DOCSLIB.ORG

Target Audience

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Target Audience Position Description Central Gippsland Health Service Service: Environmental Services Position Title: Orderly/Cleaner Classification level: KG4/IJ1 Reports to: Environmental Services Manager The Service: The structure: Central Gippsland Health Service (CGHS) is the major provider of health and residential aged care services in the Wellington Shire with more than 70 acute beds: 180 high and low care residential aged care beds, as well as 15 Director of Nursing independent living units. Acute services are situated at Sale (incorporating an Operating Suite, Emergency Department, Critical Care Unit, Obstetrics, Level 2 Nursery and Paediatric services) with some acute beds located at Maffra and Heyfield. CGHS is an integrated health service providing a wide Environmental Services range of primary health and community support services; Manager including Home and Community Care (HACC) throughout the Shire of Wellington with community centres at Maffra, Sale, Heyfield, Rosedale and Loch Sport, and residential services at Sale, Maffra and Heyfield. The Environmental Services Department is responsible for Orderly/Cleaner providing many and varied services to all areas of Central Gippsland Health Service. Services include: Portering services, linen collection and delivery, patient/specimen/histories transfers All aspects of housekeeping /cleaning Ensuring that the CGHS campuses meet the Victorian Government's hospital cleaning standards. Effective waste management of both clinical and general waste and carrying out waste audits. Supporting a safe and secure environment for patients, visitors and staff. Approximately 900 staff fill the equivalent of 620 Full Time positions. Decision making / delegation This position is at operational level and will have input into planning and decision making processes as part of the service team. This position reports to the Environmental Services Manager who holds a delegated authority to the level of Department Head/Manager in accordance with “CGHS Instrument of Delegation”. Also reporting to Nurse Unit Manager of relevant unit when performing Cleaning duties in the ward area. The work context: The Orderly/Cleaner works collaboratively in a team environment that requires the incumbent to interact effectively within the Environmental Services Department and more broadly with staff and patients from CGHS Prompt Doc No: CGH0002201 v1.0 Approval Date: 04/02/2013 Review & Update by: 04/02/2016 Page 1 of 8 TemplateW v002 UNCONTROLLED WHEN DOWNLOADED in the conduct of the Hospital Attendant function. The purpose of the position: The position scope is to contribute to the maintenance of a clean and safe environment for patients, staff and visitors to CGHS whilst achieving and maintaining high standards of quality care and service, reliability and safety, upholding and fulfilling the organizations vision, mission and values. This will occur within the principles of care coordination, where patients/clients/residents have access to a highly coordinated health care and community support system. The key responsibilities of the role: Specific Responsibilities Undertake all scheduled duties according to the position description. Undertake duties in accordance with the cleaning and infection control standards. Safe and timely transportation of patients within the health service. Cleaning of various areas in the health service as nominated by the Environmental Services Manager Waste collection/disposal Furniture removal Pest control, as directed Adherence to no-lift techniques including patient and trolley transfers. Restocking environmental services supplies Ensuring the departments equipment, furniture and facilities are maintained in good working order Follow CGHS procedures for making arrangements for necessary repairs and maintenance. Working with chemicals and cleaning equipment in line with OH&S and infection control guidelines. Ensure appropriate standards are met when cleaning equipment and/or blood spills. Transporting of beds and equipment throughout the hospital. Escort staff to and from the hospital as requested. Monitor and support the security of the health service environment. Assist in the management of disruptive patients/visitors in line with CGHS guidelines Completion of checklists, quality audit tools as required Transportation of deceased persons to mortuary and if required prepare deceased persons for viewing Maintain an effective process of care when confronted with differing values and beliefs. Liaise with others to ensure that the rights of individuals/ groups are maintained. Liaise with others to ensure that the spiritual, emotional and cultural needs of individuals/groups are met. Participate in team meetings Ensure communication, reporting and documentation are timely and accurate. There may be department specific requirements that are not described above Generic Responsibilities Work collaboratively with all members of the multidisciplinary team to facilitate integrated person- centred care leading to timely and effective client discharge. Actively participate in quality activities and accreditation processes in accordance with standard practice. Manage OH&S consistent with overall OH&S programs, policies and procedures within CGHS and also: look after your own health; look out for the health and safety of others in the workplace; follow safe work practices; report hazards and injuries; participate in agency health promotion initiatives and Prompt Doc No: CGH0002201 v1.0 Approval Date: 04/02/2013 Review & Update by: 04/02/2016 Page 2 of 8 TemplateW v002 UNCONTROLLED WHEN DOWNLOADED support healthy lifestyle choices for staff Contribute extensively to the development of an annual capability development plan designed to support you to: achieve your personal goals and objectives; live ethically within your personal value system; and enthusiastically support CGHS to achieve our strategic and service delivery goals and objectives Support patient, client and community participation in decisions in all aspects of the service Work within agency policies, procedures and code of conduct Participate in mandatory education as it relates to your specific roles and responsibilities. This may include: o Fire Safety o Manual Handling / Back Care o Minimal/No Lift (As appropriate) o CPR (As appropriate) o Infection Control – as it relates to the employees designated work role o Others Typical work schedule: Covering all shifts (day, night, weekdays, weekends and public holidays) as stated in individual contract 0700hrs – 1900hrs, 1900hrs – 0700hrs, 7 days a week Relationship to Strategic Plan: Key Issue / Strategy Level of responsibility Population health planning Support the position of CGHS. Workforce Capability Participate in workforce capability planning for you and for others within your workgroup. Support your own and others capability development, including providing learning support within your work group. Acute Services Sustainability Contribute to continuous improvement and quality of care pathways for patients receiving care at CGHS. Participate in organizational structures and processes that puts the patient at the centre of care and ensures a timely, effective, efficient, supported and integrated response from CGHS. Sustainability of Specialist Medical Support the position of CGHS. Services Care coordination Support the position of CGHS and contribute to this evolving strategy. Koori wellbeing Support and assist CGHS to take affirmative action with regard to Aboriginal and Tories Strait Islanders. Advocate and support service delivery needs as directed. Cultural and linguistic diversity(CALD) Ensure patients from culturally and linguistically diverse backgrounds experience equitable access to services to maximize their health and well-being. HACC Competitiveness Ensure residents from culturally and linguistically diverse backgrounds experience equitable access to services to maximize their health and well-being. Business Units – Medical Imaging Support the position of CGHS. Business Units – Linen Service Support the position of CGHS. Building Infrastructure Support the position of CGHS. Junior Medical Staff Support the position of CGHS. Accommodation Energy Efficiency Promote efficient use of resources though effective decision making to minimize waste. Prompt Doc No: CGH0002201 v1.0 Approval Date: 04/02/2013 Review & Update by: 04/02/2016 Page 3 of 8 TemplateW v002 UNCONTROLLED WHEN DOWNLOADED Qualifications: Relevant vocational qualifications and/or preparedness to undertake appropriate training Current Security License Required experience / other (not covered by leadership and technical capabilities) Clear police check Current Victorian Drivers License Leadership Capabilities THINKS CREATIVELY AND SOLVES PROBLEMS EFFECTIVELY Understands the work area’s direction and how it delivers its service Links own work to the health service’s work priorities Applies creative approaches to issues and problems. Shows judgement, intelligence and common-sense. ACHIEVES RESULTS Responds to client needs and organizes resources Shares expertise and uses technology effectively Adapts to and implements change Delivers on intended results. DEMONSTRATES PERSONAL DRIVE AND INTEGRITY Demonstrates professionalism and acts ethically Engages with risk and shows personal courage and resilience Takes personal responsibility for meeting objectives and progressing work Demonstrates self-awareness and a commitment to personal development. COMMUNICATES EFFECTIVELY
Load more

Recommended publications
  • Patient Referral Guidelines
    SULTANATE OF OMAN MINISTRY OF HEALTH MANUAL ON PATIENT REFERRAL GUIDELINES SECOND EDITION – 2004 DIRECTORATE GENERAL OF HEALTH AFFAIRS 1 PREFACE Patient Referral system is the back-bone of health services infrastructure, offering highest possible levels of health services to each and every member of the community through a network of Primary, Secondary, & Tertiary Health Care providing institutions. MOH assigns high priority to this essential component of health services, evidenced by a recent National Workshop and revision of the Manual on Patient Referral Guidelines within five years of publication of the previous edition of the manual. Manual on Patient Referral Guidelines has been revised in consideration with the changing needs of the community, rapid development of health services in Oman, and changing concepts in the medical profession. We have also attempted to make the referral system even more patient friendly, as well as making the manual user-friendlier. Following changes in the manual (and policies therein) make it simpler to read and understand, despite further elaboration of referral protocols and inclusion of beneficial and relevant information. 1. Permissibility of skipping service levels with certain explicit criteria applied. Thereby, offering referring clinicians a margin to select appropriate referral institution and save precious time of patients, making the referral system more patient friendly. 2. Necessary amendments in the Patient Referral Form, making it suitable to serve the purpose as an appointment request form and monitoring the referral system as well. 3. Revision of concepts and definitions for referral assessment criteria, and their incorporation in Monitoring & Reporting system. 4. Inclusion of scientific definitions for clinical categories of referrals i.e.
    [Show full text]
  • The Provision of American Medical Services at Or Via Southampton During WWII
    The Provision of D-Day: American Medical Stories Services at or via from Southampton the Walls during WWII During the Maritime Archaeology Trust’s National Lottery Heritage Funded D-Day Stories from the Walls project, volunteers undertook online research into topics and themes linked to D-Day, Southampton, ships and people during the Second World War. Their findings were used to support project outreach and dissemination. This Research Article was undertaken by one of our volunteers and represents many hours of hard and diligent work. We would like to take this opportunity to thank all our amazing volunteers. Every effort has been made to trace the copyright hold-ers and obtain permission to reproduce this material. Please do get in touch with any enquiries or any information relating to any images or the rights holder. The Provision of American Medical Services at or via Southampton during WWII Contents Introduction ..................................................................................................................................... 2 Planning for D-Day and Subsequently ............................................................................................. 2 Royal Victoria Hospital, Netley near Southampton ......................................................................... 3 Hospital Trains .................................................................................................................................. 5 Medical Services associated with 14th Port ...................................................................................
    [Show full text]
  • Fleet Medicine Pocket Reference 2001
    Fleet Medicine Pocket Reference 2001 Surface Warfare Medicine Institute This booklet is designed to be useful to senior medical officers filling billets for CATF Surgeons and Officers-in-Charge of Fleet Surgical Teams. The information herein is derived from primary sources that are usually identified within the text. Non-referenced information is included in order to tap the experience of previous CATF Surgeons. Please send all correspondence concerning the content and style of this booklet to CDR Ralph Pene, MC, USN, at the address below. All feedback is useful, and updates are scheduled for release annually. This 2001 edition was updated by CDR Doug Kempf, MC, USNR. Surface Warfare Medicine Institute Building 500, Room 114 50 Rosecrans Street Naval Submarine Base San Diego CA 92106-4408 (619) 553-0097 email: [email protected] TABLE OF CONTENTS Acronyms and Abbreviations ................................................... 5 Bibliography............................................................................ 11 Blood Program ...................................................................... 14 BUMED-14 Message ............................................................. 23 Casualty Receiving and Treatment Ships .............................. 24 CATF Surgeon Tasks............................................................. 30 CLF Surgeon Tasks ............................................................... 32 Communications .................................................................... 33 Crisis Management
    [Show full text]
  • Review Style Sheet
    xxxxxxxxxx Canadian Military Hospitals at Sea 1914-1919 Jonathan C Johnson, OTB S there was an ocean between Canada and the fighting during WWI, the movement of casualties needing lengthy treatment required special arrangements. Many of the Acasualties returning home, especially in 1915 and 1916, came back to Canada on relatively empty troop ships (ex-passenger ships) and were accompanied by a small medical team. The more serious casualties came home on either hospital ships or ambulance transports, most of which were equipped as floating convalescent hospitals. Hospital ships and ambulance transports generally were identically equipped. The former were commissioned naval auxiliaries painted white with green stripe and large red crosses and protected by the Geneva Convention (Figure 1). The latter were normal naval auxiliaries painted troop ship colours that sailed in convoy and were not protected by the Geneva Figure 1. Colour postcard of HMHS LETITIA with the correct Convention. Like most military colour scheme for a commissioned hospital ship under the Geneva Convention. units each ship had an ‘Orderly Room’ where mail could be posted and, if lucky, picked up upon arrival at port. Military service personnel overseas could post mail unpaid. For much of the war, the Canada Post Office added postage upon arrival in Canada so postage due would not be applied. Canada had six hospital ships and ambulance transports during WWI. Of this number, two were lost while in service. A return trip from Liverpool to Canada and back took one month. HMCHS PRINCE GEORGE The HMCHS PRINCE GEORGE was Canada’s only naval hospital ship.
    [Show full text]
  • South Dakota Health and Educational Facilities Authority (The “Authority”) Will Issue Its $213,690,000* Revenue Bonds
    PRELIMINARY OFFICIAL STATEMENT DATED AUGUST 14, 2017 NEW ISSUE RATINGS: See “RATINGS” herein. BOOK-ENTRY ONLY Subject to compliance by the Authority and the Members of the Obligated Group with certain covenants, in the opinion of Bond Counsel, under present law, interest on the Series 2017 Bonds is excludable from gross income of the owners thereof for federal income tax purposes and is not included as an item of tax preference in computing the alternative minimum tax for individuals and corporations. See “TAX EXEMPTION” herein for a more complete discussion. $213,690,000* SOUTH DAKOTA HEALTH AND EDUCATIONAL FACILITIES AUTHORITY Revenue Bonds, Series 2017 (Regional Health) Dated: Date of Delivery Due: September 1, as shown on the inside front cover Maturities, Principal Amounts, Interest Rates, Yields/Prices and CUSIPs® as Shown on the Inside Front Cover The South Dakota Health and Educational Facilities Authority (the “Authority”) will issue its $213,690,000* Revenue Bonds, Series 2017 (Regional Health) (the “Series 2017 Bonds”) through a book-entry system under a Bond Trust Indenture dated as of September 1, 2017 (the “Bond Indenture”), between the Authority and The First National Bank in Sioux Falls, as bond trustee for the Series 2017 Bonds (the “Bond Trustee”), and loan the proceeds thereof to Regional Health, Inc., a South Dakota nonprofit corporation (the “Corporation”), for the purpose of financing the improvement of certain facilities of the Corporation and other Members of the Obligated Group (as defined herein) located in South Dakota and refunding all or a portion of certain outstanding bonds. See “PLAN OF FINANCE” herein.
    [Show full text]
  • Fm 8-10-14 Employment of the Combat Support Hospital Tactics, Techniques, and Procedures
    FM 8-10-14 FIELD MANUAL HEADQUARTERS No. 8-10-14 DEPARTMENT OF THE ARMY Washington, DC, 29 December 1994 FM 8-10-14 EMPLOYMENT OF THE COMBAT SUPPORT HOSPITAL TACTICS, TECHNIQUES, AND PROCEDURES Table of Contents PREFACE CHAPTER 1 - HOSPITALIZATION SYSTEM IN A THEATER OF OPERATIONS 1-1. Combat Health Support in a Theater of Operations 1-2. Echelons of Combat Health Support 1-3. Theater Hospital System CHAPTER 2 - THE COMBAT SUPPORT HOSPITAL 2-1. Mission and Allocation 2-2. Assignment and Capabilities 2-3. Hospital Support Requirements 2-4. Hospital Organization and Functions 2-5. The Hospital Unit, Base 2-6. The Hospital Unit, Surgical CHAPTER 3 - COMMAND, CONTROL, AND COMMUNICATIONS OF THE COMBAT SUPPORT HOSPITAL DODDOA-004215 ACLU-RDI 320 p.1 3-1. Command and Control 3-2. Communications CHAPTER 4 - DEPLOYMENT AND EMPLOYMENT OF THE COMBAT SUPPORT HOSPITAL 4-1. Threat 4-2. Planning Combat Health Support Operations 4-3. Mobilization 4-4. Deployment 4-5. Employment 4-6. Hospital Displacement 4-7. Emergency Displacement 4-8. Nuclear, Biological, and Chemical Operations APPENDIX A - TACTICAL STANDING OPERATING PROCEDURE FOR HOSPITAL OPERATIONS A-1. Tactical Standing Operating Procedure A-2. Purpose of the Tactical Standing Operating Procedure A-3. Format for the Tactical Standing Operating Procedure A-4. Sample Tactical Standing Operating Procedure (Sections) A-5. Sample Tactical Standing Operating Procedure (Annexes) APPENDIX B - HOSPITAL PLANNING FACTORS B-1. General B-2. Personnel and Equipment Deployable Planning Factors B-3. Hospital Operational Space Requirements B-4. Logistics Planning Factors (Class 1, II, III, IV, VI, VIII) APPENDIX C - FIELD WASTE Section I - Overview DODDOA-004216 ACLU-RDI 320 p.2 • C-1.
    [Show full text]
  • Joint CAFM Comments on the FY 2022 IPPS Proposed Rule
    June 8, 2021 The Honorable Chiquita Brooks-LaSure Administrator Centers for Medicare & Medicaid Services Department of Health and Human Services 7500 Security Boulevard Baltimore, MD 21244 Re: CMS-172-P; Medicare Program; Hospital Inpatient Prospective Payment Systems for Acute Care Hospitals and the Long-Term Care Hospital Prospective Payment System and Proposed Policy Changes and Fiscal Year 2022 Rates Dear Administrator Brooks-LaSure: On behalf of the Council of Academic Family Medicine (CAFM), including the Society of Teachers of Family Medicine, Association of Departments of Family Medicine, Association of Family Medicine Residency Directors, and the North American Primary Care Research Group, as well as the American Academy of Family Physicians (AAFP) we write to provide comments on the FY 2022 Medicare Inpatient Prospective Payment System proposed rule. The Graduate Medical Education (GME) provisions included in the Consolidated Appropriations Act, 2021, will help strengthen the GME program and diversify training options for resident physicians. A recent report projects that the U.S. will face a shortage of between 54,100 and 139,000 physicians by 2033.1 Currently, most physicians are trained at large academic medical centers in urban areas. Evidence indicates physicians typically practice within 100 miles of their residency program, meaning that the current distribution of trainees also leads to physician shortages in medically underserved and rural areas.2 These shortages result in access barriers and disparities in health outcomes for Medicare beneficiaries and other patients living in rural communities.3 However, our organizations believe that the implementation of these GME provisions could help to correct the maldistribution of physicians and ultimately improve equitable access to high-quality care.
    [Show full text]
  • Medical Railroading During the Korean War 1950-1953
    Medical Railroading During the Korean War By Dr. Eric A. Sibul PhD Baltic Defence College, Tartu, Estonia 1950-1953 hile the role of rail transportation during the of the conflict were carefully studied in Prussia and other American Civil War, World War I, and World German states.3 In the Franco-Prussian War (1870-1871), WWar II has largely been acknowledged by historians, the the Prussians improved on American evacuation concepts, importance of railroads in the Korean War 1950-1953, devising an elaborate medical evacuation system based on like the conflict itself, has mostly been forgotten. Both railway transport. The relatively small number of deaths sides, the United Nations Command and the Communist from wounds of German forces attested to the success of forces, relied heavily on railroad transportation during this system. Casualties were evacuated from the front lines the hostilities. to the interior of Germany by special trains that were staffed Though described as a limited war, the Korean Conflict by surgeons, nurses, pharmacists, and cooks. The most was not a small war: Large quantities of men and materiel heavily wounded were removed from the train into hospitals moved up and down the Korean peninsula. Due to the situated in towns nearest the frontier, and their places were inherent efficiency of railways in large-scale movements filled with men whose wounds were healing; the process and the inadequacy of roads and air transport, railways held continued into the interior of Germany. Observers of the a paramount role in UNC-theater military transportation. German medical evacuation system noted the favorable Approximately 95 percent of all supplies that were cleared effect on the morale of soldiers.
    [Show full text]
  • Preparing Your ICU for Disaster Response
    PREPARING YOUR ICU FOR DISASTER RESPONSE J. Christopher Farmer, MD, FCCM, Editor Randy S. Wax, MD, FCCM, Editor Marie R. Baldisseri, MD, FCCM, Editor ix CONTENTS FOREWORD xi CHAPTER ONE What Matters? The Role of an ICU During Disaster 1 D. E. Amundson, MS, DO, FCCM; Mary J. Reed, MD, FCCM TWO Assessing Your ICU: Are You Ready to Respond to Disaster? 9 John S. Parrish, MD; Jeffry L. Kashuk, MD THREE Leadership During a Disaster 23 Asha Devereaux, MD, MPH; Jeffrey R. Dichter, MD FOUR Building an ICU Response Plan for Disasters 49 Christian Sandrock, MD, MPH, FCCP FIVE Implementing an Effective ICU Disaster Response Plan 67 Vincent M. Nicolais, MD, Macp, FCCM; Elizabeth Bridges, PhD, RN, CCNS, FAAN, FCCM SIX Communication During Disaster 79 James A. Geiling, MD, FCCM SEVEN How to Build ICU Surge Capacity 93 Lisa Burry, PharmD; Dauryne L. Shaffer, MSN EIGHT Ethical Decision Making in Disasters: Key Ethical Principles 107 and the Role of the Ethics Committee Dan R. Thompson, MD, MA, Facp, FCCM NINE Behavioral Health Issues 117 Merritt Schreiber, PhD; Sandra Stark Shields, LMFT, ATR-BC, CTS; Dan Hanfling, MD TEN Pediatric Considerations: What Is Needed in My ICU to 127 Care for These Casualties? Dana A. Braner, MD, FCCM; JoDee M. Anderson, MD, MEd APPENDIX ONE Disaster Education and Training Resources 141 Abhijit Duggal, MD, MPH, Facp; Jonathan Simmons, DO, MS; Pablo A. Perez D’Empaire, MD TWO Additional Resources and Websites 151 Brittany A. Williams, MS, Bsrt, NREMT-P x THREE Clinical Strategies During Disaster Response 155 John L. Hick, MD FOUR Developing an ICU Supply and Other Templates for 173 Disaster Response Lisa Burry, PharmD; Jana A.
    [Show full text]
  • Employment of the Combat Support Hospital Tactics, Techniques, and Procedures
    FM 8-10-14 Table of Contents RDL Document Download Homepage Information Instructions FM 8-10-14 FIELD MANUAL HEADQUARTERS No. 8-10-14 DEPARTMENT OF THE ARMY Washington, DC, 29 December 1994 FM 8-10-14 EMPLOYMENT OF THE COMBAT SUPPORT HOSPITAL TACTICS, TECHNIQUES, AND PROCEDURES Table of Contents PREFACE CHAPTER 1 - HOSPITALIZATION SYSTEM IN A THEATER OF OPERATIONS http://www.adtdl.army.mil/cgi-bin/atdl.dll/fm/8-10-14/toc.htm (1 of 9) [1/9/2002 10:43:35 AM] FM 8-10-14 Table of Contents 1-1. Combat Health Support in a Theater of Operations 1-2. Echelons of Combat Health Support 1-3. Theater Hospital System CHAPTER 2 - THE COMBAT SUPPORT HOSPITAL 2-1. Mission and Allocation 2-2. Assignment and Capabilities 2-3. Hospital Support Requirements 2-4. Hospital Organization and Functions 2-5. The Hospital Unit, Base 2-6. The Hospital Unit, Surgical CHAPTER 3 - COMMAND, CONTROL, AND COMMUNICATIONS OF THE COMBAT SUPPORT HOSPITAL 3-1. Command and Control 3-2. Communications CHAPTER 4 - DEPLOYMENT AND EMPLOYMENT OF THE COMBAT SUPPORT HOSPITAL 4-1. Threat 4-2. Planning Combat Health Support Operations 4-3. Mobilization 4-4. Deployment http://www.adtdl.army.mil/cgi-bin/atdl.dll/fm/8-10-14/toc.htm (2 of 9) [1/9/2002 10:43:35 AM] FM 8-10-14 Table of Contents 4-5. Employment 4-6. Hospital Displacement 4-7. Emergency Displacement 4-8. Nuclear, Biological, and Chemical Operations APPENDIX A - TACTICAL STANDING OPERATING PROCEDURE FOR HOSPITAL OPERATIONS A-1. Tactical Standing Operating Procedure A-2.
    [Show full text]
  • Accounting for the Invisible Work of Hospital Orderlies: Designing For
    Accounting for the Invisible Work of Hospital Orderlies: Designing for Local and Global Coordination Allan Stisen, Nervo Verdezoto, Henrik Blunck, Mikkel Baun Kjærgaard, and Kaj Grønbæk Department of Computer Science, Aarhus University Aarhus, Denmark {allans, nervo, blunck, mikkelbk, kgronbak}@cs.au.dk ABSTRACT from it” [45, p. 58]. Invisible work includes situations The cooperative, invisible non-clinical work of hospital where the result of the work is visible but the person doing orderlies is often overlooked. It consists foremost of the work is somehow invisible as in the case of design work transferring patients between hospital departments. As the [28], domestic work (e.g., cleaning) and other kinds of overall efficiency of the hospital is highly dependent on the service work [41]. There are also situations in which the coordination of the work of orderlies, this study investigates person performing the work is quite visible but some of the the coordination changes in orderlies’ work practices in work is “functionally invisible” [41, p. 20] or taken for connection to the implementation of a workflow application granted. The work (e.g., registering appointments, at the hospital. By applying a mixed methods approach monitoring patients, taking medication) performed by (both qualitative and quantitative studies), this paper calls secretaries, nurses, patients, families, and “on-call” service for attention to the changes in orderlies’ coordination workers, are examples of work that often remains in the activities while moving from a manual and centralized form background [28, 41, 48]. Making this work more visible to a semi-automatic and decentralized approach after the [45], through technology [37, 42], can support the practices introduction of the workflow application.
    [Show full text]
  • Healthcare You See an Efficient, State-Of-The-Art Hospital We See Our Essential Services Redefining Healthcare
    HEALTHCARE YOU SEE AN EFFICIENT, STATE-OF-THE-ART HOSPITAL WE SEE OUR ESSENTIAL SERVICES REDEFINING HEALTHCARE. REDEFINING HEALTHCARE. Spotless works with more than 25 hospitals and health boards across Australia and New Zealand: • Bathurst Hospital • Mercy Ascot • Bay of Plenty District • Modbury Hospital Health Board • Northern Hospital, • Bendigo Hospital Broadmeadows Health • Blenheim Hospital • Northland District Health Board • Calvary Health • Orange Hospital • Canterbury District • Royal Children’s Hospital Health Board • Royal Eye and Ear Hospital • Capital and Coast District • Rotorua Hospital Health Board • Sunshine Coast University Hospital • Central Alliance District Health Board • Tauranga Hospital • Flinders Medical Centre • The Alfred Hospital • Lakes District Health Board • Timaru Hospital • Masterton Hospital • Westcoast District Health Board At Spotless, the safety of our employees, contractors, clients and the community is paramount. We believe safety awareness is not just work-related—it’s about a personal commitment to injury prevention 24 hours a day, 7 days a week. A TRUSTED PARTNER Spotless has a 40-year history of supporting the daily operations of hospitals across Australia and New Zealand. We are not simply a supplier, but a trusted partner. Trusted to deliver care-associated services, that creates a safe environment for hospital staff, patients and their guests. As healthcare providers we support hospitals and senior living facilities. Every year Spotless delivers more than 3.5 million hours of non-clinical
    [Show full text]