Future Hospital Program

Annual Report 2017 - 2018 Published by the State of Queensland (Metro South Health), November 2018

This document is licensed under a Creative Commons Attribution 3.0 Australia licence. To view a copy of this licence, visit creativecommons.org/licenses/by/3.0/au © State of Queensland (Metro South Hospital and Health Service) 2018 You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Metro South Hospital and Health Service). For more information, contact: Future Hospital Program, Logan Hospital, Metro South Health, Cnr Loganlea Road & Armstrong Road, Meadowbrook, Queensland. Phone 07 3299 9551. An electronic version of this document is available at https://qheps.health.qld.gov.au/loganb/future-hospital

Disclaimer: The content presented in this publication is distributed by the Queensland Government as an information source only. The State of Queensland makes no statements, representations or warranties about the accuracy, completeness or reliability of any information contained in this publication. The State of Queensland disclaims all responsibility and all liability (including without limitation for liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason reliance was placed on such information.

FUTURE HOSPITAL Program

2 Future Hospital Program | Annual Report 2017-18 Contents Executive Forward - Dr Jacinta Powell, Executive Director, Logan Bayside Health Network...... 4

Message from Marion Tower, MSH Board Member and Sponsor for FHP...... 5

Message from Dr Brian McGowan, Senior Clinical Lead, FHP...... 6

Future Hospital Program 2017-2018 Key Milestones...... 7

Background...... 8

The Future Hospital Team...... 9

Vision & Mission...... 10

Strategic Priorities......

Safety & Reliability...... 12

Workforce Capability...... 18

Quality Improvement...... 23

Person-Centred Care...... 30

Research & Innovation...... 37

Future Hospital Program | Annual Report 2017-18 3 Executive Foreword Dr Jacinta Powell Executive Director, Logan Bayside Health Network

The Queensland health care system faces In line with these priorities, we aim to design numerous challenges and demands including and trial new clinical innovations and best population growth, high levels of chronic practice models of care and create a culture of disease, cultural diversities and uncertainty continuous redesign and improvement. Critical with funding. The Future Hospital Program (FHP) to the success of the strategy is the engagement is Logan and Beaudesert Hospitals commitment of clinicians to drive change and explore new to addressing these challenges. ways of doing business. The FHP is our ten-year transformational On behalf of the Logan and Beaudesert Executive, strategy that will position us as leaders across I would like to acknowledge our commitment to Queensland as the first program of its kind making a real difference now and well into the and will be undertaken with the support and future for our patients, our community and our collaboration of the Clinical Excellence Division, staff. I commend this strategic plan and look Queensland Health. This strategy aligns with forward to the journey to transform not only our Metro South Health’s 2015-2019 Strategic Plan hospitals but the future of healthcare. in embracing new approaches to deliver best- practice patient care. The Future Hospital Program Strategic Plan 2017-2027 provides our vision for the future and builds upon our existing exemplar hospital performance and continues to engage with and develop our ambitious workforce. It sets the direction for the next ten years and focuses on driving five strategic priorities: • Safety and Reliability; • Workforce Capability; • Person-Centred Care; • Research and Innovation; and • Quality Improvement.

4 Future Hospital Program | Annual Report 2017-18 Message from Marion Tower Metro South Health Board Member and Sponsor for Future Hospital Program

I want to thank the staff from Logan and Over the past year, on my journey with you, Beaudesert hospitals for affording me the I have seen some of the outcomes you have privilege of being involved with the Future achieved, that ultimately benefit patients, Hospital Program. Logan and Beaudesert Logan and Beaudesert communities and inform hospitals face considerable challenges related healthcare delivery more widely. This is evident to population growth, increasing rates of chronic in the redesign initiatives related to patient- disease and delivering services in a testing centred care and in sharing the outcomes of economic climate. Logan and Beaudesert these initiatives with national and international hospitals have risen to meet these challenges peers. by aiming to Lead, Transform and Excel in the In a healthcare world driven by systems and delivery of healthcare, by re-envisioning what processes the Future Hospital Program is daring best-practice healthcare looks like. I have to be different in delivering its mission of growing been fortunate to be on this journey with you the best, the kindest, and the safest care for all. and watch this unfold, and see firsthand the I offer my congratulations to you all for what commitment and passion of staff in the work of you have achieved in the first 12 months of the redesigning and trialling new ways of delivering program and I look forward to continuing to work best practice care. closely with you as you continue to achieve your I have been inspired by the staff - at all levels - goals. who have been involved in the Future Hospital Program. Their ambition to achieve the Future Hospital Program’s aims of delivering safer and kinder care, becoming the beacon for clinical excellence and being nationally recognised for innovation and excellence in person-centred care, education and research is being realised.

Future Hospital Program | Annual Report 2017-18 5 Message from Dr Brian McGowan Senior Clinical Lead, Future Hospital Program

Our Hospital, Our Community, Our Future. The quality and safety of care delivered by a hospital depends directly on these qualities in Welcome to our first Future Hospital Program the staff - all staff. report. Ultimately this culture comes from within us In this report you will read an account of the all but needs to be nurtured and modelled by many achievements of the last year. seniors and allowed to flourish in all. As Al Jolson said in 1927 after the first talking Logan and Beaudesert are on a journey to movie - “You ain’t heard nuthin yet”! becoming beacon hospitals. We can only get This is only the beginning of a progressive there with vision, ambition, team work and transformation of our patient care. audacious optimism! You will read about work done on the key themes Who wants to come along? of Person-Centred Care, Workforce Capability, Continuous Quality Improvement, Research & Innovation, and Safety & Reliability. The success of these interdependent components of the Future Hospital are all predicated on our ambition to develop together a vibrant safety culture based on Civility, Respect, Accountability and Kindness - To patients and also, importantly to each other.

6 Future Hospital Program | Annual Report 2017-18 The Future Hospital Program 2017-2018 Acronym definitions C.A.R.E. Civility And Respect in Everything EiBC Excellence in Bedside Care FHP Future Hospital Program M4I Manage 4 Improvement MOS Management Operating System S.U.F.S. Speaking up for Safety SIBR Structured Interdisciplinary Bedside Rounds Key Milestones TLP Transformational Leaders Program

July 2017 August 2017 September 2017 Logan Hospital introduced FHP at Short Notice Accreditation Survey Executive OnBoarding & grand rounds. research commenced. Discovery sessions. FHP Website go live. SIBR pilot evaluated and not continued. Beaudesert Hospital introduced to FHP and S.U.F.S. S.U.F.S. sessions commenced. MOS launched in Clinical Governance. Safety Champions training complete. Short Notice Accreditation Survey trial in progress. Virtual Fracture Clinic project running. Planetree Bronze certification running.

December 2017 November 2017 October 2017 First Green belt training. Short Notice Survey Short Notice Survey - Third round. - First and second round. Logan Hospital Digital Hospital go live.

January 2018 February 2018 March 2018 Beaudesert Hospital Digital M4I Workshop #1. Crucial conversations Hospital go live. training for Executives. C.A.R.E. Program launched. Person-Centred Care C.A.R.E. Panel members chosen. reflective practice learning C.A.R.E. Peer Messengers trained. program launched. Consumer Partnership Committee 15 Steps Challenge trialled formed. in 2 wards. MOS board launched in FHP. EiBC launched in 2 wards. Additional Safety Champions C.A.R.E. launched at trained. Beaudesert Hospital.

June 2018 May 2018 April 2018 M4I Workshop #2 & #3. M4I program Workshop #2. Commencement of executive coaching sessions. TLP Workshop #1 & #2. Transformational Leaders Program (TLP) Workshop #1. MOS boards launched in Improvement Science Ward 3A and Renal Dialysis Fundamentals Workshop. ED Ambassador trial commenced. Unit Haemodialysis Unit. Second Green belt training. Consumer Partnership Committee reviewed posters and signs. 2017 Annual Research Report completed.

Future Hospital Program | Annual Report 2017-18 7 Logan Hospital Beaudesert Hospital Background The ability to deliver high reliability and high quality our organisation, the Future Hospital Program (FHP) care within a constrained budget is confronting concept was designed and developed. The FHP aims for healthcare in the 21st century. Despite an to transform Logan and Beaudesert Hospitals into ever increasing proportion of GDP being spent national leaders in innovative healthcare provision on healthcare there has been little impact on through five strategic priority areas: unacceptable levels of preventable patient harm. • Safety and Reliability; This fact alone demands a systems level revision of our models of care. • Workforce Capability; In 2014, the Australian Bureau of Statistics • Person-Centred Care; estimated that the Logan and Beaudesert region • Research and Innovation; and will experience a population growth rate of 3.9% per year until 2026/27. In contrast, the population • Quality Improvement. growth rate for Queensland is estimated at 1.9% The Logan and Beaudesert Hospital Executive and annually over the same period. Metro South Health Metro South Health Chief Executive endorsed the (MSH) and particularly Logan and Beaudesert initial concept and work commenced on further Hospitals (LBH), is cognisant of the need for capital developing the strategy. It was acknowledged early works to meet the demands of the local community on that the program of work could not be achieved and to remain able to deliver high quality care to our alone and for this reason, a proposal was put population. forward to Queensland Health Clinical Excellence After comprehensive exploration of other healthcare Division (CED) to partner with LBH to execute the organisations (including site visits to Auckland FHP vision. CED has made a commitment to the District Health Board, Canterbury District Health partnership through financial and in kind support. Board, NSW Clinical Excellence Commission and LBH is in the early stages of its journey with Melbourne Health), a review of the literature on significant efforts put on developing a vibrant best practice health innovation, and a stocktake culture of safety, positivity and staff capability in the of existing projects/initiatives in progress within application of improvement science.

8 Future Hospital Program | Annual Report 2017-18 The Future Hospital Program Team

The FHP Team will support and enable the hospital The use of industry experts in clinical redesign and transformation by: improvement science will assist with creating a critical mass of knowledge and expertise and will • Developing the supporting frameworks, systems ensure that sustainable change is achieved. and processes that will support and enable clinicians to turn their improvements ideas into A key component of the FHP transformation and action; one that we believe is critical to the success of the program is the empowerment of our clinicians • Facilitating, coordinating and supporting the to drive the change. It is important that clinicians clinicians to successfully implement sustainable are supported to engage in quality improvement change initiatives; initiatives that will drive clinical redesign, improved • Providing expertise and training on quality service delivery and models of care in line with improvement to build capacity and capability evidence-based best practice. within our workforce.

Dr Brian McGowan Cheryl Wardrope Senior Clinical Lead Planetree Coordinator Branko Vidakovic Vesna Hunter Operational Lead Program Manager, Culture and Capability Advisor Debashish Biswas Hailie Uren Improvement Specialist Senior Project Officer Michelle Reardon Lisa Provan Principal Improvement Officer Program Support Officer Kellie Sosnowski Renee Dickens Research and Innovation Associate Principal Communications & Media Manager Vladimir Matus Business Performance Manager

Future Hospital Program | Annual Report 2017-18 9 Vision & Mission

Through the Future Hospital Program, we aim to Lead, Our vision aligns with the Department of Health Transform and Excel in the delivery of healthcare Strategic Plan 2016-2020 and its vision ‘Healthier with the mission to: Queenslanders’, the Metro South Health Strategic Plan 2015-2019 and the Metro South Health Clinical • deliver safer and kinder care, Governance Strategic Plan 2015-2020. • become the beacon for clinical excellence, and • be nationally recognised for innovation and excellence in person-centred care, education and research.

The FHP has adopted a strategic approach to ensure processes as well as a roadmap, outlining how the all decisions are aligned with the strategic plan different strategies would be executed in the short, and the investments made to maximise return. medium and long term with the required resources. This includes clearly defined strategic and tactical

Safety & Reliability Workforce Capability

Zero preventable Making it easier for our patient harm. workforce to do the right thing, everytime.

Future Hospital Quality Improvement Program Person-Centred Care Doing our work in the most efficient and most Embed a person-centred effective way. organisational culture guided by the voice of our patients. Research & Innovation

World standard clinical research and innovation.

10 Future Hospital Program | Annual Report 2017-18 The aim is to develop Logan and Beaudesert Hospitals into Beacon Hospitals.

Future Hospital Program | Annual Report 2017-18 11 Safety & Reliability Strategic Priority

This strategic priority will provide the platform for delivering safer and more reliable care. The ultimate goal within this area is to achieve no preventable patient harm by adopting a safety culture and through the utilisation of Digital Hospital technology to access real-time patient information and data.

Goal To achieve no preventable patient harm and be recognised as a High Reliability Organisation.

Objectives Create a robust and mature safety environment underpinned by the five characteristics of a High Reliability Organisation.

Indicators of success • Zero preventable patient harm. • All ‘mission critical’ safety factors consistently achieve a reliability score of 10-2. • Optimising Digital benefits.

12 Future Hospital Program | Annual Report 2017-18 Safety & Reliability Initiatives

Digital Hospital Implementation Digital Hospital is one of the largest investments Digital Hospital is focused on improving patient made by Queensland Health in improving the safety and quality of care by providing the right quality of healthcare for our patients. information, at the right place, at the right time. Digital Hospital is the first initiative designed as the The introduction of Digital Hospitals has laid the foundation to support improvement in reliability, foundation to implement further safety initiatives and was implemented collaboratively between and support Logan and Beaudesert Hospital on its the eHealth Queensland, Metro South Clinical journey to becoming a high reliability organisation. Informatics Digital Hospital teams and frontline Examples of these initiatives included the clinicians. introduction of high risk medication dashboards From November to mid December 2017, Logan and and the management of deteriorating patients Beaudesert Hospitals introduced: dashboard that will support the teams in improvement of reliability of care in these areas. • The integrated electronic Medical Record (ieMR) system which changed the way clinicians access The Metro South Health Healthcare innovation and patient information, replacing a predominantly transformation Excellence Collaboration (HITEC) in paper-based system with a secure electronic collaboration with Logan and Beaudesert Hospital record. teams are in the process of developing further ‘live’ dashboards that will continue to support • MARS (Medication, Anaesthetics, Research and improvement in reliability and safety of patient care. Support) module of the ieMR.

Board Chair’s Awards, Special Mention - Logan Hospital Pharmacy Department

PULSE PULSE PULSE Digital Hospital Logan Hospital Beaudesert Hospital getting ready for Go Live It is action stations at Logan Hospital for the Digital

Hospital Go Live period! Hospital Digital >

> Digital Hospital • Go Live Contact #8800 to > Digital Hospital For all information about the Go Live, please visit Goes-Live • The 24-7 Command Centre is up and running in 2F, the Metro South Digital website. with several briefing sessions each request support • Daily Go Live Updates Beaudesert Hospital ED Clinical day to ensure clinical governance will also be issued from the at every stage of the rollout. Command Centre each morning. Nurse and Digital Hospital Change Champion Janet Motum (front page) • Support is available throughout the Go Live period, says she’s looking forward to a future including at the elbow clinical with Digital Hospital. support to IT support over the phone. Contact #8800 to “This is going to be totally different from request support. what we have been used to but I’m here to give support and knowledge to my colleagues,” she said. “Digital Hospital training has been really good; a lot of people fear the change but it will make our lives easier and better for our patients.” Janet said she wanted to encourage staff to visit LeapOnline where training was available Logan Hospital has cemented its place to provide a good base knowledge of what was as a world-class facility by becoming in store. the first public hospital in Australia providing adult, maternity and “It’s going to be great - I’m looking forward to paediatric services to implement the the future.” digital hospital system in a single stage.

Future Hospital Program | Annual Report 2017-18 13 Safety & Reliability Initiatives

Civility and Respect in Everything (C.A.R.E.) Program LBH have partnered with the Cognitive Institute to • improved self-regulation through vigilance of improve our safety and reliability in our delivery professionalism and safety. of healthcare. The C.A.R.E. Program works hand in • an established and reputable safety culture in the hand with the "Speaking Up For Safety" message. organisation. It provides a platform for people to give feedback to their colleagues who have championed • a reduction in preventable patient harm through or undermined a culture of civility, respect, increased staff adherence to organisational safety professionalism and safety. The C.A.R.E. Program is protocols. based on the Vanderbilt Accountability model. • increased reliability in various targeted safety We are trying to achieve: metrics. • an overall civil and respectful environment for our The program was launched in February 2018. staff and patients alike.

OUTCOMES 17 48 24 Panel & Peer Messengers C.A.R.E. Feedback Peer messenger identified & trained submissions feedback conversations

Leaders In-services 6 trained 57performed

News from Logan and Beaudesert Hospitals Wednesday, 14 February 2018

Director Surgical Services Featured: Dr Brian McGowan.

Minister pays visit to first Digitalpage baby 2

Australia Day Awards recognise innovative pagework 4

Dr Bernard Whitfield named Associate Professorpage 5 page 3 ‘C.A.R.E’ingabout professionalism and safety

Metro South Communications twitter.com/  [email protected] facebook.com/ hospitallogan LoganHospitalQld

14 Future Hospital Program | Annual Report 2017-18 Safety & Reliability Initiatives

Speaking up for Safety (S.U.F.S.) Program

In partnering with Cognitive Institute, Logan and Trained Safety Champions are providing training Beaudesert hospitals have introduced Safety to all staff of Logan and Beaudesert hospitals. Champions to support teams in safety and Speaking up is an expectation from all staff where reliability. Our goal is zero preventable patient harm potential compromises to patient safety are in our hospitals. identified.

OUTCOMES

SAFETY CHAMPIONS identified & 20%of workforce trained in trained SPEAKING UP FOR SAFETY 17 Logan Hospital’s Safety Champions

Future Hospital Program | Annual Report 2017-18 15 Safety & Reliability Initiatives

Speaking up for Safety (S.U.F.S.) Program

Dr Anna Hallett Darren Clark Darren Hassen - Staff Anaesthetist - Nursing Director Medicine - Nurse Unit Manager, Children’s Inpatient Unit “I believe that we are all part of “Patient safety is a long- “I believe as members of the a single team working together term passion for me and health care professions we to provide an excellent standard my career goal is to work in come into people’s lives of care for our patients. This an organisation where no for a short time when they is why I was keen to be a avoidable harm occurs. themselves, a family member Safety Champion, spreading or someone close to them In a culture of safety, everyone the message that working are vulnerable due to ill health. benefits, most importantly our together, with mutual respect These people depend on us to patients but also all our staff. for the different qualities that ensure that they are cared for we individually bring to patient I believe Logan has all the right safely, with skill and care, is the key to our success.” ingredients to be world-leading then returned to their lives.” in this area.”

Dr Nick Shortt Dr Prasad Challa Sally Porter - Staff Specialist Orthopaedics - Director of Cardiology - Director of Pharmacy “I want to make people realise “Since becoming a Safety “Patient Safety is at the heart we are all responsible for Champion I have had the of everything we do in health patient care and safety. We opportunity to help colleagues care and central to my training work in the ultimate team practice safety and create a as a pharmacist. Working in an environment and the culture culture where issues of patient organisation where there is a of hierarchy needs to be safety can be respectfully culture of ‘having each other’s dismantled. All our goals raised. Achieving a culture back’ and staff are comfortable are the same, we bring where safety and quality is part and supported to ‘speak up’ is different levels of experience of everyone’s job is important the kind of place I want to work and expertise to the care of our to ensuring the safe care for and where I would recommend patients. That all needs to be our patient’s.” people come to receive care.” considered and respected.”

16 Future Hospital Program | Annual Report 2017-18 Safety & Reliability Initiatives

Reliability Science Training

In partnership with Cognitive Institute, Logan and The workshops held by Cognitive Institute empowers Beaudesert Hospitals are increasing the reliability healthcare leaders to examine and enhance the and safety of healthcare delivery by maximising the modes of healthcare delivery utilised within their chances of optimum patient outcomes and reducing team or unit by applying the science of reliability, the risks to clinicians and healthcare organisations with the aim to improve systems to perform at a 10-2 of complaints, claims, adverse publicity and level of reliability and beyond. accreditation or regulatory body censure. Reliability science is used to design systems that compensate for the limits of human ability and can improve safety and the rate at which a system consistently produces desired outcomes.

OUTCOME

RELIABILITY SCIENCE PARTICIPANTS 148 Training in progress

Reliability Science participants

Future Hospital Program | Annual Report 2017-18 17 Workforce Capability Strategic Priority

This strategic priority is underpinned by organisational culture. We aim to create a positive culture that empowers and enables our staff to deliver their very best work. The focus will be on creating capacity and building capability of staff through education and training that supports our future vision and equips staff with the required tools and resources to do their job within a rapidly changing work environment.

Goals To develop and enhance our workforce skills and abilities to meet future hospital needs.

Objectives Create capacity and build capability of staff through three key areas and enablers of successful performance – leadership, strategy and delivery.

Indicators of success • Improved workforce satisfaction - “I love working here” • Staff provided with the appropriate skills to remain agile and responsive.

18 Future Hospital Program | Annual Report 2017-18 Workforce Capability Initiatives

Manage 4 Improvement The Manage 4 Improvement (M4I) program is aimed • Quality and service improvement at Clinician Managers and Supervisory roles. • Improving and evaluating health service delivery M4I focuses on the integration of leadership, • Finance and budget management management and improvement science to support successful implementation of organisational • Effective stakeholder engagement change and system improvements. • Conflict management M4I sessions provide training on: • Strategic influencing • Understanding the broader healthcare • Political astuteness environment and funding arrangements • Leading, motivating and inspiring staff. • Leading and managing change

OUTCOMES

STAFF COMPLETED M4I TRAINING Participant Feedback 24 PROGRAM 96% 74% 78% rated the said their believe Improvement Projects commenced program as leadership and their current excellent management role and • Benchmarking Medical Imaging Nurses or good skills were career have • Refined Onboarding process for commencing Nursing enhanced benefited staff at Logan Emergency Department. • Improving time to transfer of admitted ED patients to inpatient wards post ward bed allocation. • Practically very relevant to my current job and when acting for my boss. Gave us lots to think about and a few things • Increasing patient activity levels on the Rehabilitation to act upon on our return to work. ward. • This workshop was fantastic and very relevant to my role. • Patient perspectives on pre-operative information (PPPI)

• This will improve time to meaningful treatment and length of stay in the department. We also anticipate an improvement in patient and staff satisfaction. • Improved resilience, retention and engagement of nursing staff in the workplace.

Manage 4 Improvement participants

Future Hospital Program | Annual Report 2017-18 19 Workforce Capability Initiatives

Transformational Leaders Program

The Transformational Leaders Program is aimed at The program aims to enhance staff morale and Clinical Directors and Nurse Unit Managers (NUMS). motivation and inspire change driven by a strong purpose to create a culture of trust and innovation Transformational Leaders Program focuses on within LBH. building transformational leadership capabilities to create and drive sustainable positive change.

OUTCOMES

STAFF COMPLETED The workshop was a great chance to meet TRANSFORMATIONAL colleagues that I have never met before and interact with them towards common LEADERS PROGRAM skill development. Overall, it was a very 32 helpful, hands-on workshop. - Dr Prasad Challa, Director of Cardiology Participant Feedback

92% 42% 50% What a fantastic, hands-on experience. rated the said their believe No time to ‘zone out’ thanks to the engaging facilitators and relevant content. I learnt program as leadership and their current about my own personal leadership style excellent management role and and the importance of being part of a high or good skills were career have performing team. - Kim Dean, Senior Administration enhanced benefited Officer Medical

• Thoroughly enjoyed. Always seeking ways to improve myself and my skills to assist staff to fulfil their potential. • I have already found myself utilising the evaluation part This workshop exceeds previous workshops of the framework to assess different situations. I would I have attended thanks to the mixed multi- disciplined attendees. I enjoyed the days thanks endorse this training being utilised wider, especially at to a good mix of theory and practical teachings. the middle management level where these skills would - Marjoree Sehu, Infectious Diseases greatly benefit those most confronted with these types Physician and Clinical Microbiologist discussions. Thank you for enabling this training.

Transformational Leaders Program participants

20 Future Hospital Program | Annual Report 2017-18 Workforce Capability Initiatives

Improvement Science Training

The Improvement Science Training aims to build a levels of knowledge and expertise with the aim to foundation of knowledge at multiple levels of the integrate concepts of improvement science at all workforce. A tiered approach applies to differing levels.

OUTCOMES Participant Feedback 22 100% 100% 86% STAFF COMPLETED rated the said their believe YELLOW BELT program as leadership and their current TRAINING PROGRAM excellent management role and or good skills were career have enhanced benefited

Green belt training STAFF4 COMPLETED A review on future provider will be required. GREEN BELT TRAINING PROGRAM • This was one of the most beneficial courses I have attended with actual outcomes I can relate to. • It can be implemented in our department. • I will use what I have learnt in my workplace. Great for the future direction of the hospitals.

Human Factors Systems Thinking Learning Lab sessions are aimed Practical Human Factors introduces human factors at introducing contemporary ideas in safety, quality engineering and its critical role in healthcare and systems improvement to the workforce. These improvement by participants exploring a range sessions included Systems thinking and Practical of ways in which human factors influence how we Human Factors. deliver healthcare. Participants are also exposed to useful tool that they can immediately utilise in their System Thinking introduces concepts and principles day-to-day systems improvement decisions. through a range of case studies, interactive games and group work.

OUTCOMES 15 15 STAFF PARTICIPATED STAFF PARTICIPATED - SYSTEM THINKING - HUMAN FACTORS LEARNING LAB SESSIONS LEARNING LAB SESSIONS

Future Hospital Program | Annual Report 2017-18 21 Workforce Capability Initiatives

Executive Onboarding The Executive Onboarding initiative was designed to • Why influence is one of the most powerful and enhance our executive’s leadership skills in order to important capacities a leader can possess. set the vision of the Future Hospital Program and to • What do successful influencers do that separates positively influence our staff on the transformational them from the rest? journey. • Role-modelling behaviours/professional This included training and coaching on the following: accountability. • FHP strategy and vision and what is required by • Strategic vs Operational Planning. Executive for success of FHP.

OUTCOMES

PARTICIPANTS ATTENDED CRUCIAL Participant Feedback CONVERSATIONS Training 100% 82% 82% 18 rated the said their believe program as leadership and their current excellent management role and PERSONAL or good skills were career have COACHING SESSIONS enhanced benefited for Executives 88 Executive Onboarding & Discovery Session Evaluation pending. Support for Executives Regular individual executive coaching over • Excellent workshop and I very much enjoyed discovering a 12 month period are held to continue my leadership capabilities. to develop, guide and support Executives • The course was well structured with different activities and including a group session. discussion opportunities. The content was relevant and well presented. There were excellent networking opportunities and the presenters were approachable and helpful. There was variety in the manner that the information was presented. Good examples were also presented. Would have no hesitation recommending this course.

22 Future Hospital Program | Annual Report 2017-18 Quality Improvement Strategic Priority

This strategic priority will provide the tools and techniques to make it easier to improve care using a defined improvement methodology. This area will explore evidence-based practice models that will allow us to pilot new models of care and innovations that will define Logan and Beaudesert Hospitals as leaders in quality improvement across Australia.

Goals To embed a culture of continuous quality improvement through the use of best practice methodologies.

Objectives Implement changes that will lead to better patient outcomes, better system performance and better professional development.

Indicators of success • Staff trained in improvement science. • Staff have access to improvement experts. • Staff finding it easier to leverage Digital data to improve care.

Future Hospital Program | Annual Report 2017-18 23 Quality Improvement Initiatives

Excellence in Bedside Care (EiBC) Future Hospital Program is aiming to achieve a 1. Improve patient experience. systematic way of delivering safe, high quality care 2. Improve efficiency of care. to patients across all clinical areas. We will be using a proven platform, in an accelerated approach to 3. Improve staff well-being. achieve this goal. 4. Improve patient safety and reliability of care. The program is known as Releasing Time to Care The program provides a structured framework, built (RT2C) and is an advanced component of the on improvement science, that will assist the wards Productive Ward Series. The philosophy behind the and units to deliver the changes they want to see. program is to help front-line clinicians release time It provides the staff with both the permission and to care through reduction of ‘waste’ and ‘overwork’. the skills to make improvements to the clinical By adopting the program, it has been proven workplace, whilst making it easier to do their that front-line staff can significantly increase the job. The program will be supported by the Future proportion of time they spend directly with patients Hospital Team and a suite of tools that will be an and improve outcomes across four key areas: ongoing resource for continuous improvement.

Excellence in Bedside Care An integrated package of Productive Ward and MOS. World First trialling on digital platform. DIRECT CARE TIME TARGET: 60% IN NURSING

LAUNCHED IN 2 PILOT WARDS Ward 3A and Renal Dialysis Unit (haemodialysis)

PULSE WARD 3A’s

I have been part of the EIBC steering committee in my role as Divisional > Future Hospital Hospital Future >

As Wellpart of the Excellence in Bedside Organised Care program, the two pilot Ward Director for Medicine and Emergency. I have been hugely impressed as to wards (Ward 3A and Renal Dialysis Unit) have been using the Lean Tools of 5S, Waste Walk and Spaghetti Graphing to simplify a room in their areas. The Well Organised Ward module has inspired the how the whole project has been run. On a more operational level I have commencement of many physical changes in both the wards in an effort to ensure everything is in the right place at the right AFTER time. The Well Organised Ward is not just a good tidy up, it is about having a ward where things are ready for the next person BEFORE been delighted with the positive changes made in Ward 3A and the Renal to use, changes are agreed to by all and there is a collective understanding of why things are done in a particular way and how to evaluate and change the layout if required. Dialysis Unit, that have embraced the project with great enthusiasm and The WOWing of these areas has made it easier to locate the items I require. passion. This has led to obvious improvements that will positively impact - Lyle Davies, EN The staff room is more inviting and relaxing with all the AFTER natural light. Bringing the outside in. - Kylie Park, CN BEFORE VISIT THE FHP SITE on patient care. Program Initiative FUTURE HOSPITAL Areas are now neater and easier to locate items. Allowing Another great usage for the small space we have here. - Dr Brian Wood, Director Medicine & Emergency Services - Alicia Leyden, RN PULSE

WARD 3A’s NEW INTERCOM

> Future Hospital enhancing our The highlights of EiBC Leadership EiBC Leadership Rounding is great customer ’s experience To ensure the safety of wandering patients on Ward 3A, the doors to the unit must remain closed at all times. Recently the team introduced an intercom system that allows patients, visitors (and basically anyone without proxy access) to gain access to the ward Rounding is getting to know the for putting a face to the name without the staff having to physically let them in. Lean Methodology is aimed at creating value for our patients and staff and categorises non value activities as waste into 8 categories including the categories of ‘Motion’ and ‘Waiting’. Eliminating ‘Motion’ waste aims to reduce the amount of activities such as executive team and feeling like - not being as daunted by the unnecessary walking to and fro that is done by staff, eliminating ‘Waiting’ is simply about reducing the waiting time between 2 tasks. Toni Price, EiBC Champion, said that “prior to the intercom system being installed, many patients and visitors would have to wait outside the ward entrance doors until they got the attention of they are aware of the issues we person when I see they’re actually someone to physically go and open the doors. Now we can welcome them and unlock the door remotely from anywhere in the unit when they ring the intercom.” The new intercom enhances the consumer experience in line with the Planetree Person-Centred Care model as there is now a consistent friendly welcome reception for each and every visitor to the ward and minimal or no waiting time. In face and also receiving feedback interested in my ward area. addition it has also improved staff experience by reducing the amount of ‘motion’ required by staff to open the doors. from them on our issues. - Staff survey feedback Did you know? The introduction of the new intercom VISIT THE SAVES WARD 3A STAFF FHP - Staff survey feedback 4732km SITE (946 HOURSPER PER YEAR YEAR)

Another FUTURE HOSPITAL Program Initiative

24 Future Hospital Program | Annual Report 2017-18 Quality Improvement Initiatives

Management Operating System (MOS) MOS is a systemic approach that incorporates the It is one of the key initiatives that we are deploying use of visual management boards, daily/weekly as we work towards embedding a culture of huddles and various lean management tools and continuous improvement in our organisation; by methods to help deliver the best outcomes for our moving problem solving away from the desk of the patients and staff by solving problems that are manager or team leader and empowering our staff encountered at the frontline and in all areas of the to lead and undertake continuous improvement. organisation.

OUTCOMES

~ MOS Boards Implemented 127SAVED (RDU x 2, Ward 3A, FHP, HOURS Per Year 6 CGU & Division of Surgery) DD KEY ~17 Working Days The introduction of the new intercom RENAL DIALYSIS UNIT SAVES WARD 3A STAFF patient flu vaccination rate 4732km PER YEAR (946 HOURS PER YEAR) 30% 70%

Additional areas Daily management and performance monitoring. have requested 9 MOS Boards Enabler of quick win improvements.

Renal Dialysis Unit’s MOS Board Renal Dialysis Unit’s MOS Board session

Sharing our positive outcomes is great. Identifying MOS is a great communication tool and I love that concerns in the unit, bringing it to the attention of it has opened up communication between us and most staff concerned and coming up with strategies the hospital’s executive. to resolve these concerns. MOS has also been a great - Staff survey feedback communication tool for our unit. - Staff survey feedback

Future Hospital Program | Annual Report 2017-18 25 Quality Improvement Initiatives

Hospital Acquired Pressure Injuries This project is aimed at reducing the number of hire process and pressure injury monitoring form, late stage pressure injuries occurring at Logan and use of NUM/MUM dashboards to monitor timely skin Beaudesert hospitals year over year. It supplements assessments, training of frontline staff on pressure the work that has been started in mid-2017, looks injury staging and clinical incident reviews. at addressing the root causes of the late stage Through the work that has been put in and increased pressure injuries, and implement changes and visibility of the importance and management of interventions that are sustainable. The project has pressure injuries, Logan and Beaudesert Hospitals been facilitated by the Future Hospital Program with have already seen a 59% decrease in pressure involvement in data analysis, root cause analysis injuries in 2017-18 compared with 2016-17. and solutions identification by the frontline staff. Some of the solutions that have come out of the project team have been a redesigned equipment

OUTCOMES

2016/2017 57 Coded HAPI $1.29M in penalties 43 True HAPI 2017/2018 19 HAPI $570K in penalties 59% reduction in true HAPI = $720K SAVINGS in penalties • Team learning LEAN improvement methodology.

News from Logan and Beaudesert Hospitals Wednesday, 15 November 2017

Featured: DNMS Lorraine Stevenson with the Stomal Therapy and Wound Management Team. Pressure Injuries are everyone’s business page 3 Sandie Lenehan farewells Dr Ros Crawford a vital piece Works on hospital carpark LBHN after 24 years of Digital Hospital puzzle well underway page 2 page 4 page 7

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26 Future Hospital Program | Annual Report 2017-18 Quality Improvement Initiatives

Short Notice Survey (SNAAP) LBH are undertaking a pilot in a short notice survey of continual readiness for accreditation and accreditation process, with the new accreditation continual quality improvement. The Short Notice cycle commencing 1 August 2017. This pilot is run Survey process aims to ensure quality standards in partnership with the Australian Commission are embedded in to the day-to-day operational on Safety and Quality in Healthcare (ACSQH – the responsibility of every employee. Commission), the Australian Council on Healthcare This initiative will contribute to improving safety Standards (ACHS – the Accreditation Agency), and reliability across the hospital. Queensland Health and Wide Bay HHS. This change in accreditation process has been proposed to move the organisation to a state

OUTCOMES

Quality Care Everyday philosophy - an Australian first pilot. OF PARTICIPANTS 94% SAY SNS IS BETTER REDUCTION IN FTE 50% REQUIREMENT Short Notice Survey will be available nationally from 2019

Percentage of day spent preparing for accreditation

40%

35%

30%

25%

20% All participants OWS

15% All participants SNAAP

10%

Percentage of usual hours Percentage hours usual perof week 5%

0% 6-12 months 3-6 months 1-3 months 2-4 weeks 1 week before week of before before before before Time range prior to onsite arrival of surveyors

Future Hospital Program | Annual Report 2017-18 27 Quality Improvement Initiatives

Short Notice Accreditation Survey (SNAAP)

PULSE

PULSE Short Notice Survey. Logan Beaudesert pilots Short Notice Survey Are you ready? Kellie’s tips to get survey ready

Logan and Beaudesert hospitals >Short NoticeSurvey We have been ready for survey since the last survey

> Accreditation > accreditation process will pilot a “Short Notice with no lapse in the way we maintain quality in the Survey” accreditation process, unit. with the new accreditation cycle commencing on the August 1. • We hold a multidisciplinary ICU quality The pilot, run in partnership with the meeting every 4 months. Australian Commission on Safety and • Each Clinical Nurse and a group of Registered Quality in Health Care (ACSQH – the Nurses hold a portfolio aligned to a Standard Commission), The Australian Council within the NSQHS framework. on Healthcare Standards (ACHS – the • Accreditation Agency), Queensland Click here to visit the Logan Audits are continually performed within the standards by the Clinical nurses, deficiencies Health and Wide Bay HHS, was proposed and Beaudesert Hospital’s to move the organisations to a state of are identified and a “Plan Do Check Act” Logan and Beaudesert National Safety and Quality approach is taken to rectify issues. continual readiness for accreditation Health Service Standards QHEPS Hospitals are piloting a and continual quality improvement, page for resources to help you be • Every 3 months, the Clinical Nurses provide “Short Notice Survey” rather than the current accreditation continually ready for accreditation. an audit related to their standard which is accreditation process, process which was reflective of an ‘event displayed on the performance board. with the new accreditation management’ approach. Contact: • [email protected] or A Clinical Nurse holds the “Performance cycle commencing on the Director Clinical Governance Branko Branko Vidakovic on 3299-8697. Board” portfolio. The Performance Board is 1st of August 2017. Vidakovic said the Short Notice Survey updated by the Clinical Nurse Lead, the NUM process aimed to ensure quality and the ICU Nurse Educator every 3 months. This change in accreditation process will mean we are in a standards were embedded into the • day-to-day operational responsibility of All staff (including multi-disciplinary staff) state of continual readiness every employee, rather than a select few queries made during the process - this supports are familiar with the board. for accreditation and continual charged with getting the organisation the philosophy of continuous improvement • We aim for the formal audits performed by quality improvement. ready for accreditation. • All other standards will be assessed once in a four and moving away from pass/fail approach to CSET every 6 months to be perfect. year cycle; accreditation; Click here to visit the Logan The four year accreditation cycle under the “Short • The organisation will be contacted 48 hours prior • The process for serious clinical risk identified Quality is a regular part of our daily practice in and Beaudesert Hospital’s the ICU, the multidisciplinary staff are aware that Notice Survey” process would consist of the to the accreditation body arriving onsite. The list during the survey will not change under the pilot. PULSE National Safety and Quality following: of standards to be assessed during this survey will The accreditation agency has the obligation for accreditation will involve a short notice survey and Health Service Standards QHEPS also be given at this time; additional visits or escalation of issue if serious quite prepared to greet the surveyors to demonstrate page for resources to help you be Two ACHS assessments a year, with selected our quality service in the ICU. • Under the pilot process, the hospital has up to 30 concerns are identified. continually ready for accreditation. standards will be assessed each time; • days following the survey to provide additional Contact: National Standards 1, 2 and 3 and the mandatory information to the survey team in response to the [email protected] or • Branko Vidakovic on 3299-8697. criteria for EQuIP standards 11-15 will be assessed twice in the 4 year accreditation cycle;

PULSE

2G MAPU/Palliativesurveyor Care ready Unit >Short NoticeSurvey

> Accreditation > Short Notice Survey Accreditation We are able pilot research to display the As you’re all aware, Logan and Beaudesert Hospitals are audit results piloting the Short Notice Survey Accreditation Process. As one of only two HHS in Australia to have this opportunity, Australia-first in our limited research will be conducted to evaluate whether the new process is better or environment. worse than the normal EQuIPNational accreditation process. Staff who have participated in accreditation preparation previously would have received an email on October 4 inviting you complete an online questionnaire to share your views and experiences of accreditation processes in the HHS. Your responses will then be compared to other data gathered during the project. To help evaluate the pilot, it is very important staff have their say on your experiences of accreditation. So, if you have not yet completed your questionnaire, please do so. The questionnaire will close COB on Wednesday, October 18. If you have not received an email, or may have deleted it, please email Hailie Uren from the Future Hospital Program ([email protected]) to receive the She said the team appreciated the positive feedback from the patients invite. and their families regarding the high standard of the accommodation in Your level of involvement in accreditation processes may have been high or low, the new location. however your perspective is valuable! What do staff in MAPU/Palliative Care plan to do when Short “The staff are managing in the new unit and with the evolving changes We encourage you to complete as much of the questionnaire as you can. Notice Surveyors arrive? that we are experiencing with Digital Hospital implementation and education. Thank you for everyone’s efforts in making this exciting pilot a reality, we look Welcome them, explain why we are in the current location. It is business forward to seeing the outcomes from this research! as usual and the MAPU and Palliative Care Multidisciplinary team “There is excitment, fear and high anticipation of the implementation of PULSE continues to provide safe patient centric care. Digital Hospital, Planetree and Future Hospital. NUM Marg Fisher said despite not having their performance boards on “Returning to our much loved 2G is something we are all looking forward display, the team continued to review the audits and devise plans to to at the end of October.” Short Notice Survey Exclusion Period is Ending! improve patient outcomes. “We are able to display the audit results in our limited environment.” To ensure the successful implementation and coordination of Digital Hospital, Logan and Beaudesert Hospital PULSE requested an exclusion period Short Notice Survey >Short NoticeSurvey for the Short Notice Survey. This exclusion period meant that our facilities were not available Logan-Beaudesert passes with flying colours for Short Notice Survey Assessment between Monday 6 November 2017 to Friday 16 February 2018. After 16 February, the Short Notice Survey Pilot will be reinstated! The organisation will be contacted 48 hours prior to > Short Notice Survey Notice Short > the accreditation body, The Australian Council on Healthcare Standards arriving onsite, and the list of standards to be assessed during this survey will also be given at that time. Simon Fraser (Standard 2), Aby Foster (Standard 3), Fiona Fuller (Standard 7), and Sally Porter (Standard 4) were the first of our standard leads to participate in For more information, the pilot, and have provided please some insight on what the visit the Featured: Logan Hospital staff with 48-hour notice meant for Logan and Beaudesert Short Notice Survey surveyors. them in Issue 2, 2018 of Hospital’s National Safety The Pulse. These recaps and Quality Health Service Beaudesert’s sound systems and should reassure those of Standards QHEPS page

processes that underpin the facilities’ you who will be receiving for resources to help you She said as part of the Future your own 48-hour notice in Hospital Program, Logan-Beaudesert, excellence in care delivery and be continually ready accreditation against the 10 National 2018. in collaboration with the Clinical outcomes. for accreditation. Safety and Quality Health Service Excellence Division, Australian Logan-Beaudesert has passed Standards and the EQuiPNational “We had our first survey and passed Commission on Safety and Quality the Short Notice Survey Standards. with flying colours and then the with flying colours after the in Health and the Australian Council surveyors returned for a second short Ms Stevenson said Logan- on Healthcare Standards (ACHS) has notice survey of different standards Contact [email protected], facilities made history last Beaudesert’s last survey in 2015 lead the way in Australia by being part and again, no recommendations. or call Branko Vidakovic on 3299 8697. week as the first to pilot a saw both facilities assessed as of a pilot program with accreditation program that gives 48 hours performing extremely highly with occuring with 48 hours notice. “What an amazing result. Well done no recommendations made and and thank you everyone.” notice of accreditation. “This is only possible because of accreditation confirmed for the next A/LBHN Executive Director Lorraine the commitment of staff to Logan 4 years; with a Periodic Review in 2 Stevenson said every two years years. Logan-Beaudesert open their doors to the external assessment process of

28 Future Hospital Program | Annual Report 2017-18 Quality Improvement Initiatives

Virtual Fracture Clinic The introduction of a multidisciplinary Virtual administration around clinic bookings, and provide Fracture Clinic at Logan Hospital is seeing real a more effective treatment option for patients with time savings for patients and the orthopaedic direct referrals to Allied Health Rehabilitation for outpatient department for minor bone injuries their particular injury. of the hand, wrist, foot and ankle. The model has This initiative contributes to our quality improvement been developed to reduce the amount of time goal of always aiming to improve. patients need to spend coming to clinic, reduce the

OUTCOMES

New patient-centred model of care resulting in significant saving and better patient care. Approx. $57,000 SAVINGS on admin costs per month

Patients “seen” in DISCHARGED 634 Virtual Fracture Clinic 44% to Allied Health DISCHARGED REFERRED TO 43% to GP 13% Fracture Clinic

PULSE

> Projects Virtuala safeFracture and efficient Clinicmodel of care

Based on a model of care pioneered and developed by his colleagues “We communicate directly with the patients’ in Glasgow, Logan Hospital GP in writing so everyone is fully informed of Orthopaedic Surgeon Dr Nick the situation and so far we have seen a high Shortt is already making a huge degree of satisfaction with the treatment difference to patients utilising his patients receive through the Virtual Fracture Virtual Fracture Clinic. Clinic.” News from Logan and Dr Shortt said with a significant number of Dr Shortt said consultation with the Beaudesert Hospitals patients attending the fracture clinic placing Emergency Department and Allied Health Wednesday, April 11 2018 a huge demand on medical and nursing services such as hand therapy and staff, he had successfully implemented a physiotherapy, as well as the establishment virtual clinic at Logan which had already of clear pathways and guidelines for medical seen a reduction of around 300 patients and nursing staff in the ED, had ensured staff every month presenting at the hospital for an were able to direct patients appropriately to appointment. either the on-site fracture clinic or the Virtual Fracture Clinic to be processed very quickly “Clinic waits were often very long for very and efficiently by a single doctor. short consultations,” Dr Shortt said. “We’ve also been granted funding from “The Virtual Fracture Clinic, which involves Queensland Health to establish the model a subset of orthopaedic injuries which are in other facilities like Redland Hospital and relatively minor, safely and effectively filters we are looking to work on a similar model at patients who are not required to come and Beaudesert Hospital,” he said. wait for long periods of time in hospital for Virtual Fracturevery brief consultations.Clinic“This patient centred approach that is paying off for patients page 3 convenient and safe for the patient is one of “We have been able to reduce the number of the flagship projects for the Future Hospital patients coming to fracture clinic and directly Program and one with the potential to be discharge patients after a single attendance implemented across other units with minor at either their GP or the EmergencyFeatured: Logan Orthopaedicmodifications.” Trauma Department. Surgeon Dr Nick Shortt. visit the FHP site >>

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Future Hospital Program | Annual Report 2017-18 29 Person-Centred Care Strategic Priority

This strategic priority focuses on designing a healthcare service that is responsive to individual and community needs. Through initiatives such as Planetree and Kindest systems and Standard 2: Partnering with Consumers, we will create a person-centred culture.

Goals Embed a person-centred organisational culture guided by the voice of our patients.

Objectives Embed a universally useable framework for implementing person-centred care practices.

Indicators of success • Improved patient satisfaction. • External validation and recognition in person- centred care.

30 Future Hospital Program | Annual Report 2017-18 Person-Centred Care Initiatives

Experiential Workshop and eLearning Module The Person-Centred Care Experiential Workshop and eLearning modules are designed for all staff News from Logan and Beaudesert Hospitals throughout LBH and Redland Hospital to experience Wednesday, 4 July 2018 care from our patient’s perspective. During the workshop, staff take a closer look at person-centred care—what it means for our patients AND what it means for their own wellbeing—with our new experiential learning program. Person-Centred Care Featured: Nurse Navigator Dementia Care Sally Fraser, CNC Cassie Wells and CNC Medical Brooke Hempsall. creating an environment of excellence

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LOGAN HOSPITAL BEAUDESERT HOSPITAL 11% 22% Staff completed PCCREFLECTIVE Staff completed PCCREFLECTIVE PRACTICE WORKSHOP PRACTICE WORKSHOP 32% 58% Staff completed PCC Staff completed PCC eLEARNING MODULE eLEARNING MODULE

Consumer Advisors Logan and Beaudesert Hospitals work with their patient/carer experience and participate Consumer Advisors who are former or current on Governance Committees and working groups. patients of our service or carers of someone who Feedback from consumers had led to direct has been a patient. Our Consumer Advisors share improvement in services.

OUTCOMES

LOGAN HOSPITAL

6 CONSUMER ADVISORS

Future Hospital Program | Annual Report 2017-18 31 Person-Centred Care Initiatives

Person-Centred Care Champions Logan Hospital now has 28 Person-Centred Care Planetree journey to excellence in person-centred Champions. Our champions and members of our care. All champions and members of the Consumer Consumer Partnership Committee will assist in Partnership Committee have met and it was a great cultivating a culture of person-centred care by opportunity for our champions to meet each other being positive change agents and role models and start sharing their experience in person-centred for Logan Hospital. This initiative is part of our care.

OUTCOME

PERSON-CENTRED CARE 28 CHAMPIONS

15 Steps Challenge The 15 Steps Challenge is a way to understand Since the challenge has been completed, Ward what good quality care looks and feels like from 3A and the Renal Dialysis Unit teams have been the patient’s perspective and is an initiative of working through the feedback to identify some Excellence in Bedside Care. The challenge involves things that they can improve. These include the participants engaging their senses to listen, smell, introduction of the Intercom System and bright look and feel in order to understand the first welcoming sign at the entrance of Ward 3A, and the impressions of a patient resting or a family member proposed installation of curtains in the bathrooms visiting their loved ones. and toilet to aid in patient privacy. The activity is all about continuously improving The Renal Dialysis team has installed the “Messages the patient experience. The 15 steps challenge of Hope” wall in their unit to increase the visual has been held at Logan Hospital in Ward 3A and appeal and improve the overall sense of welcoming Renal Dialysis Unit during March 2018 for the first for all. time with our Consumer Partnership Committee, to Logan Hospital plans to roll the 15 Steps Challenge provide some key steps that the areas can take to out to other wards throughout 2018. improve the patient experience.

PULSE OUTCOME Future Hospital Program’s Excellence in Bedside Care Understanding what good quality care > Future Hospital > Future 15 Steps looks and feels like. The 15 Steps Challenge is a way to understand what good quality care looks and feels like from the patient’s perspective and is an initiative of Excellence in Bedside Care. The challenge involves participants engaging Challenge their senses to listen, smell, look and feel in order to understand the first impressions of a patient resting or - also part a family member visiting their loved ones. Piloted in 2 wards Planetree Coordinator, Cheryl Wardrope said the activity is all about continuously improving the patient experience. We held the 15 steps challenge at Logan Hospital in ward 3A and Renal Dialysis Unit in March 2018 for the first time with our Consumer Partnership Committee, to provide some key steps that the ward can take to improve the patient experience. One of our consumer participants said it was an eye opening experience. Since the challenge has been completed, Ward 3A and the Renal Dialysis Unit teams have been working of Excellence in Bedside Care through the feedback to identify some things that they can improve. These include the introduction of the Intercom System and bright welcoming sign at the entrance of Ward 3A, and the proposed installation of curtains in the bathrooms and toilet to aid in patient privacy. The Renal Dialysis team has installed the “Messages of Hope” wall in their unit to increase the visual appeal and improve the overall sense of welcoming for all. (EiBC) Program Logan Hospital plans to roll the 15 Steps Challenge out to other wards throughout the year.

Another FUTURE HOSPITAL Program Initiative VISIT THE FHP SITE

32 Future Hospital Program | Annual Report 2017-18 Person-Centred Care Initiatives

Virtual Reality Goggles Research - Palliative Care / Rehab / Griffith University Logan Hospital’s Palliative Care and Rehabilitation Research is lacking in exploring the potential Units are embarking on a unique opportunity to benefits of virtual/augmented reality technology improve patient experience. in patient care where there are many potential benefits such as: Virtual Reality (VR) is a fascinating way for patients to travel using nothing more than the power of • Improved patient experience. technology. With a headset and motion tracking, • Reduced opioid usage. VR lets them look around a virtual space with captivating video and immersive audio as if they’re • Improved quality of life. actually there. Funding for the VR research study was provided by Logan Hospital has commenced a research study the Future Hospital Program. with Griffith University into VR patient experiences.

Gillian Myles (CNC) with the VR Goggles

Pictured (L to R): Dr Brian McGowan (FHP), Marion Tower (MSH Board Member), Dr Leslie Gan (Rehabilitation Specialist), Dr Michael Lau, Branko Vidakovic (FHP), Cassandra Wells (CNC) and Gillian Myles (CNC).

Planetree Bronze Certification Metro South Health will submit the application for Planetree Bronze Certification for excellence in person-centred care in September 2018.

Future Hospital Program | Annual Report 2017-18 33 Person-Centred Care Initiatives

Logan Hospital - Consumer Partnership Committee The Logan Hospital Consumer Partnership Committee was established in February 2018. The Consumer Partnership Committee has three Consumer Advisors and an interdepartmental staff membership who work in partnership to shape our person-centred care priorities. The Committee oversees and assists the implementation and maintenance of person-centred care principles to align with the MSH commitment to excellence in person-centred care. The Committee has provided feedback on MSH Logan Hospital’s Consumer Partnership Committee Policies including the MS Health Literacy Policy and MSH Family Presence and Care Partner Policy, Pictured (L to R): Siobhan Holland (DSO Allied participated in the Social Impact Assessment Health), Karen Green (Manager Consumer Liaison), as part of the Logan Hospital Expansion project, Albert Winterton (Quality Assurance Radiographer), trialled the 15 Steps Challenge, undertook a review Cheryl Wardrope (Planetree Coordinator), Anne of the posters and signs and have contributed to a Coccetti (Director Allied Health and Chair), Paula MacDermott (Senior Dietitian), Tanya Ormsby number of initiatives to improve health literacy. (Consumer Advisor), Sylvia Penhaligon (Brisbane South PHN), Michelle Allen (Consumer Advisor). Absent: Diane Higgins (Consumer Advisor), Becci Brown (A/ Paediatric CNC), Helen Maney (Nurse Educator), Angel Bogicevic (Multicultural Resource Development and Training Officer), Aneta Bilal (Multicultural Liaison Officer), Pam McErlean (CNC Quality).

Logan Hospital - Review of posters and signs On 15th May 2018, the Logan Hospital Consumer From this review, it was evident that there is an Partnership Committee undertook a review of the abundance of posters that create clutter on our posters and signs. The areas that were reviewed walls which makes it difficult for our patients and were: visitors to know what information is important. Some posters were not written in a way that was • Area 1: High traffic public areas – including friendly and welcoming or were difficult to read/ Hospital Entrance, foyer and reception area, understand, some posters are torn and many were Hospital Street and the pharmacy and pathology repeated/duplicated. This review has resulted waiting area. in a large number of unnecessary posters being • Area 2: Specialist Outpatient Department – removed. Antenatal, Paediatrics and Fracture Clinic • Area 3: Emergency Department – Adult, Children and Foyer.

34 Future Hospital Program | Annual Report 2017-18 Person-Centred Care Initiatives

Logan Hospital - Social Impact Assessment of the Logan Hospital Expansion

The Logan Hospital Expansion Project is a included potential issues with parking, wayfinding, Queensland Government commitment to cater noise, the need for welcoming environments, a for and meet the growing demand of healthcare refresh of the prayer room and a need to ensure services of the local Logan city population. The the community was kept abreast of developments social impact assessment was led by the MSH were identified. Participants also agreed that the Consumer and Community Engagement Team to inclusion of services not currently offered at Logan identify the social and economic impacts expanding Hospital such as chemotherapy would ensure family Logan Hospital would have on the community and members and patients do not have to travel to other on patients. A series of focus groups including locations for care. people from culturally and linguistically diverse All of the opportunities above have been addressed communities, people with a disability, Aboriginal in the final proposal which is currently with the and Torres Strait Islander people, visitors to the Department of Health for approval. More details on hospital, local community members and local the expansion project are attached. business and education representatives were held over a period of two weeks. Key issues identified

Beaudesert Hospital - Consumer Advisory Committee The Beaudesert Hospital Consumer Advisory including the MS Health Literacy Policy and MSH Committee continues to forge ahead with their Family Presence and Care Partner Policy, developed person-centred care initiatives. The Committee has a partnership with a local high school to provide focused on the development and implementation artwork for the Paediatric Bay and the planning for of the Patient Directed Visitation and Care Partner a mural in the Maternity Unit. Procedure, provided feedback on MSH Policies

OUTCOMES

BEAUDESERT HOSPITAL

6 CONSUMER ADVISORS

Beaudesert Hospital - Patient Directed Visitation and Care Partner Procedure Beaudesert Hospital implemented their Patient in August 2017. This is a key initiative towards Directed Visitation and Care Partner Procedure achieving excellence in person-centred care.

Future Hospital Program | Annual Report 2017-18 35 Person-Centred Care Initiatives

ED Ambassador Trial

Logan Hospital’s Emergency Department trialled an and visitors a positive feeling about the treatment ED Ambassador role over 6 weeks. The Ambassador they will receive at the Logan Hospital. started on 14 May 2018 and it has proved a positive The Ambassador role could be considered a side addition to the ED team. adjunct to the Planetree initiative, the work the The Ambassador’s role is to attempt to meet and ambassador does aligns with many of the 10 greet all patients/visitors that enter the waiting Planetree components. room. This sets a tone, and allows the ambassador The Ambassador has assisted in relieving pressure to assess any stress/anxiety issues and recognise off the triage and reception desks, by assisting any re-presenting mental health patients. patients with basic enquiries and improving the The Ambassador is also available to assist clinical flow of patients/visitors through the waiting room. staff de-escalate situations if required but mostly The initial statistics reported were very encouraging to engage with patients and their families, get a and based on these and feedback from the ED, the sense of how they were feeling and assist them trial will be extended for another 12 months. where he can. Setting a great first impression and humanising the ED experience gives the patients

OUTCOMES

Ambassador’s tasks during trial period News from Logan and Beaudesert Hospitals Thursday, 24 May 2018 Task Occasions of service over trial period Way Finding 477 De-escalation 55 Children’s Activity packs 227 Waiting room information 292 giving ED Ambassador Escalation of concerns 104 Fred Oostryck helping patients feel settled page 3

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Call outs for physical presence of Security Officers to Triage/waiting room incidents Six Week Period Calls to Waiting >65% Room/Triage Reduction of call outs for Security Pre - 01/04/18– 14/05/18 26 Officers to the ED triage/waiting room Post - 14/05/18 – 30/06/18 9 since the introduction of the ED Ambassador

36 Future Hospital Program | Annual Report 2017-18 Research & Innovation Strategic Priority

This strategic priority details the overall goals for research and innovation in Logan and Beaudesert Hospitals. There are three clear elements within the priority – Culture, Collaboration, and Infrastructure. This is to ensure that we support our staff in the conduct of research and innovation activities and we promote opportunities to integrate evidence into practice improvement. Our ultimate goal is to become a Centre of Research and Innovation Excellence.

Goals To be recognised as an organisation that supports and produces world standard clinical research and innovation.

Objectives Contribute to the well-being of the community by providing our patients with excellence in healthcare through collaboration, culture and infrastructure.

Indicators of success • Innovation maturity. • Research and Innovation Centre of Excellence. • Increased publications.

Future Hospital Program | Annual Report 2017-18 37 Research & Innovation Initiatives

Logan Hospital Research Report 2017 The inaugural Logan Hospital Research Report opportunity for internal and external stakeholders, provides an excellent display of the evolution of University partners and researchers collectively to research within Logan and Beaudesert Hospitals; overview the body of research activity conducted its completion is a key milestone. The Report every day within our hospital walls. Our hope is that acknowledges the achievements of researchers the report provides inspiration for all researchers across our hospitals from the intrepid and novice and celebrates our achievements during 2017. researcher to the most advanced. It provides an

Metro South Health

detection of cancer will enable early intervention and will reduce death associated with cancer metastasis.Medical Education Unit Anaesthetic Department (Contact - Associate Professor Bernard Whitfield).Journal Articles Journal Articles Developing an Oral Rinse Method to Detect HumanBlyth C, Bost N, Shiels S. Impact of an education Papillomavirus: QUT and Logan Hospital. Assoc. Sekandarzad M, van Zundert A, Doornebal C, session on clinical handover between medical Prof Bernard Whitfield and Assoc. Prof Chamindie Hollman M. Regional anesthesia and analgesia in shifts in an emergency department: A pilot study. Punyadeera (QUT). The purpose of this research is cancer care: is it time to break the bad news? Current Emergency Medicine Australasia: EMA. 2017 29 (3), p to develop an early non-invasive detection method Opinion in Anaesthesiology. 2017 30(5), p. 606-612. 336-341. for HPV positive head and neck squamous cell carcinoma (HNSCC). (Contact - Associate Professor Bernard Whitfield). Allied Health - Psychology Mental Health Unit Circulating Tumour Cell Prognostic assay: QUT and Journal Articles Logan Hospital. Assoc. Prof Bernard WhitfieldJournal and Articles Halford W, Leung P, Chan H, Lau C, Hiew D, van Assoc. Prof Chamindie Punyadeera. The purposeBanham J, Schweitzer R. Therapeutic conversations: de Vijver F. Couple relationship standards and of this research is to undertake the developmentTherapists’ use of observational language Cassandra Stone, Nurse Practitioner - Nephrology migration: Comparing Hong Kong Chinese with of a PD-L1 circulating tumour cell (CTC) assay in the contributes to optimal therapeutic outcomes. Coleman S, Havas K, Ersham S, Stone C, Taylor B, Australian Chinese. Family Process. Epub Dec 2017. Advance Queensland Innovation project. (ContactPsychology - and Psychotherapy: Theory, Research & 73 Associate Professor Bernard Whitfield). Graham A, Bublitz L, Purtell L, Bonner A. Patient Book Chapter Logan Hospital Dr Prasad Challa - Director of Cardiology practice. 2017 90(3),Dr Bernard p 264 Whitfield 278. - Director ENT satisfaction with nurse-led chronic kidney disease Publications Awards Hiew D, Leung P. W. L. Cultural diversity in couple Ryan A, Baker A, Dark F, Foley S, Gordon A, Hatherill clinics: A multicentre evaluation. Journal of Renal Professor Bernard Whitfield, the Director of S,the Stathis S, SahaDepartment S, Bruxner G, of Beckman Medicine M, Care. 2017 43(1), p. 11-20. relationships. In J. Fitzgerald (Ed.), Foundations Department of Head and for Couples’ Therapy:Research Research for the Real World. Integrated Specialist ENT Service, Otolaryngology,Richardson D,Journal Berk M, Articles Dean O, Mcgrath J, Scott J. Hughes J, Sheehan M, Evans J. Treatment and Head and Neck Surgery was promoted to AssociateThe efficacy of sodium benzoate as an adjunctive Routledge, New York. 2017. Neck Surgery Fisher J, Hand A, Jamieson D, Wood B, Walkeroutcomes of patients presenting to an adult Professor Griffith University. treatment in early psychosis - CADENCE-BZ: study emergency department involuntarily with substance Journal Articles protocol for a R.randomised Developing controlled an innovative trial. onlineTrials. medication2017 Annual Report calculator for patients with Parkinson’s diseasemisuse. who International Journal of Mental Health Lomas J, Chandran D, Whitfield B. Surgical18(1), p. 165-165. Cardiology Department are nil by mouth. Future Healthcare Journal.Nursing. 2017 2017 May. management of plunging ranulas: a 10-year case 2017 Siskind D, Russell4(1), A,p 27-29.Gamble C, Winckel K, Mayfield Latimer S, Hewitt J, Stanbrough R, McAndrew R. Journal Articles series in South East Queensland. 2017 ANZK, Hollingworth Journal of S, Hickman I, Siskind V, Kisely S. Surgery. Epub Dec 2017. Reducing medication errors: Teaching strategies that Huang L, Ng A, Wang W. Rates and predictors of Treatment of clozapine-associated obesity and increase nursing students' awareness of medication General Practitioner (GP) follow-up post discharge Seabrook M, Schwarz M, Ward E, Whitfielddiabetes B. with exenatide (CODEX) in adults with errors and their prevention. Nurse Education Today. from a tertiary cardiology unit. Heart, Lung & Implementation of an extended scope ofschizophrenia: practice a randomised controlled trial. 2017 52, p. 7-9. Circulation. 2017 26, p.S340-S341. speech-language pathology allied healthDiabetes, practitioner Obesity & Metabolism. 2017 Nov. service: an evaluation of service impacts and Millichamp T, Bakon S, Christensen M, Stock K, Lau K, Latona J, Aroney N, Horvath R, Walters D, Letter to the Editor Howarth S. Implementation of a model of emergency Burstow D. Infective endocarditis of the mitral valve outcomes. International Journal of Speech-Language Pathology. 2017 Sept, p. 1-10. Tso, G. and J. O’Callaghan, Emotional contagion in care in an Australian hospital. Emergency Nurse: The in a patient with congenital RCA to LV fistula. Heart, the consultation-liaison setting. Australian and New Journal of the RCN Accident and Emergency Nursing Lung & Circulation. 2017 26, p. S325-S325. Clinical Research Zealand Journal of Psychiatry, 2017. 51(11), p. 1162. Association. 2017. 25(7), p. 35-42. Reyaldeen R, Gounden S, Jeffries C, Jesuthasan B, Head and Neck Cancer Detection is a Spitting Stevens L, Bost N, Thompson S, Johnston A, Stoddart Ranjan S, Challa P, Dahiya A. Impact of age, gender Distance Away - Saliva Screening Test Study. E. Nurses plastering and splinting in the emergency and cardiac risk factors on diagnostic ability of low QUT and Logan Hospital. Assoc. Prof NursingBernard department: an integrative review. Australian Journal radiation CTCA in patients above the age of 65 years. Whitfield and Assoc. Prof Chamindie Punyadeera of Advanced Nursing. 2017 35(2), p. 38-50. Heart, Lung & Circulation. 2017 26, p. S263-S263. (QUT). This study is investigating earlyJournal cancer Articles Conference Presentations Scott A, Whitman M, McDonald A, Webster M, Jenkins detection using human saliva. The goalAbel of J, this Stone C, Barnes M, Havas K, Tam V, Mills K, 61 C. Two models to conduct non-physician led exercise research is to develop tools and techniquesDouglas that C, Bonner A. An integrated nurse practitioner Wendt M. 2017. Criteria led weighing of neonates. Presentations stress testing in low to intermediate risk patients. can be translated to a clinical setting,approach where cancer to improving management for individuals Passage to Motherhood conference. Brisbane Critical Pathways in Cardiology. 2017 16(1): p. 1-6. diagnosis is as easy as “spitting” intoliving a cup. with Early complex multiple chronic diseases. Australia. 11 – 12 May 2017. Australian Diabetes Educator. 2017 20(3) & Conferences Dr Bernard Whitfield and the laser theatre team

logan Hospital | Annual Research Report 2017 9 8 logan Hospital | Annual Research Report 2017 logan Hospital | Annual Research Report 2017 15 62 Clinical Research

Schwarz M, Coccetti A, Cardell E. Early dysphagia Byrne C, Roth R, Donnelly J, Dicker G, Palmer M.assessment for stroke patients: the future of speech dischargeNutrition venous and thromboembolism Dietetics Department risk. (Contact Projects 2017. Evaluation of diabetes quick access, a droppathology weekend services. Speech Pathology Hayden White). Clinical Research Journal Articles in clinic in diabetes outpatients – Do clients attendAustralia 2017 National Conference, Sydney TARGET - The Augmented versus Routine approach and are they priority clients? Dieticians Association Cruickshank A, Porteous H, Palmer M. Investigating Australia. 28 – 31 May 2017. Single Centre to Giving Energy Trial: A randomised controlled trial. of Australia 34th National Conference, Hobart, antenatal nutrition education preferences in South- Schwarz M, Coccetti A, Cardell E, Murdoch A, Davis KABI: Inducing ketogenesis in patients with acute (Contact Hayden White). Australia. 18 – 20 May 2017. Nutrition & Dietetics: East Queensland, including Maori and Pasifika J. 2017. Implementing a standardised free water brain injury via oral administration of a ketogenic The Journal of the Dietitians Association of Australia, TRANSFUSEwomen. Women - STandaRd and Birth: Issue Journal TrANsfusion of The AustralianversuS protocol in a rehabilitation unit: Experiences from feed. (Contact - Hayden White). 2017 74 (S1) p 50 – 86. FresherCollege red of Midwives.blood cell 2017Use in Nov. intenSive carE–a a metropolitan hospital. Smart Strokes, Gold Coast DUET: Diaphramatic Ultrasound and randomised controlled trial. (Contact - Hayden Cruickshank A, Porteous H, Palmer M. 2017. MaternalQLD. 10 – 11 Aug 2017. International Journal of Stroke. Matthews K, Capra S, Palmer M. Throw caution to the Electromyography during Spontaneous Breathing White). information on women in South East Queensland,2017 12 (2) wind: is refeeding syndrome really a cause of death Trial. (Contact - Stephen Whebell). especially Maori and Pasifika women - rare as hen's Conferencein acute care? Presentations European Journal of Clinical Nutrition. teeth. Dieticians Association of Australia 34thSchwarz M, Ward L, Cornwell P, Coccetti A, Kalapac PED: Post extubation dysphagia - identifying risk White2017 72, H. 2017.p. 93. Systematic review of the use of National Conference, Hobart, Australia. 18 –N. 20 Current and future use of allied health assistants factors and outcomes. (Contact - Maria Schwarz). in dysphagia management: a prospective study of Matthewsketones in K, the Palmer management M, Capra of S. acute The accuracy and chronic and May 2017. Nutrition & Dietetics: The Journal of the Speech Pathology Department Pharmacy Department mealtime observation. Speech Pathology Australia BC-TEG: Can thromboelastography be used to predict consistencyneurological of disorders. nutrition Collegecare process of Intensive terminology Care use Dietitians Association of Australia, 2017 74 (S1) p 39. 2017 National Conference, Sydney Australia. 28 – 31 Post Extubation Dysphagia (PED). (Contact - Maria blood culture results in clinically septic patients; A inMedicine cases of of refeeding Australia syndrome. and New Zealand Nutrition ASM. & Dietetics: Sydney LoganJeevanayagam Hospital Melatonin M, Ko S, Owers Usage E, in Griffin Paediatrics. S, Palmer M. May 2017. A baseline audit of daily activities and tasks Schwarz). prospective observational trial. (Contact - Jennifer TheAustralia. Journal 26-28 of the May. Dietitians Association of Australia. (Contact2017. Hepatology - Chai Gaik dietitian Yeoh, Karla outpatient Mayfield, clinic Jack – does Roberts). performed by advanced scope pharmacy assistantsSpeech pathology administration of CoPhenylcaine Gaffney). 2017Awards Nov. and Achievements our new triage tool assist in capturing prioritySchwarz clients? M, Ward L, Cornwell P, Coccetti A, Smith A, D’Netto P. Strengtheningprior to the implementation and expanding theof Electronic scope MedicationForte Nasal spray during nasendoscopy. (Contact - Multicentre Letters to the Editor BeaudesertDieticians HospitalAssociation General of Australia Ward Inpatient 34th National Review: Sosnowski K & White H - Invited session chairpersons Management (EMM). (Contact - Aarong Cheong,Marnie Seabrook) MedicationConference, Incidents Hobart, & Australia. Pharmacy 18 Interventions. – 20 Mayof 2017. practice for allied health assistants. 12th National ADRENAL – A randomised blinded placebo controlled Matthews- ANZICS ASMK, Capra Gold S, Coast Palmer 2017. M. Response to letter Thanh Pham). (ContactNutrition - Chen & Dietetics: Foo, Suzanne The Journal Fysh, ofJessica the Dietitians Allied Health Conference, Sydney Australia. 26 - 29 The use of Allied Health Assistants in speech trial of hydrocortisone in critically ill patients with to the editor 'Mortality due to refeeding syndrome? Sosnowski K - Invited poster judge - ANZICS ASM Rossborough).Association of Australia, 2017 74 (S1) p 50August – 86. 2017.Review of surgical antibiotic prophylaxis at Loganpathology. (Contact - Maria Schwarz). septic shock. (Contact Hayden White). You only find what you look for, and you only look 27 Gold Coast 2017. Hospital. (Contact - Marjoree Sehu, Tina Patterson, RetrospectiveMatthews K, Audit Palmer of PrecipitatingM, Capra S (2017) Factors Throw ofSeabrook caution M, Beak K, Schwarz M, Smith J, Coccetti A, The use of Allied Health Assistants to complete Post graduate MARINER – Medically ill patient assessment of for what you know'. European Journal of Clinical Zack Klyza). Admissionsto the wind: to Acuteis refeeding Mental syndrome Health (MH) really Inpatient Warda cause E, Whitfieldof B. Speech Pathologist medication dysphagia screening in an acute hospital setting. Rivaroxaban versus placebo in reducing post Nutrition. 2017 Dec. Unitsdeath of Patients in hospital? Under Dieticians care of Adult Association MH Wellbeingadministration: of Australia Conference applications Presentations within an outpatient (Contact - Maria Schwarz). Conference Presentations Team34th Elsie National Peusschers. Conference, (Contact Hobart, - Marian Australia. Hjort).setting. 18 – Speech 20 Pathology Australia 2017 National Conference, SydneyLin J. 2017. Australia. The Impact 28 – 31 of MayClinical 2017. Pharmacy TheService use inof LSVT LOUD during speech language Research Students Bennett T. Dietitian First Gastroenterology clinic - May 2017. Nutrition & Dietetics: The Journal of the Anticoagulation Management in Stroke Patients Physiotherapy Musculoskeletal Managementpathology Clinic clinical placements: the experiences of extended service. Clinical Excellence Showcase, Dietitians Association of Australia, 2017 74 (S1) p 23 with Atrial Fibrillation at Logan Hospital. (ContactWells E,- Coccettiand A, Conservative Kwiecien I. ImplementationManagement Service. of Proceedingsstudents, educators and patients. (Contact - Kylie Brisbane Australia. 2017 2 June. Matthew Gibbs). dysphagia outcomeof the 43rdmeasures National in a Conference rehabilitation of the SocietyKeast). of setting. SpeechHospital Pathology Pharmacists Australia of 2017 Australia. National Sydney Australia. Baseline acquisition of the characteristics of Fellowships and Grants Conference, SydneyNovember Australia. 16-19. 28 – 31 May 2017. communication between pharmacists and other $69,092. Allied Health Expanded Scope Clinical ResearchSpann S, Firman P. 2017. Acute seizure management: health professionals prior to the implementation of Implementation Project Funding - Allied Health Do we have it under control? 43rd National Electronic Medication Management (EMM). Allied(Contact Health - Assistants as an adjunct to speech Professions Office of Queensland. Gail Gordon, Anne Conference of the Society of Hospital Pharmacists Lorelle Brown, Karla Mayfield, Chloe Lamb).pathology assessment in dysphagia management of Coccetti, Maria Schwarz. Extended scope of practice: Australia. Sydney Australia. November 16-19 2017. A baseline audit of Enterprise-wide Liaison adult acute inpatients. (Contact - Maria Schwarz). trial of speech pathology led medication prescribing. Waddell J, Nissen L, Hale A. 2017. The personality Medication System (eLMS) produced DischargeAuditing of modified diets and thickened fluids in the $23,756 Study Education and Research Trust Account traits of Australian Pharmacists. Proceedings of the Medication Records (DMRs) prior to the hospital setting. (Contact - Jane Ross). (SERTA). Maria Schwarz. Current Practices in Complex implementation of Electronic Medication 43rd National Conference of the Society of Hospital Implementation and outcomes of a standardised Feeding Decisions: Informing the Development of Management (EMM). (Contact - Edwin Cheung, Sarah Pharmacists of Australia. Sydney Australia. November oral hygiene assessment and management protocol. New Clinical Protocols. Spann, Jackie Trieu). 16-19. (Contact - Blaise Hamlet and Inger Kwiecien). A baseline audit of clinical services Key Performance Waddell J, Nissen L, Hale A. 2017. The personality Optimising acute transitional care for culturally and Indicators (KPIs) prior to the implementation of traits of Australian Pharmacists. Society of $10,675Hospital Allied Health Expanded Scope linguistically diverse stroke survivors. (Contact - Electronic Medication Management (EMM). (Contact - Pharmacists of Australia - Queensland BranchImplementation Project Funding - Allied Health Naomi Kalapac). Helender Singh). Symposium. Birthinya Australia. July 22. Professions Office of Queensland. Gail Gordon, Anne Coccetti, Maria Schwarz. Expanding scope of practice $433,866 Intensive Care Unit Research Team Nutrition and Dietetics Department

24 logan Hospital | Annual Research Report 2017 logan Hospital | Annual Research Report 2017 19 Grant 16 logan Hospital | Annual Research Report 2017 14 logan Hospital | Annual Research Report 2017 Funding

38 Future Hospital Program | Annual Report 2017-18 Research & Innovation Initiatives

Logan Research Advisory Service

The performance of research is frequently delayed The Logan Hospital Advisory Service provides by management and governance systems and mentorship, advice and hands on support with procedures. Obtaining ethics and governance regards to protocol development, ethics and approval has become increasingly complex governance applications; and other items required and often burdensome and disproportionate to to conduct research. The service provides support the conceivable risks to research participants. to all disciplines within our hospitals.

Logan & Beaudesert Hospitals’ Research & Innovation Symposium

Preparation for the Logan and Beaudesert Hospitals’ LOGAN & BEAUDESERT HOSPITALS’ Research and Innovation Symposium 2019 is well underway. As well as marketing and showcasing research and innovation activities, the symposium will increase the profile of research and innovation activities both within our hospitals and externally to the wider Logan and Beaudesert communities.

Future Hospital Program | Annual Report 2017-18 39