In this edition....Summaries of innovation projects Resident transfers from aged care facilities to emergency departments: Can they be avoided? NSW Trauma App Queensland’s Digital Hospital Investigating the relationship between emotional intelligence and transformation leadership in Nurse Managers Embedding Consumer Engagement in Organisational Governance — Moving Consumers on Committees from Tokenistic to Having an Impact UK Report Alcohol’s Impact on Emergency Services

1. 33% of the 2880 in this study
could have been treated in
the community sets the
scene for further research.
While noting the complexities
around defining avoidable
transfers, they cite benefits
such as the impact on emer-
gency department over-
crowding and savings on
costly emergency transfers.
More details at
http://onlinelibrary.wiley.com/
doi/10.1111/1742-
6723.12433/abstract
Residents from aged care
facilities make up a large
number of hospital
emergency department
presentations. In their
recently published research
Julia Morphet et al(2015)
note that in 2010 over
180,000 older people were
living in residential aged
care. And, in what seems
like a transfer merry go
round, it is estimated that up
40% of this vulnerable
groups were transferred
from nursing home to
emergency department
and back to their facility
without a hospital
admission.
Morphet et al acknowledge
that evidence exists that
increasing primary care
services within residential
aged care facilities can
reduce avoidable
emergency department
transfers.
This retrospective study by
Morphet et al:
▪described the
characteristics of residents
of aged care facilities
transferred to 2 large
metropolitan hospital
emergency departments
in south eastern Melbourne,
Victoria. and;
▪evaluated the
appropriateness and cost
of these presentations.
Their major finding that over
Morphet J, Innes K, Griffiths DL,
Crawford K, Williams A
Emergency Medicine Australasia
Resident transfers from aged care facilities to
emergency departments: Can they be avoided?
NSW Trauma App
The NSW Trauma app has
been developed to reduce
unwarranted clinical
variation by providing of
point of care access to
up-to-date, evidence
based information, ena-
bling the delivery of optimal
care to injured patients.
This innovative app includes
user friendly trauma re-
sources for both adult and
paediatrics, eg:
▪Localised guideline
repository
▪Specific burn injury
resources
▪Interactive checklists
Clinical timestamps
▪Trauma related medical
calculators
▪Detailed NSW health facility
information.
The NSW Trauma app has
been downloaded over
2400 times the iTunes App
store and Google Play. From
preliminary evaluations there
is on average 11 active users
per day, spending on
average 5 minutes accessing
trauma and burns guidelines,
clinical calculators and
facility information.
A comprehensive evaluation
on the impact of the app
towards trauma care will be
conducted in the coming
months. (cont page 2)
December 2015
Innovation Round Up
Summaries of research
published in open source
and links to some of the
interesting innovations
project we have gathered
from Australia and over-
seas in 2015.
Inside this issue:
Resident Transfers to
EDs
1
NSW Trauma App 1
PAH Digital Hospital 2
EI & Nurse Managers 2
Consumer
Engagement in
Organisational
Governance
3
UK—Impact of
Alcohol on
Emergency Services
4
Upcoming Events 5
Change Champions & Associates
INNOVATION ROUND UP

2. The Princess Alexandra
Hospital (PAH) in
Queensland has
become Australia’s first
large-scale digital hospi-
tal. Becoming a digital
hospital will put the PAH at
the forefront of healthcare
innovation and technology
and will lead to better care
for its patients.
As a digital hospital the
healthcare team will
document and access
medical information (such
as patient details, reason
for admission, medical
history and any allergies) on
computers instead of
using paper files.
New digital bedside
patient monitoring
devices will automatically
upload vital signs and
observations, such as
blood pressure,
temperature and heart
rate, directly to each
patient’s secure
electronic medical
record.
Becoming a digital
hospital will help:
▪Patients to get home
sooner by empowering
staff with fast access to
information.
▪Health care professionals
to spend more time caring
for patients and less time
doing paperwork
▪The health service
to optimise its world class
medical research and
to reduce its
environmental footprint.
http://
metrosouth.health.qld.gov.au/
princess-alexandra-hospital/digital-
hospital
behaviour of effective
leaders, then what
predisposes an individual
to behave in this way?
There is growing evidence
that that emotional
Intelligence is a major
catalyst in pre-empting
transformational
leadership behaviours.
Perroud and Stewart’s
paper aims to explore
emotional intelligence as
the “concept of
possibility” to ignite
transformational leader
According to Katrina
Perroud from Lyndoch
Warrnambool, Victoria and
Deb Stewart, School of
Management, Victoria
University, many studies on
leadership have resulted in
the belief that
transformational
leadership behaviour is
central to effective
leadership and subsequent
positive organizational
outcomes.
If transformational
leadership is the preferred
behaviour.
The study seeks to explore
whether there is a
relationship between
emotional intelligence
and transformational
leadership in Nurse
Managers.
Although the sample size
is small, the article makes
stimulating reading.
http://www.anzam.org/wp-
content/uploads/pdf-
man-
ager/1968_PERROUDKATRIN
A_215.PDF
Queensland’s Digital Hospital
Investigating the relationship between
emotional intelligence and transformation
leadership in Nurse Managers
NSW Trauma App (cont from front page)
The NSW Trauma app is currently being adopted by the international trauma
community with users downloading the app from Australia,
Canada, Ireland, New Zealand, United Kingdom, and the United States.
http://www.aci.health.nsw.gov.au/make-a-difference/access/nsw-trauma-app?
utm_content=buffercc95e&utm_medium=social&utm_source=facebook.com&utm_campaign=buf
fer
Page 2
Change Champions & Associates December 2015
Contemporary literature
suggests that effective
leadership is central to
organisational success.
The NSW Trauma App is
currently being adopted by
the international trauma
community

3. Embedding Consumer Engagement in Organisational Governance
— Moving Consumers on Committees from Tokenistic to Having an Impact
Page 3
Change Champions & Associates December 2015
Melbourne Health is a large metropolitan health service with a complex governance
structure involving more than 60 committees. Consumer engagement in governance
committees has been a priority over the last 5 years in order to increase transparency,
maintain a person-centred focus in discussions and provide an external perspective on
decision making.
The journey of embedding consumer participation within this structure has been one that
has taken considerable commitment and support from staff at all levels of the organisation.
In 2011, 5 governance committees had a consumer representative. By 2015 this had
increased to over 35 with more than 6 additional committees actively seeking to recruit
consumers.
Consumer representation is now actively sought in all levels of the organisation – including
local area improvement projects and smaller working groups. Initial steps taken in this space
were seen by some as tokenistic and many challenges were faced by both staff and
consumers. Since that time significant progress has been made, a culture of seeking and
valuing consumer feedback has been cultivated and the model of support for engagement
has been refined.
Keys to success include:
Executive Leadership: Strong support from senior leadership was imperative, particularly in
the initial phases of embedding consumer engagement in committees.
Strategic Priority: Embedding Patient and Consumer Experience within the Melbourne Health
Strategic Plan 2015 -20 highlights the value placed on partnering with and empowering
patients, consumers and carers.
Empowering staff to support consumers: Tools and resources were developed to enable
staff to better understand their role in consumer engagement. In addition, a number of
education sessions have been run with key staff including the NUM group and
Transformation and Quality representatives. Clinical staff and managers are supported to
recruit consumers, develop and complete Consumer Position Descriptions and complete
informal interview in order to clarify expectations from both the committee and consumer’s
perspective. Developing partnership at this level increases engagement and mutual
understanding of each other’s roles.
Consumer Support and Training: Developing a structured approach to consumer support
and training – including regular information sessions on key topics, networking opportunities
and mentoring was important for ensuring consumers across the organisation remained sup-
ported and connected.
Support Structures: All committees are asked to nominate a ‘support person’ in addition to
the Chair. Support staff are responsible for ensuring the consumer is confident in their role,
has the information they need and the opportunity to ask questions or debrief as required.
Support staff are required to complete an annual discussion with their consumer representa-
tive – reviewing the impact of their role and support provided.
Feedback & Improvement: Seeking and responding to feedback from both staff and con-
sumers is key to ensuring ongoing improvement in this space. Each year an evaluation of
consumers on committees is completed. In November 2014, almost all consumers, carers,
committee chairs and support people (n = 41) indicated that consumer involvement in their
committee or working group was positive. Themes identified included the benefit of promot-
ing a patient view point, and helping to challenge us to think differently. Opportunities for
improvement including training and support for both groups were also identified.
By Varnia Muys, Community Engagement Manager, Melbourne Health, Victoria

4. This recent UK report demonstrates how
public drunkenness makes emergency
service people’s lives and jobs harder.
Perhaps the most shocking finding of
the survey was how widespread
drunken physical, sexual and verbal
abuse of emergency services staff is.
Police and ambulance crews suffer the
worst. Three quarters of police
respondents, and half of ambulance
respondents, had been injured in
alcohol-related incidents.
Between a third and a half of all service
people had suffered sexual harassment
or abuse at the hands of intoxicated
members of the public.
Ambulance staff were particularly at
risk, with 51% reporting sexually-related
incidents, but the numbers were
concerningly high across all services.
This has created a culture of fear in the
emergency services, particularly for
those out on the streets. 78% of police
feel at risk of drunken assaults,
compared to 65% of ambulance staff.
But even Emergency Department
Consultants within hospitals believe
themselves to be in danger, with 35%
concerned about the possibility of
physical attack.
http://www.ias.org.uk/uploads/
Alco-
hols_impact_on_emergency_services_full_re
port.pdf?utm_source=The+King%27
UK Report Alcohol’s Impact on Emergency Services
Keen to Share Your Innovation Project?
All you need to do is suc-
cinctly write up your article.
Succinct is the key word. If
can fit your key points into
anywhere from 150-300
words, you are most likely
to keep our busy readers
attention. Our readers also
like photos, graphics, links to
videos and any other
information you are willing
to share.
Submit your article to
info@changechampions.c
om.au
All articles are reviewed
prior to publication.
Sorry we do not publish
anything commercial, but
you can advertise here.
The next issue of Change
Champions & Associates
Innovation Round Up will
be distributed on 1
February 2016.
If you are working on an
innovation project and
think it might be suitable
for our readers, we are
keen to hear from you.
Page 4
Change Champions & Associates December 2015
Change Champions & Associates Supports
World Venous Thrombosis Day, 13 October 2016

5. Submissions that address the following topics now invited:
 Statewide or organisation wide approaches to improve access to care and
patient safety by systematically embedding health literacy into strategy
and operations.
 Value and build the capacity of consumers and carers to contribute to the
development of health literacy initiatives.
 Showcase programs where health literacy is effectively integrated into
planning, implementation and evaluation.
 Showcase the impact of education programs to improve health literacy for
care providers on:
 Communication capability
 High risk situations including care transitions, information about
medications etc
 Specific patient groups
 Share information novel tools and resources that have been successfully
used to improve health literacy.
 Useful, culturally appropriate information about health and health care for con-
sumers and carers
CALL FOR ABSTRACTS OPEN UNTIL 15 DECEMBER 2015.
Health Literacy 2016
Preventing Unnecessary Emergency Department
Transfers for Older People
This seminar addresses opportunities and challenges by showcasing strategic
approaches and innovations programs that assist to:
 alleviate demand and capacity pressures on hospital emergency depart-
ments (ED)
 enable older people living in the community/residential aged care
(RACF’s) to receive timely, appropriate urgent care
 assist vulnerable older people to avoid potentially unnecessary transfers to
hospital emergency departments.
The call for abstracts outlines an extensive list of topic areas of interest to our
audience of clinicians, managers innovators, program and network managers
working across the spectrum of facilities and the continuum of care.
CALL FOR ABSTRACTS OPEN UNTIL 15 FEBRUARY 2016
Page 5
Change Champions & Associates December 2015
CALLS FOR ABSTRACTS OPEN
Submit at info@changechampions.com.au

6. Page 6
Improving
Consumer and Carer
Engagement in Health Care
29 February, 2016
Pavilion Room, The Arts Centre
100 St Kilda Rd, Melbourne Victoria
Early Bird Registration Now Open
Download the program and Book Online at
http://www.changechampions.com.au NOW

7. Hospital After Hours, Sydney, late May
2016
A Healthy Culture is a Happy Productive
Hospital, Melbourne, October 2016
Improving Service Integration and
Medication Safety in Mental Health,
Sydney 2016
Page 7
Change Champions & Associates December 2015
Improving Patient Flows, Gold Coast 2016
SEMINARS IN PLANNING FOR 2016
Here’s a snapshot of some of the 2 day events we are
planning for 2016. More news in our February 2016 edition.

8. Page 8
In this full day introductory workshop, you will:
 Gain an overview of the science and value of emotional intelligence
 Consider the impact on performance of positive and negative emotions in the workplace
 including the impact on individuals, productivity and organizational outcomes
 Understand six competencies of the Genos International model of emotional intelligence
 for leaders
 Participate exercises where you try working with the competencies for emotional intelligence
 Discover some tips and develop an action plan for improving your own emotional intelligence
 Take away your Genos International Introduction to Emotional Intelligence work book
“I’ve learned that people will forget what you said, people will forget what you
did but people will never forget how they made you feel”
Maya Angelou
Melbourne, Adelaide, Canberra & Your Facility 2016
REGISTER at http://www.changechampions.com.au
Emotional Intelligence for Leaders

9. Page 9
Agile Project Management
for Health Care
COURSE REGISTRATION 2016
With Accredited Trainer, Julie Faoro
Melbourne, Adelaide, Sydney and Brisbane
The course will:
Explain how to lay the foundations for successful agile projects
 Explain how an agile project is managed
 Clarify the different management styles needed for successful agile projects
(compared to "traditional" projects)
 Provide integration with PRINCE2®.
 Improve time-to-market and project success rates while simultaneously
accelerating results by encouraging stakeholder involvement, feedback and
effective controls.
 Achieve better communication and control over projects and adapt project
plans without disrupting the project budget, timescale and scope.
 Develop professionalism in employees and include agile certification in em-
ployee professional development scheme
Who should attend?
Project Managers, Project Officers, Managers, and team leaders from
government, health, aged care and not for profit sectors
Any area of the health care system that wish to introduce change on time
and on budget.
More details at http://www.changechampions.com.au

10. Change Champions & Associates
PO Box 302
Kew VIC 3101
Mobile: 0467635150
E-mail:
info@changechampions.com.au
Web:
www.changechampions.com.au
Change Champions & Associates designs and produces seminars for
health professionals. We also showcase leadership development,
practice development, service and quality improvement initiatives
across the spectrum of health and interrelated facilities and the across
the continuum of care.
We are a small coalition of the committed, working with our partners to
deliver a great seminar experience. We are for cost recovery, rather
than not not for profit.
In collaboration with our consultants, we aim to provide valuable and
practical learning experiences for a broader range of professionals from
all sectors. These opportunities will include workshops, in houses at your
facility no matter where (we are strong supporters of those in rural and
remote areas), group and individual coaching sessions delivered by
accredited professionals.
By the end of 2016, our website will be redeveloped to enable a more
interactive relationship with our supporters, streamline our seminar
registration process and provide better functionality to enable
networking and the sharing of innovation projects in Australia and New
Zealand and beyond.
About Change Champions & Associates
Put your best foot forward in 2016!
If you are under the pump and not sure that you are managing as
well as you could, this online program, Sustain Success, will help you to
build your resilience at work and beyond.
Best of all its easy! There is no need to ask your manager for
permission for time off to attend a course. No need to feel
embarrassed about your capacity to cope. No need to consider
withdrawing or watering down decision making because you feel that
your ability and your confidence are living on different planets.
Developed by revered, organisational psychologist, Kathryn McEwen,
here's an opportunity to reflect on the way work pressure impacts on
the way you function at work and beyond. You can complete the
program, in your own time and at your own pace.
Better, you will be supported by a Resilience at Work accredited
coach. This is not a one size fits all program. One 75 minute
individualised coaching session is included in the program but for an
additional fee you may book
additional sessions.
Coaching sessions are held face
to face in Victoria and by tele-
phone or skype elsewhere.
Sustain Success Online Resilience Program
Bitten off More than you can
Chew??
info@changechampions.com.au