NEWSLETTER

A U G U S T 2 0 1 2

P . 1 Improving access for Patients

requiring emergency surgery

at GV Health

Michelle Frenkel Goulburn Valley Health

P . 4 The Mobile Dialysis Bus Trials

Chris Russell CNARTS /Country Health S.A.

P . 6 Healthy Babies begin with Healthy Mothers

Heather Gilbert The National Register of Antipsychotic Medication in Pregnancy (NRAMP)

P.8 eRFA Implementation

Danette Holding Hunter New England Health

P.12 Point of View: Leading Change

Dawn Skidmore

UPCOMING SEMINARS

P . 3 Pathways to a Consumer Focused Organisation – Governance and Managerial Approaches

P . 7 In-house Master Class: The Challenge of Long Term Alcohol Abuse in Older Adults

P.10 Three practical workshops on public speaking, leadership and change management

Changes were made to the operating theatre allocations model, to include quarantined emergency allocations for general surgery and orthopaedic surgery Monday to Friday. Improvements to current busi-ness and data collection/entry processes and more effective resource management within the operating theatre have also positively impacted on the day of surgery cancellation rate. Under-utilised operating theatre sessions have been reviewed to eliminate wasting of resources.

(Continued p.2)

Improving access for

patients requiring

emergency surgery

at GV Health

With ongoing growth in demand for surgical services, and only three oper-ating theatres and an endoscopy room, it was identified that a strategic review of the Goulburn Valley Health operating theatre processes was required. A project was conducted, titled REDDSoC (Reducing Day of Surgery Cancellations), to conduct a review of current systems and recommend and implement changes to improve access for patients needing emergency surgery at GV Health. It became clear during the review that capacity needed to be better managed to meet current and predicted future demand for operating theatres. The most prominent issue identified was the high number of patients that were cancelled on their nominated day of surgery. Thus, reducing the number of day of surgery cancellations became the number one objective of a strategic redesign project. We first measured the elective waiting list and emergency surgical presentations, and reviewed current business processes within the operating theatre. As part of the recommendations from the review, a variety of changes were made.

For innovators in

healthcare & beyond

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Business rules were developed and implemented to ensure effective ongoing management of operating theatre resources and allocations to specialties, including regular review of waiting lists, operating theatre utilisation and emergency demand. New processes and tools are being used, for patients requiring emergency surgery, to reduce waiting times within the ED and improve patient communication. The post implementation results show significant reductions in the time patients wait from the time of presenting to the Emergency Department to the time of their emergency operating procedure. The results speak for themselves:

In July/August 2010, 32% of general surgery patients waited less than eight hours. After implementation, in Sept/October 2011, 76% of general surgery patients waited less than eight hours.

In July/August 2010, 20% of orthopaedic patients had a wait of less than eight hours. After implementation, in Sept/October 2011, 90% of patients had a wait of less than eight hours.

In July/August 2010, 45% of gynaecology patients had a wait of less than eight hours. After implementation, in Sept/October 2011, 82% of patients had a wait of less than eight hours.

In summary, this project has been of great operational and strategic value to Goulburn Valley Health. It has significantly reduced the impact on patients of having a procedure cancelled on the planned day of surgery, greatly reduced the patient waiting times and improved the accuracy of planning for emergency surgery. It has also provided evidence of the successful application of the redesign project methodology approach to help improve complex issues within the healthcare environment. Following the success of this project, other projects have been successfully implemented in a number of areas of the hospital, including the Emergency Department and the Medical Ward.

Michelle Frenkel

Goulburn Valley Health

(Continued from p.1)

CONSULTANTS TO THE HEALTH, AGED CARE & LOCAL GOVERNMENT SECTORS

We provide a booking and brokerage service for enthusiastic can-do consultants to deliver Master Classes and workshops in the health and aged care sectors. You will be a dynamic presenter, highly regarded expert in your topic area and willing to travel to assignments. We will list your Master Classes on our website, market your events in our newsletter, through social media and actively to the target audience...and take bookings, organize events (including travel and accommodation) on your behalf. That will allow you to focus on what you do best…delivering great training sessions.

To join our team, please visit www.changechampions.com.au and download the consultants flyer. Follow instructions for the submission outline of your Master Class or workshop. For additional details email info@changechampions.com.au

Looking for more work?

Then join our consultancy team.

3

2012 MASTER CLASS

Pathways to a Consumer Focused

Organisation – Governance and

Managerial Approaches

It is timely for health care organisations, from boards to

front-line staff, to gain a clear understanding of consumer

participation and consumer experience principles.

Set within the context of the current health reforms and

expanding mandatory requirements this Master Class is a

strategic exploration and examination of the health consumer

participation trilogy: consumer engagement, consumer

involvement and consumer partnerships for organisation-

wide quality improvement.

29 AUG 2012:

Brisbane, QLD

30 AUG 2012:

Sydney, NSW

31 AUG 2012:

Melbourne, VIC

In house opportunities

also available

Audience Profile

Board members, health services executives, clinicians, safety

& quality co-ordinators/managers, risk managers, clinical

governance managers and health consumers.

With facilitators Stephanie Newell & Mitchell Messer

Visit www.changechampions.com.au

to register for all seminars and workshops or

to download official flyers

4

The Mobile Dialysis Bus Trials

Central Northern Adelaide Renal and Transplant Service Country Health South Australia

The mobile dialysis bus has been operational in the Northern Territory for approximately 18 months, providing respite/holiday haemodialysis for indigenous patients in remote communities. The bus has two dialysis machines enabling four patients to have dialysis each day. The trips are approximately one week in duration and often coincide with local festivals and celebrations. Last year negotiations began between CNARTS, Country Health SA and Northern Territory Health with a view to borrowing the bus for use in the remote communities in the APY (Anangu Pitjantjatjara Yankunytjatjara) lands. The lands are situated in the north west corner of South Australia bordered by Northern Territory and Western Australia. Currently there are no haemodialysis facilities available in this area requiring the patients to re-locate to Alice Springs, Port Augusta or Adelaide. It was decided to trial the bus for two one week trips in two different communities. This was the first time the bus was leaving the Northern Territory and there was much to consider and many stakeholders to consult. Ernabella was to be our first destination to coincide with the Remote Media Festival being held at Umuwa the first week of October. Our second trip was scheduled for Marla (approx. 50 km from the community of Indulkana) in the last week of October. Preparations began early in the year and in August I flew to Alice Springs to meet with the various health providers, the renal management team at the hospital and the dialysis staff at Flynn Drive Dialysis Unit, where the bus is located when not in use. This provided me with the opportunity to view the bus and spend time with the bus driver discussing our trips. Logistics proved to be challenging - weather, road conditions, security, accommodation food and transport for the staff, water quality, local clinic support, communica-tion, patient selection and emergency plans to name a few. We also needed to ensure that the patients had accommodation with their families and would be able to get to the bus at their allocated time. The Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY )Womens Council in Alice Springs provided a support worker to co-ordinate transport to and from dialysis and assisted with any patient issues.

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ON THE ROAD AT LAST It was late September and after months of planning, I boarded a plane to Alice Springs. I had arranged to be there a few days prior to our departure as I wanted to meet the patients obtain their medical and dialysis history and ensure that everything was organized. I was eventually joined by two of my nursing colleagues and on Monday October 3rd we followed the bus south on the main highway from Alice Springs to Kulgera (a truck stop approx 50 kms from the S.A border.) Here we met Dr Stephen McDonald (Nephrologist and Clinical Director for Country Health renal services) and together we continued our journey off the main highway onto 200 kms of red dirt, complete with pot holes, deep corrugations and wandering beasts. ERNABELLA We eventually arrived at our destination and set up the bus in the TAFE compound . There were a few curious visitors including the local dogs and a donkey and her foal who became regular visitors. Fortunately we were able to close the gates as they were eyeing off our food supplies. In fact one of the dogs was seen running out of the compound with a loaf of bread in his mouth. Over the week, 16 dialysis treatments were performed on 6 patients, 5 from Alice Springs and one from Adelaide. There were many visitors to the bus including family members, staff from the local clinic and senior members of the community. Our patients invited us to some of the celebrations at Umuwa and we felt privileged to be present at such a special occasion. There were minimal dialysis issues, no machine or water problems, the patients remained well throughout the week and were clearly happy to be back home.

We were able to visit the Arts centre and saw the great work being done by the local artists. We visited the local clinic, saw their beautiful church, and visited the store where amongst the usual produce sits a large fridge containing frozen kangaroo tails. We finished dialyzing on Saturday afternoon, packed up the bus and left early on Sunday morning for Alice Springs reflecting on the amazing experience over the past week. MARLA Our next trip was scheduled for the 24th October, and was for the benefit of those patients from the Indulkana community. On this occasion we were unable to locate the bus in the community so it was decided to park the bus at the Marla clinic, which is on the main highway to Alice Springs approximately 50km from Indulkana. Seven patients were scheduled for this trip but one missed her bus and the other pulled out at the last minute. We dialyzed five patients over the week ,two from Adelaide, one from Pt. Augusta and two from Alice Springs. Once again there were minimal issues, and the patients were delighted to be close to their family and communities. SUMMARY The success of both trips is attributed to the support provided by many individuals and service providers and is a testament to a true collaborative endeavour. We have a further five trips scheduled for the APY lands this year and expect it to be as successful as last year. Chris Russell Renal Rural Clinical Practice Consultant CNARTS /COUNTRY HEALTH S.A.

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 Diane Vatinel at: info@changechampions.com.au

6

The National Register of Antipsychotic Medication in Pregnancy (NRAMP)

Healthy babies begin

with healthy mothers

Having a baby can be an exciting time, but it can also be an anxious time, particularly if

the mother needs to take antipsychotic medication during pregnancy

Australia’s future is dependent upon individual, family and community health. Healthy communities promote healthy families within which healthy individuals are able to thrive, and vice versa. The hub of many families within our communities is taken up by women, who instinctively fulfil this pivotal role by providing a nurturing and educational environment within which their family units can flourish. However the subsequent toll on the physical and mental health and wellbeing of women in this role can be great but is often neglected. An holistic approach to health care for women must therefore be promoted regardless of culture, race, creed or health status. One such strategy which recognises and supports women’s mental health is:

The National Register of Antipsychotic Medication in Pregnancy (NRAMP)

This high profile research study has been developed to address the distinct lack of available knowledge and expertise associated with antipsychotic medication use during pregnancy. The NRAMP study is the first in the world to attempt to answer questions about safe antipsychotic medication use in pregnancy. Many women with a history of severe mental illness require antipsychotic medication to maintain their

mental health and a good quality of life. When they become pregnant there is a need to maintain their mental health but to date there is limited knowledge or information about the safety of antipsychotic medication use in pregnancy. It is clear that we need good evidence-based information about the safety and efficacy of antipsychotic medication use in pregnancy in order to balance the mother’s needs and the baby’s healthy development.

What is NRAMP?

NRAMP is a unique, observational, nationwide research study for women of child-bearing age who take antipsy-chotic medication during pregnancy. Women may join the study either antenatally or postnatally, as participation continues for the first 12 months of their baby’s life. Information collected during interview sessions focuses on maternal family and social background, medical, psychiatric, medication and obstetric history and fetal development, followed by birthing details for mother and baby. Subsequent interviews concentrate on maternal health and wellbeing and baby developmental progress, again across the first 12 months of life.

Why is NRAMP important? We aim to develop evidence-based guidelines to inform both clinicians and the general public regarding the safe use of antipsychotic medication during pregnancy, for both present and future generations. Participation is voluntary. Ethical approval has been obtained from 17 different Human Research Ethics Committees (HRECs) across Australia.

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Healthy babies begin with healthy mothers

The wellbeing of mothers and babies will always be at the forefront of our work. Support and advocacy for women in this vulnerable population group is an essential and integral part of our ground-breaking research. Part of our role is to educate the general public, including clinicians, about the special management issues of mental ill health in women. We aim to promote a culture of caring and compassion for our ‘fellow woman’, giving her the equal opportunity to raise a healthy family and stay well herself.

NRAMP Inclusion Criteria: Women who are:

Pregnant or have had a baby in the last 12 months

Take antipsychotic medication during pregnancy

Reside in Australia

Are able to provide informed consent

NRAMP continues to recruit across Australia; we strongly urge clinicians to send comments, queries and referrals to:

NRAMP Personnel: Professor Jayashri Kulkarni Director, Monash Alfred Psychiatry Research Centre (MAPrc) NRAMP Chief Investigator Ph: (03) 9076-6564 Email: J.Kulkarni@alfred.org.au Ms Heather Gilbert Senior Research Nurse NRAMP Co-ordinator Ph: (03) 9076-6591 Email: H.Gilbert@alfred.org.au

NRAMP Website:

www.maprc.org.au/nramp

course Outline

MASTER CLASS with Alice Rota Bartelink

The Challenge of Long Term Alcohol Abuse in Older Adults

Managing Older Clients living with

Alcohol Related Brain Injury

Book an in-house

In house opportunities available for facilities in Australia & New Zealand

To read Alice Rota-Bartelink’s bio, or for more details about the

master class, visit www.changechampions.com.au

Introduction Alcohol & Alcoholism Symptoms Alcohol and the Ageing Body Comorbidity Alcohol and the Brain The Role of a Neuropsychologist Treatment Managing Challenging Behaviour Aggressive Behaviour Self Care Practices - Staff Case Profile Conclusion

8

An electronic Recommendation for Admission (eRFA) is being implemented by Hunter New England Local Health District as part of the quest towards e-health. The eRFA initiative is the first of its kind in NSW and the rollout has begun at John Hunter Hospital. NSW Health provided funds for the initial development of the program from a Federal grant. Doctors admitting patients to the hospital for a procedure or admission fill out the request on line, along with the consent. Once the request is processed through the admissions office it is electronically routed to the Perioperative Service (anaesthetic pre- op clinic). The eRFA was developed by the IT team following extensive process analysis and engagement with admissions and clinical teams. The RFA, in its original form, is a complex document that details patients’ “Recommendation for Admission – RFA” including:

Personal details that correctly identify the patient and their Medicare and insurance details.

The proceduralist (doctor) reason for admission, details of the procedure and the urgency.

Consent form for procedure, blood transfusion and tissue removal.

Perioperative triage assessment details.

Patient Questionnaire. The aims of the electronic version of the electronic version of the RFA include:

Access to the RFA to amend or review as required and access to a proceduralist’s (doctors) waiting list.

Procedural Surgeon and treating team access to any perioperative assessment which will be electroni-cally attached to the patient’s eRFA.

Improvements to the Legibility, traceability and audit ability of the RFA

Eliminating the need for the physical transfer of the RFA within the campus and the risk of its misadventure.

The eRFA is launched in patient context through CAP (Clinical Access Portal), HNELHD’s central repository of electronic clinical information, including pathology, x-ray, medical records and admissions and outpatient information. As each specialty group is included in the system, enhancements and functionality continually develop. The doctors have been enthusiastic and keen to utilise the system in their private consulting rooms. Roll out to other Hunter New England health facilities is next on the agenda.

For further information contact: Danette Holding Team Project Manager Application and Development Hunter New England Health Ph: 4921 3100

eRFA implementation

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Error-prone abbreviations, symbols and dose designations not to use Health, Quality and Safety Commission New Zealand This poster and quick reference card list abbreviations, symbols and dose designations that have been reported internationally as being frequently misinterpreted and involved in harmful medica-tion errors. They should NEVER be used when communicating medicine-related information verbally, handwritten, pre-printed or electronically. The poster may be printed for display purposes in A4 or A3 size and in colour or black and white. You can print your preferred option by changing the settings on your printer. The smaller card may be printed and laminated and used as a quick reference point. The card has been designed with a punch hole for use on a lanyard or may be kept to hand in a wallet or pocket. The attached file may be printed double sided and the individual cards cut out and laminated. (Note, if your printer does not line up perfectly then you may need to print single sided and laminate together.) http://www.hqsc.govt.nz/our-programmes/medication-safety/

Australasian College for Emergency Medicine (ACEM)

Literature Review on the Australasian Triage Scale (ATS)

Dr Roberto Forero, MA, MPH, PhD Senior Research Fellow Simpson Centre for Health Services Research, South Western Sydney Clinical School, affiliated with the Australian Institute of Health Innovation, University of New South Wales Dr Peter Nugus, MA (Hons), MEd, PhD Research Fellow, Centre for Clinical Governance Research, Australian Institute of Health Innovation, University of New South Wales

http://www.acem.org.au/media/media_releases/2012_-

_ACEM_Triage_Literature_Review.pdf

RESOURCES Australia & New Zealand

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Upcoming Workshops

Handy Hints for the Novice

Conference Presenter

If you are doing great work but never or hardly ever present to a

live audience because the thought of it turns your knees to jelly....

then here is a workshop for you. Delegates from outside health

also welcomed.

22 Aug 2012: Canberra, ACT

27 Aug 2012: Brisbane, QLD

03 Sep 2012: Townsville, QLD

10 Sep 2012: Newcastle, NSW

17 Sep 2012: Auckland, NZ

08 Oct 2012: Adelaide, SA

15 Oct 2012: Sydney NSW

Moving Forward: Accepting and

Embracing Resistance to Change

Down hearted because not everyone is on board with your project

and committed to achieving change for the better? Not sure why? Don't

know how to deal with it? Then this one day work shop is a fantastic

opportunity for new leaders and project managers from any industry or

public sector who are keen to develop their skills in change management.

23 Aug 2012: Canberra, ACT

28 Aug 2012: Brisbane, QLD

04 Sep 2012: Townsville, QLD

11 Sep 2012: Newcastle NSW

18 Sep 2012: Auckland NZ

09 Oct 2012: Adelaide, SA

16 Oct 2012: Sydney NSW

The Better Boss Workshop

Ever wondered how you rate as a boss? Who is a good boss? What

qualities and skills do good bosses have? Why do team members see them

as good bosses? How you could be a better boss? This workshop is ideal for

enthusiastic emerging leaders, new managers and supervisors with no

formal management training and those who are just wondering if they are

really are being the best boss they can be.

24 Aug 2012: Canberra, ACT

29 Aug 2012: Brisbane, QLD

5 Sep 2012: Townsville QLD

12 Sep 2012: Newcastle, NSW

19 Sep 2012: Auckland NZ

10 Oct 2012: Adelaide, SA

17 Oct 2012: Sydney NSW

Register online at

www.changechampions.com.au

11

We are looking for a BOOK REVIEWER !

We have one copy of Dr Robin Youngson’s book ‘Time to Care’ to give away for free. If you have an interest in compassionate, whole-patient care, and would like to read this book and write a 300 word review for our next newsletter (due out 5 November 2012) please send a self nomination to:

info@changechampions.com.au

About the author Author Robin Youngson fits the bill as an unassuming over-achiever. Born in the UK in 1955, his father was an army doctor posted throughout the British Empire. At 10-years Robin learned the horrors of institutional life in an English boarding school. In 1977 he graduated from Cambridge University with a degree in engineering, and worked for three years work in the highly hazardous field of oil exploration to pay his way through medical school. In 1991 he moved with his wife Meredith and their three children to New Zealand. In 1994 he was appointed Anesthetic Specialist at Auckland Hospital. Since 2000 he has worked in many different clinical and leadership roles in New Zealand. In 2011 he gave up all his day jobs to concentrate on developing compassionate care.

Title: TIME to CARE – How to love your patients and your job Author: Dr Robin Youngson MA MB ChB FANZCA Publisher: Rebelheart Publishers, PO Box 63, Raglan 3265, New Zealand RRP Paperback edition: NZ$35.00

Available for purchase from: www.time-to-care.com, and on www.Amazon.com

“ As a clinician I still witness every day the unneces-sary suffering, to both patients and health profes-sionals, caused by inhumane and unsafe systems of care. I am deeply motivated to address these prob-lems but I have to reflect on whether my actions achieve their purpose. Am I part of the problem? “The old equation for happiness doesn’t work any more: study hard, gain specialized qualifications, develop your expertise, raise your status and self-esteem, earn a good income – and you should have a happy and rewarding career. “Instead, we have epidemic levels of stress, unhappi-ness and burnout among health professionals. A new equation of benefits is required. “I hope and believe that with HEARTS in HEALTHCARE we have that equation right. The evi-dence is compelling: that reconnecting to the heart of your practice, learning the skills of compassionate caring, and liberating your practice from organiza-tional restrictions is the pathway to new happiness and wellbeing. It’s also how we will transform healthcare.”

Excerpt from TIME to CARE

Robin Youngson 2012

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P int of View

Leading Change by Dawn Skidmore

Involved in improving health and public services for many years I have been fascinated with observing the

process of change. Health and public services are constantly introducing change – redesigning health care

processes, moving physical locations, introducing new technology, reorganising the structure, bringing in

her performance review systems, piloting new workforce models etc. These changes impact not only people

who receive public services but also how individual employees do their jobs. It seems that there are critical

differences between change efforts that have been successful and those that have failed. What particularly

interests me is why some organisations and teams are able to deliver the required change when most of

them do not.

Whilst there are a plethora of studies, articles and books on leading change, including John Kotter’s 8 steps

to Leading Change, uncovering lessons learned from those involved in leading, managing and delivering

services, seems very worthwhile.

All projects or change initiatives needs to consider the people component of change; managing people

through the change needs to be an active and planned component, not an after- thought. If a project has

been delivered on time and in budget, but employees have not adopted and embraced the change, it is

likely to fail. Because of this, change management is not done by just one person, even though a project

manager or team leader might be very skilled and experienced. Effective change management requires the

active involvement of those in a number of functions, for example senior managers and executives; middle

managers; supervisors; project support staff and resource teams as well as those in the project management

team.

I have found that visible and active executive sponsorship to be a critical success factor. The involvement of

executives and senior leaders throughout the change process, demonstrating commitment and support for

the change, makes a huge difference. The early engagement and continued visibility and commitment

throughout the lifetime of the projects sends a message to the organisation “that this change is important”.

There is more likely to be agreement on priorities, clarification of objectives and project alignment with the

overall strategic direction if executives sponsor the change and provide the authorising environment.

Furthermore executive sponsors who directly communication with employees and the project team can

build and maintain support for change. Employees look to senior managers and executives for key messag-

es, and they watch to see how committed senior leaders and executives are. Yet many senior managers and

executives are unaware of the importance of their role and the impact that their failure to commit can have

on the success of the project. We should not rely solely on the project manager.

Delivering successful change is dependent on more than a skilled project manager. If we are really to see

employees fully embracing the change in our public services then a number of people throughout the

organisation need to be involved.

Dawn Skidmore can be contacted at Dawn.Skidmore.au@googlemail.com

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Hourly Rates

Improve your confidence Get the support you need when you need it Suitable for new managers working in health and aged care, especially those working on projects. Ideal for project and acting managers:

working in isolated regions or just working in isolation those with little previous experience sufferers of imposter syndrome (i.e. feeling way out of your

depth or certain that you lack of skills will shortly be discovered) Telephone coaching service available in or out of hours. Face to face coaching also available by appointment. Ph: 02-9692 0533 or email info@changechampions.com.au for more info.

Confidential Coaching Service for Emerging Managers With Experienced Certified Executive Coach

Submit your

Tricks of the Trade

It is often the surprising discoveries and personal experiences that make all the difference in change management, reform, redesign programs, etc. We invite you to submit a short article for our newsletter, sharing the personal experiences and unpredicted lessons that could never be found in a book.

All submissions should be emailed to info@changechampions.com.au

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The Economic Impact of Improvements in Primary Healthcare Performance

Canadian Health Services Research Foundation

http://www.chsrf.ca/Libraries/Commissioned_Research_Reports/

Dahrouge-EconImpactPHC-E.sflb.ashx

Alive and clicking: Information that benefits all (UK)

This paper explores the potential for using and sharing information in the NHS. It looks at the costs and benefits of informing and communicating

with patients through web and social media platforms versus the costs of not doing so effectively.

http://www.nhsconfed.org/Publications/discussion-paper/Pages/Alive-

clicking.aspx

A Guide to Evaluation in Health Research

Prepared by: Sarah Bowen, PhD Associate Professor

Department of Public Health Sciences, School of Public Health University of Alberta sbowen@ualberta.ca

http://www.cihr-irsc.gc.ca/e/45336.html

What makes a top hospital?

Leadership Report

http://www.chks.co.uk/assets/files/Published%20articles/

CHKS_2011_WMATH_3_FIN_lo-res.pdf

I N T E R N A T I O N A L

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Leadership and engagement for improvement in the NHS

Together we can

Report from The King’s Fund Leadership Review 2012

http://www.kingsfund.org.uk/publications/leadership_review_12.html

Perspectives on telehealth and telecare

This paper, the third in a series of WSDAN briefing papers, examines the experiences of the network’s 12 member sites in implementing

telehealth and telecare.

It examines the challenges and barriers they faced, and the progress they made, in developing and adopting new technologies.

WSDAN briefing paper

Richard Giordano

Mike Clark With Nick Goodwin

http://www.kingsfund.org.uk/publications/articles/th_perspectives.html

Health IT and Patient Safety: Building Safer Systems for Better Care (IOM)

Consensus Report

http://iom.edu/Reports/2011/Health-IT-and-Patient-Safety-Building-Safer-Systems-for-Better-Care.aspx?utm_medium=etmail&utm_source=Institute%20of%20Medicine&utm_campaign=11.08.11+Report+-+Health+IT&utm_content=New%20Reports&utm_term=Academic

I N T E R N A T I O N A L

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Fit to Learn is a motor skills programme written as a joint initiative between Education and Health Services in England. It provides a Wave 2 small group intervention to help meet the needs of children with motor coordination difficulties. Poor motor skills have a significant impact on learning and these problems are thought to affect around 5% of pupils. Fit to Learn aims to improve attention, balance and coordination in a graded flexible fun way. The programme includes pre and post assessments to demonstrate progress and help decisions to be made about referral to health services. It should be a regular part of the school timetable and delivered by a teaching assistant who has completed the training included in this package. Fit to Learn won the Medipex Yorkshire & Humber NHS Innovation Awards and Showcase in 2010. If you would like to review this programme and give feedback about its value to an Australian audience, please email us at info@changechampions.com.au. You can keep the prototype CD as our thank you for your feedback about the quality of the program, relevance of content and your recommendation about pricing for a local audience.

Fit to Learn

Looking for a teacher or physiotherapist reviewer

Healthcare Emerging Managers Network – now on Linked In

This brand new group provides support to emerging

managers (e.g. clinical, program/project managers)

working in health and aged care in Australia and

New Zealand. Members will be willing to share

their experiences, ideas for dealing with challenges

and information/resources. So if you are out on a

limb and all at sea…

join up at www.linkedin.com or email us to join you

up at info@changechampions.com.au

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P: (02) 9692 0533

E: info@changechampions.com.au

W: www.changechampions.com.au