru.com/publications/preparing-tomorrows-leaders-today-investing-in-capacity-building-for-nursing-health-services-research/

http://nhsru.com/publications/preparing-tomorrows-leaders-today-investing-in-capacity-building-for-nursing-health-services-research/


Corner Kylie Agllias Kylie Agllias (Ph.D.) is a social work academic with a practice background in family counselling, domes-

tic violence, homeless youth and women in corrections. Kylie's world renown research in family es-

trangement commenced in 2007 and is ongoing with different populations. She continues to publish

widely on this topic, with publications including an entry in the Encyclopedia of Social Work and highly

ranked journals including Qualitative Health Research and Affilia. She provides evidence based es-

trangement workshops and master classes to health and welfare professionals and interest groups.Char

Weeks is in internationally certified Executive Master Coach, a graduate of the Australian Institute of

Company Directors. She has formal qualifications in change management from the Australian School of

Business (formerly the Australian Graduate School of Management) and has studied business manage-

ment at the Australian Institute of Management.

Kylie blogs about Family Conflict on the Psychology Today website. To read her articles, simply visit:

http://www.psychologytoday.com/blog/family-conflict

Char Weeks

Char Weeks is an internationally certified Executive Master Coach, a graduate of the Australian Institute

of Company Directors. She has formal qualifications in change management from the Australian School

of Business (formerly the Australian Graduate School of Management) and has studied business man-

agement at the Australian Institute of Management.

Char has a passion for change management and health care service reform and is a strong advocate for

older people’s health and well being. She is the full time carer for her 86 year old mother, Alison.

Writing provides a luxurious vacation from the more mundane aspects of daily life for Char. In 2010,

she published her first book, Handy Hints for the Novice Conference Presenter" which sold in 9 coun-

tries.

Char blogs about a variety of topics including aged care, mental health and change management at:

http://charweeks.hubpages.com/


http://www.psychologytoday.com/blog/family-conflict

http://charweeks.hubpages.com/


We offer a comprehensive, practical

service that aims to put you back in the

driving seat at work.

These are just some of the skills and services on offer:

Improve your effectiveness at work, build a

sustainable, positive team culture that drives

innovation and productivity

Identify and build on your strengths as a leader

Learn practical skills to develop your emotional

intelligence at work

Build your confidence in a new role inc:

choosing your leadership style to achieve the

results you need from your team

how to deal with imposter syndrome

how to make the most of being “the new kid on

the block” in a well established culture

how to deal with situations where you got the

job that someone else in your organisation

missed out on

Learn how to manage your energy rather than your

time

Learn how to support your manager to bring out the

best in both of you

Build your resilience at work with RAW scale

assessment

Learn practical change management skills

(including how to assess readiness, develop a

change strategy and deal with resistance)

Receive confidential advice about complex

change management issues

Access the support you need to help you and your

team survive turbulent times

Develop your presentation skills or simply rehearse

that all important presentation and receive

constructive feedback.

NB: Some services are suitable for tertiary students.

Feel like you’ve

bitten off more than

you can chew?

STRICTLY CONFIDENTIA L

Coaching for Emerging

Leaders, Program and

Project Managers

With Char Weeks

Executive Master Coach

GAICD, GCCM, BMC, CHE, BA

Accredited in Resilience at Work Scale

First consultation minimum 90 mins

Bookings available at our Kew Junction

(take the 48 or 109 tram) or our Little

Collins Street Office

Appointments available between

10.00-14.00 weekdays and Saturdays

Book your appointment

Phone 0467 635 150, or email

[email protected]


Change Champions & Associates

invites you to contribute to this publication!

Are you or your organisation working on a new project

or initiative? We’d love to hear about it!

Please send us a 1 page article highlighting the major aspects

of the initiative you are part of.

Email articles, suggestions and advertising enquiries to

[email protected]

PO Box 302

Kew, Victoria 3101

AUSTRALIA

E: [email protected]

W: www.changechampions.com.au


25-27 February 2015 Melbourne City Conference Centre

333 Swanston St Melbourne (Opposite the State Library), VIC, AUSTRALIA

Delivering integrated, consumer directed care where, when and how it’s needed.


Don’t forget to download a copy of the program!


REGISTER TODAY!



change champions & associates newsletter february 2015

Documents

culture of innovation

supporting innovation

local implementation

recreation staff

staff development

newsletter c o n t e

tracy haddock peps manager

south east sydney lhd