central coast local health district caring for the coast ...managing the novated lease arrangements...

CARING FOR THE COASTAWARDS 2020

primary logo

C O L O U R M O N O R E V E R S E D

Our logo is available in mono, which should be used for one colour applications.

Our primary logo features our two main brand colours.

P L E A S E S E E P A G E X X F O R M O R E

D E T A I L O N O U R B R A N D C O L O U R S .

It is also available in white, which should be used on coloured backgrounds.


D E T A I L O N W H E R E T H I S V E R S I O N

S H O U L D B E U S E D .

G A M A B R A N D B O O K | 9

Silver sponsors

Gold sponsors

Sponsored by

Central Coast Local Health District

Our finalists

Emerging LeaderRecognising an individual who shows leadership promise through their contribution, initiative and enthusiasm. They lead by example and demonstrate maturity and courage in decision making – showing great potential to grow their leadership qualities and deliver further positive outcomes in the future.

x ABOUT US Central Coast Local Health District (CCLHD) provides expert public healthcare to the Central Coast community, located between Sydney and the Hunter Valley.

This is achieved through a network of hospitals, healthcare centres and other community-based services, driven by highly-skilled specialists and support staff, all working together to ensure people can receive quality, patient-centred healthcare when and where they need it.

The region is served by two acute hospitals. Gosford Hospital is the principal referral hospital and regional trauma centre for the Central Coast, and Wyong Hospital is a major metropolitan hospital.

The District also includes two sub-acute care units, Woy Woy Hospital and Long Jetty Healthcare Centre, and eight community health centres as well as other community-based services.

CCLHD’s strategic priorities revolve around caring for our patients, community, staff, resources and future.

Gosford Hospital’s $348 million redevelopment, Wyong Hospital’s $200 million redevelopment, and the development of the $72.5 million Central Coast Medical School and Research Institute with the University of Newcastle, are examples of the District’s commitment to providing world-class care to the community and the generations that follow.

For more information visit www.cclhd.health.nsw.gov.au

CARING FOR THE COAST AWARDS 2020

12

It has been a great privilege and pleasure to launch our inaugural Caring for the Coast Awards.

We are fortunate to have many passionate and dedicated professionals working across our services and these awards allow us to highlight some of their hard work and achievements.

We were thrilled with the enthusiastic response to the awards from our staff and sponsors.

Nominations in each of the 10 categories poured in from right across the District, with a diverse range of clinical, non-clinical, hospital and community-based submissions.

The quality of nominations was outstanding and meant the judging panel had an incredibly difficult time shortlisting the finalists.

Each entry was reviewed closely by our judges who were very impressed by the countless examples of staff delivering exceptional patient care and positive outcomes.

Congratulations to our finalists who are doing some incredibly innovative and inspiring work across our District. You can read their stories in this souvenir booklet.

This year has been an unprecedented time, with the global COVID-19 pandemic having a major impact on our health services and staff.

While it meant we could not hold our planned gala dinner it was important that we looked for an alternative way to recognise the amazing work of our finalists, which is why we have taken our plans online, announcing the winners through a series of videos on our intranet and website.

The situation with COVID-19 has once again highlighted the incredible work and dedication of our staff and reinforced the importance of taking the time to celebrate their achievements.

Thank you to our generous sponsors who have made our awards possible. Each of our partner organisations have shown they are passionate about supporting our staff and championing quality health care.

We look forward to growing this reward and recognition program and continuing to encourage our staff to strive for excellence.

About the Caring for the Coast AwardsThe new Caring for the Coast Awards have been launched to provide a formal opportunity to recognise our people for their outstanding contribution and achievements.

The Caring for the Coast Awards encourage and celebrate our staff who go above and beyond in their roles, demonstrating excellence and exemplifying our core values and behaviours:

• Collaboration - we work together to achieve our shared goal of providing the highest level of care.

• Openness - we communicate in an open and honest way to build trust.

• Respect - we listen to the needs and choices of others to ensure everyone has a voice.

• Empowerment - we encourage participation in decision making to foster continual improvement.

A message from our Chief Executive Dr Andrew Montague


32

Thanks to our sponsors

As a market leader in property development, Central Real is committed to elevated building design, quality workmanship and partnering with local enterprises to support and grow communities.

A fully integrated builder and developer, their breadth of capabilities include acquisition, development, construction, investment, sales and customer service.

With its own in-house construction team, Central Real has delivered over 300 luxury apartments across seven projects to date, and have a long pipeline of developments in both land and multi-residential across NSW to follow.

Conscious of positively contributing to communities, they have invested over $275 million into regional development over the last five years. They have a strong vision for the future growth and potential of the region, setting benchmarks in quality to leave a legacy that redefines the Central Coast.

The simple and affordable way to get into the car you love.

With award-winning customer service and industry-leading innovation, Smartleasing is one of Australia’s largest novated leasing providers, servicing over 2,000 organisations in the health, not-for-profit, government and corporate sectors. In fact right now, they’re managing the novated lease arrangements for over 48,000 employees across Australia, and they can help you too.

What is a novated lease?A novated lease is one of the most cost-effective and easiest ways to buy and run a car.

• Make tax savings on your car and related running expenses

• Bundle finance and running costs into one easy payment on payday

• Lease a new, used car or even your current car

How much could you save on the car you love?See the savings for yourself - use the online calculator at smartleasing.com.au or speak with a leasing expert today; call 1300 144 873.

The University of Newcastle’s Faculty of Health and Medicine is defined by its commitment to the development of effective, integrated healthcare solutions through innovation and excellence in education and research.

The Faculty has a global reputation for producing exemplary healthcare professionals through research-driven, innovative teaching and learning. They bring together a wide variety of undergraduate, postgraduate and professional training programs aimed at preparing students for rewarding careers in the field of healthcare.

Their extensive engagement with local communities includes strategic research and education partnerships with the Central Coast, Hunter New England and Mid North Coast Local Health Districts, Hunter Medical Research Institute and Calvary Mater Hospital Newcastle.

Central Real’s Elysium at Terrigal

primary logo

C O L O U R M O N O R E V E R S E D

Our logo is available in mono, which should be used for one colour applications.

Our primary logo features our two main brand colours.


D E T A I L O N O U R B R A N D C O L O U R S .

It is also available in white, which should be used on coloured backgrounds.


D E T A I L O N W H E R E T H I S V E R S I O N

S H O U L D B E U S E D .

G A M A B R A N D B O O K | 9

Platinum sponsor Gold sponsors

Silver sponsors


54

Our finalists


Our finalists


Melissa TildesleyEating Disorders GP Inpatient Liaison Nurse, Eating Disorders Outpatients Unit

Melissa is an integral part of the Eating Disorders Outpatient Service, striving to increase timely access to quality care for people living with an eating disorder and their families.

Melissa is the Eating Disorders GP/Inpatient Liaison Nurse and is known for her infectious laugh and enthusiasm for her work. She is described as supportive, efficient, effective and thorough.

Melissa is continuing to grow as a confident leader for her colleagues, medical and nursing staff as well as community GPs. She facilitates collaborative decision-making in multi-disciplinary team meetings for the management of people with eating disorders, with a patient-centred focus.

Melissa liaises closely with local GPs to enhance the continuum of care by providing timely education and support. She is generous with her skills and knowledge and helps build clinician confidence and reduce stigma. She has also played an important role in updating the Hunter New England Central Coast Primary Health Network’s HealthPathways portal for GPs on eating disorders. Local GPs know they can contact her for support with problem solving, consultation on difficult cases, and advice on stepping up care to hospital.

Melissa instills hope for recovery for severe and enduring clients. She advocates for clients who are not engaged in treatment or who are ambivalent about recovery, which supports better patient outcomes.

Patients who have accessed Melissa’s support after living with an eating disorder for many years have credited her with saving their life.

Jessica HaganDeputy Director Pharmacy, Wyong Hospital Pharmacy

Jess has grown from an excellent clinician into an inspiring leader who is dedicated to supporting the development of others.

In her role as Deputy Director of Pharmacy, Jess has fostered Wyong Hospital Pharmacy team’s shared vision of collaboration and a strong focus on patient care.

This has culminated in constantly improving their consistency, reach, quality, efficiency and productivity.

Her ability to build positive relationships is demonstrated through significant improvement in culture survey scores, service performance measures and the high number of improvement projects and educational activities.

Wyong Hospital Pharmacy team’s success is a reflection of their leader and her evidence-based decision-making, creativity and inclusiveness.

Jess empowers staff within her team to perform their roles with integrity, dedication and compassion. Following a recent restructure, she has led the development and implementation of a training program to equip new team leaders with the skills and knowledge to confidently and consistently perform their roles.

Despite her relatively short time in a leadership role, Jess is increasingly demonstrating the ability to create opportunities and empower others. Her work ethic demonstrates maturity and courage beyond her years of experience, with potential to create lasting positive improvements for patient care and workplace culture.

Shanell BaconAboriginal Health Operations Manager, Nunyara Aboriginal Health Unit

Shanell is a proud Gamilaroi woman with strong connections to the Awabakal land where she grew up and the Darkinjung land that she chooses to call home.

Shanell is the Operations Manager for Nunyara Aboriginal Health Unit and is passionate about improving health care for our Aboriginal community on the Central Coast.

Shanell took the lead in the development of a new model of care that is culturally appropriate and specific for the Ngiyang Aboriginal Mother and Babies service, in close collaboration with the Women’s Children and Families Directorate. The previous model was not culturally sensitive and the inclusion criteria was restrictive and limited. Shanell played an integral role in identifying the community’s needs and establishing the new model, now led by Aboriginal Health Workers who provide ongoing support and continuity of care throughout pregnancy and the baby’s childhood.

Shanell has also been instrumental in the development of Sorry Business Guidelines, a document to support staff to better understand how to deal with the death of Aboriginal patients in the hospital setting.

Shanell is highly respected by her colleagues and empowers them to deliver better outcomes for patients, staff and the wider community.

Through her hard work and advocacy, Shanell is establishing herself as a strong and inspiring young leader.


76

Our finalists

Outstanding LeadershipRecognising an individual who demonstrates exemplary leadership qualities such as integrity, dedication and determination. They display the highest levels of professionalism and are seen as a role model among their peers – driving positive change and opportunity. They lead through their actions and support and encourage the personal development of those around them.

Carl Fiedler Community Health Nursing Manager, Community Nursing Wyong Central Community Health Centre

In his role of Community Health Nursing Manager Carl is known for creating positive change within his team to build service capacity and improve patient outcomes.

Carl has a tenacity and passion for innovation and opportunity. He ensures his services are run effectively and efficiently and is constantly looking for ways to make improvements.

Carl’s projects are heavily focused on streamlining and unifying services while improving patient satisfaction and health outcomes.

One of Carl’s recent projects was assisting in building and designing the Client Flow Dashboard, an electronic database to monitor clients moving through the Community Nursing Service and reduce the length of stay for patients.

Carl displays the highest level of integrity, dedication and determination in every aspect of his work.

He is a valued and trusted role model among staff, offering advice and support to any staff that come to him. Carl communicates closely with all levels of staff and encourages others to collaborate to benefit the organisation.

He demonstrates respect by acknowledging concerns, displaying emotional intelligence skills and accepting feedback.

Carl leads through actions and is a strong promoter of continuing personal and professional development.

Carl empowers his teams to work autonomously and collaboratively, encouraging confidence and inspiring his team members to accept opportunities to accelerate their career paths.

Aimee Petersen Medical Team Leader Pharmacist, Wyong Hospital Pharmacy

Aimee is seen by her staff, peers and managers as an exemplary leader in her role as Medical Team Leader Pharmacist at Wyong Hospital.

She is known to go above and beyond in all aspects of her leadership role and professional work.

Aimee builds a positive workplace culture through leading by example and encouraging the department to run as a cohesive team with shared goals of patient safety.

She communicates openly and engages with all team members, valuing everyone’s opinion and contribution.

Aimee is committed to professional development and furthering her skills and knowledge. She has completed her Masters of Clinical Medicine (Health Leadership and Management) as well the CEC Clinical Leadership Program.

Aimee pioneered a Medical Team Leader role and was instrumental in embedding this successful reconfigured service model across the whole department.

This led to an increase in the number of patients that were provided a pharmaceutical review within 24 hours of admission. This change has been maintained for more than two years.

Aimee stays abreast of the latest evidence-based medicine and regularly shares research findings at her team meetings to determine the most effective way of incorporating changes into practice.

Aimee is a mentor to junior staff. She empowers her team with knowledge, skills and an effective framework of support to provide optimal pharmaceutical care to their patients.

Shaun Clifford Deputy Radiation Therapist, Central Coast Cancer Centre

Shaun has been in a leadership role since the Cancer Centre opened in 2013, predominantly as Deputy Chief Radiation Therapist.

He has fostered service development and successful expansion of the Cancer Centre with his inclusive leadership style, demonstrating innovation, strategic planning and a commitment to quality care.

He is dedicated to delivering an optimal model of service delivery and care for patients on the Central Coast that parallels established tertiary centres in Sydney.

He is also passionate about creating a positive and supportive environment for his team.

He coaches staff members and embraces the identity of the team, forming a close-knit group of therapists who aim to deliver excellent service and take pride in their work.

Shaun has been integral in maintaining high quality care initiatives through his visionary leadership.

His technical expertise and people skills have had a lasting positive impact on both patients and staff.

Shaun’s approach has created a cohesive department that continues to flourish in an environment of rapid change.

He exemplifies how an individual can promote collaboration and empower those within a service to achieve excellent outcomes as a team.

The sustainability of the service reflects the excellent leadership provided by Shaun with his team of radiation therapists over recent years.


98

Our finalists

Volunteer of the YearRecognising the outstanding service and contribution of a CCLHD volunteer. This award acknowledges the wonderful difference volunteers make to our organisation through their work to assist our staff, patients, visitors and community.

Jennifer Del–CetVolunteer – Wyong Hospital

With an incredible 21 years of service under her belt, Jennifer is one of our longest serving volunteers at Wyong Hospital.

The retired nurse loves giving back to the local community, especially in the health and hospital setting.

Jennifer has a passion for helping others and is always willing to step in wherever she is needed. As a result she has had many volunteering roles at Wyong Hospital.

Her first volunteer role was supporting new mothers by caring for their babies while they attended an education and support group.

She then went on to work in the Emergency Department, helping busy staff behind the scenes by collating documents and organising storeroom supplies for easy access and use.

She is extremely proud to be able to support frontline staff deliver critical care to some of our most vulnerable patients.

Jennifer also provides patients and visitors with a friendly chat and offers of tea and coffee while they are waiting.

Jennifer is described as flexible, adaptable and a true team player. Because of her wealth of experience and helpful nature, she often trains new volunteers.

Jennifer finds great enjoyment and satisfaction in volunteering and wants to keep donating her time and talents for as long as she can.

Eileen CooperVolunteer – Gosford Hospital

For the past 15 years Eileen has been a caring, compassionate and engaged volunteer who finds great pleasure and pride in her role.

Having been through her own cancer journey, Eileen knows what it is like to be a patient and is passionate about giving back and saying thank you for the care and support she received during her treatment.

Eileen has helped Gosford Hospital patients, staff and visitors through two major redevelopments with a strong understanding of the challenges faced during times of change.

She has played an integral role in improving way-finding around the hospital by developing step-by-step direction cards for patients and visitors many years ago, a concept so successful that it has since been adopted by our patient enquiries service.

As a volunteer guide Eileen is the first person patients and visitors see when they walk through the hospital main entry. She greets everyone with a friendly smile and is extremely empathetic to those who are distressed.

Eileen’s experience, skill and organisational knowledge make her a great trainer and mentor for new volunteers, who she warmly welcomes and encourages.

Her peers say she gives her all to the role and her passion and love for volunteering is contagious.

John DavenChairperson – CCLHD Prostate Cancer Support Group

John is a prostate cancer survivor who is dedicated to volunteering his time and sharing his personal journey to help other men diagnosed with prostate cancer and their families.

John has been at the helm of the District’s Prostate Cancer Support Group for seven years.

Our CCLHD continence nurses say the group has thrived under his expert leadership in those years and he has been pivotal to its ongoing success. They say John not only gives his time and effort, but his heart and soul to the role.

Coming to every meeting highly prepared, John makes it a priority to welcome new members and make them feel comfortable, supported and heard.

John makes himself available at all hours to support men newly diagnosed with prostate cancer, to provide information and a listening ear, reminding them that there is hope and they are not alone.

He is dedicated to advocating for local prostate cancer patients and is committed to keeping informed and enhancing his leadership skills by attending regional conferences and events.

Described by staff as an “inspiring role model,” they say they feel privileged to work alongside him.


1110

Our finalists

The Belinda Collier Award – in memory of our former Executive Director of Workforce and Culture

Recognising an individual who demonstrates attributes that Belinda Collier exemplified throughout her working life. The employee promotes positive interactions among their colleagues and fosters a collaborative, safe and supportive working environment. Nominees go out of their way to boost morale; improve the physical and/or mental wellbeing of their colleagues; and encourage and inspire others.

Renee GrieveRegistered Nurse, Gosford Inpatient Unit K2

Renee is the type of colleague that can improve any shift through her inspirational presence.

In a challenging, high-paced acute surgical ward, creating and maintaining a positive workplace culture is no mean feat. But Renee succeeds by tackling issues with a purpose.

No stranger to leadership roles throughout her career at the District, Renee often fulfils the dual role of Shift Coordinator and Charge Nurse. She leads from the front, demonstrating a respect for both colleagues and patients that results in high-quality care and patient experience.

As well as being a dedicated and passionate nurse, she is a strong advocate for mental health, always available to support colleagues as a mentor and friend.

Among her many contributions, she is known for the notes she leaves around the ward that contain inspiring phrases and affirmations, building her colleagues’ self-esteem and creating a positive atmosphere, even when she isn’t around.

An open and honest communicator, Renee is adept at building strong professional relationships not just within her team, but throughout the hospital. She empowers her team by actively listening and encouraging them to participate and engage with ward activities, whether that be patient safety reminders, or contributing to the Christmas decorations.

A “genuine person who loves her job”, colleagues are inspired by her ability to maintain a “positive and beautiful manner for every patient, every colleague and every shift.”

Mitchell ReidEnvironmental Services, Wyong Hospital

With more than 15 years’ service for CCLHD, Mitchell is one of the most recognised and popular members of staff at Wyong Hospital.

He began his career at the District as a Patient Support Assistant in Environmental Services at Gosford Hospital, before moving to Wyong Hospital. Since then he has worked in a number of departments, and in 2012 he became a Staff Supervisor for the implementation of CARPS, our computerised task management system – a role in which he has thrived.

Described as a “positive role model” who leads by example, Mitchell’s passion for patient care and commitment towards excellent customer service inspires and motivates colleagues and has earned him respect amongst his peers.

His unwavering enthusiasm and dedication to his role was exemplified recently when he came to work in his own time to scrub concrete and clean windows and outdoor furniture – all so a long-term patient renewing their wedding vows at the hospital could have the best possible experience.

Always seeking new ways to foster a positive workplace culture, Mitchell empowers team members to share ideas and innovate, encouraging a collaborative environment where everyone is treated equally.

From regularly assisting frontline care staff, to supporting roster changes to provide a better work/life balance for the team, Mitchell exemplifies the principles of enhancing the health and wellbeing of both our community and our staff.

Sue ProsserEducation and Training, Wyong Hospital

An outstanding educationalist and health professional, Sue works tirelessly supporting staff to gain confidence and competence in delivering education.

Her many accomplishments include the development of the innovative STELLAR (Skills, Training, Education, Life Long Learning, Assessment and Reflection) program. In its third year, the program is growing and is now delivered across the District.

Sue also played a lead role in developing the Allied Health Education Plan 2019–2022 – a training framework for the Allied Health disciplines that both recognises their uniqueness and seeks to build on their similarities.

Sue is committed to staff wellbeing and is taking a pivotal role in the development of the District’s Wellbeing Toolkit, as well as teaching wellbeing and resilience.

Throughout all of this work, Sue has consistently established collaborative relationships not just in Allied Health, but with managers and deputies across CCLHD in order to build educational leadership from within.

Under Sue’s tutelage, Allied Health has seen a number of ‘stars’ develop who are now taking a lead role in developing, delivering and evaluating education.

Highly respected for her achievements and her humility, Sue regularly speaks to staff about new ideas and ways she can expand her own learning has a person-centred approach to every aspect of her role, and her supervision and mentoring continues to improve the physical and mental wellbeing of her colleagues.


1312

Our finalists

Excellence in ResearchRecognising demonstrated excellence in research. The individual (or team) may be undertaking or have completed research that is of significant importance and has, or has the potential to improve knowledge and outcomes in their field. They are dedicated to transferring their research into practical solutions.

The effectiveness of the eutectic mixture of local anaesthetics (EMLA®) as a primary dressing on painful chronic leg ulcersPatients living with chronic leg ulceration may frequently experience moderate to severe wound-related pain that may not be alleviated by oral analgesics alone.

Poorly controlled leg ulcer pain can prevent timely and effective wound management strategies being implemented and increase wound healing times. Furthermore, patients with poorly controlled leg ulcer pain can experience continuous pain which significantly affects quality of life.

This research project trialled an innovative way of using the eutectic mixture of local anaesthetic cream 5% (EMLA®) as a primary dressing on chronic leg ulcers.

In a pilot randomised controlled trial, the team compared EMLA® with standard care on painful chronic leg ulcers and found that it was effective in significantly reducing wound-related pain during and after dressing change when pain is often at its worst. Furthermore, it did not inhibit wound healing and improved patient wellbeing.

Over 1,000 patients with chronic leg ulcers are treated by the District’s Community Nursing Service each year. Effective pain management is a major priority for these patients.

Evaluation of the processes, resources, management and scientific aspects of the study showed that it would be feasible to conduct a larger multi-site trial investigating EMLA® as a primary dressing on painful lower leg ulcers.

No CAUTIReducing inappropriate catheterisation to prevent Catheter Associated Urinary Tract Infections (CAUTI)

Catheter-associated urinary tract infections (CAUTIs) are the most common health care associated infection and one of the most preventable.

The most effective CAUTI prevention strategies are indwelling urinary catheter (IDC) avoidance and early removal.

The “No CAUTI” research project was conducted in partnership with Hunter New England Local Health District to introduce a new model of care using a bundled catheter care (BCC) intervention.

The BCC included an integrated set of evidence-based practices to assist clinicians in making better informed decisions related to IDC insertion, care and removal practices within the acute care setting.

The findings demonstrated an overall reduction in IDC usage rates from 12 per cent to 10 per cent. With the conclusion of the project, a sustainability plan was implemented to embed the model of care at the District.

In June 2019, a survey of all adult inpatients across Gosford and Wyong Hospitals showed sustained reduction in IDC usage with the overall prevalence rate at 9.5 per cent.

Reducing the number of IDCs, reduces CAUTIs and improves patient safety. By working in partnership with patients and the multidisciplinary team, the ongoing impact of the No CAUTI Sustainability Plan will help minimise IDC use and reduce the risk of CAUTIs thereby reducing harm and achieving good health outcomes for our patients.

The project is a significant contribution to nursing knowledge and infection prevention literature.

Thirsty? Choose water! Thirsty? Choose water! (TCW) aims to encourage young people to swap sugary drinks for water. Sugar sweetened beverage (SSB) consumption is a contributor to overweight and obesity with secondary school students frequent consumers.

CCLHD received Translation Research Grant Scheme funding for two years to deliver TCW to 61 schools across three Local Health Districts (LHDs). Following successful implementation, TCW secured further funding to test the approach in two regional LHDs.

Schools were randomised into four different groups: 1.Behavioural intervention 2.Chilled water station (CWS) installation 3.Both behavioural intervention and CWS 4.Control.

While the study evaluation is not yet finalised, preliminary analysis is demonstrating positive outcomes.

A primary study outcome was to increase water consumption in young people. Feedback from CWS schools has been extremely positive. Teachers reported that students enjoy the chilled water and there are often queues at stations. Throughout the Phase 1 study 362,052 litres of water was consumed and approximately 22,000 (500ml) water bottles were filled.

A full analysis of the outcomes and the individual and combined intervention effects is pending. Following this, a regional perspective will be reported on along with an economic analysis of the research project.


1514

Our finalists

Excellence in Inclusion and DiversityRecognising the achievements of an individual (or team) who has promoted and enhanced equal opportunity and inclusion for all persons, regardless of their background or identity – including Indigenous Australians, people from culturally and linguistically diverse (CALD) backgrounds and people with a disability. This may be in relation to the nominee/s delivering accessible and respectful care to our patients, visitors and the community; or embracing diversity and equity in the workplace.

Oral Health Partnership(CCLHD Oral Health and Yerin Aboriginal Health)

The partnership between CCLHD Oral Health and Yerin Aboriginal Health is unique across the District.

In 2017, when refurbishment started on the Eleanor Duncan Medical Centre to build a two-chair dental clinic, discussions began about expanding the existing Oral Health service model by shifting resources out of hospital, into the community.

The partnership took a strategic approach to reducing oral health disparities between Aboriginal and non-Aboriginal Australians. It moved from an after-hours service providing three hours of clinic a week, to become a dedicated, four-day-a-week, community-led clinic at Wyong, reducing barriers to access for the community.

Since the new model was implemented in October 2018, Yerin and CCLHD staff have worked together to provide a truly integrated dental service to Aboriginal and Torres Strait Islander patients, with feedback from patients overwhelmingly positive. The partnership has enabled Yerin to access CCLHD clinical resources, including staffing, systems, processes and training. Equally, CCLHD Oral Health staff now have greater access to cultural awareness training and greater opportunities to actively close the gap.

The service also works in partnership with the Ourimbah University Oral Health Clinic, and there is ongoing liaison with the State Centre for Oral Health Strategy (COHS) to ensure the Central Coast remains agile, strategic and influential in the delivery of oral health services.

CoastCanCare Masks UnveiledMasks Unveiled is the perfect example of an innovative, inclusive and moving community project.

Using radiation therapy masks as a canvas, CoastCanCare invited patients and carers to express their experiences of cancer through art.

Art therapy workshops were held on weekends, with facilities, materials, refreshments, and even transport, provided by the CoastCanCare team. The workshops provided a safe and supportive environment where individuals could meet and share their personal stories with others who have experienced cancer. Other CCLHD staff and teams also took part to show support for the artists.

With research showing expression through art has therapeutic benefits, the program provided a form of mindfulness meditation. By speaking with participants about their pieces, patients and carers were also able to express their feelings through the written word, an evidence-based therapeutic approach.

The project was so well received that the masks were formally exhibited in Gosford Hospital’s main corridor to help launch Dry July 2019. CoastCanCare also collaborated with community partners, resulting in additional exhibition pieces from St Vincent de Paul, HopeUC, Community Transport Central Coast and Cancer Council support groups.

The result was an incredibly moving display of colour and emotion that received positive feedback from more than 200 people. The masks were also instrumental in CoastCanCare winning ‘Best Stall’ at the 2019 Central Coast Multicultural Expo, and are now used to promote the wellness program.

The Rainbow ConnectionEstablishing the Rainbow Inclusion Network Central Coast

The Rainbow Inclusion Network Central Coast (RINCC) was established in 2018 to adopt a collaborative approach to reducing stigma and discrimination, providing more inclusive services, and improving health outcomes for the region’s LGBTIQ populations.

It was developed and is maintained by representatives from the District’s HIV and Related Programs (HARP) team in partnership with ACON, and was established with support from Central Coast Community Council and Uniting.

Although in its infancy, it has already established an innovative model, unique to other LGBTIQ programs across NSW. Its multi-sectoral and whole-of-life approach provides a broad scope that captures all stakeholders working with the LGBTIQ community. For example, its online forum on the Human Services Network (HSnet) has already attracted subscribers from 30 organisations, including social services, health, accommodation, volunteering, and police.

By establishing two-way dialogue between the District and non-government organisations, awareness of services such as sexual health, drug and alcohol and mental health has increased within the community. RINCC members are also more acutely aware of health referral pathways and emerging technologies such as dried blood spot testing.

As a result, the District is now providing leadership on LGBTIQ issues, is more responsive to the LGBTIQ community’s needs, and is providing greater reassurance to patients that our health services are both safe and inclusive.


1716

Our finalists

Excellence in Improvement and InnovationRecognising the efforts of an individual (or team) who has proposed or implemented a better or more efficient way to deliver care or services through a new idea or initiative. This may have been achieved through the introduction or improvement of an idea, method, technology or process in the workplace. The nominee/s will be forward-thinking, driven, innovative and creative in their approach.

Access to Speech Pathology Extensive waiting times to access paediatric speech pathology services have been a historical issue for CCLHD, and many other Local Health Districts (LHDs) across NSW.

The project team worked to reduce waiting times and to increase the number of Occasions of Service (OOS) provided by the paediatric speech pathology team through changes in the intake process.

At point of intake, families are now being offered an initial assessment. As a result, as of June 2019, 96 per cent of referrals were seen for initial assessment within the 90 day benchmark timeframe.

There has also been an increase in the overall number of assessment and intervention OOS provided. During March to September 2019 an additional 875 OOS occurred, compared to the same period 12 months prior. This includes completion of 228 more assessments and an additional 194 children accessing the service compared to the previous year.

The increase in OOS has also resulted in productivity cost savings of over $180,000 for the year-to-date. This is in part due to a process shift which has seen the speech pathology administration officer conducting intakes, resulting in clinician time being redirected to clinical care.

This new approach has been so successful that there has been keen interest from paediatric speech pathology departments in other LHDs. There is also the potential for this model to be scaled out in other departments within CCLHD.

A Tooth in Time Saves NineThere is significant demand for public dental services on the Central Coast, in particular denture services.

In February 2018, there were approximately 2,000 patients on the highest priority denture assessment waiting list in CCLHD. 74 per cent of these patients were being assessed outside the NSW Health recommended time of three months, with many waiting up to 14 months.

Thanks to the hard work of the CCLHD Oral Health team in implementing the ‘Rapid Assessment for Dentures’ program, by May 2019 all high priority patients were being seen within the recommended timeframe – two months before the target date of July 2019.

This was achieved through implementing more efficient and consistent systems and processes, the strategic calculation of demand and capacity, and improving appointment allocation and weekly monitoring.

As a result of the project, all patients on our denture waiting list are now clinically assessed within the NSW recommended benchmarks.

Further, patients are now actively engaged in decision-making about their treatment and are provided with more holistic care, with their denture needs no longer considered in isolation but alongside their general dental needs.

The project outcomes are informing Oral Health services at state level via the Centre for Oral Health Strategy, and this approach has been directly incorporated into the broader wait-list management and treatment protocols within the CCLHD Oral Health service.

Physiotherapy Breast Cancer Pilot Clinic Lymphoedema is a lifelong condition when a build-up of lymph fluid in the body’s soft tissues causes swelling of certain parts of the body. Women who have undergone surgery and radiotherapy for the treatment of breast cancer are particularly susceptible.

In April 2018, the CCLHD Physiotherapy team implemented a patient-centred surveillance and early intervention program to reduce the incidence of established lymphoedema in early post-operative patients with breast cancer from approximately 30 per cent to less than 10 per cent.

To achieve this, women were screened for early lymphoedema using Bioimpedance Spectroscopy (BIS) pre-operatively, and for 12 to 18 months post-operatively.

Education and treatment in this early stage of lymphoedema can halt and reverse progression into established lymphoedema.

The results of this project to date indicate a reduction in lymphoedema progression to a 7.1 per cent incidence. In addition, all women referred were screened and treated for any other post-operative complications.

Through establishing communication and referral pathways between the McGrath breast cancer nurses, community nurses, breast surgeons, oncologists, lymphoedema physiotherapists and occupational therapists, improved multidisciplinary teamwork has occurred. This has allowed for early management of treatment side effects and improved patient outcomes.


1918

Our finalists

Excellence in Patient Experience and SafetyRecognising an individual (or team) for their commitment to quality, patient-centred care. This award recognises a nominee/s who strives to provide positive health outcomes and improve patient safety and experience. The nominee/s sees patients as partners in their care and also works with patients, families, carers and other clinicians to provide the best possible outcomes.

Oesophagectomy - A Hard Act to SwallowThe only curative treatment for oesophageal cancer involves surgical intervention, which means enhancing recovery after surgery is imperative, particularly with the increase in survival rates.

However, patients who undergo an oesophagectomy are at risk of malnutrition, with about 50 per cent of patients losing significant weight (more than 10 per cent of their body weight) in the first six to 12 months after surgery. Weight lost during this period is seldom regained, leading to long-term malnutrition.

To address this, a collaborative partnership was established between upper-gastrointestinal surgeons and dietitians to improve referral pathways, lines of communication and to increase prehabilitation for patients to reduce instances in malnutrition.

Within 12 months of the project’s commencement, referral rates to Nutrition Services increased by more than 200 per cent in both pre and post-operative phases of care, with 80 per cent of patients seen within two weeks of referral receipt.

Prior to the project, only 1 in 10 patients were seen at least 12 weeks pre-operatively for prehabilitation. After implementation, 80 per cent were seen by Nutrition Services within two weeks of referral.

This project explored novel and patient-centred nutrition interventions including minimising patient anxiety and optimising nutrition status prior to surgery, early oral feeding post-op, and the inclusion of patients in the development of a patient education resource to enhance patient experience.

Innovative Discharge Models to Integrate Pharmacy and Medical Roles for Better Patient CareSafety is paramount when it comes to discharging a patient and this includes ensuring a correct medication plan is in place.

The process of discharge Medication Reconciliation (MR) is necessary to prevent medication errors and adverse events. However it can be complex and time-consuming, with local studies finding the majority of discharges can take up to two to six hours from identification to completion, with MR accounting for a large proportion of time.

At CCLHD, discharge MR involves a Medical Officer (MO) completing the paperwork in isolation then paging a pharmacist for review. There is often a significant amount of back-and-forth that occurs in order to resolve issues.

The Discharge Huddle (DH) was developed and trialled with the medical and geriatric teams to streamline this process. The DH differs from the current method of MR as the exchange and decision-making between the MO and pharmacist occurs in one single, collaborative interaction.

Using electronic medication management, the MO completes the discharge MR task while the pharmacist guides decision-making using the patient’s medication history, medication management plan, notes and pathology results. All discrepancies are addressed and logistical tasks are completed together in one sitting. Staff estimates suggest the new process takes five minutes per medical patient and 15 minutes per geriatric patient.

All MOs and pharmacists surveyed believe the new approach has improved efficiency, safety and interdisciplinary communication.

Streamlined Mental Health Journey for Young People in CCLHDThe mental health system can be challenging to navigate for young people, particularly when there is a need to transition between services.

Young people typically experience multiple assessments, fragmented service delivery and loss of existing clinical supports as they transition from services like headspace into higher levels of care. This can lead to young people disengaging and falling through the gaps.

It is for this reason that CCLHD’s Child and Adolescent Mental Health Service (CAMHS) and headspace have partnered to co-design a transition process which ensures the young person remains at the centre of care at all times.

The transition process is a practical framework to assist headspace services to manage young people who need access to a higher level of mental health care.

This new process has meant better continuity of care for young people, who are able to move between services without needing to be discharged from one service and assessed for suitability by another.

Young people are no longer placed on a wait list, as their care is coordinated between the clinical leads of headspace and the team leaders at CAMHS to allow for a seamless flow between services.

The feedback received from young people is that they have appreciated not having to tell their stories multiple times to different people, and have been able to receive the right care at the right time in their journey toward recovery.


2120

Our finalists

Staff Member of the Year – sponsored by

Recognising an employee who has made an exceptional contribution. Their work or actions have made a significant difference to our patients, visitors, and/or staff. This employee may be a quiet achiever or unsung hero but is someone who is clearly passionate about their role and strives to make a positive impact in all they do. They go above and beyond the everyday requirements of their job to help others.

Flavia MonederoClinical Nurse Consulatant, Gosford Hospital, Emergency Department

Flavia is known for performing above and beyond her duties and tirelessly advocating for outstanding patient care and focus.

The Clinical Nurse Consultant is flexible, constantly adapting to changes and driving clinical improvements. She was pivotal in developing the new model of care during the redevelopment of the emergency department and successfully negotiated all the challenges that presented along the way.

Flavia strongly demonstrates and promotes the CORE values. She is inclusive and approachable, making herself known to all staff within the department. She is committed to following up staff concerns and offers support when challenging or adverse cases have impacted on staff. Flavia communicates well to all staff and offers timely feedback, support and advice on all aspects of emergency nursing.

Despite increasing demands and pressures within the emergency department, Flavia’s focus on the patient experience never waivers. She stays connected with staff and patients at the bedside, ensuring the highest standard of care – every patient, every time.

Flavia empowers the emergency department to provide exceptional nursing. She advocates for professional development, best practice and better equipment to achieve quality patient outcomes.

Flavia’s peers admire her professionalism and dedication to the emergency department. Her work ethic is a true asset to the organisation.

David BoccalatteEnvironmental Services, Central Coast Cancer Centre

Dave symbolises staff contribution at its best.

He takes immense pride in his role and understands the impact a clean, comfortable environment can have on the physical and emotional wellbeing of patients, carers and staff at the Cancer Centre.

Dave’s commitment to excellence, compassion and care is not limited by his role.

Dave is thorough, considerate, observant and proactive – never hesitating to do what needs to be done and helping in any way he can – far beyond his job description.

He constantly questions what could be done better and has the confidence to share these thoughts and feedback to make a positive difference for our patients and staff.

Dave has been a great source of innovative ideas for improving the patient and carer experience. He is not afraid to think outside the box and has made several innovative and thoughtful suggestions.

He helps the service be one of quality care, comfort and partnership – encouraging positive workplace culture at every opportunity.

Dave is proactive in recognising and encouraging staff through small acts of kindness. His signature act is giving both staff and patients symbolic origami which he creates to help bring them hope and brighten their day.

Michael SwabPharmacist, Gosford Hospital Cancer Services Outpatients

As a Pharmacy Team Leader, Michael is described by his peers as an inclusive and respectful colleague who treats everyone equally.

He embraces change and people from all walks of life.

Michael is very passionate about patients - talking to them and getting to know them to better cater to their needs. It can be an overwhelming and distressing time for patients starting chemotherapy and Michael goes out of his way to make them feel as comfortable as possible. Patients often come by just to say hello to him.

Michael is always thinking about, and implementing new ways of doing things. He took a lead in a recent major interface change where the cancer care department changed operating systems.

He came in early and left late, just to make sure the department wasn’t suffering from his absence while working on the system. He drove training for the new system and is still supporting new users.

Michael is dedicated to training new staff and supporting them to strengthen their skills.

Nurses, doctors and various other staff are constantly asking him for advice. He is honest, open and always has time for others.

Those who work with him say they are inspired by his energy and passion – not just for pharmacy, but for the wider organisation and our patients.


2322

Our finalists

Team of the Year – sponsored by

Recognising a group of employees who have come together to make a significant, positive impact. This team has demonstrated effective cooperation and collaboration to successfully achieve a common goal or outcome. They create an environment that promotes openness, trust and respect for all team members, leading to excellent outcomes for staff, patients or the community.

Carer Support Unit The Carer Support Unit (CSU) is made up of a multidisciplinary team, including volunteers, who are skilled in responding to the individual needs of carers.

Together, this dedicated team opened the Carer Retreat, Carer Lounge and Adult Changing area at Gosford Hospital, a place for carers to access information and support. They also developed the nationally and internationally respected TOP5 strategy, which helps carers identify what is important to them.

Identification of caring roles has been a challenge for all Local Health Districts, however the persistence of the CSU has resulted in CCLHD being one of the first in the state to use electronic patient records to accurately document caring relationships. Recent targeted training with staff has resulted in a 300 per cent increase in documentation of carers in the eMR system.

The CSU also prides itself on being responsive to carer-expressed-need. A number of initiatives have been born through this including a dedicated first aid for carers course, the ‘Masks Unveiled’ radiation mask art exhibition, and the ‘hot desk’ of services which has meant staff from various organisations like NDIS/LAC, Ability Links and Parramatta Mission have been able to support carers face-to-face at the Carer Retreat.

The team have also been successful in obtaining grant funds to improve carer readiness for the provision of care at home.

Black Start Testing TeamLed by Maintenance Operations, the Black Start Testing team included over 50 people from several District departments including engineering, nursing operations, emergency response, operating theatres, security, clinical engineering, ICT and fire services along with contractors working together to test critical infrastructure as part of the major redevelopment of Gosford Hospital.

This major undertaking allowed the District to test the capacity of the hospital’s engineering systems in the event of a major power outage ensuring patient care would not be compromised.

All critical infrastructure was put to the test including nurse call buttons, medication fridges, medical gases, phone switchboards and paging systems. Fire safety tests were carried out, and the safety of all duress buttons, access control systems and boom gates checked, as well as all standby generators.

Extensive planning, including staged investigation testing and regular stakeholder liaison, occurred over a six month period leading up to the big day – the Black Start Test.

Thanks to the planning and great teamwork there were minimal to no disruptions to hospital operations during two, 12 hour overnight Black Start Tests.

Revenue Team The Revenue Team has been responsible for significant improvement in own-source revenue to achieve a favourable budget and in turn, support the District in delivering quality health services and outcomes.

The team has achieved this result by improving existing revenue streams and identifying new opportunities. This has involved collaboration on a number of innovative strategies including the successful roll out of a new bedside clinician billing portal across the District. This project was led with a partnership focus between clinicians, the Revenue Team, NSW Health representatives and senior hospital management.

Another innovative and engaging approach has been the improved focus on revenue training for frontline staff and the introduction of Revenue Improvement Officers located on-site within the Medical Imaging and Cancer Centre teams.

The Revenue Team members have been empowered to identify and assess mistakes with a root cause approach in order to reduce and resolve errors, strengthening the team’s performance.

The Revenue Team has also worked hard on team building and improving their culture over the past 12 months. They worked together on developing the following new shared vision for the team: “Our respect and positive attitude as a team leads to better communication and a happy supportive workplace.” Their focus in this area has resulted in creating a more positive atmosphere and happy, motivated workforce.


2524

JUL20/V1 Catalogue Number: CC12193M

central coast local health district caring for the coast ...managing the novated lease arrangements...

Documents