Agenda CQHHS Consultative Forum

9.00 am – 11.00 am Chairperson Shareen McMillan Date and Time Thursday, 7 February 2019 Executive Board Room Samantha Lynam Venue Secretariat Rockhampton Hospital A/Employee Relations Support Officer Shareen McMillan, Executive Director Workforce James Kelaher, A/Chief Finance Officer Wendy Hoey, Executive Director Rockhampton Hospital Sue Foyle, A/Executive Director Nursing and Midwifery, Quality and Safety Sandy Munro, A/Executive Director Gladstone and Banana

Kieran Kinsella, Executive Director Rural and District Wide Services Kerrie-Anne Frakes, Executive Director Strategy, Transformation and Allied Health Joanne Chapman, A/Manager Human Resources Services Belinda Driscoll, A/Manager Occupational Health and Safety Grant Burton, QLD Nurses and Midwife Union Organiser Ruth McFarlane, Together Union Representative Allison Finley-Bissett, Lead Organiser Together Union Ashleigh Saunders, Together Union Representative Mark Pattel, Australian Medical Association QLD Representative Graham Brewitt, Regional Organiser United Voice Steve Williamson, Health Service Chief Executive Sharyn O’Mahoney, A/Manager Workforce Culture & Performance Apologies Billy Bijoux, Electrical Trades Union Craig Sell, Organiser Australian Worker’s Union Campbell Murfin, Together Union Representative Guests Deb Hirning, James Jenkins, Juleen Worthington

Presentations Nil

Teleconference 1300 590 084 Dial code: 400786 Pin 5776# (QH internal)

Videoconference Dial 400786 Pin 5776# (QH internal)

CQ Health acknowledges the Traditional Owners of the land, and pays respect to Elders past, present and future.

2. Confirmation of previous minutes  2.1. Confirmation of minutes from previous meeting held December 2018

3. Business arising from previous minutes (as per Action Plan)  3.1. Action Register

4. Executive Director Operational Reports 4.1. Chief Executive Officer (Quarterly) Steve Williamson 4.2. Executive Director Workforce Shareen McMillan 4.3. Chief Finance Officer James Kelaher 4.4. Executive Director Nursing, Midwifery, Quality & Safety Sue Foyle 4.5. Executive Director Rockhampton Hospital Wendy Hoey 4.6. Executive Director Rural and District Wide Services Kieran Kinsella 4.7. Executive Director Gladstone and Banana Sandy Munro 4.8. Executive Director Strategy, Transformation and Allied Health Kerrie-Anne Frakes

5. EB Reporting Requirements  5.1. Permanent vacancy – Feb/May/Aug/Nov Juleen Worthington  5.2. Temporary employee – Feb/May/Aug/Nov Juleen Worthington  5.3. New Starter – Feb/May/Aug/Nov Juleen Worthington  5.4. Resignations – Feb/May/Aug/Nov Juleen Worthington  5.5. Casual employees (labour hire only for BEMS) – Feb/May/Aug/Nov Juleen Worthington  5.6. Contracting – Feb/May/Aug/Nov Juleen Worthington  5.7. Current staff lists (6 monthly) – Feb/Aug Juleen Worthington

6. Workplace Health and Safety  6.1. Dashboard Report November / December 2018 Belinda Driscoll  6.2. Occupational Violence Prevention Update Belinda Driscoll  6.3. AS4801 Audit Update – Action List Belinda Driscoll

7. Staff Opinion Survey (biannually) 7.1. Nil

8. LCF/LCC Minutes  8.1. Rockhampton Nursing and Midwifery Consultative Forum Wendy Hoey  8.2. Gladstone and Banana Nursing and Midwifery Consultative Forum Sandy Munro  8.3. Gladstone and Banana Local Consultative Forum Sandy Munro  8.4. Gladstone and Banana Administrative Local Consultative Forum Sandy Munro 8.5. Gladstone Operational Services Local Consultative Forum Sandy Munro  8.6. Residential Aged Care Local Consultative Committee Kieran Kinsella 8.7. Rockhampton Administrative Local Consultative Committee Wendy Hoey 8.8. Mental Health Local Consultative Committee Kieran Kinsella 8.9. Rockhampton Operational Services Local Consultative Committee Wendy Hoey 8.10. Health Practitioner Local Consultative Forum Kerrie-Anne Frakes

8.11. Central Highlands Local Consultative Committee Kieran Kinsella  8.12. BEMS Local Consultative Forum James Kelaher Page 2 of 3 9. Escalations from LCF/LCC 9.1. Nil

10. Workload Management (via LCF/LCC)

10.1. Nil

11. Circulars/Policies

 11.1. Circular 16/18 Public Holidays 2019 Joanne Chapman  11.2. Circular 01/19 Amendments to Human Resource (HR) Policy Joanne Chapman  11.3. Circular 02/19: Visiting Medical Officers Joanne Chapman

12. Organisational Change & Projects 12.1. Strategy, Transformation and Allied Health Division Kerrie-Anne Frakes 12.2. Emergency Preparedness Manager Restructure James Kelaher Deb Hirning / James  12.3. Aged Care Change Process Jenkins 13. Work Life Balance 13.1. Nil

14. Contracting 14.1. Nil

15. New Business with notice  15.1. Workforce Culture and Performance - Resilience Program Shareen McMillan  15.2. EMT Committee Report Shareen McMillan Shareen McMillan/James  15.3. Rockhampton Car Park – Paid Staff Parking Kelaher Next Meeting Date Confirmed Date Friday, 1 March 2019 Confirmed Time 9.00 AM – 11.00 AM Confirmed Venue Rockhampton Hospital Boardroom

Page 3 of 3

Minutes CQHHS Consultative Forum

9.00 am – 11.00 am Chairperson Shareen McMillan Date and Time Friday 7 December 2018 Executive Board Room Morgan Davey Venue Secretariat Rockhampton Hospital A/ESO Workforce Steve Williamson, Health Service Chief Executive Shareen McMillan, Executive Director Workforce James Kelaher, A/Chief Finance Officer Andrew Jarvis, A/Executive Director Rockhampton Hospital Sue Foyle, A/Executive Director Nursing and Midwifery, Quality and Safety Sandy Munro, A/Executive Director Gladstone and Banana Sharyn O’Mahoney, Manager Human Resources Services

Belinda Driscoll, A/Manager Occupational Health and Safety

Craig Sell, Organiser Australian Worker’s Union Marrisa Pickham, QLD Nurses and Midwife Union Organiser

Ruth McFarlane, Together Union Representative Ashleigh Saunders, Together Union Representative

Billy Bijoux, Electrical Trades Union

Wendy Hoey, Executive Director Rockhampton Hospital

Kieran Kinsella, Executive Director Rural and District Wide Services

Allison Finley-Bissett, Lead Organiser Together Union

Campbell Murfin, Together Union Representative Apologies Michelle Cowan, Australian Medical Association QLD Representative

Graham Brewitt, Regional Organiser United Voice

Grant Burton, QLD Nurses and Midwife Union Organiser

Kerrie-Anne Frakes, Executive Director Strategy, Transformation and Allied Health

Guests Nil

James Kelaher, A/Chief Finance Officer – Finance Update Presentations Shareen McMillan, Executive Director Workforce - Working for Queensland Survey

Teleconference 1300 590 084 Dial code: 400786 Pin 5776# (QH internal) (Old system #5776#) Videoconference Dial 400786 Pin 5776# (QH internal) (Old system #5776#) CQ Health acknowledges the Traditional Owners of the land, and pays respect to Elders past, present and future.

1. Living our Values 1.1. Care: We are attentive to individual needs and circumstances 1.2. Integrity: We are consistently true, act diligently and lead by example 1.3. Respect: We will behave with courtesy, dignity and fairness in all we do 1.4. Commitment: We will always do the best we can all of the time 2. Confirmation of previous minutes  2.1. Minutes confirmed from meeting held November 2018

3. Business arising from previous minutes (as per Action Plan)  3.1. Action Register 4. Executive Director Operational Reports • Chief Executive Officer (Quarterly) • Over the last two weeks there has been unprecedented weather situations (bushfires and severe storms) across Central Queensland. Bushfires caused 8,000 residents from Gracemere having to be evacuated within a couple of hours. There were also challenges in having to move over 20 aged care residents out of Gracemere. Additionally, there has been severe thunderstorms and lighting across Yeppoon and Rockhampton Hospitals which affected the electrical power. The response from staff was outstanding and the work was acknowledged in these difficult circumstances. The generator at the Rockhampton Hospital was affected from the lighting. • Building Projects; it has been announced that the tender for Gladstone Emergency Department was awarded to Woollam Constructions and building works will commence in early 2019. The Rockhampton carpark will be operational in February 2019 but confirmation of this in early 2019. • Working for Queensland Survey results gave a very varied picture across the organisation and displayed challenges and improvements needed in some areas. • The CQHHS financial position is below for activity income and a plan has been developed to increase the income and get back to the plan for the rest of the year, and future years. There were many issues from last year which impacts this year and as a result, The Department has asked to implement a Financial Recovery Plan. Steve Williamson • CQHHS senior role updates; Shareen McMillan has commenced as the Executive Director for Workforce Division. Sandy Munro has commenced as the Executive Director Gladstone and Banana for the next two years. Sue Foyle will be acting as the Executive Director Nursing Midwifery, Quality and Safety for three months and recruitment for this position will commence shortly. Sharni Tippett will be commencing as the Director Aboriginal Torres Strait Islander which is a newly established role and the Department has been very helpful in securing additional transitional funding for 2019. Two additional roles within the Aboriginal Torres Strait Islander team are an Engagement Role and an Administration Support Role which will commence in early 2019. Jo Glover has commenced as the Director of Digital Transformation until May 2019 whilst recruitment is completed. James Kelaher has commenced as interim CFO and recruitment has commenced with interviews to commence in the next two weeks. • Recruitment has commenced for the newly funded Community Mental Health positions (27 positions) and is the first stage of the two years’ worth of funding received. • Recruitment is underway for the additional 11.4FTE Midwives. • The reflections from the year of DCF are that it has been challenging in some areas as issues that were identified and should have been addressed at an earlier stage. A positive is that issues are now being addressed and there are plans in place. If Local Consultative Forums are strengthened, it Page 2 of 6 will strengthen CQ Health Service Consultative Forum. 4.1. Executive Director Workforce • myHR Project update; Gate 1 has now been signed off which means CQHHS is now in the local implementation stage. The myHR Project will run through until March 2019. • Workforce is currently interviewing for traineeships across CQHHS and the successful applicants will be commencing in early 2019 • Sharyn O’Mahoney has been working two days a week in Gladstone for additional HR support. • The CQHHS Leadership Summit was planned and due to be held last week Shareen McMillian but had to be cancelled last minute due to the bushfires. • Workforce Recruitment; The Team Leader of Recruitment Services recruitment has commenced. The Senior Advisor Organisational Change recruitment has commenced and interviews are commencing shortly. The Manager of Workforce Culture and Performance recruitment will commence in January 2019 and Sharyn O’Mahoney will be acting in this position whilst this permanent recruitment is completed. Joanne Chapman will be acting as the Manager of HR Services backfilling Sharyn.  4.2. Chief Finance Officer James Kelaher • Presentation – finance update 4.3. Executive Director Nursing, Midwifery, Quality and Safety • An Improvement Notice for Fit Testing was received and approximately 150 staff have now completed but this will be ongoing. A meeting was held last week and it was identified that the responsibility for Fit Testing will sit within Infection Control unit. A policy for Fit Testing has been developed for endorsement. A brief will need to be developed and presented to Executive Sue Foyle Management Team Meeting and procedures are to be completed. • Rural Director of Nursing on-call; the Department has been in contact and identified what classification is required for positions (either NG9 or NG10) and that work has now finalised. Written confirmation has been completed and bulk Position Maintenance Requests have been processed. • R.E.S.P.E.C.T. Program goes live on the 12th December 2018. 4.4. Executive Director Rockhampton Hospital • Emergency response and the challenges were acknowledged for the enormous work from staff for the recent weather situation. Andrew Jarvis • The first of the electrical response education will commence in The Drift and Daily News Brief’s this week. 4.5. Executive Director Rural and District Wide Services Kieran Kinsella • Nil 4.6. Executive Director Gladstone and Banana • Received funding from The Department to assist with Maternity Ward refurbishments in Gladstone and this will allow a bathroom ensuite to be built in each birth suite. • The Ideas Van visited Gladstone yesterday and is an Indigenous Initiative to support access to Ophthalmology Services. • An Art Gallery is opening in Gladstone and is supported by local artists and Sandy Munro will be opening 14th December 2018. • Back to research workshop was held in Gladstone recently. • Have recently been discussing with clinicians about how to implement an appropriate model to ensure that activity is increasing. • A few code yellows in the rural areas recently which has been related to the weather situations. 4.7. Executive Director Strategy, Transformation and Allied Health Kerrie-Anne Frakes • Nil 5. EB Reporting Requirements 5.1. Permanent vacancy – Feb/May/Aug/Nov Page 3 of 6 5.2. Temporary employee – Feb/May/Aug/Nov 5.3. New Starter – Feb/May/Aug/Nov 5.4. Resignations – Feb/May/Aug/Nov 5.5. Casual employees (labour hire only for BEMS) – Feb/May/Aug/Nov 5.6. Contracting – Feb/May/Aug/Nov 5.7. Current staff lists (6 monthly) – Feb/Aug 6. Workplace Health and Safety 6.1. Dashboard Report November 2018 • 379 reported staff incidents. • 1 notifiable event (electrical). • 16 days since the last notifiable event.  • 36 Workers Compensation claims accepted. Belinda Driscoll • 4 new Common Law claims. • 1 day since the last time lost injury. • 7.43 Workforce availability average and is below the standard. • 19.92 return to work after injury. 6.2. Occupational Violence Prevention Update • The new posters for occupational violence have now been delivered and will be implementation shortly. • Corporate have provided generic occupational violence response kits which Belinda Driscoll will need to be tailored to CQHHS. • Joined a working group for OVRATS recently and there will be more information to come. 6.3. AS4801 Audit Update – Action List • 9 completed and 14 are on track.  • Recommendation 5 is currently under review for the ownership of the Belinda Driscoll recommendation and discussion are to be held at the Executive Management Team Meeting. 6.4. Occupational Violence Dashboard • The Occupational Violence Dashboard is a newly developed dashboard and there is currently no feedback from CQHHSCF committee. • 265 staff reported incidents (3 physical) since January 2018.  Belinda Driscoll • Code Black reporting is from October 2018 and there were 186 reported, noting that false code blacks are also reported/included. • 7 Work Cover claims have been accepted. • 203 days since the last accepted Work Cover claim. 7. Staff Opinion Survey  7.1. Working for Queensland Staff Survey Presentation Shareen McMillian 8. LCF/LCC Minutes – November 2018  8.1. Rockhampton Nursing and Midwifery Consultative Forum Wendy Hoey  8.2. Gladstone and Banana Nursing and Midwifery Consultative Forum Mellisa Wakefield 8.3. Gladstone and Banana Local Consultative Forum Sandy Munro  8.4. Gladstone and Banana Administrative Local Consultative Forum Sandy Munro 8.5. Gladstone Operational Services Local Consultative Forum Sandy Munro  8.6. Residential Aged Care Local Consultative Committee Kieran Kinsella  8.7. Rockhampton Administrative Local Consultative Committee Wendy Hoey  8.8. Mental Health Local Consultative Committee Kieran Kinsella  8.9. Rockhampton Operational Services Local Consultative Committee Wendy Hoey Page 4 of 6  8.10. Health Practitioner Local Consultative Forum Kerrie-Anne Frakes 8.11. Central Highlands Local Consultative Committee Kieran Kinsella  8.12. BEMS Local Consultative Forum James Kehaler 9. Escalations from LCF/LCC 9.1. Gladstone Action Plan • Attached for noting, has been circulated and is continually being updated.  • Sandy has been working with Tony Beers with operational matters and Ashleigh Saunders with administration matters. 10. Workload Management (via LCF/LCC)

• Nil

11. Circulars/Policies 11.1. HR 13.18 2018/2019 Christmas/New Year Compulsory Closure  Sharyn O’Mahoney • For noting. 12. Organisational Change and Projects 12.1. Strategy, Transformation and Allied Health Division  Kerrie-Anne Frakes • Nil. 12.2. Emergency Preparedness Manager Restructure James Kelaher • To be added to agenda and documents circulated 13. Work Life Balance • Nil 14. Contracting • Nil 15. New Business with notice 15.1. Biloela Gas Cylinder Incident • Documentation was circulated to CQHHSCF committee yesterday. • There was a critically injured worker at the Biloela Hospital on the 10th October 2018 who was managing clinical gases. Clinical care was provided by the Biloela Hospital initially but was then airlifted to Rockhampton where she had surgery but required further surgery and was airlifted to Brisbane. The staff member has returned home to CQ and is recovering with rehabilitation and CQHHS have regular contact with her. • Debrief and EAS was provided to staff onsite immediately after the incident.  • The incident was reported by formal notification and the Principle Advisor of Sandy Munro Work Health and Safety visited onsite the following day. An Improvement Notice was issued requiring a safe work system for unloading and handling of gas cylinders. • Remedial actions that commenced were that the site was secured, risk assessments, training for staff as well numerous activities put in place. • The risk has been controlled and reduced but currently investigating a way to eliminate this risk. • The risk mitigation strategies have all been completed and returned all information to Work Health and Safety Queensland. 16. New Business without notice 16.1. AO2 Casuals • There has been casual AO2 advertised for all areas and should only be advertised in facilities where there are AO2 positions. Sharyn to discuss Ruth McFarlane with Sandy offline. 16.2. Security officers • Security officers will require some level of authorisation shortly to regulate Craig Sell car parking at Rockhampton Hospital. • This is not confirmed but the plan that is being perceived is that security

Page 5 of 6 officers will need a security licence which is not necessary or required. 16.3. Paid parking for staff • Members aren’t happy that they will need to pay for parking with the new Craig Sell Rockhampton Hospital Carpark. 16.4. Generator Rockhampton Hospital • Some generator training has been provided to staff but was only familiarisation/general maintenance and there needs to be further, and more detailed, training. • Staff who will be responsible for the generator in emergency situations need Billy Bijoux to be trained by who provides the generator and not who installed the generator. • Training will need to be broadened and delivered to all CQHHS areas for all generators. Next Meeting Date Confirmed Date Friday 1st February 2019 Confirmed Time 9.00 AM – 11.00 AM Confirmed Venue Rockhampton Hospital Boardroom

Page 6 of 6 Consultative Forum

CQHSCF Action Items – December 2018

Action Responsible Item Description Action Timeframe Status item Officer Attempting to get electricians to be more proactive in raising issues; however, they are not documenting so information is getting lost and they are getting some resentment as raising issues creates work for other staff. Action: Meeting to be held in October regarding the use of Billy Bijoux 14/09/18 Electrical Issues contractors; could also include electrician who is currently sitting 07/11/18 Ongoing Wendy Hoey in the role. Update 2/11/18: Action was originally with Muku Ganesh. Wendy Hoey and Billy Bijoux to meet to discuss. Update 7/12/18: Meetings have commenced and Billy is happy with progression and will be managed externally but is ongoing. Feedback Jo received from staff was that training was good, however it needed to be longer, which Jo will investigate options and report back to next meeting. Tony Beers 02/11/18 Plaster Training Update 07/12/18: review training and investigating on aligning 4/02/19 New Sandy Munro the training across the CQHHS. There are a few hot spots that training needs to be improved. Sandy is also making sure that training is scheduled on a regular basis. Update at next meeting. CQHSCF Action Items – December 2018

Action Responsible Item Description Action Timeframe Status item Officer Request to be made of Sandi Brill to give a profile of the excess leave balance in Catering Services at Rockhampton Hospital to be provided at next meeting. Update 14/09/18: Staff issue is an inability to take leave when they want to; this issue has been raised previously at LCC over Excess leave Catering 9.1 the past couple of years. Services Rockhampton Wendy Hoey 14/09/18 Ongoing 03/08/18 Staff leave issues to be discussed with Michelle Jorgensen. Hospital Update 05/10/18: Wendy has spoken to Michelle and Kim and has worries that this wasn’t brought up in LCC. Wendy to discuss with Craig on the functioning of LCC. Statistics show that there is no excess leave. Update 07/12/18: ongoing

Page 2 of 2

Safety and Wellbeing Dashboard – December 2018 Staff Incident Reporting

[Staff Incident Reporting

449 Staff Incidents reported 2018/19

0 0 notifiable event reported in December

47 Days since last notifiable event (14/11/2018) In the month of December there were 70 staff or visitor incidents In the month of December 0 notification was made in relation With the implementation of Riskman incidents and hazards can now reported. incidents that occurred in the workplace. be reported on separately. Due to the poor hazard reporting functionality of IMS the comparison graph has started from 1 May. 018. Workers Compensation

Workers Compensation

36 Accepted claims so far in 2018/19

4 New Common Law claims so far in 2018/19

7 Days since last time lost injury (24/12/2018) So far in the 2018/19 financial year 36 WorkCover claims have been Musculoskeletal injuries remain the top risk category for CQHHS The current percentage of staff who stay at work after an injury is accepted. WorkCover Claims. 24% (higher percentage is favourable).

Workforce Availability

8.75 Average Lost Time Frequency Rate 2018/19 (Below Safe Work Aus Standard of 11.4)

17.74 Average days for first return to work after a work related injury (Industry Average is 13.71) The current average is 8.75 which is in line with the SafeWork The current average is 17.74 which is above the industry average of CQHHS is currently tracking at an average of 0.48 which is higher Australia standard of 11.4. 13.71. than the state KPI of 0.30 .]

CQHHS Occupational Violence – December 2018 Staff Incidents

[Total Staff OV Incident Reporting

279 Staff OV Related Incidents reported January to December 2018

10 Actual physical aggressions reported in December

YTD the highest rate of actual physical aggression continues to occur in In the month of December there were 17 OV incidents reported by In the month of December there were 17 staff or visitor OV incidents the Rockhampton Hospital followed by the Gladstone both of which have employees. Of these 10 were actual physical, 1 threatened, and 6 verbal reported. This is an increase of 3 incidents reported from the previous a security presence. For the month of December the MH Inpatient unit aggressions. month. had 3 reported OV incidents.

Security

Code Black Reporting Rockhampton Hospital

219 Code Blacks initiated October 2018

1501 Code Blacks initiated YTD 2018

*Sourced from the CQHHS Security Stats November 2018 report As may be expected majority of Code Blacks reported occurs within Based off last month’s data, 42% of the Code Blacks initiated in Rockhampton ED followed by the MH Inpatient Unit. Monthly average; November were prevented with security presence with no physical 102 Code Black Incidents. Compared to 2017 average of 143 per month intervention required. It is also indicated that 4% required restraint was (2018 is up by 41 incidents or 39.7% pm). utilised which is a decrease from last month. WorkCover Claims Staff Training

WorkCover Claims

9 OV WorkCover Claims accepted so far in 2018/19

7 Days since last accepted OV WorkCover Claim

So far in the 2018/19 financial year 16 WorkCover claims have been .] Based on current position mapping for the ABM modules, majority of the lodged, 3 of these claims have been denied, and 3 have been notifications workforce are non-compliant with modules 3,4 and 5 however once position only. This is an increase is one claim since last month and has been mapping has been finalised compliance should see a rise of 21.27% on settled average.

2018 AS4801 Corrective Action Plan

REC. AUDIT (EXPECTED) COMPLETION RESPONSIBLE OFFICER EXECUTIVE SPONSOR NUMBER RATING COMPLETION DATE STATUS 1 C / Min. I Rachael Davies, Safety and Wellbeing Advisor Executive Director Workforce 30/06/2019 ON TRACK 2 C / Min. I Lance Watson, Safety and Wellbeing Advisor Executive Director Workforce 28/02/2019 ON TRACK 3 C / Min. I Craig Wilson, Safety and Wellbeing Advisor Executive Director Workforce 30/10/2018 COMPLETE 4 C / Min. I Marga Quinlan, Manager BEMS Chief Finance Officer 24/08/2018 COMPLETE 5 C / Min. I Under Review AT RISK 6 C / Min. I Craig Wilson, Safety and Wellbeing Advisor Executive Director Workforce 31/12/2018 COMPLETE 7 C / Min. I Marga Quinlan, Manager BEMS Chief Finance Officer 09/12/2018 ON TRACK 8 C / Maj. I Marga Quinlan, Manager BEMS Chief Finance Officer 31/01/2019 ON TRACK 9 C / Maj. I Marga Quinlan, Manager BEMS Chief Finance Officer 31/08/2018 COMPLETE 10 C / Maj. I Marga Quinlan, Manager BEMS Chief Finance Officer 31/08/2018 COMPLETE 11 NC Lance Watson, Safety and Wellbeing Advisor Executive Director Workforce 28/02/2019 ON TRACK 12 NC Marga Quinlan, Manager BEMS Chief Finance Officer 31/01/2019 ON TRACK 13(a) NC Michelle Jorgenson, Manager Operational Services Executive Director RBU 03/10/2018 COMPLETE 13(b) NC Marga Quinlan, Manager BEMS Chief Finance Officer 30/09/2018 COMPLETE 14 NC Marga Quinlan, Manager BEMS Chief Finance Officer April 2018 COMPLETE 15 NC Marga Quinlan, Manager BEMS Chief Finance Officer 31/01/2019 ON TRACK 16 NC Marga Quinlan, Manager BEMS Chief Finance Officer 31/01/2019 ON TRACK 17 NC Marga Quinlan, Manager BEMS Chief Finance Officer 31/01/2019 ON TRACK 18 C / Min. I Paul Mitchell, Director Assets and Commercial Services Chief Finance Officer 31/01/2019 ON TRACK 19 C / Min. I Paul Mitchell, Director Assets and Commercial Services Chief Finance Officer 31/01/2019 ON TRACK 20 C / Min. I Craig Wilson, Safety and Wellbeing Advisor Executive Director Workforce 31/12/2018 COMPLETE 21 C / Maj. I Stacey Butler, Quality and Safety Facilitator Executive Director N&M, Q&S 01/08/2018 COMPLETE 22 C / Maj. I Laura Pownall, A/Safety and Wellbeing Advisor Executive Director Workforce 15/08/2018 COMPLETE 23 C Laura Pownall, A/Safety and Wellbeing Advisor Executive Director Workforce 31/01/2019 ON TRACK

AUDIT RATING LEGEND COMPLETION STATUS LEGEND C Conformance Outcome at Outcome at risk Progress on C / Min. I Conformance with Minor Improvement significant (timeframe or track against Complete C / Maj. I Conformance with Major Improvement risk/unlikely to outcome itself) timeframe NC Non-conformance be achieved 29/01/2019 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 30/06/2019 outlined recommendation will be adressed, by whom and by Rachael Davies, A/Workplace Safety and Recommendation number: 1 when based on the target completion timeframes. Wellbeing Advisor

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 1. Complete the ABM training review ensuring adequate resources are provided to fulfil HHS training needs Outcome at Outcome at Progress on Complete significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Below is the complete list of prioritised actions in order to close this recommendation. List all appropriate actions that will be required to be undertaken to ensure the timely complettion of this recommendation..

Action to be taken Supporting person/s Resources required Constraints Due date Status Evidence

Training Competency Framework Gavin Hopes, Jo Griffiths, Time allocated for Availability of 30/11/2018 Completed undertaken in collaboration with the Kaitlyn Cole videoconference meetings Occupational 18/12/2018 Occupational Violence Strategy Unit and process review Violence Strategy Unit (OVSU) (OVSU) and CQHHS DRAFT CQHHS Inventory.docx Dashboard.pdf timeframes allocated ABM Position mapping for Terry Phillips, Line Time allocated for mapping EMT / Line manager 31/01/2019 Pending comprehensive compliancy reporting managers document to be collated and approval distributed to line management Review of Occupational Violence Gavin Hopes, Jo Griffiths, unknown Availability of 30/06/2019 Pending Prevention training program design Kaitlyn Cole Occupational Violence Strategy Unit (OVSU) and timeframes allocated

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

• Review current ABM training documents and processes in anticipation for the Training Competency Framework review in November • Collate position mapping for ABM course and have incorporated into Mandatory Training • Collaborate with Occupational Violence Strategy Unit (OVSU) for comments and feedback into accredited Occupational Violence Prevention training 29/01/2019 Page 1 of 29 Central Queensland Hospital and Health Service program design.

29/01/2019 Page 2 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 28/02/2019 outlined recommendation will be adressed, by whom and by Lance Watson, Workplace Safety and Recommendation number: 2 when based on the target completion timeframes. Wellbeing Advisor

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 2. Manager WHS to conduct a revision of the consultation mechanism in consultation with workers ensuring it is Outcome at Outcome at Progress on Complete regularly revised. significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Develop a review program to be added as Lance Watson Current Legislative 31/10/2018 Completed agenda item of all Committee Meetings materials and Codes of 26/09/2018 Practice Undertake the review program and record Safety and 28/02/2019 Pending and develop Action Plans and Review Wellbeing Team Program. Set up a storage file for returned Lance Watson 28/02/2019 Pending Checklists, Action Plans and Review Programs

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Review Program to be provided to all Committees to undertake and return completed checklists to the Safety and Wellbeing Unit within the required timeframes.

29/01/2019 Page 3 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 30/10/2018 outlined recommendation will be adressed, by whom and by Craig Wilson, Workplace Safety and Recommendation number: 3 when based on the target completion timeframes. Wellbeing Advisor

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 3. Make provision in CQ HHS hazard identification and investigation procedures for requirements using RiskMan Outcome at Outcome at Progress on Complete system significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Review CQHHS Hazard and Incident 30/11/2018 Complete procedures and incorporate RiskMan processes Draft Work Health and Safety Hazard-In

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Complete A draft Work Health and Safety Hazard/Incident Reporting and Management Procedure has been created which includes RiskMan provisions. This procedure will supersede both cq_i4 and cq_h29 documents. Draft procedure out for consultation and ratification.

29/01/2019 Page 4 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 24/08/2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 4 when based on the target completion timeframes. Engineering and Maintenance Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 4. BEMS Manager to undertake an audit of safe work documents (including SOPs) and register documents in Outcome at Outcome at Progress on Complete QHEPS ensuring they meet requirements of HHS document control procedures significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources Constraints Due date Status Evidence person/s required Review and implement Safe Operating Procedures Marga Quinlan Na Na 24.08.2018 Completed within the BEMS workshop. A copy has been placed above each machine in question. A review will take place every 12 months. Air Tools, Angle Grinders, bench Linisher, Centre Lathes, Cut Off Saw, Hydraulic Press, Metal Bandsaw, Oxy Cutting Welding Set, Pedestal Buff, Pedestal Drill, Pedestal Grinder, Redial Arm Saw, Radial Drill, Mig Welder and Tig Welder.

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Completed Safe Operating Procedures have been put up near the plant and equipment. Email sent to CQHHS Procedural Team to publish on QHEPS.

29/01/2019 Page 5 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: DD/MM/YYYY outlined recommendation will be adressed, by whom and by Under review Recommendation number: 5 when based on the target completion timeframes.

Executive Sponsor: Under review

Recommendation Legend 5. Quality officer to program reassessment dates for WHS related plan documents (example emergency disaster Outcome at Outcome at Progress on Complete management plan, asbestos management plan, security management plan) in QIS2 OHS document list for significant risk (timeframe track against reassessment risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

At Risk This recommendation is undergoing further review at EMT to revaluate the responsible officer and executive sponsor.

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/12/2018 outlined recommendation will be adressed, by whom and by Craig Wilson, Workplace Safety and Recommendation number: 6 when based on the target completion timeframes. Wellbeing Advisor

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 6. Develop an administrative control that verifies the closing out of action items in RiskMan Outcome at Outcome at Progress on Complete significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s

Some RiskMan changes Work with RiskMan project lead to enable Davina Roberts require state-wide 21/09/18 Complete this functionality. consultation. Statewide RiskMan Incident closure rule

Implement functionality if not already Q&S RiskMan leads Some RiskMan changes 30/11/18 Complete present in RiskMan. require state-wide consultation. Statewide RiskMan Incident closure rule

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Complete Verified functionality in RiskMan – Part of State-wide RiskMan Incident Closure Rules. Persons assigned incidents/actions/journals get automatic initial notification, reminder notifications and overdue notifications.

29/01/2019 Page 7 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/12/2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 7 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 7. Endorse copies of the following plans ensuring review dates are programmed into QHEPS: Outcome at Outcome at Progress on Complete 1. Asbestos Management Plan, 2. Rockhampton Security Management Plan, 3.HHS site / facility Security significant risk (timeframe track against Management Plans, 4.Traffic Management Plan risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s 7.1 Endorse copies of the following plans ensuring review dates are Marga Quinlan Consultation with CAS 09.12.2018 Completed programmed into QHEPS Asbestos Management Plan branch. 7.2 Endorse copies of the following plans ensuring review dates are Aaron Bryant NA 31.12.2018 Completed programmed into QHEPS Rockhampton Security Management Plan 7.3 Endorse copies of the following plans ensuring review dates are Aaron Bryant NA 31.12.2018 Completed programmed into QHEPS HHS Site / Facility Security Management Plan 7.4 Endorse copies of the following plans ensuring review dates are Lance Watson programmed into QHEPS Traffic Management Plan

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Complete Asbestos Management Plan. Marga Quinlan is currently reviewing old version of this document. Consultation with CAS branch will be required to finalise this document. Document completed and will be published on BEMS QHEPS as part of an upgrade.

Complete Rockhampton Security Management Plan. Document is in draft and been sent out for consultation.

Complete HHS Site / Facility Security Management Plan. Document is in draft and been sent out for consultation.

29/01/2019 Page 8 of 29 Central Queensland Hospital and Health Service Traffic Management Plan

29/01/2019 Page 9 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/12/2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 8 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Muku Ganesh, Chief Finance Officer Assets and Commercial Services Recommendation Legend 8. Ensure contractor management records such as; Safe Work Method Statements (SWMS), risk assessments, Outcome at Outcome at Progress on Complete certificates of currency, induction records or register of approved contractors and permits to work are maintained for significant risk (timeframe track against recordkeeping purposes. Copies to be readily available for auditing purposes risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Ensure contractor management records such as; Safe Work Method Marga Existing BEMS staff to 31.12.2018 Progress on track Statements (SWMS), are maintained for recordkeeping purposes. Copies Quinlan manage. against timeframe to be readily available for auditing purposes. Ensure contractor management records such as; risk assessments, are Marga Existing BEMS staff to 31.12.2018 Progress on track maintained for recordkeeping purposes. Copies to be readily available for Quinlan manage. against timeframe auditing purposes. Ensure contractor management records such as; certificates of currency, Marga This is already being 30.09.2018 Completed are maintained for recordkeeping purposes. Copies to be readily available Quinlan completed and was for auditing purposes. produced to the audit team. Ensure contractor management records such as; induction records or Marga This is already being 30.09.2018 Completed register of approved contractors, are maintained for recordkeeping Quinlan completed and was purposes. Copies to be readily available for auditing purposes. produced to the audit team. Ensure contractor management records such as; permits, are maintained Marga Existing BEMS staff to 31.12.2018 Progress on track for recordkeeping purposes. Copies to be readily available for auditing Quinlan manage. against timeframe purposes.

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Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes Progress on track Marga Quinlan to draft a checklist to be sent with every work order. This will cover items such as SWMS, risk assessments, licences, permits etc. against timeframe Progress on track Marga Quinlan to draft a checklist to be sent with every work order. This will cover items such as SWMS, risk assessments, licences, permits etc. against timeframe

Completed Completed. This is already happening. Completed Completed – licences are kept on file. BEMS to draft a databased with all preferred suppliers. Progress on track Copies of all permits to be packaged up and sent to all contractors / BEMS staff. against timeframe

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/08/2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 9 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 9. Develop a SWMS revision checklist that records and demonstrates the revision undertaken by BEMS manager Outcome at Outcome at Progress on Complete (or their delegated representative) before the commencement of works significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Develop a SWMS revision checklist that Marga Quinlan NA Our constraints are 31.08.2018 Completed records and demonstrates the revision rolling this out to sites undertaken by BEMS manager (or their that are unmanned by delegated representative) before the BEMS staff. commencement of works.

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Completed Draft checklist has been sent out for consultation. Timeframe for consultation is due back COB Tuesday 28.08.2018. Once finalised, relevant BEMS staff will be trained. Our constraints are rolling this out to sites that are unmanned by BEMS staff.

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/08/2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 10 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 10. BEMS manager to develop an inspection checklist for receiving hired plant, equipment and machinery (i.e. Outcome at Outcome at Progress on Complete scissor lifts) onsite to identify the items are serviceable and ready-to-use significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s BEMS manager to develop an inspection Marga Quinlan NA NA 31.08.2018 Completed checklist for receiving hired plant, equipment and machinery (i.e. scissor lifts) onsite to identify the items are serviceable and ready-to-use

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 28/02/2019 outlined recommendation will be adressed, by whom and by Lance Watson, Workplace Safety and Recommendation number: 11 when based on the target completion timeframes. Wellbeing

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 11. Ensure workplace inspections for Rockhampton hospital are completed in accordance with OHS self- Outcome at Outcome at Progress on Complete assessment program. Conformance and action items to be monitored at WHS committee meetings significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s WHS Self-Assessment Program to be an Safety and 28/02/2019 Progress on track agenda item on every WHS Committee Wellbeing Team against timeframe Conformance and action items to be Safety and 28/02/2019 Progress on track monitored at WHS committee meetings Wellbeing Team against timeframe Monthly follow up with all Departments Lance Watson 28/02/2019 Progress on track Automated E-mail notification. against timeframe

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Monitoring and reviewing the conformance and action items to be monitored at WHS committee meetings is a regualr and ongoing item.

29/01/2019 Page 14 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/01/2019 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 12 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 12. Prioritise undertaking formal risk assessments for high risk works such as; confined spaces, working at heights Outcome at Outcome at Progress on Complete and electrical equipment in consultation with HSR’s, external stakeholders and consultants (as required) significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Prioritise undertaking formal risk Ken Hodge 31.01.2019 Progress on track assessments for high risk works such as; Marga Quinlan against timeframe confined spaces, working at heights and electrical equipment in consultation with HSR’s, external stakeholders and consultants (as required).

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Progress on track against Ken Hodge and Marga Quinlan are working on drafting formal risk assessments for high risk works. timeframe

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 03/10/2018 outlined recommendation will be adressed, by whom and by Michelle Jorgenson, Manager Operational Recommendation number: 13 when based on the target completion timeframes. Services

Executive Sponsor: Executive Director Rockhampton Hospital Recommendation Legend 13(a). Develop an action plan and close out items listed in 4.4.6.3 (E) listed above ensuring regular workplace Outcome at Outcome at Progress on Complete inspections are maintained to pro-actively identify hazards significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Separate chemicals into Janette Van-Lathum Change storage area so Complete categories/classification i.e. class 87 Dieter that chemicals are corrosives should be separated from other Rohrschneider separated. substances. Margaret Willie Purchase drip trays for under chemicals. Review SDS in area John McCallum Updated SDS Complete Review test and tags of portable electrical Warren Robb All cords have now been Complete extension cords tested and tagged

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Actions relating to Operational Services for Recommendation 13 have been completed. Complete

29/01/2019 Page 16 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 30/09/2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 13 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 13(b). Develop an action plan and close out items listed in 4.4.6.3 (E) listed above ensuring regular workplace Outcome at Outcome at Progress on Complete inspections are maintained to pro-actively identify hazards significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Develop an action plan and close out Marga Quinlan 30.09.2018 Completed items listed in 4.4.6.3 (E) listed above ensuring regular workplace inspections are maintained to pro-actively identify hazards.

Completed Marga Quinlan has created a checklist for trade staff to complete monthly.

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: April 2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 14 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 14. Update copy of Work Area Access Permit (Asbestos) (v6, dated 31 May 2007) Outcome at Outcome at Progress on Complete significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Update copy of Work Area Access Marga Quinlan NA NA Completed Completed Permit (Asbestos) (v6, dated 31 May 2007)

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Completed As part of the SAP4HANA a new Asbestos WAAP was created. This is dated April 2018. BEMS Manager to supply a copy to all BEMS staff, facility staff and contractors.

29/01/2019 Page 18 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/01/2019 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 15 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 15. Develop a written procedure for Permit to Work that meets CQ HHS operational needs and prescribes Outcome at Outcome at Progress on Complete methodology, responsibility, accountability and training needs significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Develop a written procedure for Permit to Ken Hodge 31/01/2019 Progress on track Work that meets CQ HHS operational Marga Quinlan against timeframe needs and prescribes methodology, responsibility, accountability and training needs

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Progress on track against Ken Hodge has created a policy and procedure for House Rules which will cover this. Document has been endorsed and signed and sent to CQHHS timeframe Procedural team for processing. Copy to be handed to BEMS trade staff and emailed with the safety package to all contractors. Extended the due date to the 31/01/2019.

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/01/2019 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 16 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 16. Develop administrative controls that ensure PTW are issued for all high risk works Outcome at Outcome at Progress on Complete significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Develop administrative controls that ensure Ken Hodge 31.01.2019 Progress on track PTW are issued for all high risk works against timeframe

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Progress on track against Ken Hodge to draft up in the coming months. timeframe

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/12/2018 outlined recommendation will be adressed, by whom and by Marga Quinlan, Manager Building Recommendation number: 17 when based on the target completion timeframes. Maintenance and Engineering Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 17. Program regular OHS self-assessments to verify conformance with PTW system Outcome at Outcome at Progress on Complete significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Program regular OHS self-assessments to Ken Hodge 31.01.2019 Progress on track verify conformance with PTW system against timeframe

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Progress on track against Ken Hodge to draft a checklist and assessment to perform regular audits on permits to work. timeframe Extended the due date to the 31.01.2019 in line with action 16.

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/01/2019 outlined recommendation will be adressed, by whom and by Paul Mitchell, Director Assets and Recommendation number: 18 when based on the target completion timeframes. Commercial Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 18. Develop a written procedure that prescribes the methodology, responsibilities and accountabilities for health Outcome at Outcome at Progress on Complete monitoring significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Identify health hazards to be monitored in Clint Mills Corinne Skills to write up Time and availability of 31 January Planning HHS workplaces Miles Marga Q and procedures staff 2019 Lance Watson When to Provide Health Monitoring.d

AS4801 Recommendation 18

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Occupational hygienist is being engaged in first week of Jan 2019 to assist with this recommendation

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/01/2019 outlined recommendation will be adressed, by whom and by Paul Mitchell, Director Assets and Recommendation number: 19 when based on the target completion timeframes. Commercial Services

Executive Sponsor: Chief Finance Officer Assets and Commercial Services Recommendation Legend 19. Conduct a formal needs analysis for health surveillance to identify HHS needs such as; noise, asbestos, Outcome at Outcome at Progress on Complete radiation, infection control etc ensuring it is regularly revised in accordance with operational needs significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Analyse needs for health surveillance Corinne Miles Clint Staff with analytical skills Staff availability and 31 January Planning identified in Recommendation 18 Mills and Marga Q time. 2019 Health monitoring for chemicals.docx

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Occupational hygienist is being engaged in first week of Jan 2019 to assist with this recommendation

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Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/12/2018 outlined recommendation will be adressed, by whom and by Craig Wilson, Workplace Safety and Recommendation number: 20 when based on the target completion timeframes. Wellbeing Advisor

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 20. Develop an administrative control or reporting mechanism that provides the WHS team with visibility to track Outcome at Outcome at Progress on Complete outstanding SAC3 incident investigations reported using IMS and / verify close out of corrective actions. Manager significant risk (timeframe track against WHS to monitor ongoing reporting risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Email safety team to confirm all incident Safety Team 30/11/18 Complete report forms have been entered into RiskMan. AS4801 Recommendation No

Working with RiskMan project lead to Davina Roberts 30/11/18 Complete identify/implement admin control in RiskMan. Statewide RiskMan Incident closure rule

cq_## WHS Hazard Incident Reporting a

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

29/01/2019 Page 24 of 29 Central Queensland Hospital and Health Service Complete All outstanding IMS incidents entered into IMS.net/RiskMan. RiskMan Incident Closure Rules created to remind relevant parties of open incidents/actions/journals. Updated CQHHS hazard/incident management procedure includes RiskMan provisions incl. new responsibility for OH&S Advisors to record their investigations via the RiskMan Journal function.

29/01/2019 Page 25 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 01/08/2018 outlined recommendation will be adressed, by whom and by Stacey Butler, Patient Safety Risk Quality Recommendation number: 21 when based on the target completion timeframes. Improvement Facilitator

Executive Sponsor: Executive Director Nursing and Midwifery, Quality and Safety Recommendation Legend 21. Update copy of master audit schedule to identify AS/NZS 4801 external audits Outcome at Outcome at Progress on Complete significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Update copy of master audit schedule to N/A N/A N/A Complete Auditing and identify AS/NZS 4801 external audits Monitoring page on QHEPS

Master Audit Schedule on QHEPS

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Action Complete COMPLETE

29/01/2019 Page 26 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 15/08/2018 outlined recommendation will be adressed, by whom and by Laura Pownall, A/Workplace Safety and Recommendation number: 22 when based on the target completion timeframes. Wellbeing Advisor

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 22. Ensure that audit action plans are regularly reviewed by executive management team and that Officers exercise Outcome at Outcome at Progress on Complete WHS due diligence to verify closing out of recommendations significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Table overarching AS4801 Action plan at EMT Members N/A Priorities of EMT 08/08/2018 Complete Executive Management Team meetings on a quarterly basis

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Complete

29/01/2019 Page 27 of 29 Central Queensland Hospital and Health Service

Purpose Contact Details Completion Date The purpose of corrective action plan is to describe how the Responsible Officer: 31/01/2019 outlined recommendation will be adressed, by whom and by Laura Pownall, A/Workplace Safety and Recommendation number: 23 when based on the target completion timeframes. Wellbeing Advisor

Executive Sponsor: Executive Director Workforce Division Recommendation Legend 23. Endorse ‘draft’ CQHealthwise working party Terms of Reference Outcome at Outcome at Progress on Complete significant risk (timeframe track against risk/unlikely to or outcome timeframe be achieved itself)

Action plan activities

Action to be taken Supporting Resources required Constraints Due date Status Evidence person/s Reconvene the CQHealthwise working party to N/A Time allocated for Availability of working 31/08/2018 Complete determine focus of the group meeting party members to meet Develop CQHealthwise working party Terms of N/A Time allocated for Availability of working 31/01/2019 Pending Reference (ToR) and consult with working party meeting party members to meet regarding the contents Gain endorsement from working party on developed N/A Time to finalise ToR Availability of working 31/01/2019 Pending ToR party members to meet

Status Actions to be taken to ensure outcomes are delivered in accordance with timeframes

Working party reconvened on 27/11/18. TOR discussed and is in development.

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Agenda Nursing & Midwifery Consultative Forum Matthew Boyd Date and 11 December 2018 Chairperson A/ Director of Nursing & Midwifery Time 9.00am -10.30am Emergency Department Tutorial Room Venue Minute Taker: Nursing Director Secretary QLD Health VC Sites, please dial Ph: 4920 6198 800026

All telephone participants, please dial 1300 590 084 followed by 800026

Vickey Blachford, MUM Maternity Unit Rockhampton Hospital

Matthew Boyd A/DON Capricorn Coast Hospital & Health Service

Katie Miller A/ Nursing Director

Karen Day QNU Representative

Marrisa Pickham, QNMU

Leanne Whiley, Stroke Coordinator

Kim Burke, NUM Cancer Care Services Heath Twaite, NUM Theatre

Trudy Tempest, NUM Day Surgery Unit

Colleen fairly, HR Advisor CQHHS

Linda Zimitat, Nursing & Midwifery Workforce Unit

Deb Hirning, Director of Nursing, Aged care Clinical & rehabilitation James Jenkins, Nursing Director Medical Services Rockhampton Hospital Brett Heslop, Nursing Director, CQMHAODS Apologies Elise Tan, NUM Surgical Ward Heidi Gleeson, A/ NUM ED

1. Living our Values 1.1. Care: We are attentive to individual needs and circumstances 1.2. Integrity: We are consistently true, act diligently and lead by example 1.3. Respect: We will behave with courtesy, dignity and fairness in all we do 1.4. Commitment: We will always do the best we can all of the time 2. Confirmation of previous minutes and Action Register Minutes conformed Minutes confirmed as an accurate record of the meeting. Central Queensland Hospital and Health Service Minutes Action Register – as per updated Action Register. All Actions closed.

3. Nursing & Midwifery Workloads 3.1. Workload Summary SAGE Sick leave  Noted that Deb Hiring is working together with RBU, Rural & District wide and the QNMU towards a resolution for recent increase in SAGE workload forms 4. Nursing & Midwifery Recruitment & Vacancy Rates 4.1. – Day surgery is working on a Business case for an Associate NUM utilising existing FTE 4.2. Medical – will be CN positions in the new year. Current Graduates to be pulled into RN positions 4.3. Maternity will be a bit of a change over between now and Feb. Working towards a full FTE in the new year. 4.4. Maternity – 18 midwives to be recruited across to CQHHS (election  promise funding) 4.5. Executive team – - Susan Foyle A/ Executive Director Nursing & Midwifery - Matthew Boyd A/ Director of Nursing & Midwifery - Andrew Jarvis- A/ Executive Director Rockhampton Hospital - Andrew Godsmark A/ Nursing Director Surgical - Katie Miller A/ Nursing Director Medicine

5. Nursing & Midwifery Education & Development 5.1. Karen Day – Education & Development will be closed from the 21st December for 2 weeks. Karen took this time to thank everyone for their  ongoing support. 5.2. Maternity educator interviews being conducted 5.3. 6. Models of Nursing & Midwifery  6.1. Nil Discussed 7. Working Arrangements  7.1. Nil Discussed 8. Classification and Career Structure  8.1 Nil Discussed 9. Work-life Balance Strategies for Nurses & Midwives  9.1. Nil Discussed 10. BPF Compliance Linda has started education for the new service profile template with NUMs  and Directors. If you have not made a time for some education with Linda please contact her. BPF’s will be due by 22nd February 2019 11. Ratio Report

 99% for November, 2 x Breaches NOvember2018 RATIOS-Sumry_ (2).xlsx

Page 2 of 3 Central Queensland Hospital and Health Service Minutes 12. General Business

11.1 Nil Discussed

Affirmation of our Values Care: We were attentive to individual needs and circumstances – Yes No Integrity: We were consistently true, acted diligently and led by example Yes No Respect: We behaved with courtesy, dignity and fairness Yes No Commitment: We did the best we could all of the time Yes No Recommendations: Operating Team recognised for all their efforts to increase activity

Next Meeting Date Confirmed Date Confirmed Time

Confirmed Venue

Page 3 of 3

15/ Minutes of Gladstone & Banana Nursing and Midwifery Consultative Forum Kerry Gamble Date and Tuesday 15th January 2019 Chairperson A/Director of Nursing, Gladstone Time 09:00 – 09:45 Administration Conf Room Minute Venue Lynette Hard, Nursing ESO Gladstone Hospital Taker: Videoconference:832532 Dial Details: Teleconference: 1300 590 084 Passcode: 832532 # QNMU: Grant Burton (GB), Susan Nankivell (SN), Attendees Management: Kerry Gamble (KG) Chair, Janelle Drennan (JD), Emma Stone (ES), Melinda Simmons (MS), Leanne Gee (LG), Ange Hyland (AH), Frank Kemble (FK), Julie McRae (JM), Belinda Rule (BR) Apologies Leanne Pound, Sharon Graham Guests n/a Presentations n/a

Affirmation of our Values 1.1. Care: We were attentive to individual needs and circumstances Yes No 1.2. Integrity: We were consistently true, acted diligently and led by example Yes No 1.3. Respect: We behaved with courtesy, dignity and fairness Yes No 1.4. Commitment: We did the best we could all of the time Yes No CQ Health acknowledges the Traditional Owners of the land, and pays respect to Elders past,

present and future. Patient Story: For the past 5 weeks Ward 1 has had an unwell sepsis patient whose husband was palliative. Team pulled together to arrange palliative admission for husband and patient and husband were cared for in Palliative Care Room so that they could be together. Staff and family decorated the room for Christmas. Sadly the usband died Christmas morning but patient and family were very grateful for the efforts of staff which enabled the family to be together. 1. Confirmation of Previous Minutes The minutes of the previous meeting (18th December 2018) were confirmed as being accurate

record of proceedings: Moved Melinda Simmons, seconded Kerry Gamble 2. Business arising (Action Sheet) 2.1. Review Action Register 3. Standing Business 3.1. Workload Monitoring Forms • KG advised that 6 Workload forms were submitted in December: • 1 x Ward 1 (Ratios not met) Discharge Planner was deployed and AIN called in to assist, • 1 x Emergency, not all staff able to take meal breaks due to activity, • 4 x Paeds regarding deployment which have been discussed at meeting 9/1/19. • GB advised that the QNMU have already received numerous forms this month related to meal breaks. • GB advised that MW refers to EB10 and Award when responding to workload forms around deployment and wanted it noted that neither EB10 or Award include deployment, instead

this is under Best Practice Rostering Guidelines. • GB queried if staff are receiving feedback from Management following Workload form submission? JM advised as a Bed Manager she always thanks staff for raising the issue. KG advised that feedback to staff is part of the communication of the contingency plan to address the issue they have raised. ACTION Managers to ensure staff receive feedback following workload form submission. • GB advised that staff are getting push back from managers “why are you putting workload forms in you will get me into trouble”, and that they don’t feel they can escalate when getting pushback re submitting forms. SN advised she has also heard this concern from staff. • KG advised that Workload Forms have been discussed at staff huddles and that staff have been encouraged to submit workload forms. • JM advised that HDU staff are too busy to submit. • JD advise that Ward 2 have had some huge days and staff will talk about how busy they are but not submit workload forms. SN has offered to support staff with education as well as develop a quick template to assist with completion of workload forms SN advised. • GB advised workload forms are good evidence of acuity / activity. • SN noted actions by staff in submitting workload forms had seen resolutions including increases in staffing eg Cairns Emergency Dept and that Workload forms are a tool that can work for you not against you. 3.2. Nursing Recruitment & Vacancies • Report tabled and discussed. • HDU – 4 staff on Maternity leave, will have temp .37 CN vacancy as of 20/1/19 as well as perm .19 RN. • Ward 1: 0.6 RN and 0.4 EN advertised this week. 2 staff commencing Maternity leave shortly, considering advertising temp vacancies. • Ward 2: 2.9 RN FTE for Nursery – recruitment work in progress, Agency staff requested (2 FTE). EOI circulated for staff interested in upskilling to Paediatrics. Nursey opening delayed until April and weekly meetings with Exec Dir are planned until situation is stable. Midwifery - .5 CN vacant plus 1.3 temp RM due to Maternity / sick leave. Agency staff starting shortly. • Emergency: 1.6 vacant RN positions • Perioperative: 1 CN FTE temporarily filled until recruitment complete • Community Health: .3 EN for which and EOI has been circulated. • Theodore: 0.4 CN vacant, 2 agency staff covering secondment and leave. ACTION Noted 3.3. Nursing Education & Development • AH advised Gladstone Mandatory and Requisite Training compliance for Gladstone is all in amber and green. • 2019 training calendar update is complete and workshops scheduled to increase compliance. • 2019 Graduate intake will commence on the 4/2/19 and a congratulations ceremony will be held in the same week for the 2018 Graduates who have complete their time. • Looking at increasing the number of simulation co-ordinators which will require a temporary increase in the Clinical Facilitator FTE. • 2019 In-service Calendar update is complete. • Working with Paeds CN to develop Framework for Nursery staff development. Noted – nil actions

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3.4. Contemporary Models of Nursing • KG tabled Nursery Medical and Nursing Model of Care for information. • KG advised that following feedback the MOC will be updated to include escalation points and updated copy with be provided to QNMU. • GN flagged union concerns that the nursery is unofficially occupied with a baby and that this should not recruitment was progressed without the MOC having been tabled. These concerns will be raised at the LCF as Gladstone is not following Award requirements and the QNMU are not happy that the Nursery MOC has not been provided previously. • GB advised that all Models of Care eg Paeds Short Stay need to come through this committee first. Noted – A/DoN to forward updated Nursery MOC to GB endorsed by Exec Dir 3.5. Work life balance Strategies for Nurses Maternity Roster Changes • JM advised that HDU is in the very early stages of discussions around 12 hour shifts. • JD advised that Maternity staff are working extra shifts and overtime to cover staffing deficits, there has been a lag in sourcing Agency staff due to Christmas New Year period but help is arriving. Big challenge to get numbers right and give staff a work life balance. • KG advised that work is underway to develop a Nursing Pool across the Hospital and Banana facilities and 2 staff have submitted EOI for upskilling for Paediatrics. • KG advised that she has talked to the NUMs about having a staff member on-call for Night Shift for surge and busy times – to be discussed at ward meetings for staff feedback. • ES advised that 3 of the 2018 Grads had been offered positions in Emergency (Direct Appointments). • GB advise that EB10 requires 80% of Graduates are offered permanent positions.

• KG advised that Linda Zimitat is on site next Monday to work with NUMs re Model of Care and BPFs. Linda has already provided BPF templates, cheat sheets etc on a USB. • GB will give Linda laminated Notional Ratio posters for the units to display. • GB flagged need to have staff involved in discussions around BPF and that the policy as far back as 2014 clearly states that staff are consulted re BPF development. • JM advised that HDU staff have always been involved in the BPF development even is request for additional resources has not been successful. • GB asked Line Managers to ask staff what NPF and Model of Care is and advised that a lot of staff would respond that they don’t know. GB advised BPF needs to be promoted to staff. LG advised that BPF is discussed at Ward 1 team meetings where there has been good uptake from staff on swot analysis ACTION Line Managers to increase staff involvement in BPF development and processes 4. New Business 4.1. QNMU Branch Meeting • SN advised that a Branch Meeting will be held today, 3 pm in ERC. • Meeting will include planned Education and other activities and has been advertised with

fliers on the ward. All welcome to attend. ACTION Noted – COMPLETE 5. General Business Nil

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6. Patient Safety Reflection (positive/negative impact on patient safety)

•

Meeting 1 2 3 4 5 6 7 8 9 10 11 12 Total/Average Compliance Meeting Held (Y/N) Y Quorum Met (Y/N) Y % Members attending % action items completed from agreed outcome date/meeting

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Gladstone & Banana Nursing and Midwifery Consultative Forum Action Register Nurse Management Restructure 8/3.2 • SN flagged that Community Health staff are concerned and frustrated about the ongoing temporary backfill of the NUM role. GB advised that this had been discussed at LCF earlier and that Gladstone DoN is still waiting on HR to finalise their review of the proposed Model of Care. ACTIONS MW to provide update next meeting 19/6/18 Update: MW has circulated Nurse Management Restructure for consultation, additional staff forums and extended timeframes for feedback (2/7/18) has been communicated to staff and unions. Until finalised there is no amalgamation of NUM roles. CD advised that the Community Team had reviewed the 2030 Strategic Plan and will refer to this in their feedback which will progress to GB for review. GB will feedback QNMU concerns to MW by the 2/7/18. ACTIONS Noted –encourage staff to review concept proposal, attend staff forums and provide feedback Update 17/7/18: JM advised MW has been provided with feedback from QNMU following staff consultation. Acknowledgement of receipt of this has been provided to QNMU. MW to meet with Executive Director to review proposal in line with QNMU suggestions and will provide update. Update 21/8/18: MW advised that she is working through proposal review following discussion with Exec Director and HR (Change Management) and will provide update next meeting. Update 18/9/18: MW advised updated proposal was circulated to Union and Staff last week for feedback by 21/9/18. GB advised that QNMU will be providing written response but also DoN flagged concerns that Organisational Chart did not have the Executive Director of Nursing. MW MW advised chart had been updated to include this role ? older version circulated in error? ACTION MW has circulated updated Organisational structure chart as per GB request. GB also concerned that there will be no trial period. MW advised that there will be an evaluation period. GB requested TOR for the evaluation. ACTIONS MW to update next meeting. Update 16/10/18: • MW advised that she is awaiting formal advice that NUM Child Health has accepted advertised position in Rockhampton. This will leave the NUM role vacant. Once confirmed the vacancy will be advertised which will address some of the staff concerns regarding fair and equitable process to fill the combined role. Position will be advertised temporarily for 9 months. • JG has been successful in the Nurse Navigator position and is in the process of handing over to EE. Nil NUM backfill for Community has been built into the budget. • GB advised that the QNMU does not support the restructure and have provided feedback indicating that 45 staff have opposed the restructure. GB advised that QNMU feels it is hypocritical to restructure Community Health when at recent meeting with CEO discussing the 2030 plan for CQHHS had an emphasis on Hospital Avoidance. • MW advised that staff feedback has been considered prior to decision to progress with restructure. Consultation will continue as per the implementation plan with ongoing face to face meetings with staff planned as part of the change management process. • MW requested that it be minuted that the staff signatures on feedback from QNMU consisted of staff that do not work in the area and that are not impacted by the changes.

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ACTIONS MW to update next meeting. Update 20/11/18: • MW advised that staff from Community, Child Health and Renal have had 1:1 meetings with DoN and NUM and that the feedback from these meetings will be written up and provided to QNMU. • GB advised that these meetings did not meet the guidelines in that QNMU were not advised that the consultation was taking place. KG advised that staff did have the opportunity to have QNMU Rep attend meeting with them and only 2 had taken up this. • MW and KG advised that most staff had no concerns in relation to the restructure. • SN requested copy of the model of care from the implementation plan (MW will provide off line) ACTIONS MW to update next meeting. Updated 18/12/2018: • MW has forwarded MOC to SN • MW advised that documentation to progress Restructure has been forwarded to the Executive Director for review and signature and will then be forwarded to QNMU and staff with the implementation plan, revised Role Descriptions, Model of Care etc. ACTIONS MW to update next meeting Update 15/1/2019: MOC has been forwarded to SN • KG advised that the temp NUM Community & Child Health role has been advertised. • GB queried if the Role Description has been endorsed by the EDoN and flagged concerns that the role description is very vague and doesn’t go into what is required in the role and how the applicants will be measured against the role. SN agreed. • GB tabled NUM Sage Unit Role Description which has been advertised recently for comparison. • GB advised that all Role Descriptions need to go to the EDoN for endorsement and advised that he has escalated to the EDoN the lack of consistent Role Descriptions across CQHHS which is an issue across the board. ACTIONS KG to determine if EDoN has endorsed updated Role Description and provide update next meeting. 13/3.4 Paediatrics 12 hour Shift Trial • 12 Hour Shift Trial (Paeds): LP advised that trial underway, general feedback so far is varied but all staff happy to continue trial. A more formal survey is being developed for staff feedback via survey monkey. • GB queried who the Paediatric staff report to the Ward 2 MUM is not a general nurse. MW advised that Larissa Peardon had been in an A/NUM role to support the staff for the past few months. • GB flagged QNMU concerns that staff are being deployed whilst 12 hour trial underway. MW advised that staff were aware prior to the trial that deployment could DoN MW occur but that deployment would be limited to 8 hours. • GB asked if the 2 staff on shift are covering each other are they able to leave the floor for breaks and if not are they being paid a meal allowance for being available during breaks? GB believes the Paediatric Unit is classed as a secure unit requiring swipe card or staff to activate doors prior to entry to the unit, therefore requires a minimum of 2 staff at all time. • MW advised that the requirement for 2 staff would depend on patient numbers and that she did not believe that the Paediatric Unit was classed as a secure unit.

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ACTIONS • MW to discuss Paediatric meal breaks / allowances with GB off line. • MW will clarify Award meal breaks/allowance entitlements with SM and update next meeting • MW to seek clarification as to whether the Paediatric Unit is classed as a Secure Unit and update next meeting. • MW to provide update on reporting line for Paediatric staff Update18/12/2018: • MW advised that Paediatric meal breaks are now being allocated and meal relief planned at the beginning of the shift. Staff will receive a paid meal break when unable to be relieved. • MW advised that HR and other sources advised that Paediatrics would not be considered a secure unit and instead that it would be classified as a Closed Unit and staffing would therefore depend on patient activity This has been discussed with the Paeds staff. • MP advised that at the Rockhampton Paeds unit patients and staff can enter openly but can only exit through swipe card or the door being activated by staff. • MW advised that deployment issues have been discussed with Paeds staff who felt they were the only staff being deployed. MW has communicated to Paeds Staff and Nurse Managers that deployment is to be no more than 8 of the 12 hour shift and that deployment would be based on acuity, meal break relief and skill set. MW also advised that most deployment was to assist with Paediatric patients in HDU and Emergency. • SN requested that deployment is monitored during the 12 hour shift trial to determine the amount of deployment. MW advised that Trendcare will provide this information. • SN flagged staff concerns re being left alone on the ward and a number of near misses that have occurred. • MW advised that staff were told that if they feel there is an issue ie security then they are to escalate. MW also advised that there have been no escalated or reported on Riskman and that if there have been staff will need to do this. • SG advised that there is an improved communication between the Paediatric and Maternity units re staffing levels etc. • MW advised that she is working on a proposal to convert the Paediatric CN position to a CNC to provide reporting line for the Paediatric team. ACTIONS • MW to liaise with Rockhampton Paediatric unit re mechanism for doors. • Protocol to be developed for Paediatric Closed Unit • QNMU to investigate and provide QNMU position on whether the unit is a secure or closed unit. Update 15/1/19: above actions discussed at Paediatric QNMU / Management Meeting 9/1/19. • GB advised that MW had commented that 30% of Paediatric staff did not support the 12 hour shifts and that each staff member had been emailed individually to respond with their preference. KG advised a number of staff have already responded with their preferences. • KG advised the current trial will finish at the end of this month and the 12 hour shifts will then be re evaluated. • KG advised she has discussed trial with HR who agree that time frame was probably not sufficient therefore once evaluation complete there is a possibility of a further trial. 12 hour shifts will finish at end of trial period as roster has already been posted returning to normal shifts.

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ACTIONS Table 12 hour shift evaluation at next meeting

14/4.2 Gladstone Women’s Family Service – Proposal for Change • JD tabled Business Case related to the A/Don Maternity role. • SM provided background that the temporary position was funded through Dept of Health to support increase service needs at Gladstone following the Mater closure of birthing services. The role initially was to have a Quality focus following but it has been determined that splitting the functions has created some confusion. • This proposal will have MUM and CMC report to A/DoN and the A/Don will report to DoN professionally and operationally to Executive Director. • Collaborative consultation will occur throughout this temporary position so that all on the same page when project finishes in June 2019 and role handed back to DoN. • Some consultation has occurred with forums for maternity and paediatric staff. • A/DoN role will also support Banana Maternity services. • SN flagged concerns that this will distract from the Midwifery Model and questioned if Paediatrics was included. SM advised that the unit was considered a family unit and therefore role would cover Maternity and Paediatrics. Role will support the good things that are happening including election promise to grow MGP model etc. • SM advised we need to recognise the journey Maternity have been on ie OHO and Coronial Inquest and that staff continue to delivery excellent service as evidenced by Glenn Butchers feedback from people happy with Gladstone service and that the community is recognising this. • SN advised there has been an increase in the acuity of Paediatric patients as the Paediatric team medical model is developing which is acknowledged with the Children’s A/DoM Hospital feeding back and returning higher acuity patients. (JD) • SM advised now we have a Clinical Director for each speciality there will be an increase in acuity across each speciality and that Gladstone is in a transitional stage, the tipping point for Gladstone to progress to CSCF 4 is for the population to reach 100,000 which is predicted in 2021 so we are working towards this. • Forum supported that the proposal time for consultation to be extended until 14/1/19 ACTION JD to revise Business Case timeline and final version to be circulated once approved by Exec Director. Update 15/1/19: JD tabled updated proposal following feedback from DoN and QNMU. • GB advised that the QNMU had requested that this align to original RD and B7. • JD advised she has meeting with EDoN on Friday to discuss Role Description. • GB advised the QNMU was happy to give tentative in principal agreement pending updated Role Description when additional information is provided. Once this is received GB will provide written feedback on the QNMU’s preferred options following feedback from stakeholders. • GB advised he has discussed with Sue Foyle that all Role Descriptions need to be endorsed by the EDoN. ACTION JD to update next meeting

Page 8 of 8 Central Queensland Hospital and Health Service Gladstone & Banana

Local Consultative Forum

Minutes Chairperson Grant Burton Date and Time Tuesday 15th January 2019 10.30 – 11.30 am Venue Administration Conference Room, Scribe Catherine Hubele Gladstone Hospital Attendees Sandy Munro (SM), Executive Director Gladstone, Deborah Cleary (DC) Director Corporate and Support Services, Kerry Gamble A/ DON Gladstone, Debra Lawrie (DL) Together Union Representative, Grant Burton (GB) QNMU Official, Sue Nankivell (SN) QNMU Representative, Cate Driver (CD) OH&S Manager, Ashleigh Warry (AW) Together Union Representative, Stuart Orr, Allied Health Lead SO Via Video Conference – Via Telephone conference –Andrew Bailey HR Business Partner, Guests Stuart Orr (SO) Allied Health Lead Apologies Trevor Davis, DON Biloela, Lynette Hard (LH) Together Union, Ashleigh Saunders (AS) Together Union Organiser, Cora Marbach (CM), QNU representative, Grahame Brewitt United Voice, Amy Galdal (AG), Patient Safety Officer, Biloela, Catherine Dobbin(CD) QNMU Representative, Leanne Pound DON Baralaba Jennifer Ralaca (JR) DON Theodore, Junett Davis (JD) Together union Representative Topic Details of Discussions Action Required Welcome

Reminder of the values and Reflection of values patient story Conflict of interest for noting Nil Presentation if any Nil 1 Adoption of Previous Minutes / Discussion Notes -

• Minutes 18th December - 2018 endorsed – Retract 5.4 - “ Suggested a need to extend the meeting to 2 hours”

2 Business/Actions arising from previous minutes

See attached Action Register 3 Queensland Health Standing Business

3.1 ED Update • Mellisa Wakefield on Leave. Kerry Gamble acting DoN in place. Noted • Thank you to all staff regarding workloads during Emergency Response and Code yellow periods. • Maternity Refurbishment: Refurbishment has commenced in Birth Suite 1, Birth Suite 2&3 renovation to follow. Predicted completion date: 11 weeks • Maternity / Nursery Team: Opening of Nursery challenged with staffing difficulties. EOI forwarded to agencies. Additional Maternity Staff to fill temporary Vacancies. Union has stated that they are yet to receive the Nursery Nursing / Midwifery Model of Care. SM / GB to discuss offline. • Biloela: Model of care in development • Budget: Small deficit in revenue G&B . Focus on capturing WAU through coding and theatre. Back log in coding to be caught up by end of January. Recognition given to the hard work by all clinicians completing this. • Biloela: Recordable incident at Biloela - working forward with union to eliminate risk and put procedures in place. 3.2 Destination 2030 • 5 projects for road map Noted 1. Emergency Department build 2. Maternity 3. Nursery 4. HDU 5. Volunteer and Consumer engagement • Committee in development to engage with Community, Industry and Consumers to lift profile of the region and initiate positive communication. Representation to H4H to continue. 3.3 Gladstone ED Rebuild • Woollams engaged for construction of ED. Working with OH&S to orientate to site Noted • Minimal disruption to site deliveries guaranteed. • Communication to be delivered to all staff • Pre work on Bulk Oxygen tank and Chiller Lines to precede main construction works.

3.4 Workload Management • Nil workload management forms received for Administration. Noted • Work load forms from Emergency Department in process. • Nil workload management forms received for Operational

• Education provided to all line managers.

3.5 Human Relations • Salary Packaging providers: Transition period 21st January to 15th February AB • MOCA 5 under review - in draft. • Flexible work agreement policy’s: new policy to be republished February 2019 • HPDL agreement & AO agreement 2019.Review to commence 6 months prior to expiry. • •

3.6 Occupational Health & • Report tabled and discussed Noted Safety • Rehabilitation and return to work – 13 cases for Gladstone, 4 cases for Banana • OVRAT compliance for Gladstone and Banana is 100% GLADSTONE • Rehabilitation and return to work – 13 cases • FURAT compliance –100% • Incident reports received June - Gladstone: 15 • OHS self-assessment program Gladstone - 69%

BANANA • Rehabilitation and return to work – 4 cases • FURAT compliance at 75% • Incident reports received June - Banana: 5 • OHS self-assessment program Banana -50%

OTHER • Tool Box Talk for December: Manual Handling 3.7 Quality Management • Report tabled Noted • 19 complaints received - Gladstone • 25 compliments received – Gladstone • 122 patient related incidents reported for December • 0 SAC 1 events • 2 confirmed SAC 2 events.

3.8 Shared Service Provider • Nil Noted

3.9 Meeting Reports • CQHHS Consultative Forum - Nil available Noted

• Gladstone & Banana Nursing Consultative Forum Noted

• Administrative Local Consultative Committee Noted

• Operational Services Local Consultative Committee Quorum not met. Meeting not Noted held since August. Working with AWU for the provision of a representative allow meeting to progress.

4 New Business

4.1 Gladstone Nursing and Midwifery Management • Documents tabled and noted. Request for nursing Model of care – included in Organisational Restructure provided paperwork.

Noted 4.2 Gladstone and Banana - • 5 Identified Last month, 2 acted on. Caitlin to supply monthly updates. Temp employees greater • Requested that updated list is supplied to meet local actions. than two years • Designation of process: need to identify what process issues may behind who the Noted

paperwork is directed to for finalisation. Letters to line managers noted as delegate

Action: AB to meet with staff to review process.

4.3 Work Load Management Tabled for noting only Noted Forms

4.4 AIN / Administration work – • Discussion raised by Together Union representative regarding an AIN in Pre- Noted PAC Clinic Admission Clinic rostered for AO work. • AIN was assisting with clinical reviews of patients and rescheduling clinically • Scope of practice for AIN needs to be confirmed for clinical management – Report back via appropriate forums.

4.5 HDU • Medical Model for HDU to be commenced in HDU and anaesthetics. • Medical governance of HDU patient and as ICU patient. • Process of who responds - Clarity for medical and Nursing Staff with escalation plan 4.6 Theatre Times / Processes. • Collective workshops to look at flow and staffing levels needed for increase in Theatre workloads. Support mechanism for increase in Theatre occupancy. 5 Next Meeting Date

Chair: Union Delegate

Confirmed Date Tuesday 19th February 2019 Confirmed Time 10:30 – 11.30am Confirmed Venue Conference Room, Administration, Gladstone Hospital

9. Minutes of Gladstone Banana Administrative Local Consultative Forum Deborah Cleary Director of Corporate and Support Monday 10 December 2018 Chairperson Date and Time Services 11:10am - 12:10pm

Administration Conference Room, Deborah Hasse Venue Minute Taker: Gladstone Hospital Administration Coordinator Deborah Cleary, Deborah Hasse, Suzanne Williams, Sharyn O'Mahoney, Debra Attendees Lawrie, Junett Davis, Ashleigh Warry and Sandy Munro, Apologies Lyn Hard, Ashleigh Sanders, Melissa Wassell, Amy Galdal and Jordan Young Guests NA Presentations NA

Affirmation of our Values 1.1. Care: We were attentive to individual needs and circumstances Yes No 1.2. Integrity: We were consistently true, acted diligently and led by Yes No example 1.3. Respect: We behaved with courtesy, dignity and fairness Yes No 1.4. Commitment: We did the best we could all of the time Yes No 1.5. Recommendations: 1. Confirmation of Previous Minutes 1.1. The minutes of the previous meeting 12 November were confirmed as being accurate

record of proceedings by Debra Lawrie. 2. Business arising (Action Sheet) 2.1. Review Action Register as per below… ACTIONS STATUS RESPONSIBILITY Medical Records Secondary Storage Project Update 10.12.18: New staff members have started Medical Records 1/4.1.2 today. Draft Action Plan is with DC and will circulate Closed Manager to all members once finalised. It was agreed this could be closed. Outstanding Theodore Workload management form Update 14.05.18: A copy has been located. Committee has requested further information that the workload management issue has been addressed. AP to follow up with Jen (Theodore) and provide update at next meeting. 1/4.1.5 Update 11.06.18: DC advised that AP emailed Jen and a staff Open Together member had been appointed to vacant position. JD advised that completed Workload Form including management actions needs to be tabled at this meeting. Update 09.07.18: DC is awaiting the completed form from Jenny and will follow up. Workload issue has been finalised/closed. Update 13.08.18: Ongoing – no further update

Update 10.09.18: Ongoing – no further update Update 10.10.18: DC requested JY to follow-up with DON. Update 12.11.18: Jen sent email to advise unable to provide response as it occurred prior to her being in the position. Update 10.12.18: It was discussed that the WLF was to be completed. Action: JD to send WLF to Jen to complete WLF then action item can be closed. Vacant Biloela OHS position Update 10.12.18: SO advised position is with PSC and is yet to be returned. Should be returned this Workforce 1/4.2.2 Open week and will be advertised asap. Position Department Description has been forwarded to Together Union. Action: Workforce to provide update. HDU Filing duties within Medical Records Update 13.08.18: Ongoing – no further update Update 10.09.18: Ongoing – Julie needs to put in a business case to request for admin support. Issues with referrals in HDU

has been raised with MW. Update 10.10.18: DC advised that duties within the family unit ward are currently being assessed as some time ago this Open position had capacity to cover HDU filing. A meeting with one NUM has occurred however further meetings are required to DC&SS / DON / 4/4.1.1 look at options. HDU NUM Update 12.11.18: Currently Jackie Bloom is providing support by working extra hours for HDU and is determining an average of how many hours per week would be required. Update 10.12.18: Admin support has been given over the past month. DC has discussed HDU NUM to provide Admin Impact Statement. Action: HDU NUM to provide DC Admin Impact Statement. DC to progress with DON and NUM. NUM Restructure Project – Impact on SOPD admin Update 13.08.18: Ongoing – no further update. Open Update 10.09.18: Ongoing – no further update. Update 10.10.18: Ongoing – no further update. Update 12.11.18: This NUM restructure has occurred. DC SOPD Practice asked if there had been an impact on Admin. MW believes Manager there will be an impact. DC advised MW to record instances 4/4.4 that impact admin and provide feedback. / Update 10.12.18: DC to circulate Admin Impact DC&SS Study out of session. MW to provide impact instances at next meeting. Action: MW to record impact instances and provide feedback. Action: DC to obtain Admin Impact Study if available from DON. PTSS Workload Management Forms Update 10.12.18: DH advised that AG was yet to Open Biloela Senior 4/4.5 be contacted regarding WLF training. SO is coming Admin Officer to Gladstone to train staff in completing WLF. SO / Workforce to discuss with Biloela option of VC to be trained in

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WLF. Action: SO to arrange WLF training with Biloela. Action: WLF Training to be completed by 14.12.18 with Gladstone line managers. Plan for additional Flex Up/Flex Down Beds Ward 1 Open Update 10.12.18: DC has data which is 60 pages. SM advised to discuss with Admin if this is still an 4/5.3 issue due to the increased FTE. If beds are opened DC&SS on a permanent basis then an Admin Impact Statement is required. Action: DC to discuss with Admin staff if this is still an issue. A03 Admin Support Officer for Ward 1A Workload Form Open Update 12.11.18: After several discussions a roster from the Ward admin staff has been provided. This roster will be used and will be monitored and reviewed. DL advised that Altogether are not happy with the roster and are looking at alternatives. 5/4.1.1 Update 10.12.18: Discussion with admin staff is DC&SS required to propose and implement a permanent roster. To be taken offline and discussed with Admin, NUM and Union delegates. Action: DC to arrange meeting with Admin, NUM and union delegates. Recruitment Vacancy Report Closed Admin Coordinator 7/5.2 Update 10.12.18: To be included as a standing

agenda item. Gladstone Hospital Agreed Actions / Outcomes Closed Update 10.12.18: Report has been transferred into 7/6.1 DC&SS current action items. To be included as a standing agenda item. Staffing establishments for administrative staff 7/11 – Together advised sheet was good and requested it is provided at each Admin LCF for future reference. Enquiry was raised about PAC position not correctly reflecting the FTE. 7/6.1a Update 10.12.18: Paperwork was not completed at Closed DC&SS the time of the report. Paperwork has since been finalised and error has been corrected. Item to be included as a standing agenda item. HR Circulars 8/4.2 Update 10.12.18: Previous circulars were Closed Workforce distributed. Emergency Department WLM Forms Update 10.12.18: ED NUM having training in WLF 8/5.1.1 11.12.18 to complete outstanding forms. Open ED NUM WLF are due to increased activity within ED and inability to take crib break. SM advised to look at what steps can be looked at to alleviate these issues

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moving forward. Action: Discuss with NUM and create an action plan. Admin Training 7/11 – DC advised scheduled training received from CQLearn. To be circulated to Together then survey to be created to send to all admin staff to determine gaps. Update 10.12.18: ABM and CAPS training was completed with 4 admin staff attending the sessions. DC&SS 8/5.2.1 Open DC working with Tegan to conduct an Admin and / Workforce operational training needs analysis. DC to finalise survey with the assistance of Andrea/Tegan and to be open until mid-January 2019. Action: DC to finalise training survey, circulate and close mid-January 2019. Reception / Switchboard Update 10.12.18: Confirmed position is to be established for 1 FTE Monday-Friday 8:30am – 5pm. Outside of these hours, switch to be diverted to switch at the Rockhampton hospital. Admin Impact statement needs to be completed that includes reviewing workload for Rockhampton 8/5.2.2 switch, issues with MET calls etc. As new position a Open DC&SS Role Description needs to be created which will include going through the JEMS process. Secondary project includes the updating of the switchboard system to be in line with the new ED. Implementation Plan for moving forward to be finalised. Action: DC to provide update. DCF Escalation Form 8/6.1.1 Update 10.12.18: Form circulated. JD discussed Closed DC&SS some concerns with the form. After Hours Access 8/6.1.2 Closed Workforce / DL Update 10.12.18: Staff member been notified. ED Administration Increased Activities Update 10.12.18: Business case to be provided for SOPD Practice 8/6.1.3 January meeting. Open Action: MW to develop business case / concept Manager brief for admin needs and demands for January 2019 meeting.

3. CQHHS Risk Management

3.1. Workplace Health and Safety

Report was distributed via email. 4. Correspondence / Circular Lists 4.1. LCF Minutes

Report was distributed via email. 4.2. HR Circulars

Compulsory Closure emails have been circulated.

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5. Standing Agenda Items 5.1. Workload Management 5.2. Workforce Planning 9/5.2.1 Medical Admin Positions DC working on finalising business case and admin impact statement on all staff involved including DMS support and BPIO positions. Business Case to be circulated by 14.12.18 for consultation to raise any concerns. Action: DC to circulate business case. 5.3. Gladstone Site Update

Nil report 5.4. Biloela Site Update

Nil report 5.5. Moura/Theodore/Baralaba Site Update

Nil report 5.6. Emergency Department Upgrade Update

Tender has been awarded for infrastructure which will begin in the new year. 6. New Business 6.1. SOPD Position JD had concerns regarding the SOPD position and the time it has taken to appoint an internal staff member. SOPD is with SM for signoff to finalise transfer at level. JD also enquired why two referee reports were needed for an internal staff member. Action: SO to look at checklist/process and ensure what is required for Internal and External staff is correct.

6.2. PAC Position Workload DL advised that there is a workload issue with the PAC position. Action: DC/MW to discuss out of session and Union delegate to be included. 7. Patient Safety Reflection (positive/negative impact on patient safety) 7.1. Nil report

ACTION REGISTER ACTIONS STATUS RESPONSIBILITY Outstanding Theodore Workload Management form 1/4.1.5 Action: JD to send WLF to Jen to complete WLF then Open Together Union action item can be closed. 1/4.2.2 Vacant Biloela OHS position Open Workforce Division Action: Workforce to provide update. HDU Filing duties within Medical Records 4/4.1.1 Action: HDU NUM to provide DC Admin Impact Open DC&SS / HDU NUM Statement. DC to progress with DON and NUM NUM Restructure Project – Impact on SOPD admin Action: MW to record impact instances and provide Open SOPD Practice 4/4.4 feedback. Manager Action: DC to obtain Admin Impact Study if / DC&SS available from DON. PTSS Workload Management Forms Action: SO to arrange WLF training with Biloela. Open Biloela Senior Admin 4/4.5 Action: WLF Training to be completed by 14.12.18 with Officer / Workforce Gladstone line managers. Plan for additional Flex Up/Flex Down Beds Ward 1 4/5.3 Action: DC to discuss with Admin staff if this is still an Open DC&SS issue.

Page 5 of 6

A03 Admin Support Officer for Ward 1A Workload Form 5/4.1.1 Action: DC to arrange meeting with Admin, NUM and Open DC&SS union delegates. Emergency Department WLM Forms Open 8/5.1.1 ED NUM Action: Discuss with NUM and create an action plan. Admin Training Open 8/5.2.1 Action: DC to finalise training survey, circulate and DC&SS close mid-January 2019. Reception / Switchboard Open 8/5.2.2 DC&SS Action: DC to provide update. ED Administration Increased Activities SOPD Practice 8/6.1.3 Action: MW to develop business case / concept brief for Open Manager admin needs and demands for January 2019 meeting. Medical Admin Positions Open 9/5.2.1 DC&SS Action: DC to circulate business case. SOPD Position Open 9/6.1.1 Action: SO to look at checklist/process and ensure what Workforce is required for Internal and External staff is correct. PAC Position Workload Open DC&SS / SOPD 9/6.1.2 Action: DC/MW to discuss out of session and Union Practice Manager delegate to be included.

ACTIONS CLOSED DATE CLOSED 2/5.2 Escalate impact of theatre / clinic changes to the DON 11 June 2018 1/4.1.2 Update on electronic records to be provided 9 July 2018 2/5.1 Provide PAC Role Description to members 9 July 2018 3/4.2.1 Size of Patient Charts 9 July 2018 3/4.2.2 Printing of Labels. 9 July 2018 4/3.1 LCF Minutes 13 August 2018 4/5.1 Vacant Allied Health Positions at Banana 13 August 2018

1/4.2.1 Private Practice OHS management plan for serving counter to be 10 October 2018 developed 2/4.2.1 Medical Records Storage 10 October 2018 2/5.3 Emergency Admin crib breaks. 10 October 2018 6/4.2.1 Circulation of Minutes 10 October 2018 4/4.2.1 Medical Typist Location 12 November 2018 7/3.1 Workplace Health and Safety 12 November 2018 7/4.1 LCF Minutes 12 November 2018 1/4.1.2 Medical Records Secondary Storage Project 10 December 2018 7/5.2 Recruitment Vacancy Report 10 December 2018 7/6.1 Gladstone Hospital Agreed Actions / Outcomes 10 December 2018 7/6.1a Staffing establishments for administrative staff 10 December 2018 8/4.2 HR Circulars 10 December 2018 8/6.1.1 DCF Escalation Form 10 December 2018 8/6.1.2 After Hours Access 10 December 2018

Page 6 of 6

MINUTES Residential and Aged Care Local Consultative Committee 24th January 2018 Chairperson Deb Hirning Date and Time 0900hrs – 1030hrs North Rockhampton Nursing Centre Nikita Baxter Teleconference- 1300 303 945 Venue Minute Taker: A/ ASO ACCRS Conference code 391709 (07) 4932 5131 Moderator (Deb) 2603 Deb Hirning Director of Nursing- Aged Care Clinical and Rehabilitation Grace Hinder NUM ACAT TCP HCP Andrea Dean Operational Manager North Rockhampton Nursing Centre Rachael Davies OHS Safety and Wellbeing Advisor Dare Paine – Proxy for Troy Jahnke

Maree Saunders NUM Birribi – left at 1013am due to conflicting meetings Sinead McDermott (Andrew Bailey proxy) Kathryn Mitriaev – Safety and Wellbeing Advisor Lorraine Bate NRNC Rep QNMU Megan Dunstan FSR Transition Lead Grant Burton QNMU Delegate – dialled in 10.06am (miscommunication with start

time) Troy Jahnke DON Eventide Home Rockhampton Craig Sell AWU Organiser Apologies Jennifer Smith NRNC Rep AWU Ashleigh Saunders Together Union Organiser Guests Nil Presentations Nil

1. Living our Values 1.1. Care: We are attentive to individual needs and circumstances 1.2. Integrity: We are consistently true, act diligently and lead by example 1.3. Respect: We will behave with courtesy, dignity and fairness in all we do 1.4. Commitment: We will always do the best we can all of the time 2. Acknowledgment CQ Health acknowledges the Traditional Owners of the land, and pays respect to Elders past,

present and future. 3. Confirmation of previous minutes 20/12/2018 Meeting cancelled due to not meeting quorum Confirmation of minutes: 22/11/2018 GH MS DH: discussed union representation %, and agreement to go ahead with meeting and Central Queensland Hospital and Health Service Agenda distribution of minutes with additional documents post meeting.

3.1. Amendments

4. Business arising from previous minutes (as per Action Plan) Item Action Officer Time Status Description Foul Linen Arrange Meeting with Craig Sell Andrea Dean ON HOLD OHS Add escalation process to TOR Nikita Baxter *awaiting document – SM to re-send Staffing Discuss with Allied Health Team Leader Deb Hirning CLOSED: Aged Care Criminal History Checks Discussion held – team leader now aware of need for aged care criminal history checks for any allied health staff visiting RAC facilities.

5. Workload Management Workload Management Forms

DH: Nil to table 6. Occupational Health and Safety WPH&S Performance Report RD: Topic of the Month: Manual Handling Tabled report – to be distributed with minutes ACTION: RD to provide report to ASO for distribution Incidents for Dec 2018: Occupational Violence - NRNC x 2 DH: case conferencing ongoing with particular resident to discuss and provide guidance and direction to assist resident in moving forward and to ensure resident and staff safety. Has reviewed medication, Geriatrician assessment, Mental Health referral etc. ACTION: RD & DON discussion offline regarding resident OHS Self Assessments – NRNC and Eventide are up to date, Birribi’s has been received and will reflect in next month’s report. ED is frequently reviewing, push to ensure completion in timely manner for accreditation. New Memorandum of Understanding between CQHHS and Queensland Police Services. Return to Work – statistics tabled. KM: has noticed income protection leave application form submission has been lacking with Q Super claims. Discussed the importance of this document for claims to be processed. Discussed that Q Super will only activate 14 days from the sick leave exhaustion. Discussed difficulties incurred when sick leave has not been exhausted prior to Q Super application. Gave example of how to exhaust sick leave before Rec Leave usage. Link to form via QHEPS: https://qheps.health.qld.gov.au/__data/assets/pdf_file/0024/2209470/hr_leave_piarct.pdf#Incom e%20protection%20and%20Workcover%20leave%20application MD: suggested overall dot points to go with pack to outline exactly what is required. KM: authorization form is also essential in this process to ensure correct communication is made. Happy to help with any enquiries. WPH&S Policies

Nil to table 7. Workforce Division HR Circulars Financial System Renewal Program (FSR) MD: looking at progressing to the new financial system in July 2019. Currently a lot of background work including mapping of people requiring training. GPV’s will no longer be used.

Page 2 of 5 Central Queensland Hospital and Health Service Agenda Delegation will be assigned to the position – this will mean its imperative for backfilling / proxy of positions with delegation. New interface is more user friendly and is expected to go live in April 2019. The new system will include approving expenditure before receiving services. A business case for change will come out in February 2019 with consultation etc. Supply will be reviewing purchase orders and arranging payment which will eliminate the requirement for getting copies etc. GH: requested an offline meeting with MD to discuss how this would work with ACAT/TCP/HCP services. 8. Staffing Update of Staffing within CQHHS RACF’s

DH: discussed in model of care update Cleaning Up Position Occupancy Reports for NRNC DH: discussions with Senior management Accountant RDWS have been held regarding moving

staff to correct Position Occupancy ensuring that correct FTE’s are on the appropriate Position Occupancy and within suitable cost centre areas 9. Education and Training DH: discussed education report across RAC services. Some issues downloading content from

CQ Learn, however Nurse Educator is working on the issues with the CQ Learn coordinator. 10. Future of Residential and Aged Care Leecare/Care Systems Software Implementation DH: User and Resident spreadsheets submitted – awaiting Super User Training and further ISU input. NDIS progress MS: ongoing. Would like to flag that Metro North has decided to close the Halwyn centre which has created some fall out for the Birribi service.

DH: Unsure why this has happened however believes it may impact out service and believes ongoing conversations will be held. To be noted that Birribi residents needs have been deemed too ‘high care’ for living in the community. Model of Care Update DH: Discuss SAGE & NRNC Proposed Changes DH: intended opening of CP will be February/March 2019, when the building is handed over there will be the additional tasks of source only appropriate furniture to be returned, curtains to be hung etc. a clean will also be required before this occurs. The executive team have given approval to an approved aged care model of care. This was identified in the review of bed utilisation within NRNC and the SAGE Unit. We are seeking feedback, comments and concerns regarding the proposed changes. Consultations will be held regarding this. We are proposing this change to enable better management of patient flow, reduced length of stay (LOS) and subsequent increased activity and income. This will bring a number of benefits: • Optimisation of nursing home-type patient revenues through appropriate aged care bed utilisation • Cost savings for interim care bed management through more cost-effective staffing models enabling the provision of the same level of care for maintenance patients for a lower cost • Improved patient flow including: • Patients being in the most appropriate bed for care needs • Reduced LOS for nursing home-type patients in hospital, and • Reduced Emergency Department ALOS, acute medical patient bed block and number of medically admitted outliers.

Page 3 of 5 Central Queensland Hospital and Health Service Agenda

We are proposing to implement an improved aged care model of care for NRNC, and acute medical model of care for SAGE at Rockhampton Hospital. The improved patient flow from acute hospital to permanent aged care residency will realise: • Improved LOS for patients awaiting nursing home placement • Reduced medical outliers • Improved patient safety and satisfaction • More appropriate and cost-effective models of care in place A business case is being finalized and will be sent out for review. Consultation appointments will be sent out today for the following (hard copies will also be distributed): Thursday 31/1/2019 1400 – 1500 NRNC Rec Room 1600 – 1700 SAGE Meeting Room Contact as follows: Deb Hirning DON ACCRS 49325131 Cannot stress enough that no permanent staff will be losing their jobs. And these changes will all be implemented through the required process and through appropriate consultation with management, Unions, staff etc. DH GH: discussed changes to ACAT/TCP/HCP. LB: queried who will have oversight of SAGE? DH: advised that SAGE will report to Rockhampton Hospital. GH: will the interim beds be called Huxham? DH: yes. And will be utilized for maintenance type patients. LB: questioned availability of new roster? DH: advised that we are working on it at the moment and it will be out as soon as possible. Discussed historical decisions and has advised the changes will be fair and equitable for all staff. GB: discussed contract details, unless your contract specifically states Early/Late only, the service is 24/7 and the roster is built around this following the best practice roster guidelines. GB: available to attend consultation sessions. Would like to use these consultation periods to end any rumours and provide clarity for staff. 11. Residential Aged Care BPF Progress DH: BPF Training provided 19/1/2019 1400 – 1600 hours GH: identified issues with opening the documents that were distributed.

DH: the Coordinator is working on fixing the issue and providing guidance how to proceed. Suggested GH to meet with the coordinator for assistance. 12. New Business Terms of Reference due for review April 2019 – HR to provide escalation policy to be added for

tabling. AD: New Kitchen Working Hours – Roster DH: historically nurses have provided super to residents. Negotiations have been held and Operational Services will now be here until 8pm at night and will be able to provide super to residents. AD: this will affect meal times. Chef Max will be turned on at the hospital as they purchased the

system, and NRNC will be allocated access as part of the hospital menu. Resident meal times will then match the hospital. All business cases and processes have been followed for this change. Tentatively Monday 28/1/2019 is the expected change implementation date. Any hiccups will be addressed and rectified when this new roster is in play. This change will assist with adhering to the New Aged Care standards expanding choice options. There is now 2 cooks

Page 4 of 5 Central Queensland Hospital and Health Service Agenda on site, AM and PM which will also assist with choice and availability.

13. Patient Safety Reflection (positive/negative impact on patient safety)

Affirmation of our Values Care: We were attentive to individual needs and circumstances Yes No Integrity: We were consistently true, acted diligently and led by Yes No example Respect: We behaved with courtesy, dignity and fairness Yes No Commitment: We did the best we could all of the time Yes No Recommendations: Next Meeting Date 28th February 2019 Confirmed Date *GH apology Confirmed Time 09.00am – 10.30am Confirmed Venue North Rockhampton Nursing Centre

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CQHHS BEMS Local Consultative Forum Minutes

Chairperson Marga Quinlan Date and Time 5th December 2018 09:00 Meeting Number 10 Minute / Note Taker Tammy Acutt Teleconference Phone 07 3117 0430 Code 901810 Venue BEMS Demountable

 Attended DNA Did not Advise A Apology NA Not Required

Name Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Meeting Held (Y/N) Y N N Y Y N N N N N

% Members attending 50% 49% 46% 46% 43% 35% 56% 47% 26% 26%

1. Billy Bijoux – ETU State Organiser  A   A A A A A DNA

2. Brenton Muller – ETU Union A A A A A A A A A A Representative 3. Colleen Fairley - Employee Relations NA NA NA NA NA NA NA NA   Advisor 4. Daniel Crosby – Electrical Trade    A A A A A A DNA Coordinator 5. Eden Keliher – Maintenance    A A      Coordinator

6. Glenn Sam – AMWU State Organiser  A A   A  A A A

7. Jim White – PGEU Organiser A A A A A A A A A DNA

8. John Tucker – CFMEU State Organiser A A A A A A A A A DNA

9. Ken Hodge – Project Officer Asset and NA A NA NA A NA  A  DNA Commercial Services

10. Lance Watson – Workplace Advisor NA A NA NA      

11. Marco Elgueta – Fitter BEMS Gladstone A A A  A A A A A DNA

12. Marga Quinlan – Manager        A A 

13. Mark Wyvill – Plumber (Union   A   A A  A DNA Delegate) 14. Paul Mitchell – Director Asset and A A A A A  A  A A Commercial Services 15. Stuart Edmistone – BEMS Electrician   NA NA  A   A  (Union Delegate) 16. Wayne Sjoberg – Maintenance A A A  A A A  A DNA Coordinator BEMS Gladstone

Ex-Officio Attendees (Proxy) 17. Andrew Huff – Coordinator Service   NA NA NA NA    NA Planning / Compliance

18. Craig Wilson – Workplace Advisor NA NA  A NA NA NA NA NA NA

19. Joanne Chapman – Senior Workforce NA   A     A NA Advisor

Affirmation of our Values Care: We were attentive to individual needs and circumstances Yes No Integrity: We were consistently true, acted diligently and led by example Yes No Respect: We behaved with courtesy, dignity and fairness Yes No Commitment: We did the best we could all of the time Yes No

Confirmation of Previous Minutes The minutes of the previous meeting were not confirmed. Meeting did not meet quorum. Agreed to have discussion.

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CQHHS BEMS Local Consultative Forum Minutes

Confirmation of Previous Minutes - Joanne Chapman mentioned if we adjust the requirements to meet quorum as we do not meet it often enough. A suggestion was to make more staff members union delegates. - Mark Wyvill asked if it was possible to either have training on the forklift or have stores assist in moving salt throughout site as he is unable to use the forklift. Andrew Huff and Eden Keliher to discuss with David Roughead (Stores Manager) about providing training. - No additional discussion was held at this meeting. - Marga Quinlan advised that she has items for agenda but is seeking advice from Senior Relations Advisor (HR), Edmond Lynch in relation to terms of reference. - Stuart Edmiston queried the terms of conditions/ reference in relation to quorum (3 delegates are required). Marga advised that all parties agreed to the 50% equal attendees (Qld Health/Unions) as per the State Bargaining Arrangement / BEMS 6 agreement - Stuart Edmiston asked about the distribution of meeting minutes. Marga advised that minutes will be emailed to all on attendees list.

1. Actions Arising 1.1

1. New Business / General Business 1.1 Marga Quinlan confirmed that an Electrical Management Safety System was being developed and would be ready in the next 2 – 3 weeks. • 05.09.2018 Marga Quinlan advised meeting that been preliminarily documented and is draft form, this will be Marga Quinlan distributed to BEMS staff for feedback and comment. Ken Hodge has reviewed document and has noted that it is a very comprehensive document. Marga Quinlan will update progress in next meeting 1.2 Stuart Edmistone commented and requested feedback on the following items • Test and Tag – ensuring that if the OSO staff are trained to do Test & Tag that the hours are captured so that the organization is aware that the hours used could be utilized for additional staff to perform these tasks. Marga Quinlan advised that Management is 100% capturing hours associated with the additional tasks undertaken by the OSO team. • Emergency Lighting – Stuart wanted to be assured that hours/ costs were being captured to build a business case again in relation to outsourcing of works. Marga Quinlan advised that Chubb currently has the contract to 2020, if the organization was looking at taking some of the works away from Chubb, communication would have to be undertaken with the Contracts Team however at present nothing will be done til the end of the contract 2020 • Contracting Out Template – Marga Quinlan advised that Billy Bijoux is aware of the Contracting Out Template and the templates have been sent to the relevant Unions – AMWU, PGEU, ETU This form is only to be used on Contracts, SOA or if BEMS was utilizing a contractor for a major project. It is not to be used in relation to small Marga Quinlan works such as electrical spotter or a plumber coming in to do a small job. • Main Switchboard Replacement Marga Quinlan confirmed that she has spoken to Mick Wayde, JGP Electrical and that 2 shutdowns have occurred, Monday and Tuesday night this week. There is 2 more to be completed however Marga has requested to Mick that the hospital is given at least 2 weeks lead notice to the shutdown. Marga was hopeful that the shut downs should be finalized in 6 – 8 weeks’ time. Marga Quinlan will contact Mick Wayde with an update on progress of the shut downs. • Site Policies and Procedures and site-specific induction Marga Quinlan advised that Ken Hodge has taken over this project and has already commenced documentation framework. Ken explained that this was as very complex document and there were various layers to it. He believes there should be an overarching document (policy) and which filters down to subsequent documents under that. Ken Hodge is not ready to distribute yet but he was hopeful that it will become an automated/ electronic document so to eliminate duplication. At present it has been identified that within the unit, we are lacking an efficient document management system. 1.3 Ken Hodge questioned to Andrew Huff when the generator maintenance contract will be completed. Andrew advised that the contract should be completed by the end of the month. Andrew said that a letter has been sent Andrew Huff to the previous contractor to advise that his services will not be required past the nominated time. 1.4 Marga Quinlan advised meeting attendees that she is taking 2 weeks leave at the end of September and Andrew Huff will be appointed A/ Manager on her behalf. She wanted it noted that she won’t be attending the next Marga Quinlan meeting. Congratulations to Andrew Huff on his acting appointment. 1.5 Joanne Chapman requested to staff that they complete the “Working for Queensland “survey. Marga confirmed that pamphlets had been given to all staff and as to date 2 staff members had completed the survey. Joanne Joanne Chapman advised that the unit require at least 10 people to complete so that the unit will obtain its own report. 1.6 Glenn Sam summarized again about the HSR training and ensuring that the successful applicant Stuart Edminstone receives the training within the next month. It was also identified that Mark Wyvill will need to complete this training to update his certification. Lance Watson confirmed that the course is progressing and should be out as of next month. Glenn noted that it is unfortunate that the test and tag is contracted out however workforce resources are limited. Marga Quinlan said that 2 staff members had indicated that they would be happy to do the T & T but unfortunately it would then become and workload issue. Marga Quinlan is Glenn Sam hoping to have possibly look at possible funding of a position to support this role but it would not be till next financial year and there is no guarantee. Marga Quinlan identified that an employee at in Emerald Hospital would be beneficial to do the T & T so that they can be utilized to Blackwater & Spring sure etc., but nothing in the pipeline. General conversation between parties confirmed that the Departments need to have a greater control on their equipment and what needs to be test and tagged so that when it is time to do the tagging, all equipment is out to be done, not just one at a time.

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CQHHS BEMS Local Consultative Forum Minutes

1. Correspondence / Circular Lists General Business 1.1 No new business

1. Workload Management General Business 1.1 Generator Contract – Marga Quinlan has provided Contracting Considerations form to AMWU and ETU. Peter Lyon mentioned there were more duties from the task specifications that BEMS Fitters could take on. Marga Quinlan confirmed she met with the BEMS Fitters and they are going to provide a list of items they can take on and the initial costs to plant and equipment. Marga Quinlan confirmed she is yet to speak with the BEMS Electricians and will do this. • 06.06.2018 Daniel Crosby has emailed Marga Quinlan with information regarding the electrical component of the task specification. Marga Quinlan to arrange meeting with Daniel Crosby, Andrew Huff. • 04.07.2018 Marga Quinlan to send out calendar invite. Marga Quinlan • 05.09.2018 Andrew Huff commented that at present the generators will be taken off line to run for maintenance assurance, however no load will be placed on the generators. It is purely to keep the generators in working order however they will not place any feed into the hospital. Ken Hodge said at present there is a PCP (Priority Capital Planning) application in for approval, if this is successful, this will provide monies for possible relocation of generators. Eden K asked Ken H about possible cabling from the old caterpillar generator to CSB building, Grant Anderson has been asked to provide advice. Ken H advised meeting attendees that the CQHHS is getting opinion as the best option to utilize assets we have on site. This will hopefully be finalized within 12months. 1.2 High Voltage Switching Course – Daniel Crosby had mentioned Redevelopment had told him they wouldn’t be looking after this. Marga Quinlan confirmed this was not correct. During the Defects Liability Period it would remain the contractor’s responsibility. During this time Marga Quinlan would investigate the training costs for BEMS staff to attend. Marga Quinlan mentioned that BEMS would need 12 months HV experience before they could take on the new plant. It was no different to Daniel Crosby wanting a spotter for electrical works to have 12 months electrical experience before he would utilise them. • 06.06.2018 Marga Quinlan confirmed BEMS staff were attending the HV Operational training on the 7th June 2018 and 26th June 2018. Marga Quinlan • 06.06.2018 Billy Bijoux asked for clarification on 1.3 that Daniel Crosby would only use a spotter with 12 months electrical experience. For live electrical work this was acceptable, but for changing light bulbs or working in a ceiling (examples used in the meeting) a competent person would be acceptable as a spotter. • 04.07.2018 Stuart Edmistone confirmed he didn’t attend the full day of training, only half the day. • 04.07.2018 Glenn Sam mentioned QHealth may need to look at a HV license. Marga Quinlan to email Ken Hodge. • 05.09.2018 Discussion was had in relation to the HV Electrical Licensing, Glenn said that there were limitations of the HV Switching Course, it is NOT qualified as a High Voltage License. Marga Quinlan will liaise with Billy Bijoux in relation to same and provide update at next meeting

2. Workplace Health and Safety General Business 2.1 Personal Protective Equipment. Marga Quinlan is going to work with Craig Wilson to have all BEMS staff train in the use of PPE. • 06.06.2018 Marga Quinlan confirmed Craig Wilson emailed with a few links on PPE. Marga Quinlan confirmed she would look further into this and in the future to have the videos on CQ Learn. • 04.07.2018 Marga Quinlan confirmed Craig Wilson emailed some video links that would be helpful. Marga Quinlan has sent a request to CQ Learn to see if BEMS could have a section for mandatory training. Marga Quinlan • 05.09.2018 Marga Quinlan is still coordinating a P.P.E course to be placed on CQ Learn, it is currently work in progress. Lance Watson advised that Rachael Davies would be the best contact in relation to the CQ Learn courses and the intention that part of the P.P.E would be placed in the Staff Orientation course on new staff members to QLD Health. Marga is hoping that there could be like a small spiel done about BEMS in general, Waste and Security but definitely Electrical Awareness! Marga Quinlan will email Rachael Davies and provide update.

3. Workplace Change Initiatives General Business 3.1 06.06.2018 no new items.

3.2 04.07.2018 no new items.

2. Site Updates Woorabinda Hospital General Business 2.1 06.06.2018 no one in attendance from Woorabinda.

2.2 04.07.2018 no one in attendance from Woorabinda.

3. Site Updates Gladstone Hospital General Business 3.1 06.06.2018 Wayne Sjoberg advised they had an incident with the chemical dosing system. This then prompted Wayne Sjoberg to put a new eye wash shower in the vicinity. Wayne Sjoberg to email Marga Quinlan a copy of Wayne Sjoberg the incident report for filing. 3.2 Wayne Sjoberg said they are going through the paperwork to get Marco Elgueta upgrades. Marga Quinlan Wayne Sjoberg requested Wayne Sjoberg email her the paperwork to have a look and make sure the correct one is being used. 3.3 Wayne Sjoberg said that the CSSD upgrade will be a substantial project and that he wouldn’t be able to project Wayne Sjoberg manage. Marga Quinlan noted for future reference. 3.4 05.09.2018 Marga Quinlan advised that she contact Wayne Sjoberg and request that he attends this meeting so he can provide a site update in relation to Gladstone Hospital. Wayne however is presently away on leave for this Marga Quinlan meeting 3 | Page

CQHHS BEMS Local Consultative Forum Minutes

4. Site Updates Rockhampton Hospital General Business 4.1 Mark Wyvill said the CSSD project is about to open and will be handed over to BEMS. • 04.07.2018 Marga Quinlan to email Jayson Robinson for confirmation. • 05.09.2018 Eden Keliher will contact Jayson Robinson for a further breakdown however a brief discussion Eden Keliher yesterday, Jayson had indicated to Eden that Practical Completion is not sent down to October. There are still a few issues with Getinge finalizing their project.

Date and Time Meeting Finished Next Meeting Date and Time Date Wednesday 5th December 2018 Date TBA Time 09:10 Time TBA Venue BEMS Demountable Venue BEMS Demountable

Closed Items Workplace Health and Safety Lance Watson introduced himself and he would be taking over as the advisor for BEMS. General Business 05.09.2018 Marga Quinlan noted again that Lance will be the advisor for BEMS, this item is now completed Workplace Health and Safety Representative Deputy. Ballot forms were handed out to staff at their meeting on Tuesday 01.05.2018. A list of duties to be provided to staff. There is a ballot locked box placed in the office for staff to drop off their nominations. 06.06.2018 Marga Quinlan confirmed all staff nominated were asked if they wanted to accept the deputy position. All staff declined. Glenn Sam confirmed WHR Deputy doesn’t have a list of duties. Marga Quinlan confirmed she would Workplace Health and Safety contact Craig Wilson to seek further advice on the next step. General Business 04.07.2018 Marga Quinlan confirmed ballots were handed out to all staff at the BEMS workshop staff meeting. It would close on the 03.07.2018. 05.09.2018 Marga Quinlan and Lance Watson confirmed that hard copy letters are ready for distribution to the successful applicant. It is asked in the meeting were they able to provide who the successful applicant was and “yes”, Stuart Edminstone was successful. Congratulations to Stuart. Confirming that as of next month the WHSR training will be able to be provided by the successful tender as per advice from Lance Watson. This item can now be completed

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HR Circular HR Circular 16/18: Public Holidays 2019

The public holidays for 2019 issued by the Department of Justice and Attorney-General and declared under the Holidays Act 1983, are as follows:

Holiday Day Approved date

New Year’s Day Tuesday 1 January 2019

Australia Day Monday 28 January 2019*

Good Friday Friday 19 April 2019

The day after Good Friday (Easter Saturday) Saturday 20 April 2019

Easter Sunday Sunday 21 April 2019

Easter Monday Monday 22 April 2019

Anzac Day Thursday 25 April 2019

Labour Day Monday 6 May 2019

Royal Queensland Show (Brisbane area only) Wednesday 14 August 2019

Queen’s Birthday Monday 7 October 2019

Christmas Day Wednesday 25 December 2019

Boxing Day Thursday 26 December 2019

*If 26 January is a Saturday or Sunday, the public holiday is to be observed on the following Monday.

The electronic version of this circular is available on the HR Circular updates site – http://qheps.health.qld.gov.au/hr/circulars/home.htm.

Employment Relations Human Resource Branch

HR Circular HR Circular 17/18: Show Holidays 2019

The show day holidays for 2019 have been appointed and gazetted by the Minister for Education and Minister for Industrial Relations, under the provisions of the Holidays Act 1983.

Local Councils have identified show holidays for the purposes of their agricultural shows. Where there is not a gazetted show holiday, the Council has identified an ordinary working day in 2019 to be treated as a show holiday for all purposes. Refer Attachment One.

______

HR policies can be accessed via http://qheps.health.qld.gov.au/hr/employment-conditions/policies- index.htm.

The electronic version of this circular is available on the HR Circular updates site – http://qheps.health.qld.gov.au/hr/circulars/home.htm.

Employment Relations Human Resource Branch

Attachment One Hospital and Shire/Region Details Show Day 2019 2019 Date Health Service Cairns and Shire of Croydon Normanton Barra Classic Thursday, 18 April Hinterland 2019 Shire of Mareeba included Atherton Annual Show Tuesday, 9 July 2019 within Irvinebank Myosotis and Western Tablelands Region Atherton Annual Show Tuesday, 9 July 2019 Cassowary Coast Region Innisfail and District Friday, 12 July 2019 Innisfail Annual Show Mareeba Shire Cairns Annual Show Friday, 19 July 2019 Cairns Region Cairns Annual Show Friday, 19 July 2019 Shire of Yarrabah Cairns Annual Show Friday, 19 July 2019 Shire of Douglas Mossman Annual Show Monday, 22 July 2019 Cassowary Coast Region Tully and District Annual Friday, 26 July 2019 Tully Show Shire of Etheridge Etheridge Show/Forsayth Friday, 2 August 2019 Turnout Central Shire of Banana - includes Theodore Annual Show Tuesday, 14 May 2019 Queensland townships of Theodore and Cracow Shire of Banana State Callide Valley Friday, 17 May 2019 Electorate Callide Agricultural and Pastoral Show Shire of Banana - includes Callide Valley Friday, 17 May 2019 townships of Biloela and Agricultural and Pastoral Moura Show Central Highlands Region Capella & District Friday, 24 May 2019 Capella & Tieri Agricultural Show Central Highlands Region Springsure & District Friday, 31 May 2019 Springsure & Rolleston Agricultural Show Central Highlands Region - Emerald and District Wednesday, 5 June Emerald, Blackwater and Agricultural Show 2019 Dingo Shire of Banana - covering Rockhampton Thursday, 13 June parishes Benleith, includes Agricultural Show 2019 township of Baralaba

Isaac Region - South of Rockhampton Thursday, 13 June Clairview and rural areas Agricultural Show 2019 Rockhampton Region Rockhampton Thursday, 13 June Agricultural Show 2019 Shire of Woorabinda Rockhampton Friday, 14 June 2019 Agricultural Show Shire of Livingstone Rockhampton Friday, 14 June 2019 Agricultural Show Gladstone Region Royal Queensland Show Monday, 12 August 2019 Central West Barcaldine Region Alpha Alpha Annual Show Wednesday, 22 May Jericho 2019 Shire of Boulia Boulia Camel Races Monday, 22 July 2019

HR Circular 17/18: Show Holidays 2019 Page 2 of 6

Shire of Winton Winton Outback Festival Friday, 27 September 2019 Barcaldine Region – Aramac, Melbourne Cup Day Tuesday, 5 November Barcaldine and Muttaburra 2019 Townships

Blackall-Tambo Region Melbourne Cup Day Tuesday, 5 November 2019 Longreach Region - Shire of Melbourne Cup Day Tuesday, 5 November Diamantina 2019 Longreach Region Melbourne Cup Day Tuesday, 5 November 2019 Shire of Barcoo - including Melbourne Cup Day Tuesday, 5 November Jundah, Stonehenge and 2019 Windorah Longreach Region Melbourne Cup Day Tuesday, 5 November 2019 Outer Barcoo Shire Melbourne Cup Day Tuesday, 5 November 2019 Children’s City of Brisbane Royal Queensland Show Wednesday, 14 August Health 2019 Queensland Darling Downs Southern Downs Region Stanthorpe Annual Show Friday, 1 February former Stanthorpe Shire 2019 Goondiwindi Region – Inglewood Annual Show Friday, 15 March 2019 former shire of Inglewood Southern Downs Region Warwick Annual Show Friday, 22 March 2019 former Warwick Shire Toowoomba Region Toowoomba Royal Thursday, 28 March Agricultural Show 2019 Western Downs Region Wandoan Show Festival Friday, 5 April 2019 Wandoan Western Downs Region Dalby and District Annual Friday, 12 April 2019 Dalby Show Goondiwindi Region former Goondiwindi Annual Friday, 3 May 2019 Goondiwindi Town Council Show and the former Waggamba Shire Shire of Banana formerly Div Taroom Annual Show Tuesday, 7 May 2019 1 of Taroom Shire Western Downs Region Miles Miles & District Show Tuesday, 21 May 2019 Western Downs Region Chinchilla Annual Show Friday, 24 May 2019 Chinchilla Shire of Cherbourg Royal Queensland Show Monday, 12 August 2019 Toowoomba Region Royal Queensland Show Monday, 12 August Yarraman 2019 South Burnett Region Royal Queensland Show Monday, 12 August 2019 Western Downs Region Tara Royal Queensland Show Monday, 12 August 2019 Goondiwindi Region Parishes Royal Queensland Show Monday, 12 August of Texas 2019 South Burnett Region Royal Queensland Show Monday, 12 August 2019 Gold Coast City of Gold Coast Gold Coast Annual Show Friday, 30 August 2019

HR Circular 17/18: Show Holidays 2019 Page 3 of 6

Mackay Isaac Regional - Moranbah, Clermont Show Day Wednesday, 29 May Clermont, Middlemount and 2019 Dysart Isaac Region Nebo Glenden Mackay Agricultural Thursday, 20 June Show 2019 Mackay Region Mackay Agricultural Thursday, 20 June Show 2019 Mackay Regional Council Mackay Agricultural Thursday, 20 June Show 2019 Whitsunday Region Whitsunday Show Friday, 21 June 2019 Whitsunday Region formerly Bowen Annual Show Tuesday, 25 June 2019 known as Div 1 & 2 Shire of Bowen Whitsunday Region Div 3 Collinsville Annual Show Tuesday, 5 November Shire of Bowen 2019 Metro North Moreton Bay Region Royal Queensland Show Monday, 12 August 2019 Somerset Region Royal Queensland Show Monday, 12 August 2019 City of Brisbane Royal Queensland Show Wednesday, 14 August 2019 Metro South Logan City Royal Queensland Show Monday, 12 August 2019 City of Redland Royal Queensland Show Monday, 12 August 2019 City of Brisbane Royal Queensland Show Wednesday, 14 August 2019 North West Shire of Carpentaria Normanton Show Day Friday, 7 June 2019 Shire of Cloncurry Cloncurry & District Friday, 14 June 2019 Annual Show Mount Isa Electorate Mount Isa Agricultural Friday, 21 June 2019 Show Shire of Mornington Mount Isa Agricultural Friday, 21 June 2019 Show City of Mount Isa Mount Isa Agricultural Friday, 21 June 2019 Show Shire of Doomadgee Doomadgee Day Friday, 23 August 2019 Shire of Burke Melbourne Cup Day Tuesday, 5 November 2019 McKinlay Region Melbourne Cup Day Tuesday, 5 November 2019 South West Maranoa Region - including Roma Agricultural Show Friday, 10 May 2019 Wallumbilla, Roma, Injune and Surat Maranoa Region towns of Mitchell Agricultural Tuesday, 14 May 2019 Mitchell and Mungallala Show Shire of Murweh - includes Charleville & District Friday, 17 May 2019 townships of Augathella, Annual Show Charleville and Morven Shire of Paroo Cunnamulla Show Friday, 24 May 2019 Shire of Bulloo Hungerford Field Day Friday, 7 June 2019 Shire of Balonne that part Royal Queensland Show Monday, 12 August outside of the post code 4486 2019 Shire of Balonne Royal Queensland Show Monday, 12 August 2019

HR Circular 17/18: Show Holidays 2019 Page 4 of 6

South West Shire of Quilpie Melbourne Cup Day Tuesday, 5 November 2019 Sunshine Coast Gympie Region excluding Gympie Annual Show Friday, 17 May 2019 Goomeri Township Sunshine Coast Region - the Maleny Annual Show Friday, 31 May 2019 area of the former Caloundra City Council Sunshine Coast Region Maleny Annual Show Friday, 31 May 2019 former Caloundra City Council Sunshine Coast Region - the Sunshine Coast Friday, 14 June 2019 area of the former Maroochy (Nambour) Show Shire Gympie Region Goomeri Royal Queensland Show Monday, 12 August Township 2019 Shire of Noosa Noosa Show Friday, 6 September 2019 Torres and Weipa Town Area Weipa Fishing Classic Monday, 10 June 2019 Cape Shire of Cook Cairns Annual Show Friday, 19 July 2019 Shire of Hope Vale Cairns Annual Show Friday, 19 July 2019 Shire of Kowanyama Cairns Annual Show Friday, 19 July 2019 Shire of Mapoon Cairns Annual Show Friday, 19 July 2019 Shire of Napranum Cairns Annual Show Friday, 19 July 2019 Shire of Wujal Wujal Cairns Annual Show Friday, 19 July 2019 Shire of Lockhart River Cairns Annual Show Friday, 19 July 2019 Shire of Aurukun Cairns Annual Show Friday, 19 July 2019 Northern Peninsula Area Northern Peninsula Area Friday, 23 August 2019 Region Show Shire of Pormpuraaw Pormpuraaw Show Day Friday, 20 September 2019 Shire of Torres Torres Strait Multi- Friday, 20 September cultural Festival Show 2019 Day Townsville Shire of Flinders - includes Hughenden Show Friday, 31 May 2019 Hughenden Shire of Richmond Richmond Annual Field Friday, 14 June 2019 Day Shire of Burdekin Burdekin Annual Show Wednesday, 26 June 2019 City of Townsville Townsville Annual Show Monday, 1 July 2019 Shire of Palm Island Townsville Annual Show Monday, 1 July 2019 Shire of Hinchinbrook Ingham Annual Show Friday, 5 July 2019 Charters Towers Region Charters Towers Annual Tuesday, 30 July 2019 Show West Moreton City of Ipswich Ipswich Annual Show Friday, 17 May 2019 Scenic Rim Region Royal Queensland Show Monday, 12 August 2019 Somerset Region Royal Queensland Show Monday, 12 August 2019 Lockyer Valley Region Royal Queensland Show Monday, 12 August 2019 Wide Bay North Burnett Region Mundubbera Annual Friday, 10 May 2019 Mundubbera Area Show Fraser Coast Region Fraser Coast Agriculture Friday, 24 May 2019 Show

HR Circular 17/18: Show Holidays 2019 Page 5 of 6

Wide Bay Bundaberg Region Bundaberg Annual Show Thursday, 30 May 2019 (Bundaberg 4670- Childers - 4660) Bundaberg Region 4671 Royal Queensland Show Monday, 12 August 2019 North Burnett Region Royal Queensland Show Wednesday, 14 August Biggenden 2019 North Burnett Region Royal Queensland Show Wednesday, 14 August 2019

HR Circular 17/18: Show Holidays 2019 Page 6 of 6

HR Circular HR Circular 01/19: Amendments to human resources (HR) policy documents

The following HR policy documents have been amended and republished:

HR HR Policy title Version Application Amendments Policy number G13 Operational December • Department • The following additional qualifications have been of Health endorsed by PHOC: (QH- targeted training 2018 POL- endorsed • Prescribed  Certificate II in Cleaning Operations 240-Att) qualifications list Hospital CPP20617 as at 13 and Health  Certificate III in Cleaning Operations December 2018 Services CPP30316 • Non-  Certificate III in Individual Support CHC33015 prescribed  Certificate III in Non-Emergency Patient Hospital Transport CPP20617 and Health  Certificate III in Driving Operations TLI31210 Services  Certificate III in Warehousing Operations TLI31616  Certificate IV in Government Security PSP40316  Diploma in Dental Technology HLT55118  Diploma in Government Security PSP50316  Diploma of Logistics TLI50415  Diploma of Occupational Health and Safety BSB51307 G14 Targeted November • Department • The following additional qualifications have been of Health endorsed by the EB9 Implementation Group: (QH- training for 2018 POL- administrative • Prescribed  Certificate III in Individual Support CCH33015 238-Att) officers (AO2- Hospital  Certificate III in Accounts Administration AO5) - approved and Health FNS30317

qualifications list Services  Certificate IV in Bookkeeping FNS40217 as at 8 • Non-  Certificate IV in Accounting FNS40217 November 2018 prescribed  Diploma of Human Resource Management Hospital BSB50618 and Health  Diploma of Occupational Health & Safety Services BSB51307  Diploma of Business (Procurement) BSB51518  Diploma of Governance BSB52318  Diploma of Accounting FNS50217  Diploma of Payroll Services FNS50417  Diploma of Public Safety PAU50200  Diploma of Government PSP50116  Advanced Diploma of Management BSB60407

HR policies can be accessed via https://www.health.qld.gov.au/system-governance/policies-standards/doh-policy.

Health Employment Directives can be accessed via https://www.health.qld.gov.au/directives/employment/default.asp

The electronic version of this circular is available on the HR Circular updates site – http://qheps.health.qld.gov.au/hr/circulars/home.htm

Employment Relations, Human Resources Branch

HR Circular

HR Circular 02/19: Issue of Health Employment Directives – Visiting Medical Officers

The following health employment directives have been issued:

HED no. Title Effective date

03/18 Visiting Medical Officers: Professional development 8 July 2018 allowance

04/18 Visiting Medical Officers: Interim arrangement - Wage 29 June 2018 increase

05/18 Visiting Medical Officers: Employment framework 3 October 2018

HR policies can be accessed via https://www.health.qld.gov.au/system-governance/policies- standards/doh-policy.

Health Employment Directives can be accessed via https://www.health.qld.gov.au/directives/employment/default.asp

The electronic version of this circular is available on the HR Circular updates site – http://qheps.health.qld.gov.au/hr/circulars/home.htm

Employment Relations Human Resource Branch

Business Case for Significant Change Aged Care Model of Care, North Rockhampton Nursing Centre Acute Medical Model of Care, SAGE Unit, Rockhampton Hospital 1. Purpose of Business Case This document provides an overview of the business case for the proposed reorganisation of the aged care recommissioning (Cecil Pritchard Wing) and model of care at North Rockhampton Nursing Centre (NRNC) and the acute medical model of care at the Sub- Acute Geriatric Evaluation Unit (SAGE) at Rockhampton Hospital. It is intended to support consultation in relation to the proposed changes and invites feedback from affected employees and relevant unions on these proposed changes.

Objectives this proposal will address include the triple threat of growing demand, ageing population and financial pressures as outlined in CQ Health’s Destination 2030. As part of the Destination 2030 Sustainable Future – Roadmap to financial success, potential improvement through aged care bed reallocation has been identified to enable improved patient flow, reduced length of stay (LOS) and subsequent increased activity and income.

The North Rockhampton Nursing Centre, RDWS and Sub-Acute Geriatric Evaluation Unit, Rockhampton Hospital is proposing change in accordance with government policy and relevant industrial obligations.

2. Background North Rockhampton Nursing Centre (NRNC) Bed allocation and Patient Type North Rockhampton Nursing Centre is comprised of 120 beds within the facility, of which 100 are Commonwealth funded beds, and the remaining 20 are State funded beds used for interim care. The facility provides residential aged care accommodation for general high care residents, residents experiencing dementia; and offers interim care and residential Transition Care program. NRNC is divided into 3 units: - Ivy Baker Wing has 38 permanent high care dementia specific beds, as well as one male and one female high care dementia specific respite beds (40 beds in total). - Cecil Pritchard Wing has been under refurbishment since late April 2018 however, is usually allocated 40 Commonwealth funded beds to provide care for general high care residents (40 beds in total). - Westwood Wing historically has 20 permanent Commonwealth funded high care beds, and 20 interim care and Transition Care Program (TCP) Residential bed places (Huxham Unit).

The Interim Care Unit (Huxham) beds have not been used for interim care beds for an extended period of time due to the opening of the SAGE (including maintenance beds) unit at Rockhampton Hospital. Furthermore, since the Cecil Pritchard refurbishment these interim beds places have been utilised for permanent NRNC residents. These beds are generally designed as a temporary stay for patients awaiting a permanent Nursing Home bed, or by the Transition Care Program (TCP) Residential bed places. The Transition Care Program is predominantly a community based model with 30 places available for clients who can be

managed in a community setting, with eight (8) of these being interchangeable licences that can be used in a residential or community setting.

Care and Staffing Requirements There are some variations to the care provisions for Commonwealth Funded Aged care residents compared to interim care patients. Commonwealth funded aged care residents pay for their own medications through a pharmacy of their choice and have their General Practitioner (GP) of choice to cover their medical care requirements which are the responsibility of the residents and/or their family. Allied health care costs are the responsibility of the CQHHS.

For interim care patients, CQHHS has the full responsibility for costs associated with their care including medical officer, medications, pathology and allied health care costs. These are currently being incurred by the maintenance patients in SAGE.

Historically nursing staffing requirements were based on approximately 3.32hrs/patient/day. However, this has changed when the nursing homes moved from the Residential Classification Index to the Aged Care Funding Instrument (ACFI).

Rockhampton Hospital Demand There are multiple admitted patient care types across Rockhampton Hospital including: - Acute Care - Sub-Acute & Non- Acute Patient (SNAP) Care o Palliative care o Rehabilitation care o Geriatric evaluation and management (GEM) o Maintenance care Table 1 SNAP Type patient summary for Rockhampton Hospital – 2017/18 OBDS Total Avg Daily Beds ALOS Purchasing Seps 2017/18 WAU 2017/18 2017/18 Occupied 2017/18 GEM 425 1,256 6,748 18.5 15.9 MAINT 165 592 3,295 9.0 20.0 PALLIATIVE 205 300 1,290 3.5 6.3 REHAB 787 1,216 5,827 16.0 7.4 SNAP TOTAL 1,582 3,364 17,160 47.0 10.8

NOTE: SAGE and Rehabilitation units are under RWDS however included in the above data set to represent patient types admitted at Rockhampton Hospital Campus.

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Sub-Acute Geriatric Evaluation (SAGE) Unit (RDWS) Bed allocation and Patient Type The Sub-Acute Geriatric Evaluation (SAGE) unit was established in September 2015 and although it is located on the 5th floor of Rockhampton Hospital, currently forms part of the Rural and District Wide Services (RDWS) Business Unit. The unit has 27 available beds with an average daily occupied bed utilisation of 26.6 beds. The primary intent of treatment for these patients is no longer ‘acute’, therefore are usually classified as Sub and Non-Acute Patients (SNAP).

Table 2 SAGE patient summary for Rockhampton Hospital – 2017/18 OBDS Total ALOS Avg Daily Beds Purchasing Seps 2017/18 WAU 2017/18 2017/18 2017/18 Occupied Inpatient 66 140.1 376 5.7 1.0 GEM 356 1,156 6,343 17.8 17.4 MAINT 137 490 2,787 20.3 7.6 PALLIATIVE 7 13 68 9.7 0.2 REHAB 3 16 53 17.7 0.1 SNAP TOTAL 503 1,676 9,251 18.4 25.3

Care and Staffing Requirements The care provided for SAGE patients is fully covered the CQHHS. The current nursing staff requirements for the 27-bed SAGE ward is based on approximately 4.82hrs/patient/day (based on 18/19 roster coster) which is notably higher than the NRNC model. In addition, the ward is budgeted for two (2) Senior Medical Officers (SMO), one (1) Registrar/Principal House Officer (PHO), and one (1) Registered Medical Officer (RMO) with in-built relief. It should however be noted that the current occupancy sits at only one (1) SMO. Allied Health support is provided under the Rockhampton Business Unit budget, managed by respective Allied Health leads and is allocated based on patient need.

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Rockhampton Hospital Bed configuration for Medical Division Medical Ward is located on Level 4 of the New Ward Block/Cancer Services Building. The 32-bed ward comprises the following: - 11 isolation rooms including 2 negative pressure rooms - 5 funded Stroke beds - Telemetry capabilities up to 10 beds

Table 3 Medical patient summary for Rockhampton Hospital – 2017/18 OBDS Total Avg Daily Beds Purchasing Seps 2018 WAU 2018 Avg LOS 2018 Occupied Inpatient Total 2,420 4,775 11,491 4.7 31.4 GEM 33 49 203 6.1 0.5 MAINT 11 22 103 9.3 0.2 PALLIATIVE 8 5 16 2.0 0.0 REHAB 30 51 174 5.8 0.4 SNAP Total 82 126 496 6.0 1.3

NOTE: Calculations reflect discharge bed days only, not partial bed days.

The Cancer Inpatient Unit (CIPU) is located on Level 1 of the New Ward Block/Cancer Services Building. The 24-bed ward has a current occupancy approved for 16 beds, however can flex based on staff availability and bed demand.

Table 4 CIPU patient summary for Rockhampton Hospital – 2017/18 OBDS Total Avg Daily Beds Purchasing Seps 2018 WAU 2018 Avg LOS 2018 Occupied

Inpatient Total 722 1,285 3,481 4.8 9.5 GEM 5 9 35 7.0 0.1 MAINT 5 8 44 8.8 0.1 PALLIATIVE 183 263 1,112 6.0 3.0 REHAB 6 9 39 6.5 0.1 SNAP Total 199 290 1,230 6.1 3.3 NOTE: Calculations reflect discharge bed days only, not partial bed days.

Staffing The current staffing requirements for Medical Division inpatient wards is based on patient acuity and therefore have varying staffing ratios. Inpatients generate Activity Based Funding based on the care requirements for the acute episode.

3. Reason for change Destination 2030 describes the ‘triple threat’ facing health care in Central Queensland, which necessitates a focus on improving sustainability of the health service:

 Growing demand – due to factors such as an increase in chronic, lifestyle-related illnesses, population growth, and the availability of increasing treatment and diagnostic options

 Ageing population – Central Queensland’s older population (aged over 65) is expected to grow by 68% over the coming decade

 Financial pressures – Funding may not grow at the same rate as healthcare costs have been growing, making efficiency improvements vital to maintain and improve service standards.

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Over the past calendar year (2018) there has been an average of 20 Medical patients outlying in other wards at Rockhampton Hospital. Often these patients are residing in the Emergency Department (ED) due to lack of bed availability on the wards, with an average ED length of stay (LOS) of 19 hours. This is a significant safety risk for patients as when they outlie on another ward they may not have access to the most appropriate level of patient care (nursing ratios; medical availability; equipment etc).

These bed block issues have been further impacted by the closure of 40 aged care beds at Cecil Pritchard Ward at North Rockhampton Nursing Centre (NRNC) since late April 2018. Patients identified as appropriate for nursing home placement are often housed on the SAGE ward as maintenance type patients. In 2018, there were a total of 165 maintenance type patients (interim care) separated from Rockhampton Hospital which occupied 3295 bed days, equating to an average LOS of 19.97 days. These patients have a significant impact on bed availability for patients awaiting beds on SAGE for assessment and nursing home placement. These patients remain under the care of other medical teams until a SAGE bed is available and the patient is accepted by the Geriatrician, and therefore occupy an acute bed that could otherwise be utilised to treat more acutely unwell patients waiting in ED and other hospital wards. It should be noted that in order to SNAP a patient from one admission type to another admission type (sub-acute to acute OR acute to sub-acute), it is necessary to discharge and re-admit the patient on HBCIS (referred to as an Episode of Care Change). During a hospital stay, it may be necessary to change the patient’s admission type many times, therefore LOS data can be misleading.

Furthermore, the closure of the Cecil Pritchard Ward has resulted in a maximum number of 80 beds available at NRNC with an ALOS of three (3) years, and average separations of one per month. Throughout this time, private nursing homes have still been able to offer placement options, however it is often the case that patients decline the first available placement option, which has inevitably resulted in some delays in maintenance patients being transitioned to CQHHS Residential Aged Care facilities.

3.1 Review A review of the utilisation of aged care and potential aged care (maintenance) bed utilisation was undertaken in January 2019 to determine the most appropriate model of care in preparation of the re-opening of the Cecil Pritchard Wing at NRNC in February 2019. The review also outlined alternate use of SAGE beds for acute medical patients to maximise efficiencies within Rockhampton Hospital as maintenance patients are relocated to NRNC. This included a review of management oversight of the SAGE ward to ensure the ward is managed by the most appropriate Business Unit.

3.2 Outcomes  Improved patient flow including: o Patients being in the most appropriate bed for care needs o Reduced length of stay for nursing home type patients in hospital o Reduced Emergency Department ALOS, acute medical patient bed block and number of medically admitted outliers  Optimisation of nursing home type patient revenues through appropriate aged care bed utilisation  Cost savings for interim care bed management through more cost-effective staffing models enabling the provision of the same level of care for maintenance patients for a lower cost

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

3.3 Scope This project is concerned with the Aged Care and maintenance bed utilisation in preparation for the re-opening of the Cecil Pritchard (CP) Wing at North Rockhampton Nursing Centre (NRNC) in February 2019. Its scope will include:

In Scope  North Rockhampton Nursing Home (Cecil Pritchard, Ivy Baker, Westwood Wing)  Interim care/Maintenance care patients  SAGE GEM and Maintenance patients  Rockhampton Hospital Inpatient bed management

Out of scope  Hospice type patient management  Eventide Nursing Home  Birribi facility and patient management 4. Options

Option 1 – NRNC 120 Commonwealth Aged Care + SAGE 27

Overview of change requirements:  NRNC to increase to 120 Aged Care beds (20 additional allocation aged care licences required)  SAGE unit to remain at 27 beds (16 Maintenance and 11 GEM Beds) – Nil change  Planned reopening of Cecil Pritchard Wing including transition for permanent aged care patients from Westwood Wing (with an increased total capacity)  Staffing recruitment and onboarding for NRNC (including transition) within existing RDWS budget

Benefits/potential impacts:  20 additional aged care places in CQHHS Residential Aged Care Facilities to improve vacancy and potentially reduce length of stay for SAGE patients at Rockhampton Hospital  Nil change to SAGE patient revenue or cost Risks  Minimal potential to improve patient flow and reduce medical outliers in Rockhampton Hospital  Total predicted loss of approximately $5 million with cost of aged care patients outweighing revenue generated  State top up funding built in to budget based on 100 beds, therefore additional 20 beds would require additional top up funding

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

 Re-opening of additional 20 aged care beds would enable transition of appropriate patients, however NRNC ALOS of 3 years and average of 1 discharge per month at NRNC implies slow patient turn over.  No expected increase in activity (WAU) at Rockhampton Hospital due to no change in patient type  Review of SAGE model required to consider more cost-effective staffing and care model

Option 2 – NRNC 120 Commonwealth Aged Care + SAGE (16 GEM/Maintenance + 11 Acute Medical)

Overview of change requirements:  NRNC to increase to 120 Commonwealth aged care beds (20 additional aged care licence required)  Reduction of SAGE from 27 to 16 Beds  Repurpose 11 SAGE beds  Planned reopening of Cecil Pritchard Wing including transition for permanent aged care patients from Westwood wing (with an increased total capacity)  Staffing recruitment and onboarding for NRNC

Benefits/potential impacts:  20 additional aged care places in CQHHS Residential Aged Care Facilities to improve vacancy and potentially reduce length of stay for SAGE patients at Rockhampton Hospital  Potential to repurpose 11 SAGE beds for improved patient flow and reduce medical outliers, resulting in reduced bed pressure, improved capability to meet safe ED LOS, and improved patient safety  Medical Ward outliers able to be managed in one area resulting in an improved efficiency for clinical teams than if outliers admitted to various areas.

Risks  Total predicted loss of approximately $800k with cost of aged care patients outweighing revenue generated, and loss in associated ABF funding from reclassification of SAGE maintenance patients to Commonwealth nursing home patients  State top up funding built in to budget based on 100 beds, therefore additional 20 beds would require additional top up funding

Considerations  Requirement to source additional 20 aged care bed licences. QLD Government has additional licences available for allocation.  Staffing recruitment and onboarding time lag. Gradual transition plan required for staffing and patients for bed opening required.  Bed occupancy at NRNC typically runs at 96%, so there’ll be some fixed costs incurred but no revenues for the time beds are unoccupied  Patient Flow through Rockhampton hospital may continue to be an issue with patient discharge delays from SAGE ward due to no interim beds available at NRNC  Limited opportunity to increase activity (WAU) at Rockhampton Hospital  Review of sub-acute patient management (SAGE model) required to consider more cost-effective staffing and care model with reduced bed numbers  Management and oversight of 11 SAGE beds to be reallocated to Rockhampton Business Unit

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Option 3 – NRNC (100 Aged Care + 20 Interim Care/TCP) + SAGE (16 GEM + 11 Acute Medical) (RECOMMENDED)

Overview of change requirements:  NRNC to return to 100 Aged Care beds (current licences in place) and reopen 20 Interim Care/TCP Beds (existing model re-implemented at NRNC)  Reduction of SAGE from 27 to 16 Sub-acute beds  Repurpose 11 SAGE beds  Planned reopening of Cecil Pritchard Wing including transition for permanent aged care patients from Westwood Wing and identification and transition of patients appropriate for Interim Beds (Huxham)  Staffing recruitment and onboarding for NRNC

Benefits/potential impacts:  ABF revenue from the 11 SAGE maintenance beds would flow to NRNC beds however, with a more cost-effective nursing staffing model in place  20 additional aged care places in CQHHS Residential Aged Care Facilities to improve vacancy and potentially reduce length of stay for SAGE patients at Rockhampton Hospital  Potential to repurpose 11 SAGE beds for improved patient flow and reduced medical outliers, resulting in reduced bed pressure, improved capability to meet safe ED LOS, and improved patient safety  Medical Ward outliers able to be managed in one area resulting in an improved efficiency for clinical teams than if outliers admitted to various areas  Interim unit at NRNC to enable improved flow and aged care bed management

Risks  Ability to fill 20 interim/TCP beds at full capacity to ensure predicted revenue generation  Ultimate medical and allied health staffing and governance needs to be further considered in the workforce plan / model development  Need for capital expenditure and other minor equipment may need to be reviewed (e.g. bed replacement)

Considerations  Management and oversight of 27 SAGE beds (both acute and sub-acute) to be reallocated to Rockhampton Business Unit  Additional costs incurred for Interim patients including medical cover, allied health support, pathology costs, medication cost to be covered with appropriate budget transfer from SAGE cost centre to NRNC cost centre for these patients  Alternative models to be explored for further personalisation of care (e.g. GP cover as alternative to RBU/RDWS medical officer)  Staffing increase requirements should be within existing RDWS budget based on previous model  Staffing recruitment and onboarding time lag. Gradual transition plan required for staffing and patients for bed opening required.  Limited opportunity to increase activity (WAU) at Rockhampton Hospital

(Note: The current and proposed organisational structures in Option 3 are attached)

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

5. Related projects As part of the Aged Care Bed Utilisation Model of Care change project, the workforce model for nursing staff at NRNC will be reviewed and modified to more accurately reflect the skill mix, position occupancy and patient needs of each wing. A concurrent review of rostering practices will be undertaken to ensure consistency and equitable opportunity for all nursing staff.

Modifying current rostering practices will enable NRNC to support provision of high quality health care that meets the patient’s needs whilst also meeting the requirements of the organisation and employees. The activity of rostering uses an understanding of work life balance issues, understanding the skill set required, professional nursing judgement, compliance with industrial awards, legislation and policy, prevention of fatigue in employees, cultural and generational considerations and legal implications within a framework that promotes fairness and equity.

6. Recommendation It is recommended that Option 3 is progressed for the following reasons: Option 3 takes the most proactive approach to patient flow management between acute and aged care with an increase in permanent beds, a dedicated interim unit for patients, and ability to improve flow and reduce admitted medical outliers at Rockhampton Hospital. The model is relatively cost neutral with the transition of patients back to NRNC as per the previously utilised model (Huxham). The marginal cost increase of these patients for NRNC should be met within existing RDWS budget (including required budget transfer from SAGE to NRNC). Cost savings have been identified by transitioning maintenance patients from SAGE to NRNC based on daily nursing costs. Additional work needs to be done to analyse additional costs for an acute model based on staffing requirements and patient acuity, however it is anticipated they would be quite marginal with no change in patient admission or type, and potential gains to be made from increased efficiencies in the SAGE Unit.

7. Next Steps Pre-decision (Business Case for Change)

The following steps will be followed:

Event Task description Action officer Date Concept Decision to develop business case for change ED STAH 16/01/2019 Phase Business Business Case for Change developed and approved Change Advisor w/c 21/01/2019 Case Planning Develop draft models of care for NRNC and SAGE units ND Div. of w/c 21/01/2019 Medicine Identify workforce model to minimise adverse effects of DON, NRNC w/c 21/01/2019 proposed changes – training; establishment; recruitment etc Stakeholder engagement and communication plan with Change Advisor w/c 21/01/2019 supporting materials developed – key messaging; FAQ’s Marketing & etc - completed and approved Communications Manager ED WFD Consultation Change proposal mentioned at relevant LCCs and CFs ND Div. of w/c 21/01/2019 Medicine DON, NRNC

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Email Business Case for Change to relevant CFs out-of- ND Div. of w/c 21/01/2019 session – NaMCF and CQHCF Medicine DON, NRNC Email Business Case for Change to staff and unions, ND Div. of w/c 21/01/2019 advising formal consultation will commence and seeking Medicine support and feedback during this process DON, NRNC Meeting with NRNC & SAGE staff and unions to present ED RDWS w/c 28/01/2019 Business Case for Change and commence consultation ED RHBU (2/52) - two separate meetings on the same day ND Div. of Medicine DON, NRNC Individual meetings held with staff (as required) ED RDWS w/c 28/01/2019 – ED RHBU 08/02/2019 ND Div. of Medicine DON, NRNC Consultation period concludes, and all feedback ED RDWS 11/02/2019 considered by management ED RHBU ND Div. of Medicine DON, NRNC If Options 1 or 2 are not pursued than no further action is required.

If Option 3 is pursued than the following is proposed: Post-decision (Implementation Planning)

Event Task description Action officer Date Consultation Circulate proposed rosters, proposed implementation plan ND Div. of Medicine w/c 11/02/2019 and Business Case for Change at team meeting or by DON, NRNC email and/or letter to staff and union Meeting with staff and unions to communicate decision ED RDWS w/c 18/02/2019 and commence consultation on proposed Implementation ED RHBU Plan (2/52) ND Div. of Medicine DON, NRNC Individual meetings held with affected staff (as required) ED RDWS w/c 18/02/2019 – ED RHBU 01/03/2019 ND Div. of Medicine DON, NRNC Consultation period concludes, and all feedback ND Div. of Medicine 01/03/2019 considered DON, NRNC Change Advisor Finalise Implementation Plan finalised ND Div. of Medicine w/c 04/03/2019 implementation Provide final Implementation Plan to affected staff & DON, NRNC unions Change Advisor Shift rosters published and Trendcare updated Implementation to commence w/c 11/03/2019 Embed Review and consider implementation: DON, NRNC Monthly  PAD’s in place ND Div. of Medicine  LCF meetings  Team meetings  Roster changes  Sick leave – unplanned & trending  Workload management reports Evaluation 6 months post-implementation DON, NRNC October 2019 ND Div. of Medicine Change Advisor

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

8. Supporting Employees through Change

We appreciate this may be a difficult time for affected employees. The following support activities are offered to support staff.  encouragement to contact the Employee Assistance Service (EAS) on 1800 604 640. This confidential service can be accessed through self-referral to OPTUM, the external EAP service provider. Services are available 24 hours a day, seven days a week, and 365 days a year, at no cost. Counselling services are available face to face or by telephone. Additional information available at: http://qheps.health.qld.gov.au/eap/  availability of Organisational Unit management to support staff.

9. Feedback contacts Stakeholders are invited to provide feedback by 11 February 2019 regarding the business case. Feedback may be provided to the following officers by email, phone or face-to-face:

Name Kelsie West Position Project Manager Email [email protected] Phone 4920 5765

Name Grant Burton Position QNMU Union Organiser Email [email protected] Phone 4922 5390

Name Ashleigh Saunders Position Together Queensland Union Organiser Email [email protected] Phone 0419 796 467

Name Craig Sell Position AWU Union Organiser Email [email protected] Phone 0428 240 642

Name Karen Black Position Senior Advisor Organisational Change, Workforce Division Email [email protected] Phone 4920 5627

Name Deb Hirning Position Director of Nursing, Aged Care Clinical & Rehabilitation Svs, RDWS Email [email protected] Phone 4816 8122

Name James Jenkins Position Nursing Director, Division of Medicine, Rockhampton Hospital Email [email protected] Phone 4920 6198

Name Graham Brewitt Position United Voice Union Organiser Email [email protected] Phone 0407 670 503

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

10. Attachments The following attachments are included to support the proposed change to the new service model of care proposal:

 Attachment 1a&1b – Current and Proposed Organisational Structure - RHBU  Attachment 2a&2b – Proposed Organisational Structure - RDWS

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Governance

Project Manager Name Kelsie West

Position Service Transformation and Improvement Officer Strategy Transformation and Allied Health Rockhampton Hospital Signature Date

Project Sponsor/s Name Deb Hirning

Position Director of Nursing Aged Care Clinical and Rehabilitation Services Rockhampton Hospital Signature Date

Name James Jenkins

Position Nursing Director Division of Medicine Rockhampton Hospital Signature Date

Approved / Not approved – Executive Sponsor/s The following delegate has approved / not approved the Business Case for Change Name Kieran Kinsella

Position Executive Director Rural and District Wide Services Signature Date

Name Wendy Hoey

Position Executive Director Rockhampton Hospital Business Unit Signature Date

Document details Owner Karen Black Senior Advisor Organisational Change Contact details [email protected] 4920 5627 Division/Unit Workforce Division, Culture & Performance

Document status DRAFT version 0.2 | 21 January 2019 DRAFT version 0.3 | 23 January 2019

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Attachment 1a: Current Organisational Structure - RHBU

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Attachment 1b: Future Organisational Structure - RHBU

Chief: 32021615 ED Rockhampton Hosp 72005461 Rockhampton Hospital

Chief: 30473790 Nursing Director Med 72004052 Nurse Mgt Medical

Chief: 30467422 NUM Medical Unit Chief: 30467418 NUM Palliative Care 70070236 70070237 Medical Unit Nursing Palliative Care Rockhampton Rockhampton

Chief: 30467426 NUM Coronary Care Chief: 30467409 NUM Paediatric Unit 70070239 70070233 Cardiac Services Paediatrics Rockhampton Rockhampton

Chief: 30467390 NUM Emergency Chief: 30467437 NUM Renal Unit 70070230 70070238 Emergency Nursing Renal Nursing Rockhampton Rockhampton

Chief: 30467400 NUM Intensive Care Chief: 30467390 NUM Emergency 70070240 72003992 Intensive Care Unit Nursing Transit Lounge Rockhampton

Chief: 30467548 NUM Matern & Child 72004676 Chief: 30467548 NUM Matern & Child 72004630 Indigenous Maternal and Maternal and Child Health Infant Outreach

Chief: 32031359 NUM SAGE 72016325 72008605 SAGE Medical Sub Acute Geriatric Evaluation Unit

Chief: 30475394 DON ACCRS 72010050 Senior Medical SAGE

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Attachment 2a: – Current Organisational Structure – RDWS

Chief: 32029607 Exec Director RDWS 72010600 Rural and District Wide Services

Chief: 30475394 DON ACCRS Chief: 30475394 DON ACCRS Chief: 30475394 DON ACCRS Chief: 30475394 DON ACCRS 72000285 72000284 Chief: 30475394 DON ACCRS Chief: 30475394 DON ACCRS 72016325 72010050 72016376 72000286 RMO Medical GARS Senior Medical GARS SAGE Medical Senior Medical SAGE NRNC Mgt Team Mgt Team ACCRS Rockhampton Rockhampton

Chief: 32031359 NUM SAGE Chief: 30467378 NUM Birribi Chief: 32009476 NUM Ivy Baker Wing 72008605 70070249 72016353 Sub Acute Geriatric Birribi Disability Svs NRNC Ivy Baker Wing Evaluation Unit Rockhampton

Chief: 30467429 NUM Rehab Svs Chief: 32011834 NUM TL Comm ACS Chief: 30473652 NUM Cec Prichard 72000287 70070200 72016352 Nursing & Support Aged and Disability Svs NRNC Cec Pritchard Wing Rehabilitation Svs Central Qld

Chief: 32011834 NUM TL Comm ACS Chief: 30476100 DON Eventide Chief: 30494558 NUM Westwood Wing 70070289 70070259 72016354 Transition Care Eventide NRNC Westwood Wing Rockhampton Rockhampton

Chief: 32031358 NUM Sub Acute Chief: 30467452 Nurse Manager NRNC Services Chief: 30467356 NUM Courts Eventide 72016351 72019026 72018205 NRNC Casual Sub Acute Services Eventide Courts

Chief: 30467458 Manager Op Svs Chief: 30467358 NUM Lodges Eventide 70070185 72018206 NRNC Operational Svs Eventide Lodges

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Attachment 2b: – Proposed Organisational Structure – RDWS

Chief: 32029607 Exec Director RDWS 72010600 Rural and District Wide Services

Chief: 30475394 DON ACCRS Chief: 30475394 DON ACCRS 72000285 72000284 Chief: 30475394 DON ACCRS Chief: 30475394 DON ACCRS 72016376 72000286 RMO Medical GARS Senior Medical GARS NRNC Mgt Team Mgt Team ACCRS Rockhampton Rockhampton

Chief: 30467378 NUM Birribi Chief: 32009476 NUM Ivy Baker Wing 70070249 72016353 Birribi Disability Svs NRNC Ivy Baker Wing Rockhampton

Chief: 32011834 NUM TL Comm ACS Chief: 30476100 DON Eventide Chief: 30494558 NUM Westwood Wing 70070289 70070259 72016354 Transition Care Eventide NRNC Westwood Wing Rockhampton Rockhampton

Chief: 32031358 NUM Sub Acute Chief: 30467452 Nurse Manager NRNC Services Chief: 30467356 NUM Courts Eventide 72016351 72019026 72018205 NRNC Casual Sub Acute Services Eventide Courts

Chief: 30467458 Manager Op Svs Chief: 30467358 NUM Lodges Eventide 70070185 72018206 NRNC Operational Svs Eventide Lodges

Business Case: Aged Care Bed Utilisation – NRNC and SAGE | Version 0.3 23-Jan-19

Change Overview – NaMCF & CQHCF members

Dear members

Recently, the Executive Management Team gave in-principle approval to move to an improved Aged Care Model of Care in preparation of the re-opening of the Cecil Pritchard Ward at North Rockhampton Nursing Centre (NRNC) in February 2019. This service improvement was identified following a review of the Aged Care Beds Utilisation at North Rockhampton Nursing Centre and the Sub-Acute and Geriatric Evaluation Unit (SAGE) at Rockhampton Hospital.

With that approval, we are commencing the pre-decision phase of consultation. All feedback will be considered before a final decision is made about the structure. Once a decision is taken, we will consult again about the implementation of the change and how it will affect individuals.

The change process is in accordance with Queensland Health Change Management Guideline 2018.

We are proposing this change to enable better management of patient flow, reduced length of stay (LOS) and subsequent increased activity and income. This will bring a number of benefits:

 Improved LOS for patients awaiting nursing home placement  Reduced medical outliers  Improved patient safety and satisfaction  More appropriate and cost-effective models of care in place Please review the attached Business Case for Change which outlines the reason for the change and the accompanying organisation charts.

Staff forums have been scheduled on Thursday 31 January 2019 for affected staff and unions to discuss issues and ask questions. The pre-decision consultation period will conclude on 14 February 2019.

The Business Case will be tabled at the next scheduled meeting for further discussion. We are seeking confirmation of your support for this proposal and ask that you indicate this by return email by COB 14 February 2019.

Should you have any questions relating to this, please call Kelsie West, Project Manager on 4920 5765.

Kind regards

For and on behalf of Deb Hirning, Project Sponsor James Jenkins, Project Sponsor 29 January 2019

Version 0.1 | 29 January 2019 | Senior Advisor Organisational Change From Burnout to Resilience: 7 things you need to know to turn Stress into Success How would you like to boost your wellbeing? In this two hour interactive workshop you’ll discover how to prevent burnout and maximise your resilience through learning 7 Life Lessons on turning stress into success. You’ll also work through a series of exercises on Mindsets, Coping Skills, Lifestyle and Purpose and complete your own wellbeing plan. Finally, based on the High Performance Teams Framework you will learn how to construct wellbeing strategies to fast track you team’s work / life and wellbeing awareness. Central Highlands Sessions

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02/05/19 12:00pm – 2:00pm Video Conf Room

02/05/19 2:30pm – 4:30pm Video Conf Room

Conference Woorabinda 03/05/19 10:00am – 12:00pm Room Conference 03/05/19 12:30pm – 2:30pm Room From Burnout to Resilience: 7 things you need to know to turn Stress into Success How would you like to boost your wellbeing? In this two hour interactive workshop you’ll discover how to prevent burnout and maximise your resilience through learning 7 Life Lessons on turning stress into success. You’ll also work through a series of exercises on Mindsets, Coping Skills, Lifestyle and Purpose and complete your own wellbeing plan. Finally, based on the High Performance Teams Framework you will learn how to construct wellbeing strategies to fast track you team’s work / life and wellbeing awareness. Gladstone & Banana Sessions Location Date Time Room Alistair Kerr, is an energetic facilitator, psychologist, experienced coach and keynote Baralaba 13/05/19 10:00am – 12:00pm Meeting Room speaker. Alistair is a leading authority on transforming workplace culture in Health and Education and is the co-founder of the Moura 13/05/19 2:00pm – 4:00pm Meeting Room Level Up Program for building High Performance Teams. 14/05/19 8:00am – 10:00am Meeting Room Alistair is seriously passionate about using evidence based strategies to support Theodore 14/05/19 11:30am – 1:30pm Training Room wellbeing and performance at work and over the past 10 years, has successfully delivered major wellbeing, leadership capability, team 14/05/19 2:00pm – 4:00pm Training Room development, change management, workforce, and organisational culture Gladstone 15/05/19 8:00am – 10:00am Education Room 1 interventions across the health, education, state/local government, media, logistics, and 15/05/19 10:30am – 12:30pm Education Room 1 NFP sectors throughout Australia and internationally (Japan, PNG, and Nauru). Alistair is co-author of several books 15/05/19 1:00pm – 3:00pm Education Room 1 including the best seller ‘iTeams: Why High Performance Teams Fit In and Stand Out’ 15/05/19 3:30pm – 5:30pm Education Room 1 and the more recent ‘Level Up: Building The Highest Performance Teams’. Biloela 16/05/19 10:00am – 12:00pm Meeting Room 9

16/05/19 12:30pm – 2:30pm Meeting Room 9

16/05/19 3:00pm – 5:00pm Meeting Room 9

Gladstone 17/05/19 8:00am – 10:00am Education Room 1

17/05/19 10:30am – 12:30pm Education Room 1

17/05/19 1:00pm – 3:00pm Education Room 1 From Burnout to Resilience: 7 things you need to know to turn Stress into Success How would you like to boost your wellbeing? In this two hour interactive workshop you’ll discover how to prevent burnout and maximise your resilience through learning 7 Life Lessons on turning stress into success. You’ll also work through a series of exercises on Mindsets, Coping Skills, Lifestyle and Purpose and complete your own wellbeing plan. Finally, based on the High Performance Teams Framework you will learn how to construct wellbeing strategies to fast track you team’s work / life and wellbeing awareness. Rockhampton March Sessions Location Date Time Room Alistair Kerr, is an energetic facilitator, Rockhampton 25/03/19 8:00am – 10:00am Lecture Room 2 psychologist, experienced coach and keynote speaker. Alistair is a leading authority on 25/03/19 10:30am – 12:30pm Lecture Room 2 transforming workplace culture in Health and Education and is the co-founder of the 25/03/19 1:00pm – 3:00pm Lecture Room 2 Level Up Program for building High Performance Teams. 25/03/19 3:30pm – 5:30pm Lecture Room 2 Alistair is seriously passionate about using evidence based strategies to support 26/03/19 8:00am – 10:00am Lecture Room 1 & 2 wellbeing and performance at work and over the past 10 years, has successfully delivered 26/03/19 10:30am – 12:30pm Lecture Room 1 & 2 major wellbeing, leadership capability, team development, change management, 26/03/19 1:00pm – 3:00pm Lecture Room 1 & 2 workforce, and organisational culture interventions across the health, education, 26/03/19 3:30pm – 5:30pm Lecture Room 1 & 2 state/local government, media, logistics, and NFP sectors throughout Australia and Community 27/03/19 8:00am – 10:00am Meeting Room 1 internationally (Japan, PNG, and Nauru). Health Alistair is co-author of several books including the best seller ‘iTeams: Why High 27/03/19 10:30am – 12:30pm Meeting Room 1 Performance Teams Fit In and Stand Out’ and the more recent ‘Level Up: Building The 27/03/19 1:00pm – 3:00pm Meeting Room 1 Highest Performance Teams’. 27/03/19 3:30pm – 5:30pm Meeting Room 1 Cap Coast 28/03/19 9:00am – 11:00am Group Room 1 28/03/19 11:30am – 1:30pm Group Room 1 28/03/19 2:00pm – 4:00pm Group Room 1 Rockhampton 29/03/19 8:00am – 10:00am Lecture Room 1 & 2 29/03/19 10:30am – 12:30pm Lecture Room 1 & 2 29/03/19 1:00pm – 3:00pm Lecture Room 1 & 2 From Burnout to Resilience: 7 things you need to know to turn Stress into Success How would you like to boost your wellbeing? In this two hour interactive workshop you’ll discover how to prevent burnout and maximise your resilience through learning 7 Life Lessons on turning stress into success. You’ll also work through a series of exercises on Mindsets, Coping Skills, Lifestyle and Purpose and complete your own wellbeing plan. Finally, based on the High Performance Teams Framework you will learn how to construct wellbeing strategies to fast track you team’s work / life and wellbeing awareness. Rockhampton May Sessions Location Date Time Room Alistair Kerr, is an energetic facilitator, Rockhampton 27/05/19 8:00am –10:00am MEU Tute Room 2 psychologist, experienced coach and keynote speaker. Alistair is a leading authority on 27/05/19 10:30am – 12:30pm MEU Tute Room 2 transforming workplace culture in Health and Education and is the co-founder of the 27/05/19 1:00pm –3:00pm MEU Tute Room 2 Level Up Program for building High Performance Teams. 27/05/19 3:30pm –5:30pm MEU Tute Room 2 Alistair is seriously passionate about using evidence based strategies to support 28/05/19 8:00am –10:00am Lecture Room 1 wellbeing and performance at work and over the past 10 years, has successfully delivered 28/05/19 10:30am – 12:30pm Lecture Room 1 major wellbeing, leadership capability, team 28/05/19 1:00pm –3:00pm Lecture Room 1 development, change management, workforce, and organisational culture 28/05/19 3:30pm –5:30pm Lecture Room 1 interventions across the health, education, state/local government, media, logistics, and 29/05/19 8:00am –10:00am Lecture Room 1 NFP sectors throughout Australia and internationally (Japan, PNG, and Nauru). Alistair is co-author of several books 29/05/19 10:30am – 12:30pm Lecture Room 1 including the best seller ‘iTeams: Why High 29/05/19 1:00pm –3:00pm Lecture Room 1 Performance Teams Fit In and Stand Out’ and the more recent ‘Level Up: Building The 29/05/19 3:30pm –5:30pm Lecture Room 1 Highest Performance Teams’. Mount 30/05/19 9:00am –11:00am Multipurpose Room Morgan 30/05/19 11:30am –1:30pm Multipurpose Room 30/05/19 2:00pm –4:00pm Multipurpose Room Rockhampton 31/05/19 8:00am –10:00am Lecture Room 1 & 2 31/05/19 10:30am – 12:30pm Lecture Room 1 & 2 31/05/19 1:00pm –3:00pm Lecture Room 1 & 2 From Burnout to Resilience: 7 things you need to know to turn Stress into Success

How would you like to boost your wellbeing? In this two hour interactive workshop you’ll discover how to prevent burnout and maximise your resilience through learning 7 Life Lessons on turning stress into success. You’ll also work through a series of exercises on Mindsets, Coping Skills, Lifestyle and Purpose and complete your own wellbeing plan. Finally, based on the High Performance Teams Framework you will learn how to construct wellbeing strategies to fast track you team’s work / life and wellbeing awareness. Key Workshop Concepts: Part 1 - Resiliency vs Burnout: Part 2 - High Performance Teams: The 7 Things You Need to Know KPI4 – Work / Life and Wellbeing • The waves of life – What Stresses You Out? • Matching Team Building with Trust • Wipeouts - Your Stress response • Team Wellbeing Conversations • Element 1 – Mindsets • Element 2 – Emotions • Element 3- Lifestyle • Element 4 – Purpose Coming March 2019 to CQ Health

Alistair Kerr, is an energetic facilitator, psychologist, experienced coach and keynote speaker. Alistair is a leading authority on transforming workplace culture in Health and Education and is the co-founder of the Level Up Program for building High Performance Teams. Alistair is seriously passionate about using evidence based strategies to support wellbeing and performance at work and over the past 10 years, has successfully delivered major wellbeing, leadership capability, team development, change management, workforce, and organisational culture interventions across the health, education, state/local government, media, logistics, and NFP sectors throughout Australia and internationally (Japan, PNG, and Nauru). Alistair is co-author of several books including the best seller ‘iTeams: Why High Performance Teams Fit In and Stand Out’ and the more recent ‘Level Up: Building The Highest Performance Teams’.

EXECUTIVE MANAGEMENT TEAM COMMITTEE REPORT

COMMITTEE:

NAME:

DATE:

CURRENT COMMITTEE ACTIVITES:

CURRENT RISKS BEING MANAGED BY THE COMMITTEE:

KEY ACHIEVEMENTS IN LAST 3 MONTHS:

SUPPORT REQUIRED FROM EMT: