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Nursing jobs. Your guide to the best in careers and training in nursing and allied health.
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www.HealthTimes.com.auHealthTimes - Issue 7
Pri
nte
d b
y B
MP
- F
reecal
l 18
00
62
3 9
02
POSTAGEPAID
AUSTRALIA
PRINTPOST100015906
Seabreeze Communications Pty Ltd (ABN 29 071 328 053)PO Box 6744, Melbourne, VIC 3004
CHANGE OF ADDRESS: If the information on this mail label is incorrect, please email contact@healthtimes.com.au with the address that is currently shown & your correct address.
healthtimes.com.au
Regional & Remote Health+ Preparing nurses for the Ebola frontline
Surgical Wounds – Part 2
Nurse & son face deportation over autism diagnosis
Pain management program targets Indigenous people
+
+
+
Issue 720/04/2015
Formerly
Nursing CareersAllied Health
ncah.com.au
507-006 1/2PG FULL COLOUR CMYK PDF
507-010 1PG FULL COLOUR CMYK PDF
First State Super works as hard as you do
1300 650 873
Consider our product disclosure statement before making a decision about First State Super. Call us or visit our website for a copy. FSS Trustee Corporation ABN 11 118 202 672 AFSL 293340 is the trustee of the First State Superannuation Scheme ABN 53 226 460 365N
CA_WorksH
ard_180x120P_0714
507-005 1PG FULL COLOUR CMYK PDF
AUS Free Phone: 1800 818 844NZ Free Phone: 0800 700 839Dawn - dawn@ccmrecruitment.com.au
Like us on Facebook: Careers with CCM Australasia
Hospital of St John & St ElizabethLondon, England
Representatives coming to Brisbane, Sydney, Melbourne & PerthPresentations & Interviews in June
If you always wanted to work in London, grab this opportunity & Book now
Positions are available but not limited to the following specialities: Urology, Gastrointestinal surgery, Plastics/Cosmetic surgery, Orthopaedics, Trauma & General Surgery, Gynaecology, Breast, ENT Surgery, Theatre, Recovery, Medical admissions & Day Surgery.
Bene�ts on Offer:Relocation package up to £2,500 (to cover costs of �ights, accommodation & removals)Generous annual leave – 27 days plus 8 public holidays Affordable accommodation, shared and single - close to the hospitalBuddy System - supported on arrival, to help you understand life in London
NMC Registration advantageous, but not essential at Presentation / Interview stage
www.HealthTimes.com.au HealthTimes - Issue 7
Prin
ted
by B
MP
- Freecall 18
00
62
3 9
02
POSTAGEPAID
AUSTRALIA
PRINTPOST100015906
Seabreeze Communications Pty Ltd (ABN 29 071 328 053)PO Box 6744, Melbourne, VIC 3004
CHANGE OF ADDRESS: If the information on this mail label is incorrect, please email contact@healthtimes.com.au with the address that is currently shown & your correct address.
healthtimes.com.au
Regional & Remote Health+Preparing nurses for the Ebola frontline
Surgical Wounds – Part 2
Nurse & son face deportation over autism diagnosis
Pain management program targets Indigenous people
+
+
+
Issue 720/04/2015
Formerly
Nursing CareersAllied Health
ncah.com.au
507-006 1/2PG FULL COLOUR CMYK PDF
507-010 1PG FULL COLOUR CMYK PDF
First State Super works as hard as you do
1300 650 873
Consider our product disclosure statement before making a decision about First State Super. Call us or visit our website for a copy. FSS Trustee Corporation ABN 11 118 202 672 AFSL 293340 is the trustee of the First State Superannuation Scheme ABN 53 226 460 365 N
CA_W
orks
Har
d_18
0x12
0P_0
714
507-005 1PG FULL COLOUR CMYK PDF
AUS Free Phone: 1800 818 844NZ Free Phone: 0800 700 839Dawn - dawn@ccmrecruitment.com.au
Like us on Facebook: Careers with CCM Australasia
Hospital of St John & St ElizabethLondon, England
Representatives coming to Brisbane, Sydney, Melbourne & PerthPresentations & Interviews in June
If you always wanted to work in London, grab this opportunity & Book now
Positions are available but not limited to the following specialities: Urology, Gastrointestinal surgery, Plastics/Cosmetic surgery, Orthopaedics, Trauma & General Surgery, Gynaecology, Breast, ENT Surgery, Theatre, Recovery, Medical admissions & Day Surgery.
Bene�ts on Offer:Relocation package up to £2,500 (to cover costs of �ights, accommodation & removals)Generous annual leave – 27 days plus 8 public holidays Affordable accommodation, shared and single - close to the hospitalBuddy System - supported on arrival, to help you understand life in London
NMC Registration advantageous, but not essential at Presentation / Interview stage
CYAN MAGENTA YELLOW BLACK
Page 30 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 3
Page 6 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 27
507-015 1PG FULL COLOUR CMYK PDF506-020 1PG FULL COLOUR CMYK PDF505-024 1PG FULL COLOUR CMYK PDF
Nodeposit
Nodeposit
Nodeposit depositdeposit
Nodeposit
Find out how you could benefit from a novated car lease. Visit us online or call for an obligation-free quote.
Call us today 1300 221 971
www.smartnurses.com.au
*Based on the following assumptions: living in NSW 2123, salary: $70,000 gross p.a., travelling 15,000 kms p.a., lease term: 48 months. All figures quoted include budgets for fuel, servicing, tyres, maintenance and re-registration over the period of the lease. Also includes QBE comprehensive motor insurance, 2 year extended warranty (except for all Hyundai and Kia models) and platinum aftermarket pack, which includes window tint as part of the offer. Vehicle pricing is correct at the time of print and may be subject to change and availability.
No deposit to pay
NEW MAZDA CX-5Maxx (FWD) 2.0i Auto
Per fortnight
$395*
Package
includes
FuelFinanceMaintenanceWarranty
Re-registrationServicingInsurance
to payPer fortnight395
Re-registration
Nissan Xtrail ST 5st 2WD
Auto
$420*Per fortnight
Mazda 3 Maxx Auto Hatch/Sedan
$340*Per fortnight
Hyundai i30 Trophy 1.8i
Auto
$330*Per fortnight
Toyota Corolla Ascent Sport 1.8i
Auto
$345*Per fortnight
2014
State
Time for a new car?Consider a novated car lease with Smartleasing
NCAH-125 x 180_Time for a new car_March 2015.indd 1 10/03/2015 10:13:22 AM
507- 032 1PG FULL COLOUR CMYK PDF
Be the heart of Barwon Health.As Australia’s leading regional healthcare provider, we are at the leading edge of care, education and research. As the Geelong region’s largest employer, our people are at the heart of everything we do.
www.barwonhealth.org.au
Care | Education | Research
507-034 1PG FULL COLOUR CMYK PDF 506-011 1PG FULL COLOUR CMYK PDF
Did you know your employer can help you get into a brand-new Nissan SUV? If you’re working in health, they can. When you salary sacrifi ce a Nissan with your employer you’ll see that combining the potential for tax minimisation and Nissan’s novated pricing will exceed your expectations.
Talk to your employer about eligibility and your Nissan Dealer for novated pricing.
Excludes GT-R. For more info, visit nissan.com.au/salsac
Can you see yourself behind the wheel of a QASHQAI?
Your employer can.
FLT0114A/HT
Nurse and son face deportation over autism diagnosis
Growing up in the Philippines, Maria Sevilla
dreamed of one day becoming a nurse.
“The nurses used to travel using the pub-
lic transport and they were all wearing white
dresses,” she recalled.
“I said - ‘one day I am going to be in that
uniform and I’ll be a nurse’, but because at
the time my mum can’t afford to send me to a
nursing school, I ended up doing an engineer-
ing course in the public school.”
Years later, Maria’s aspirations became a re-
ality, when her mother and step-father urged
her to join them and move with her son Tyrone,
then aged two, to Townsville in Queensland.
“They offered to me if I wanted to study
nursing here in Australia. I was really over-
whelmed. I said - ‘yes, of course’.”
Maria studied the Diploma of Nursing at
TAFE and went on to complete her certifi-
cate three in aged care before completing her
Bachelor of Nursing Science at James Cook
University.
Fast forward four years and Maria is a reg-
istered nurse working in the rehabilitation ward
at the Townsville Hospital.
But Maria’s dreams of working as a nurse
and living with her family in Australia are at risk
after the Federal Government’s Migration Re-
view Tribunal denied her request for a Skilled
Regional Provisional visa because of Tyrone’s
autism, which he was diagnosed with in Aus-
tralia six months after their arrival.
Maria said the Immigration Department, in
a letter, rejected the visa application because
her son’s autism could be ‘a burden on the Aus-
tralian health system’.
Federal Immigration Minister Peter Dutton
now has the final say on Maria and Tyrone’s
future, and a decision on their deportation is
expected within 28 days.
“I’m just hoping that they will give Tyrone a
fair go and not label Tyrone as a burden to the
Australian society or any society because of his
autism,” Maria said.
“How would the Minister feel if his son was
labelled as a burden to society? You are strip-
ping away his chances of getting a bright future
in a safe environment and being with the rest
of his family.”
Tyrone does not speak Filipino and depor-
tation would force Maria and the 10-year-old
away from their family in Australia to the Phil-
ippines, where they have no close remaining
relatives or reliable health services.
Maria said deportation would also be ex-
tremely stressful for Tyrone who, due to his
autism, struggles with even small changes to
his routine.
The Queensland Nurses’ Union (QNU) has
rallied behind Maria and Tyrone.
QNU secretary Beth Mohle called on the
Minister to protect Tyrone instead of punishing
him for his condition.
“Tyrone’s mother Maria is a hard-working
and highly valued rehabilitation nurse who
helps patients who have lost limbs and suffered
spinal and brain injuries to rebuild their lives,”
she said.
“The QNU and the Australian public will rail
against any move to deport this child to the
Philippines.”
Maria said she’s been overwhelmed by the
support of her nursing and medical colleagues
and also the wider Australian community.
“Being a permanent nurse, that’s really a
part of my dreams and a part of it as well is be-
ing a resident here in Australia. I want to own
my own house for me and Tyrone.
for the full article visit HealthTimes.com.au
CYAN MAGENTA YELLOW BLACK
Page 28 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 5
Page 4 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 29
Issue 7 – 20 April 2015
Advertiser list
Australian Red Cross
Barwon Health
CCM Recruitment International
CQ Nurse
Employment O�ce
First State Super
Geneva Health
Hays Healthcare
Health Recruitment Specialists
Lifescreen
Medacs Australia
Nissan Fleet
North East Health Wangaratta
Northern Territory Medicare Local
Nurse at Call
Oceania University of Medicine
Quick and Easy Finance
Royal Flying Doctor Service
Smart Salary
St John of God Bendigo
Troll Dental
Umoona Tjutagku Health Service
Western District Health Service
Wyndham Clinic Private Hospital
Your Nursing Agency
We hope you enjoy perusing the range of opportunities included in Issue 7, 2015.
If you are interested in pursuing any of these opportunities, please contact the advertiser directly via the contact details provided. If you have any queries about our publication or would like to receive our publication, please email us at contact@healthtimes.com.au
The HealthTimes magazine is the most widely distributed national nursing and allied health publication in Australia.
For all advertising and production enquiries please contact us by telephone on 1300 306 582, email contact@healthtimes.com.au or visit www.healthtimes.com.au
Published by Seabreeze Communications Pty Ltd trading as HealthTimes.ABN 29 071 328 053.
© 2015 Seabreeze Communications Pty Ltd.
All right reserved. No part of this publication may be copied or reproduced by any means without the prior written permission of the publisher. Compliance with the Trade Practices Act 1974 of advertisements contained in this publication is the responsibility of those who submit the advertisement for publication.
DISTRIBUTION43,219
Midwifery & Maternal
Monday 27th of April 2015
Wednesday 29th April 2015
Next Publication:
Publication Date: Monday 4th of May 2015
Colour Artwork Deadline:
Mono Artwork Deadline:
507-001 1PG FULL COLOUR CMYK PDF 506-003 1PG FULL COLOUR CMYK PDF 505-002 1PG FULL COLOUR CMYK PDF 504-003 1PG FULL COLOUR CMYK PDF 503-005 1PG FULL COLOUR CMYK PDF 502-004 1PG FULL COLOUR CMYK PDF 501-008 1PG FULL COLOUR CMYK PDF 424-006 1PG FULL COLOUR CMYK PDF 423-006 1PG FULL COLOUR CMYK PDF 422-006 1PG FULL COLOUR CMYK PDF 421-006 1PG FULL COLOUR CMYK PDF
Scheme attracts nurses and midwives to rural areas
Graduate nurses, midwives, sonographers
and specialists are continuing to be attracted
to rural and other hard-to-staff communities
in New Zealand.
Registrations for the 2015 intake of the na-
tion’s Voluntary Bonding Scheme, the seventh
intake of the incentive-based scheme, closed
on March 13.
The Health Workforce New Zealand ini-
tiative works to encourage nurses, midwives,
doctors, radiation therapists and medical
physicists into hard-to-staff specialities and
communities faced with higher vacancy rates,
greater locum use, longer waiting periods, and
a higher use of overseas trained professionals.
For the first time, sonographers were add-
ed to the list of high-demand professions this
year.
Health Workforce New Zealand manager
Ruth Anderson said more than 3500 graduates
have signed up to the scheme since it was first
introduced in 2009.
“When the scheme was first introduced,
there were 350 registrants on the scheme
across the eligible professions,” she said.
“Those numbers have been exceeded eve-
ry year and all eligible registrants have been
accepted on to the scheme, to date.
“Registrations generally fluctuate between
400-500 each year in response to the changes
in the hard-to-staff communities and special-
ties.”
Ms Anderson said hard-to-staff commu-
nities and specialties are revised each year,
through a nationwide stakeholder consulta-
tion, and are based on the needs of the New
Zealand workforce.
“The scheme is not just focused on specific
areas but is aimed at communities as a whole,”
she said.
“Rurality is a contributing factor with the
majority of hard-to-staff communities encom-
passing rural areas.
“The scheme is an important component of
an overall strategy to ensure New Zealand has a
workforce that is serving the needs of rural and
remote communities.
“The steady number of applicants to the
scheme shows that health professionals are go-
ing where they are needed most.”
Under the scheme, graduates are bonded
for a period of up to five years with participants
able to apply for reward payments after com-
pleting their bonding period.
For the full article visit HealthTimes.com.au507-018 1/4PG PDF
507-036 1PG FULL COLOUR CMYK PDF
Time for a new job?
These and hundreds more nursing, midwifery and allied health jobs at HealthTimes.com.au
Associate NUM (Theatre)Regional Victoria
Triage Nursing RolesWork from home
ED Nurses & MidwivesOutback Australia
Midwives & Postnatal EENsSydney Private Hospital
Physiotherapy OpportunitiesHobart
Part time Practice NurseMaryborough Queensland
CYAN MAGENTA YELLOW BLACK
Page 28 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 5
Page 4 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 29
Issue 7 – 20 April 2015
Advertiser list
Australian Red Cross
Barwon Health
CCM Recruitment International
CQ Nurse
Employment O�ce
First State Super
Geneva Health
Hays Healthcare
Health Recruitment Specialists
Lifescreen
Medacs Australia
Nissan Fleet
North East Health Wangaratta
Northern Territory Medicare Local
Nurse at Call
Oceania University of Medicine
Quick and Easy Finance
Royal Flying Doctor Service
Smart Salary
St John of God Bendigo
Troll Dental
Umoona Tjutagku Health Service
Western District Health Service
Wyndham Clinic Private Hospital
Your Nursing Agency
We hope you enjoy perusing the range of opportunities included in Issue 7, 2015.
If you are interested in pursuing any of these opportunities, please contact the advertiser directly via the contact details provided. If you have any queries about our publication or would like to receive our publication, please email us at contact@healthtimes.com.au
The HealthTimes magazine is the most widely distributed national nursing and allied health publication in Australia.
For all advertising and production enquiries please contact us by telephone on 1300 306 582, email contact@healthtimes.com.au or visit www.healthtimes.com.au
Published by Seabreeze Communications Pty Ltd trading as HealthTimes.ABN 29 071 328 053.
© 2015 Seabreeze Communications Pty Ltd.
All right reserved. No part of this publication may be copied or reproduced by any means without the prior written permission of the publisher. Compliance with the Trade Practices Act 1974 of advertisements contained in this publication is the responsibility of those who submit the advertisement for publication.
DISTRIBUTION43,219
Midwifery & Maternal
Monday 27th of April 2015
Wednesday 29th April 2015
Next Publication:
Publication Date:Monday 4th of May 2015
Colour Artwork Deadline:
Mono Artwork Deadline:
507-001 1PG FULL COLOUR CMYK PDF506-003 1PG FULL COLOUR CMYK PDF505-002 1PG FULL COLOUR CMYK PDF504-003 1PG FULL COLOUR CMYK PDF503-005 1PG FULL COLOUR CMYK PDF502-004 1PG FULL COLOUR CMYK PDF501-008 1PG FULL COLOUR CMYK PDF424-006 1PG FULL COLOUR CMYK PDF423-006 1PG FULL COLOUR CMYK PDF422-006 1PG FULL COLOUR CMYK PDF421-006 1PG FULL COLOUR CMYK PDF
Scheme attracts nurses and midwives to rural areas
Graduate nurses, midwives, sonographers
and specialists are continuing to be attracted
to rural and other hard-to-staff communities
in New Zealand.
Registrations for the 2015 intake of the na-
tion’s Voluntary Bonding Scheme, the seventh
intake of the incentive-based scheme, closed
on March 13.
The Health Workforce New Zealand ini-
tiative works to encourage nurses, midwives,
doctors, radiation therapists and medical
physicists into hard-to-staff specialities and
communities faced with higher vacancy rates,
greater locum use, longer waiting periods, and
a higher use of overseas trained professionals.
For the first time, sonographers were add-
ed to the list of high-demand professions this
year.
Health Workforce New Zealand manager
Ruth Anderson said more than 3500 graduates
have signed up to the scheme since it was first
introduced in 2009.
“When the scheme was first introduced,
there were 350 registrants on the scheme
across the eligible professions,” she said.
“Those numbers have been exceeded eve-
ry year and all eligible registrants have been
accepted on to the scheme, to date.
“Registrations generally fluctuate between
400-500 each year in response to the changes
in the hard-to-staff communities and special-
ties.”
Ms Anderson said hard-to-staff commu-
nities and specialties are revised each year,
through a nationwide stakeholder consulta-
tion, and are based on the needs of the New
Zealand workforce.
“The scheme is not just focused on specific
areas but is aimed at communities as a whole,”
she said.
“Rurality is a contributing factor with the
majority of hard-to-staff communities encom-
passing rural areas.
“The scheme is an important component of
an overall strategy to ensure New Zealand has a
workforce that is serving the needs of rural and
remote communities.
“The steady number of applicants to the
scheme shows that health professionals are go-
ing where they are needed most.”
Under the scheme, graduates are bonded
for a period of up to five years with participants
able to apply for reward payments after com-
pleting their bonding period.
For the full article visit HealthTimes.com.au507-018 1/4PG PDF
507-036 1PG FULL COLOUR CMYK PDF
Time for a new job?
These and hundreds more nursing, midwifery and allied health jobs at HealthTimes.com.au
Associate NUM (Theatre)Regional Victoria
Triage Nursing RolesWork from home
ED Nurses & MidwivesOutback Australia
Midwives & Postnatal EENsSydney Private Hospital
Physiotherapy OpportunitiesHobart
Part time Practice NurseMaryborough Queensland
CYAN MAGENTA YELLOW BLACK
Page 30 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 3
Page 6 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 27
507-015 1PG FULL COLOUR CMYK PDF 506-020 1PG FULL COLOUR CMYK PDF 505-024 1PG FULL COLOUR CMYK PDF
Nodeposit
Nodeposit
Nodeposit
Nodeposit
Find out how you could benefit from a novated car lease. Visit us online or call for an obligation-free quote.
Call us today 1300 221 971
www.smartnurses.com.au
*Based on the following assumptions: living in NSW 2123, salary: $70,000 gross p.a., travelling 15,000 kms p.a., lease term: 48 months. All figures quoted include budgets for fuel, servicing, tyres, maintenance and re-registration over the period of the lease. Also includes QBE comprehensive motor insurance, 2 year extended warranty (except for all Hyundai and Kia models) and platinum aftermarket pack, which includes window tint as part of the offer. Vehicle pricing is correct at the time of print and may be subject to change and availability.
No deposit to pay NEW MAZDA CX-5
Maxx (FWD) 2.0i AutoPer fortnight
$395*
Package
includes
FuelFinanceMaintenanceWarranty
Re-registrationServicingInsurance
Nissan Xtrail ST 5st 2WD
Auto
$420*Per fortnight
Mazda 3 Maxx Auto Hatch/Sedan
$340*Per fortnight
Hyundai i30 Trophy 1.8i
Auto
$330*Per fortnight
Toyota Corolla Ascent Sport 1.8i
Auto
$345*Per fortnight
2014
State
Time for a new car?Consider a novated car lease with Smartleasing
NCAH-125 x 180_Time for a new car_March 2015.indd 110/03/2015 10:13:22 AM
507- 032 1PG FULL COLOUR CMYK PDF
Be the heart of Barwon Health.As Australia’s leading regional healthcare provider, we are at the leading edge of care, education and research. As the Geelong region’s largest employer, our people are at the heart of everything we do.
www.barwonhealth.org.au
Care | Education | Research
507-034 1PG FULL COLOUR CMYK PDF506-011 1PG FULL COLOUR CMYK PDF
Did you know your employer can help you get into a brand-new Nissan SUV? If you’re working in health, they can. When you salary sacrifi ce a Nissan with your employer you’ll see that combining the potential for tax minimisation and Nissan’s novated pricing will exceed your expectations.
Talk to your employer about eligibility and your Nissan Dealer for novated pricing.
Excludes GT-R. For more info, visit nissan.com.au/salsac
Can you see yourself behind the wheel of a QASHQAI?
Your employer can.
FLT0114A/HT
Nurse and son face deportation over autism diagnosis
Growing up in the Philippines, Maria Sevilla
dreamed of one day becoming a nurse.
“The nurses used to travel using the pub-
lic transport and they were all wearing white
dresses,” she recalled.
“I said - ‘one day I am going to be in that
uniform and I’ll be a nurse’, but because at
the time my mum can’t afford to send me to a
nursing school, I ended up doing an engineer-
ing course in the public school.”
Years later, Maria’s aspirations became a re-
ality, when her mother and step-father urged
her to join them and move with her son Tyrone,
then aged two, to Townsville in Queensland.
“They offered to me if I wanted to study
nursing here in Australia. I was really over-
whelmed. I said - ‘yes, of course’.”
Maria studied the Diploma of Nursing at
TAFE and went on to complete her certifi-
cate three in aged care before completing her
Bachelor of Nursing Science at James Cook
University.
Fast forward four years and Maria is a reg-
istered nurse working in the rehabilitation ward
at the Townsville Hospital.
But Maria’s dreams of working as a nurse
and living with her family in Australia are at risk
after the Federal Government’s Migration Re-
view Tribunal denied her request for a Skilled
Regional Provisional visa because of Tyrone’s
autism, which he was diagnosed with in Aus-
tralia six months after their arrival.
Maria said the Immigration Department, in
a letter, rejected the visa application because
her son’s autism could be ‘a burden on the Aus-
tralian health system’.
Federal Immigration Minister Peter Dutton
now has the final say on Maria and Tyrone’s
future, and a decision on their deportation is
expected within 28 days.
“I’m just hoping that they will give Tyrone a
fair go and not label Tyrone as a burden to the
Australian society or any society because of his
autism,” Maria said.
“How would the Minister feel if his son was
labelled as a burden to society? You are strip-
ping away his chances of getting a bright future
in a safe environment and being with the rest
of his family.”
Tyrone does not speak Filipino and depor-
tation would force Maria and the 10-year-old
away from their family in Australia to the Phil-
ippines, where they have no close remaining
relatives or reliable health services.
Maria said deportation would also be ex-
tremely stressful for Tyrone who, due to his
autism, struggles with even small changes to
his routine.
The Queensland Nurses’ Union (QNU) has
rallied behind Maria and Tyrone.
QNU secretary Beth Mohle called on the
Minister to protect Tyrone instead of punishing
him for his condition.
“Tyrone’s mother Maria is a hard-working
and highly valued rehabilitation nurse who
helps patients who have lost limbs and suffered
spinal and brain injuries to rebuild their lives,”
she said.
“The QNU and the Australian public will rail
against any move to deport this child to the
Philippines.”
Maria said she’s been overwhelmed by the
support of her nursing and medical colleagues
and also the wider Australian community.
“Being a permanent nurse, that’s really a
part of my dreams and a part of it as well is be-
ing a resident here in Australia. I want to own
my own house for me and Tyrone.
for the full article visit HealthTimes.com.au
CYAN MAGENTA YELLOW BLACK
Page 26 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 7
Page 10 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 23
507-008 1PG FULL COLOUR CMYK PDF506-006 1PG FULL COLOUR CMYK PDF
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Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
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MIDWIVESEMERGENCY NURSES Wanted for Outback Australia
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CYAN MAGENTA YELLOW BLACK
Page 24 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 9
Page 8 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 25
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The Royal Flying Doctor Service (RFDS) highly values the contribution and dedication of its people, who enjoy working together to provide high quality health care in a unique environment.
RFDS staff enjoy enriching work which broadens their horizons, builds professional experience and delivers the personal rewards of knowing they are making a difference to rural and remote Australia.
If you’re a Nurse/Midwife ready for a rewarding new challenge, the RFDS has a position for the right person to join our dynamic Flight Nurse Team.
You’ll be working with an amazing and motivated team of professionals dedicated
to providing primary care and emergency evacuations to those living and working in rural and remote areas.Applicants are required to have:> Dual Nursing and Midwifery registration> Significant postgraduate experience
and/or qualifications in critical care (ED or ICU)
The successful candidate will receive a comprehensive two-week orientation, generous salary and salary packaging benefits, and assistance with relocation if necessary.Applications close: Ongoing in 2014/15
Flight Nurses Western Australia
For futher information: Paul Ingram (08) 9417 6300 nursing@rfdswa.com.au flyingdoctor.org.au
Live your passion.Be part of a proud Australian tradition.>
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Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
CYAN MAGENTA YELLOW BLACK
Page 24 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 9
Page 8 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 25
507-028 1PG FULL COLOUR CMYK PDF 506-031 1PG FULL COLOUR CMYK PDF 505-035 1PG FULL COLOUR CMYK PDF 504-001 1PG FULL COLOUR CMYK PDF 502-022 1PG FULL COLOUR CMYK PDF 501-005 1PG FULL COLOUR CMYK PDF 424-037 1PG FULL COLOUR CMYK PDF
The Royal Flying Doctor Service (RFDS) highly values the contribution and dedication of its people, who enjoy working together to provide high quality health care in a unique environment.
RFDS staff enjoy enriching work which broadens their horizons, builds professional experience and delivers the personal rewards of knowing they are making a difference to rural and remote Australia.
If you’re a Nurse/Midwife ready for a rewarding new challenge, the RFDS has a position for the right person to join our dynamic Flight Nurse Team.
You’ll be working with an amazing and motivated team of professionals dedicated
to providing primary care and emergency evacuations to those living and working in rural and remote areas.Applicants are required to have:> Dual Nursing and Midwifery registration>Significantpostgraduateexperience
and/orqualificationsincriticalcare (ED or ICU)
The successful candidate will receive a comprehensive two-week orientation, generous salary and salary packaging benefits,andassistancewithrelocation if necessary.Applications close: Ongoing in 2014/15
Flight Nurses Western Australia
For futher information: Paul Ingram (08) 9417 6300 nursing@rfdswa.com.au flyingdoctor.org.au
Live your passion.Be part of a proud Australian tradition.>
507-003 1PG FULL COLOUR CMYK PDF506-002 1PG FULL COLOUR CMYK PDF505-003 1PG FULL COLOUR CMYK PDF504-002 1PG FULL COLOUR CMYK PDF503-006 1PG FULL COLOUR CMYK PDF502-003 1PG FULL COLOUR CMYK PDF501-009 1PG FULL COLOUR CMYK PDF424-005 1PG FULL COLOUR CMYK PDF423-007 1PG FULL COLOUR CMYK PDF422-005 1PG FULL COLOUR CMYK PDF421-007 1PG FULL COLOUR CMYK PDF420-005 1PG FULL COLOUR CMYK PDF419-006 1PG FULL COLOUR CMYK PDF418-004 1PG FULL COLOUR CMYK PDF417-007 1PG FULL COLOUR CMYK PDF416-004 1PG FULL COLOUR CMYK PDF415-007 1PG FULL COLOUR CMYK PDF414-005 1PG FULL COLOUR CMYK PDF413-010 1PG FULL COLOUR CMYK PDF412-005 1PG FULL COLOUR CMYK PDF411-011 1PG FULL COLOUR CMYK PDF409-012 1PG FULL COLOUR CMYK PDF408-007 1PG FULL COLOUR CMYK PDF407-013 1PG FULL COLOUR CMYK PDF406-010 1PG FULL COLOUR CMYK PDF405-013 1PG FULL COLOUR CMYK PDF404-011 1PG FULL COLOUR CMYK PDF403-015 1PG FULL COLOUR CMYK PDF402-036 1PG FULL COLOUR CMYK PDF401-003 1PG FULL COLOUR CMYK PDF324-020 1PG FULL COLOUR CMYK PDF323-022 1PG FULL COLOUR CMYK PDF322-035 1PG FULL COLOUR CMYK PDF321-014 1PG FULL COLOUR CMYK PDF1320-006 1PG FULL COLOUR CMYK PDF (RPT)
Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
CYAN MAGENTA YELLOW BLACK
Page 26 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 7
Page 10 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 23
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Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
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nReceive personalised attention from an Academic Advisor.nOUM Graduates are eligible to sit the AMC exam or NZREX.
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CYAN MAGENTA YELLOW BLACK
Page 22 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 11
Page 14 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 19
Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
507-030 1/2PG FULL COLOUR CMYK PDF324-026 1/2PG FULL COLOUR CMYK PDF
PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
STRATEGIC DIRECTOR Grampians Integrated Cancer Service The Strategic Director is the key leadership role within GICS and reports directly to the Governance Group. The Strategic Director is responsible for facilitating the implementation of cancer service reform across the Grampians region.
The successful applicant will be able to demonstrate executive level management
of cancer services and models of care within Victoria.
key position will be negotiated with the successful applicant.
Full position details can be obtained from our website at:
332 598 or applications can be forwarded to: hrsa@hrsa.com.au
www.hrsa.com.au
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PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
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We are better than ever before!
Umoona Tjutagku Health Service Aboriginal Corporation are among the �rst Community Controlled Aboriginal Health Services to have achieved
Priscilla Larkins (CEO)
Dilshan Perera (BS & HR Manager)
Michael Fernando (Practice Manager)
A big thanks to the Board, Management & staff who made this happen.
in South Australia
ISO 9001 Accreditation
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hays.com.au
PRACTICE MANAGER LEAD & INFLUENCE A TEAMAdelaide Eye and Retina Centre has been established for over 20 years. It has three Ophthalmologists specialising in medical and surgical retina and oncology and is supported by 23 additional staff with plans for further expansion. We’re seeking a Practice Manager to join this successful Adelaide based organisation.
You’ll lead a team of administrative and clinical staff and will have responsibility for managing the day to day operations of the clinic.
Experience within a medical environment is essential. You’ll have strong people management, commercial and organisational skills. As a strategic and inspiring leader, you’ll be capable of supporting a dynamic and growing business.
Contact Lynsey White at lynsey.white@hays.com.au or 08 7221 4144.
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Registered Nurse Division 1 & 2Wyndham Clinic Private Hospital
Wyndham Clinic is a purpose built private inpatient and day patient adult mental health service and day procedure centre located in Werribee, 30 km west of Melbourne, easily accessible by train and only 2 minutes from the freeway. Our mental health and drug and alcohol services offer a range of evidence based interventions to clients both inpatient and day program. Due to an expansion of our service, we have exciting opportunities for experienced Registered Nurses Division 1 and 2, both full and part time, to join our inpatient mental health team.
We offer:
together to achieve quality care delivery
initiative and suggestions for service improvement
mental health and/ or drug and alcohol inpatient setting.
Successful Candidates will have:
For more information, please contact MCooper@wyndhamclinic.com.au, call 03 9731 6646.
Full Time and Part Time Positions are Available
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Associate Nurse Unit Manager
St John of God Bendigo Hospital, a division of St John of God Health Care is a leader in the provision of health within hospitals, pathology and community services throughout Australia and New Zealand. As a Catholic not-for-pro�t group, SJGHC returns pro�ts to the communities we serve through our extensive Social Outreach and Advocacy programs.
11764 - ANUM - TheatreAn exciting opportunity has arisen for a permanent full time individual, to join our committed leadership team in this dynamic and busy Theatre unit. You will be responsible for assisting in the overall clinical management of the Main Theatre and supervision of care given by junior staff.
A minimum of �ve years’ perioperative experience and/or a relevant graduate quali�cation is essential for further consideration.
For enquiries about this position, contact Karen Millsom-Ryan, NUM on (03) 5434 3481
To access the position description or to apply, visit www.sjog.org.au and click on careers tab, reference number 11764. Applications Close: 30 April 2015
507-019 1/4PG PDF
NURSE UNIT MANAGER
NORTHEAST HEALTH WANGARATTA
Maternity Unit, Full-time, Ref No: 15/16
The successful applicants will have undergone a WWC& police check. For further details including a
position description visit:
Exciting career opportunity Great country lifestyle in a beautiful rural location Salary packaging available
Contact: Meryn Pease, DON, (03) 57225330Closing Date: 1 May 2015
As NUM you will provide clinical leadership, operational management & strategic
direction for the Unit including antenatal clinics/classes, the Community Midwife Program, Lactation Clinic and safe and
effective Domiciliary services. Cost effective service delivery and high quality patient outcomes will also be required.
www.nhw.hume.org.au
CYAN MAGENTA YELLOW BLACK
Page 20 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 13
Page 12 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 21
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Everyday work, life-changing workplacesIt takes resilient, adaptable, and kind people to volunteer overseas. Think you’ve got what it takes?People suited to rural or remote nursing tend to have the can-do attitude that’s vital for international development work. Right now assignments in nursing, midwifery and public health are available in Cambodia, Fiji & Vanuatu. We’ll support you with airfares, accommodation and allowances.Visit www.redcross.org.au/aidwork or call (03) 9345 1834 to explore your options.The Australian Volunteers program is an Australian Government initiative.
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For enquiries or to apply, please call 1800 673 123 or send your resume to evaluations@lifescreen.com.au
UNIQUE OPPORTUNITY FOR REGISTERED NURSESAre you a self-motivated registered nurse searching for work/life balance?
Are you an ICU, ED, recovery, HITH, or even remote nurse searching for a way to earn income, and fi t in around your existing lifestyle?Lifescreen provides Health Services to the Insurance Industry, and Clinical Services for several pharmaceutical companies. We are looking for nurses to join our expanding operations to provide community-based services for our clients.
Lifescreen can offer you:
• Extra $$$
• Work/life balance
• Continuity of patient care
• Job satisfaction
• Certifi ed CPR/anaphylaxis training provided at no cost to you
To be considered for a role as a nurse contractor for Lifescreen you must have the following:
• Registered nurse with >5 years experience
• Australian Citizen
• ABN
• Cannulation competent
• Strong written and verbal communication skills
• Own car and mobile phone
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Geneva Healthcare
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response.For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response. For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
CYAN MAGENTA YELLOW BLACK
Page 20 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 13
Page 12 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 21
507-016 1/2PG FULL COLOUR CMYK PDF
Everyday work, life-changing workplaces It takes resilient, adaptable, and kind people to volunteer overseas. Think you’ve got what it takes?People suited to rural or remote nursing tend to have the can-do attitude that’s vital for international development work. Right now assignments in nursing, midwifery and public health are available in Cambodia, Fiji & Vanuatu. We’ll support you with airfares, accommodation and allowances.Visit www.redcross.org.au/aidwork or call (03) 9345 1834 to explore your options.The Australian Volunteers program is an Australian Government initiative.
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For enquiries or to apply, please call 1800 673 123 or send your resume to evaluations@lifescreen.com.au
UNIQUE OPPORTUNITY FOR REGISTERED NURSESAre you a self-motivated registered nurse searching for work/life balance?
Are you an ICU, ED, recovery, HITH, or even remote nurse searching for a way to earn income, and fi t in around your existing lifestyle?Lifescreen provides Health Services to the Insurance Industry, and Clinical Services for several pharmaceutical companies. We are looking for nurses to join our expanding operations to provide community-based services for our clients.
Lifescreen can offer you:
• Extra $$$
• Work/life balance
• Continuity of patient care
• Job satisfaction
• Certifi ed CPR/anaphylaxis training provided at no cost to you
To be considered for a role as a nurse contractor for Lifescreen you must have the following:
• Registered nurse with >5 years experience
• Australian Citizen
• ABN
• Cannulation competent
• Strong written and verbal communication skills
• Own car and mobile phone
507-009 1PG FULL COLOUR CMYK PDF
GenevaHealthcare
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response. For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response.For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
CYAN MAGENTA YELLOW BLACK
Page 22 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 11
Page 14 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 19
Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
507-030 1/2PG FULL COLOUR CMYK PDF 324-026 1/2PG FULL COLOUR CMYK PDF
PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
STRATEGIC DIRECTOR Grampians Integrated Cancer Service The Strategic Director is the key leadership role within GICS and reports directly to the Governance Group. The Strategic Director is responsible for facilitating the implementation of cancer service reform across the Grampians region.
The successful applicant will be able to demonstrate executive level management
of cancer services and models of care within Victoria.
key position will be negotiated with the successful applicant.
Full position details can be obtained from our website at:
332 598 or applications can be forwarded to: hrsa@hrsa.com.au
www.hrsa.com.au
324-026 1/2PG FULL COLOUR CMYK PDF
PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
507-033 1/2PG FULL COLOUR CMYK PDF 507-027 1PG FULL COLOUR CMYK PDF
We are better than ever before!
Umoona Tjutagku Health Service Aboriginal Corporation are among the �rst Community Controlled Aboriginal Health Services to have achieved
Priscilla Larkins (CEO)
Dilshan Perera (BS & HR Manager)
Michael Fernando (Practice Manager)
A big thanks to the Board, Management & staff who made this happen.
in South Australia
ISO 9001 Accreditation
507-011 1/2PG FULL COLOUR CMYK PDF
hays.com.au
PRACTICE MANAGER LEAD & INFLUENCE A TEAMAdelaide Eye and Retina Centre has been established for over 20 years. It has three Ophthalmologists specialising in medical and surgical retina and oncology and is supported by 23 additional staff with plans for further expansion. We’re seeking a Practice Manager to join this successful Adelaide based organisation.
You’ll lead a team of administrative and clinical staff and will have responsibility for managing the day to day operations of the clinic.
Experience within a medical environment is essential. You’ll have strong people management, commercial and organisational skills. As a strategic and inspiring leader, you’ll be capable of supporting a dynamic and growing business.
Contact Lynsey White at lynsey.white@hays.com.au or 08 7221 4144.
507-029 1/2PG FULL COLOUR CMYK PDF
Registered Nurse Division 1 & 2Wyndham Clinic Private Hospital
Wyndham Clinic is a purpose built private inpatient and day patient adult mental health service and day procedure centre located in Werribee, 30 km west of Melbourne, easily accessible by train and only 2 minutes from the freeway. Our mental health and drug and alcohol services offer a range of evidence based interventions to clients both inpatient and day program. Due to an expansion of our service, we have exciting opportunities for experienced Registered Nurses Division 1 and 2, both full and part time, to join our inpatient mental health team. expansion of our service, we have exciting opportunities for experienced Registered Nurses Division 1 and 2, both full and part time, to join our inpatient mental health team.
We offer:
together to achieve quality care delivery
initiative and suggestions for service improvement
mental health and/ or drug and alcohol inpatient setting.
Successful Candidates will have:
For more information, please contact MCooper@wyndhamclinic.com.au, call 03 9731 6646.
Full Time and Part Time Positions are Available
507-017 1/4PG PDF
Associate Nurse Unit Manager
St John of God Bendigo Hospital, a division of St John of God Health Care is a leader in the provision of health within hospitals, pathology and community services throughout Australia and New Zealand. As a Catholic not-for-pro�t group, SJGHC returns pro�ts to the communities we serve through our extensive Social Outreach and Advocacy programs.
11764 - ANUM - TheatreAn exciting opportunity has arisen for a permanent full time individual, to join our committed leadership team in this dynamic and busy Theatre unit. You will be responsible for assisting in the overall clinical management of the Main Theatre and supervision of care given by junior staff.
A minimum of �ve years’ perioperative experience and/or a relevant graduate quali�cation is essential for further consideration.
For enquiries about this position, contact Karen Millsom-Ryan, NUM on (03) 5434 3481
To access the position description or to apply, visit www.sjog.org.au and click on careers tab, reference number 11764. Applications Close: 30 April 2015
507-019 1/4PG PDF
NURSE UNIT MANAGER
NORTHEAST HEALTH WANGARATTA
Maternity Unit, Full-time, Ref No: 15/16
The successful applicants will have undergone a WWC& police check. For further details including a
position description visit:
Exciting career opportunity Great country lifestyle in a beautiful rural location Salary packaging available
Contact: Meryn Pease, DON, (03) 57225330Closing Date: 1 May 2015
As NUM you will provide clinical leadership, operational management & strategic
direction for the Unit including antenatal clinics/classes, the Community Midwife Program, Lactation Clinic and safe and
effective Domiciliary services. Cost effective service delivery and high quality patient outcomes will also be required.
www.nhw.hume.org.au
CYAN MAGENTA YELLOW BLACK
Page 18 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 15
Page 16 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 17
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Hamilton, the Heart of the Western DistrictHamilton is strategically located 3.5 hours from Melbourne and 5 hours from
Adelaide. Southern Grampians spans the heart of Victoria’s renowned
Executive Director of NursingAn exceptional opportunity has arisen for a dynamic, engaging and proactive Executive Director of Nursing at Western District Health Service.
executive team, this position will give you the opportunity to drive
We are looking for someone who has exceptional clinical governance and leadership experience combined with sound business acumen. You will be a successful change-manager, be politically savvy and have highly developed analytical skills. Naturally, you will have demonstrated excellent people management in your previous roles.
To be considered for this exciting role, you will have previous senior nursing management experience and be a registered Division 1 Nurse.
If you would want to transform your career please visit our web-site www.wdhs.net. Applications for this position, please contact the
507-
022
2PG
FU
LL C
OLO
UR
CM
YK
Pain management program targets urban Indigenous people
Two Queensland allied health profession-
als have developed a culturally appropriate
chronic pain management program for urban
Aboriginal and Torres Strait Islander people.
Psychologist Tabinda Basit, who works
at Brisbane’s Institute for Urban Indigenous
Health, and Dr Emma Campbell, an occupa-
tional therapist and associate lecturer at the
University of Queensland, created the Pain He-
roes self-management chronic pain
program due to a lack of cul-
turally responsive programs
for urban Indigenous
people.
Ms Basit said re-
search into chronic
pain prevalence in
Aboriginal and Tor-
res Strait Islander
people suggests
Indigenous people
have a unique expe-
rience when it comes
to chronic pain and its
response to different treat-
ments.
“If we know that the way they re-
spond to treatment is different then we should
have a treatment program that is distinctive for
that group of people and not a one-size-fits-all
approach,” she said.
The two non-Indigenous allied health
practitioners consulted with Aboriginal health
workers, dietitians, nurses, exercise physiolo-
gists and GPs to develop the health behaviour
change program for Aboriginal and Torres Strait
Islander people.
The Pain Heroes program, which provides
six information and discussion sessions, has
now been piloted at two health clinics.
The sessions feature topics covering - what
is chronic pain, the body systems that involve
chronic pain, relaxation strategies for pain and
medication, and also introduce clients to GPs
and allied health professionals in an informal
setting.
“I think one of the big aims of the program
is to actually increase access to allied health for
those clients,” Ms Basit said.
“They might have chronic pain
and only be seeing their GP. It’s
kind of about opening their
eyes and saying - well,
there are a lot of health
professionals that can
help you with this and
these are the differ-
ent things that they
do - so it’s not so
confronting.”
The sessions
are designed to build
knowledge and self-
management skills in In-
digenous people experiencing
chronic pain through a culturally
responsive framework that is group-fo-
cused, features a holistic model of health, and
also uses ‘yarning’ for peer-to-peer informa-
tion sharing.
“One of the practices that is highly valued
amongst Aboriginal and Torres Strait Islander
people is having a yarn,” Ms Basit said.
“That is really the sharing of experiences
and it’s a real mutual process - which is what
we are trying to emulate.”
Ms Basit said the program, which has re-
ceived positive feedback, is continuing to
evolve from clients’ feedback, and is likely to be
rolled out at more clinics in Queensland.
CYAN MAGENTA YELLOW BLACK
Page 18 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 15
Page 16 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 17
507-021 1PG FULL COLOUR CMYK PDF 502-008 1PG FULL COLOUR CMYK PDF
Hamilton, the Heart of the Western DistrictHamilton is strategically located 3.5 hours from Melbourne and 5 hours from
Adelaide. Southern Grampians spans the heart of Victoria’s renowned
Executive Director of NursingAn exceptional opportunity has arisen for a dynamic, engaging and proactive Executive Director of Nursing at Western District Health Service.
executive team, this position will give you the opportunity to drive
We are looking for someone who has exceptional clinical governance and leadership experience combined with sound business acumen. You will be a successful change-manager, be politically savvy and have highly developed analytical skills. Naturally, you will have demonstrated excellent people management in your previous roles.
To be considered for this exciting role, you will have previous senior nursing management experience and be a registered Division 1 Nurse.
If you would want to transform your career please visit our web-site www.wdhs.net. Applications for this position, please contact the
507-022 2PG
FULL C
OLO
UR
CM
YK
Pain management program targets urban Indigenous people
Two Queensland allied health profession-
als have developed a culturally appropriate
chronic pain management program for urban
Aboriginal and Torres Strait Islander people.
Psychologist Tabinda Basit, who works
at Brisbane’s Institute for Urban Indigenous
Health, and Dr Emma Campbell, an occupa-
tional therapist and associate lecturer at the
University of Queensland, created the Pain He-
roes self-management chronic pain
program due to a lack of cul-
turally responsive programs
for urban Indigenous
people.
Ms Basit said re-
search into chronic
pain prevalence in
Aboriginal and Tor-
res Strait Islander
people suggests
Indigenous people
have a unique expe-
rience when it comes
to chronic pain and its
response to different treat-
ments.
“If we know that the way they re-
spond to treatment is different then we should
have a treatment program that is distinctive for
that group of people and not a one-size-fits-all
approach,” she said.
The two non-Indigenous allied health
practitioners consulted with Aboriginal health
workers, dietitians, nurses, exercise physiolo-
gists and GPs to develop the health behaviour
change program for Aboriginal and Torres Strait
Islander people.
The Pain Heroes program, which provides
six information and discussion sessions, has
now been piloted at two health clinics.
The sessions feature topics covering - what
is chronic pain, the body systems that involve
chronic pain, relaxation strategies for pain and
medication, and also introduce clients to GPs
and allied health professionals in an informal
setting.
“I think one of the big aims of the program
is to actually increase access to allied health for
those clients,” Ms Basit said.
“They might have chronic pain
and only be seeing their GP. It’s
kind of about opening their
eyes and saying - well,
there are a lot of health
professionals that can
help you with this and
these are the differ-
ent things that they
do - so it’s not so
confronting.”
The sessions
are designed to build
knowledge and self-
management skills in In-
digenous people experiencing
chronic pain through a culturally
responsive framework that is group-fo-
cused, features a holistic model of health, and
also uses ‘yarning’ for peer-to-peer informa-
tion sharing.
“One of the practices that is highly valued
amongst Aboriginal and Torres Strait Islander
people is having a yarn,” Ms Basit said.
“That is really the sharing of experiences
and it’s a real mutual process - which is what
we are trying to emulate.”
Ms Basit said the program, which has re-
ceived positive feedback, is continuing to
evolve from clients’ feedback, and is likely to be
rolled out at more clinics in Queensland.
CYAN MAGENTA YELLOW BLACK
Page 18 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 15
Page 16 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 17
507-021 1PG FULL COLOUR CMYK PDF 502-008 1PG FULL COLOUR CMYK PDF
Hamilton, the Heart of the Western DistrictHamilton is strategically located 3.5 hours from Melbourne and 5 hours from
Adelaide. Southern Grampians spans the heart of Victoria’s renowned
Executive Director of NursingAn exceptional opportunity has arisen for a dynamic, engaging and proactive Executive Director of Nursing at Western District Health Service.
executive team, this position will give you the opportunity to drive
We are looking for someone who has exceptional clinical governance and leadership experience combined with sound business acumen. You will be a successful change-manager, be politically savvy and have highly developed analytical skills. Naturally, you will have demonstrated excellent people management in your previous roles.
To be considered for this exciting role, you will have previous senior nursing management experience and be a registered Division 1 Nurse.
If you would want to transform your career please visit our web-site www.wdhs.net. Applications for this position, please contact the
507-022 2PG
FULL C
OLO
UR
CM
YK
Pain management program targets urban Indigenous people
Two Queensland allied health profession-
als have developed a culturally appropriate
chronic pain management program for urban
Aboriginal and Torres Strait Islander people.
Psychologist Tabinda Basit, who works
at Brisbane’s Institute for Urban Indigenous
Health, and Dr Emma Campbell, an occupa-
tional therapist and associate lecturer at the
University of Queensland, created the Pain He-
roes self-management chronic pain
program due to a lack of cul-
turally responsive programs
for urban Indigenous
people.
Ms Basit said re-
search into chronic
pain prevalence in
Aboriginal and Tor-
res Strait Islander
people suggests
Indigenous people
have a unique expe-
rience when it comes
to chronic pain and its
response to different treat-
ments.
“If we know that the way they re-
spond to treatment is different then we should
have a treatment program that is distinctive for
that group of people and not a one-size-fits-all
approach,” she said.
The two non-Indigenous allied health
practitioners consulted with Aboriginal health
workers, dietitians, nurses, exercise physiolo-
gists and GPs to develop the health behaviour
change program for Aboriginal and Torres Strait
Islander people.
The Pain Heroes program, which provides
six information and discussion sessions, has
now been piloted at two health clinics.
The sessions feature topics covering - what
is chronic pain, the body systems that involve
chronic pain, relaxation strategies for pain and
medication, and also introduce clients to GPs
and allied health professionals in an informal
setting.
“I think one of the big aims of the program
is to actually increase access to allied health for
those clients,” Ms Basit said.
“They might have chronic pain
and only be seeing their GP. It’s
kind of about opening their
eyes and saying - well,
there are a lot of health
professionals that can
help you with this and
these are the differ-
ent things that they
do - so it’s not so
confronting.”
The sessions
are designed to build
knowledge and self-
management skills in In-
digenous people experiencing
chronic pain through a culturally
responsive framework that is group-fo-
cused, features a holistic model of health, and
also uses ‘yarning’ for peer-to-peer informa-
tion sharing.
“One of the practices that is highly valued
amongst Aboriginal and Torres Strait Islander
people is having a yarn,” Ms Basit said.
“That is really the sharing of experiences
and it’s a real mutual process - which is what
we are trying to emulate.”
Ms Basit said the program, which has re-
ceived positive feedback, is continuing to
evolve from clients’ feedback, and is likely to be
rolled out at more clinics in Queensland.
CYAN MAGENTA YELLOW BLACK
Page 18 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 15
Page 16 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 17
507-021 1PG FULL COLOUR CMYK PDF502-008 1PG FULL COLOUR CMYK PDF
Hamilton, the Heart of the Western DistrictHamilton is strategically located 3.5 hours from Melbourne and 5 hours from
Adelaide. Southern Grampians spans the heart of Victoria’s renowned
Executive Director of NursingAn exceptional opportunity has arisen for a dynamic, engaging and proactive Executive Director of Nursing at Western District Health Service.
executive team, this position will give you the opportunity to drive
We are looking for someone who has exceptional clinical governance and leadership experience combined with sound business acumen. You will be a successful change-manager, be politically savvy and have highly developed analytical skills. Naturally, you will have demonstrated excellent people management in your previous roles.
To be considered for this exciting role, you will have previous senior nursing management experience and be a registered Division 1 Nurse.
If you would want to transform your career please visit our web-site www.wdhs.net. Applications for this position, please contact the
507-
022
2PG
FU
LL C
OLO
UR
CM
YK
Pain management program targets urban Indigenous people
Two Queensland allied health profession-
als have developed a culturally appropriate
chronic pain management program for urban
Aboriginal and Torres Strait Islander people.
Psychologist Tabinda Basit, who works
at Brisbane’s Institute for Urban Indigenous
Health, and Dr Emma Campbell, an occupa-
tional therapist and associate lecturer at the
University of Queensland, created the Pain He-
roes self-management chronic pain
program due to a lack of cul-
turally responsive programs
for urban Indigenous
people.
Ms Basit said re-
search into chronic
pain prevalence in
Aboriginal and Tor-
res Strait Islander
people suggests
Indigenous people
have a unique expe-
rience when it comes
to chronic pain and its
response to different treat-
ments.
“If we know that the way they re-
spond to treatment is different then we should
have a treatment program that is distinctive for
that group of people and not a one-size-fits-all
approach,” she said.
The two non-Indigenous allied health
practitioners consulted with Aboriginal health
workers, dietitians, nurses, exercise physiolo-
gists and GPs to develop the health behaviour
change program for Aboriginal and Torres Strait
Islander people.
The Pain Heroes program, which provides
six information and discussion sessions, has
now been piloted at two health clinics.
The sessions feature topics covering - what
is chronic pain, the body systems that involve
chronic pain, relaxation strategies for pain and
medication, and also introduce clients to GPs
and allied health professionals in an informal
setting.
“I think one of the big aims of the program
is to actually increase access to allied health for
those clients,” Ms Basit said.
“They might have chronic pain
and only be seeing their GP. It’s
kind of about opening their
eyes and saying - well,
there are a lot of health
professionals that can
help you with this and
these are the differ-
ent things that they
do - so it’s not so
confronting.”
The sessions
are designed to build
knowledge and self-
management skills in In-
digenous people experiencing
chronic pain through a culturally
responsive framework that is group-fo-
cused, features a holistic model of health, and
also uses ‘yarning’ for peer-to-peer informa-
tion sharing.
“One of the practices that is highly valued
amongst Aboriginal and Torres Strait Islander
people is having a yarn,” Ms Basit said.
“That is really the sharing of experiences
and it’s a real mutual process - which is what
we are trying to emulate.”
Ms Basit said the program, which has re-
ceived positive feedback, is continuing to
evolve from clients’ feedback, and is likely to be
rolled out at more clinics in Queensland.
CYAN MAGENTA YELLOW BLACK
Page 22 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 11
Page 14 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 19
Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
507-030 1/2PG FULL COLOUR CMYK PDF 324-026 1/2PG FULL COLOUR CMYK PDF
PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
STRATEGIC DIRECTOR Grampians Integrated Cancer Service The Strategic Director is the key leadership role within GICS and reports directly to the Governance Group. The Strategic Director is responsible for facilitating the implementation of cancer service reform across the Grampians region.
The successful applicant will be able to demonstrate executive level management
of cancer services and models of care within Victoria.
key position will be negotiated with the successful applicant.
Full position details can be obtained from our website at:
332 598 or applications can be forwarded to: hrsa@hrsa.com.au
www.hrsa.com.au
324-026 1/2PG FULL COLOUR CMYK PDF
PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
507-033 1/2PG FULL COLOUR CMYK PDF 507-027 1PG FULL COLOUR CMYK PDF
We are better than ever before!
Umoona Tjutagku Health Service Aboriginal Corporation are among the �rst Community Controlled Aboriginal Health Services to have achieved
Priscilla Larkins (CEO)
Dilshan Perera (BS & HR Manager)
Michael Fernando (Practice Manager)
A big thanks to the Board, Management & staff who made this happen.
in South Australia
ISO 9001 Accreditation
507-011 1/2PG FULL COLOUR CMYK PDF
hays.com.au
PRACTICE MANAGER LEAD & INFLUENCE A TEAMAdelaide Eye and Retina Centre has been established for over 20 years. It has three Ophthalmologists specialising in medical and surgical retina and oncology and is supported by 23 additional staff with plans for further expansion. We’re seeking a Practice Manager to join this successful Adelaide based organisation.
You’ll lead a team of administrative and clinical staff and will have responsibility for managing the day to day operations of the clinic.
Experience within a medical environment is essential. You’ll have strong people management, commercial and organisational skills. As a strategic and inspiring leader, you’ll be capable of supporting a dynamic and growing business.
Contact Lynsey White at lynsey.white@hays.com.au or 08 7221 4144.
507-029 1/2PG FULL COLOUR CMYK PDF
Registered Nurse Division 1 & 2Wyndham Clinic Private Hospital
Wyndham Clinic is a purpose built private inpatient and day patient adult mental health service and day procedure centre located in Werribee, 30 km west of Melbourne, easily accessible by train and only 2 minutes from the freeway. Our mental health and drug and alcohol services offer a range of evidence based interventions to clients both inpatient and day program. Due to an expansion of our service, we have exciting opportunities for experienced Registered Nurses Division 1 and 2, both full and part time, to join our inpatient mental health team.
We offer:
together to achieve quality care delivery
initiative and suggestions for service improvement
mental health and/ or drug and alcohol inpatient setting.
Successful Candidates will have:
For more information, please contact MCooper@wyndhamclinic.com.au, call 03 9731 6646.
Full Time and Part Time Positions are Available
507-017 1/4PG PDF
Associate Nurse Unit Manager
St John of God Bendigo Hospital, a division of St John of God Health Care is a leader in the provision of health within hospitals, pathology and community services throughout Australia and New Zealand. As a Catholic not-for-pro�t group, SJGHC returns pro�ts to the communities we serve through our extensive Social Outreach and Advocacy programs.
11764 - ANUM - TheatreAn exciting opportunity has arisen for a permanent full time individual, to join our committed leadership team in this dynamic and busy Theatre unit. You will be responsible for assisting in the overall clinical management of the Main Theatre and supervision of care given by junior staff.
A minimum of �ve years’ perioperative experience and/or a relevant graduate quali�cation is essential for further consideration.
For enquiries about this position, contact Karen Millsom-Ryan, NUM on (03) 5434 3481
To access the position description or to apply, visit www.sjog.org.au and click on careers tab, reference number 11764. Applications Close: 30 April 2015
507-019 1/4PG PDF
NURSE UNIT MANAGER
NORTHEAST HEALTH WANGARATTA
Maternity Unit, Full-time, Ref No: 15/16
The successful applicants will have undergone a WWC& police check. For further details including a
position description visit:
Exciting career opportunity Great country lifestyle in a beautiful rural location Salary packaging available
Contact: Meryn Pease, DON, (03) 57225330Closing Date: 1 May 2015
As NUM you will provide clinical leadership, operational management & strategic
direction for the Unit including antenatal clinics/classes, the Community Midwife Program, Lactation Clinic and safe and
effective Domiciliary services. Cost effective service delivery and high quality patient outcomes will also be required.
www.nhw.hume.org.au
CYAN MAGENTA YELLOW BLACK
Page 20 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 13
Page 12 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 21
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Everyday work, life-changing workplaces It takes resilient, adaptable, and kind people to volunteer overseas. Think you’ve got what it takes?People suited to rural or remote nursing tend to have the can-do attitude that’s vital for international development work. Right now assignments in nursing, midwifery and public health are available in Cambodia, Fiji & Vanuatu. We’ll support you with airfares, accommodation and allowances.Visit www.redcross.org.au/aidwork or call (03) 9345 1834 to explore your options.The Australian Volunteers program is an Australian Government initiative.
dfat.gov.au/australianvolunteers507-002 1/2PG FULL COLOUR CMYK PDF 506-033 1/2PG FULL COLOUR CMYK PDF 505-001 1/2PG FULL COLOUR CMYK PDF 504-021 1/2PG FULL COLOUR CMYK PDF 503-001 1/2PG FULL COLOUR CMYK PDF 424-025 1/2PG FULL COLOUR CMYK PDF 423-011 1/2PG FULL COLOUR CMYK PDF 422-024 1/2PG FULL COLOUR CMYK PDF 421-010 1/2PG FULL COLOUR CMYK PDF 419-011 1/2PG FULL COLOUR CMYK PDF 417-021 1/2PG FULL COLOUR CMYK PDF 413-001 1/2PG FULL COLOUR CMYK PDF 412-040 1/2PG FULL COLOUR CMYK PDF 411-001 1/2PG FULL COLOUR CMYK PDF 409-003 1/2PG FULL COLOUR CMYK PDF 407-003 1/2PG FULL COLOUR CMYK PDF 405-006 1/2PG FULL COLOUR CMYK PDF 403-007 1/2PG FULL COLOUR CMYK PDF 401-009 1/2PG FULL COLOUR CMYK PDF 324-015 1/2PG FULL COLOUR CMYK PDF 322-014 1/2PG FULL COLOUR CMYK PDF 1320-018 1/2PG FULL COLOUR CMYK (repeat)
For enquiries or to apply, please call 1800 673 123 or send your resume to evaluations@lifescreen.com.au
UNIQUE OPPORTUNITY FOR REGISTERED NURSESAre you a self-motivated registered nurse searching for work/life balance?
Are you an ICU, ED, recovery, HITH, or even remote nurse searching for a way to earn income, and fi t in around your existing lifestyle?Lifescreen provides Health Services to the Insurance Industry, and Clinical Services for several pharmaceutical companies. We are looking for nurses to join our expanding operations to provide community-based services for our clients.
Lifescreen can offer you:
• Extra $$$
• Work/life balance
• Continuity of patient care
• Job satisfaction
• Certifi ed CPR/anaphylaxis training provided at no cost to you
To be considered for a role as a nurse contractor for Lifescreen you must have the following:
• Registered nurse with >5 years experience
• Australian Citizen
• ABN
• Cannulation competent
• Strong written and verbal communication skills
• Own car and mobile phone
507-009 1PG FULL COLOUR CMYK PDF
GenevaHealthcare
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response. For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response.For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
CYAN MAGENTA YELLOW BLACK
Page 20 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 13
Page 12 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 21
507-016 1/2PG FULL COLOUR CMYK PDF
Everyday work, life-changing workplacesIt takes resilient, adaptable, and kind people to volunteer overseas. Think you’ve got what it takes?People suited to rural or remote nursing tend to have the can-do attitude that’s vital for international development work. Right now assignments in nursing, midwifery and public health are available in Cambodia, Fiji & Vanuatu. We’ll support you with airfares, accommodation and allowances.Visit www.redcross.org.au/aidwork or call (03) 9345 1834 to explore your options.The Australian Volunteers program is an Australian Government initiative.
dfat.gov.au/australianvolunteers507-002 1/2PG FULL COLOUR CMYK PDF506-033 1/2PG FULL COLOUR CMYK PDF505-001 1/2PG FULL COLOUR CMYK PDF504-021 1/2PG FULL COLOUR CMYK PDF503-001 1/2PG FULL COLOUR CMYK PDF424-025 1/2PG FULL COLOUR CMYK PDF423-011 1/2PG FULL COLOUR CMYK PDF422-024 1/2PG FULL COLOUR CMYK PDF421-010 1/2PG FULL COLOUR CMYK PDF419-011 1/2PG FULL COLOUR CMYK PDF417-021 1/2PG FULL COLOUR CMYK PDF413-001 1/2PG FULL COLOUR CMYK PDF412-040 1/2PG FULL COLOUR CMYK PDF411-001 1/2PG FULL COLOUR CMYK PDF409-003 1/2PG FULL COLOUR CMYK PDF407-003 1/2PG FULL COLOUR CMYK PDF405-006 1/2PG FULL COLOUR CMYK PDF403-007 1/2PG FULL COLOUR CMYK PDF401-009 1/2PG FULL COLOUR CMYK PDF324-015 1/2PG FULL COLOUR CMYK PDF322-014 1/2PG FULL COLOUR CMYK PDF1320-018 1/2PG FULL COLOUR CMYK (repeat)
For enquiries or to apply, please call 1800 673 123 or send your resume to evaluations@lifescreen.com.au
UNIQUE OPPORTUNITY FOR REGISTERED NURSESAre you a self-motivated registered nurse searching for work/life balance?
Are you an ICU, ED, recovery, HITH, or even remote nurse searching for a way to earn income, and fi t in around your existing lifestyle?Lifescreen provides Health Services to the Insurance Industry, and Clinical Services for several pharmaceutical companies. We are looking for nurses to join our expanding operations to provide community-based services for our clients.
Lifescreen can offer you:
• Extra $$$
• Work/life balance
• Continuity of patient care
• Job satisfaction
• Certifi ed CPR/anaphylaxis training provided at no cost to you
To be considered for a role as a nurse contractor for Lifescreen you must have the following:
• Registered nurse with >5 years experience
• Australian Citizen
• ABN
• Cannulation competent
• Strong written and verbal communication skills
• Own car and mobile phone
507-009 1PG FULL COLOUR CMYK PDF
Geneva Healthcare
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response.For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
Preparing nurses for the Ebola frontlineAustralian health professionals are combatting the worst outbreak of the world’s deadliest disease in a foreign and inhospitable landscape. An Aussie nurse is behind the training that prepares our nurses and doctors for the challenges of working in the Australian-run Ebola Treatment Centre. By Sierra Leone
Jane Armstrong and her team at Aspen Medi-
cal had about 10 working days to pull togeth-
er the training designed to educate and prepare
health professionals being deployed
to the Australian-flagged front-
line in the fight against Ebola.
With almost 40 years’
clinical and training
experience, the reg-
istered nurse and
Aspen Medical train-
ing education and
development man-
ager had already be-
gun researching Ebola
when the Federal Gov-
ernment announced
in November 2014 that it
planned to establish an Ebola
Treatment Centre (ETC) in the
West African nation of Sierra Leone.
The Aspen Medical International Deploy-
ment Induction (AMIDI) for Sierra Leone was
created to complement three days of intensive
training on the ground in West Africa, where
there’s a focus on personal protection equip-
ment (PPE) coupled with four days of supervi-
sion in work areas.
The two and a half day pre-deployment
training program, based at Aspen Medical in
Canberra, has been built on the organisation’s
experience combined with consultation from its
subject matter experts and resources from the
international aid sector.
The training provides a grounding in areas
such as using the vital PPE, along with water,
sanitation and hygiene, clinical standard op-
erating procedures, child protection
awareness, post deployment
awareness and Aspen Medi-
cal’s Employee Assistance
Program.
What’s more, the
program aims to pre-
pare health work-
ers for more than
the clinical practice
of caring for pa-
tients and halting the
spread of Ebola. It also
focuses on the grim re-
ality of this extraordinary
and dangerous working envi-
ronment, including the prepara-
tion of wills.
The training also considers the cultural
sensitivities of working in Sierra Leone, from
supporting the families of the deceased to the
burial practices related to Ebola.
The medical company, which has a track
record of working with government and non-
government organisations to deliver essential
health care services in the wake of conflicts
or natural disasters, was awarded the contract
to run the 100-bed ETC for eight months. It
received more than 1000 applications from
health professionals wanting to join the Aus-
tralian response. For the full article visit HealthTimes.com.au
Aspen Medical has so far delivered five
training sessions to 76 health professionals and
environmental health officers, including 49
nurses.
Once trained, health professionals are de-
ployed for six to eight weeks, creating a team
of about 30 staff at the ETC. When they return,
workers begin a 21 day period of self-monitor-
ing for any Ebola symptoms.
Ms Armstrong, who worked as a nurse in
various public and private practices for 20 years
before moving into health promotion and then
into clinical educating, training and lecturing
roles, joined Aspen Medical in 2012.
She says some nurses and doctors often
enter the training with a level of uncertainty.
“However after three days of face to face
training and particularly the practical scenario
settings that we had prepared, it turned peo-
ple around so that staff ended up relieved that
they had some knowledge transfer and also felt
more confident and ready to be deployed,” she
says.
“That to me was really a hallmark of the ex-
pert training we were able to offer.”
The training provides the latest Ebola infor-
mation for staff deploying to the area, including
an overview of the disease and its transmission,
and also covers protocols and policies, com-
prising media relations and also the use of so-
cial media.
Staff are taken through clinical treatment
guidelines, infection control, the process of
putting on the PPE, which includes gumboots,
long cuffed double gloves and double masks,
and its safe use.
Clinicians spend three hours wearing the
PPE, where they participate in three different
scenarios.
The exercise is not designed to replicate
the experience of working at the ETC but gives
health workers an understanding of what it’s
like to provide treatment in the PPE, Ms Arm-
strong explains.
“You’ve just got a really hot environment,
you are in tremendously weighty gear and gum-
boots. It’s trying to do all of those wonderful
things that clinicians do but with all the gear on,”
she says.
At the ETC, health professionals are required
to wear the PPE in searing 40° heat. Due to the
sweltering conditions and the risk of heat stress,
clinicians spend 40 minutes working in the ETC
and then take a 40 minute break. Even so, some
workers have reported losing a kilo to a kilo and
a half within an hour.
“The bottom line is around raising aware-
ness on how that PPE feels and to experience
that - so the glasses fogging up, feeling sweaty
and feeling uncomfortable in the gear,” Ms Arm-
strong says.
The training also drives home the impor-
tance of team-work and protecting your work
‘buddy’ in the ETC.
“You could be in the red zone, treating West
Africans with Ebola, and your buddy notices that
your goggles have fogged,” Ms Armstrong says.
“Now immediately you have to stop what
you are doing and both you and the person with
the fogged goggles, so you and your buddy,
must leave the treatment centre, that’s the rule.
“That way there’s no opportunity for any-
thing to happen to you, we’d both leave the red
zone together.”
Facing language barriers and cultural dif-
ferences, Australian nurses and doctors are also
culturally orientated about the area that they’re
about to enter. It’s often a hostile environment,
where relatives of patients can shout and rat-
tle the cage surrounding the ETC in an attempt
to gain access, despite the risk of contracting
Ebola.
Importantly, clinicians are taught effective
communication and how to diffuse aggression
within the ETC.
CYAN MAGENTA YELLOW BLACK
Page 22 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 11
Page 14 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 19
Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
507-030 1/2PG FULL COLOUR CMYK PDF324-026 1/2PG FULL COLOUR CMYK PDF
PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
STRATEGIC DIRECTOR Grampians Integrated Cancer Service The Strategic Director is the key leadership role within GICS and reports directly to the Governance Group. The Strategic Director is responsible for facilitating the implementation of cancer service reform across the Grampians region.
The successful applicant will be able to demonstrate executive level management
of cancer services and models of care within Victoria.
key position will be negotiated with the successful applicant.
Full position details can be obtained from our website at:
332 598 or applications can be forwarded to: hrsa@hrsa.com.au
www.hrsa.com.au
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PO Box 83 Ocean Grove 3226hrsa@hrsa.com.auwww.hrsa.com.au
Closing date:24 March 2014
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We are better than ever before!
Umoona Tjutagku Health Service Aboriginal Corporation are among the �rst Community Controlled Aboriginal Health Services to have achieved
Priscilla Larkins (CEO)
Dilshan Perera (BS & HR Manager)
Michael Fernando (Practice Manager)
A big thanks to the Board, Management & staff who made this happen.
in South Australia
ISO 9001 Accreditation
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hays.com.au
PRACTICE MANAGER LEAD & INFLUENCE A TEAMAdelaide Eye and Retina Centre has been established for over 20 years. It has three Ophthalmologists specialising in medical and surgical retina and oncology and is supported by 23 additional staff with plans for further expansion. We’re seeking a Practice Manager to join this successful Adelaide based organisation.
You’ll lead a team of administrative and clinical staff and will have responsibility for managing the day to day operations of the clinic.
Experience within a medical environment is essential. You’ll have strong people management, commercial and organisational skills. As a strategic and inspiring leader, you’ll be capable of supporting a dynamic and growing business.
Contact Lynsey White at lynsey.white@hays.com.au or 08 7221 4144.
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Registered Nurse Division 1 & 2Wyndham Clinic Private Hospital
Wyndham Clinic is a purpose built private inpatient and day patient adult mental health service and day procedure centre located in Werribee, 30 km west of Melbourne, easily accessible by train and only 2 minutes from the freeway. Our mental health and drug and alcohol services offer a range of evidence based interventions to clients both inpatient and day program. Due to an expansion of our service, we have exciting opportunities for experienced Registered Nurses Division 1 and 2, both full and part time, to join our inpatient mental health team.
We offer:
together to achieve quality care delivery
initiative and suggestions for service improvement
mental health and/ or drug and alcohol inpatient setting.
Successful Candidates will have:
For more information, please contact MCooper@wyndhamclinic.com.au, call 03 9731 6646.
Full Time and Part Time Positions are Available
507-017 1/4PG PDF
Associate Nurse Unit Manager
St John of God Bendigo Hospital, a division of St John of God Health Care is a leader in the provision of health within hospitals, pathology and community services throughout Australia and New Zealand. As a Catholic not-for-pro�t group, SJGHC returns pro�ts to the communities we serve through our extensive Social Outreach and Advocacy programs.
11764 - ANUM - TheatreAn exciting opportunity has arisen for a permanent full time individual, to join our committed leadership team in this dynamic and busy Theatre unit. You will be responsible for assisting in the overall clinical management of the Main Theatre and supervision of care given by junior staff.
A minimum of �ve years’ perioperative experience and/or a relevant graduate quali�cation is essential for further consideration.
For enquiries about this position, contact Karen Millsom-Ryan, NUM on (03) 5434 3481
To access the position description or to apply, visit www.sjog.org.au and click on careers tab, reference number 11764. Applications Close: 30 April 2015
507-019 1/4PG PDF
NURSE UNIT MANAGER
NORTHEAST HEALTH WANGARATTA
Maternity Unit, Full-time, Ref No: 15/16
The successful applicants will have undergone a WWC& police check. For further details including a
position description visit:
Exciting career opportunity Great country lifestyle in a beautiful rural location Salary packaging available
Contact: Meryn Pease, DON, (03) 57225330Closing Date: 1 May 2015
As NUM you will provide clinical leadership, operational management & strategic
direction for the Unit including antenatal clinics/classes, the Community Midwife Program, Lactation Clinic and safe and
effective Domiciliary services. Cost effective service delivery and high quality patient outcomes will also be required.
& police check. For further details including a
www.nhw.hume.org.au
NORTHEAST HEALTH WANGARATTA
CYAN MAGENTA YELLOW BLACK
Page 26 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 7
Page 10 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 23
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Superior Oral Care
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Quality brushes for lifePharmacy stockists - tepesmiles.com.au Direct postal delivery - oralcare4u.com.auWholesale - 1800 064 645
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Call us for a catalogue or a sample today
Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
507-004 1PG FULL COLOUR CMYK PDF506-025 1PG FULL COLOUR CMYK PDF505-004 1PG FULL COLOUR CMYK PDF
Thinking of going bush? Your outback adventure starts HERE!
Minimum requirements:• 2 years post-grad experience • Current AHPRA registration (or ability to obtain)• Evidence of immunity to hepatitis B• A sense of adventure (a sense of humour doesn’t hurt either!)
We offer you:• Short & long term contract in rural, remote and coastal Australia• Big $$$$$• Free travel & accommodation (conditions apply)• Ongoing support & personalised service by an experienced family focused organisation. • The experience of a lifetime
About us:Nurse at Call is proudly family owned & operated with experience spanning 30 years in the recruitment industry. We listen to YOU and ensure that YOU are supported from start to finish. We pride ourselves on putting YOU first.
What do I do now?Why wait? Contact us now!Australia: (07) 55787011 or New Zealand: 0800 740 758Email us: recruit@nurseatcall.com.au Visit us: www.nurseatcall.com.au
MIDWIVESEMERGENCY NURSES Wanted for Outback Australia
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Make the dream of becoming a doctor a reality,earn your MD at Oceania University of Medicine.
nAttractive fee structure for our Graduate Entry Program.nOver 150 students currently enrolled and over 50 graduates
in Australia, New Zealand, Samoa and USA.nHome-based Pre-Clinical Study under top international
medical school scholars, using world leading Pre-Clinical,24/7 online delivery techniques.
nClinical Rotations can be performed locally, Interstate or Internationally.
nReceive personalised attention from an Academic Advisor.nOUM Graduates are eligible to sit the AMC exam or NZREX.
OCEANIA UNIVERSITY OF MEDICINEINTERNATIONALLY ACCREDITED For information visit www.RN2MD.orgor 1300 665 343
Applications are now open for courses starting in January and July - No age restrictions
RNtoMD OUM’s innovativeteaching style is
fantastic and exciting.Truly foreword thinking,OUM allows the student
to benefit from both local and international
resources.Brandy Wehinger, RNOUM Class of 2015
CYAN MAGENTA YELLOW BLACK
Page 24 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 9
Page 8 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 25
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The Royal Flying Doctor Service (RFDS) highly values the contribution and dedication of its people, who enjoy working together to provide high quality health care in a unique environment.
RFDS staff enjoy enriching work which broadens their horizons, builds professional experience and delivers the personal rewards of knowing they are making a difference to rural and remote Australia.
If you’re a Nurse/Midwife ready for a rewarding new challenge, the RFDS has a position for the right person to join our dynamic Flight Nurse Team.
You’ll be working with an amazing and motivated team of professionals dedicated
to providing primary care and emergency evacuations to those living and working in rural and remote areas.Applicants are required to have:> Dual Nursing and Midwifery registration>Significantpostgraduateexperience
and/orqualificationsincriticalcare (ED or ICU)
The successful candidate will receive a comprehensive two-week orientation, generous salary and salary packaging benefits,andassistancewithrelocation if necessary.Applications close: Ongoing in 2014/15
Flight Nurses Western Australia
For futher information: Paul Ingram (08) 9417 6300 nursing@rfdswa.com.au flyingdoctor.org.au
Live your passion.Be part of a proud Australian tradition.>
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Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
CYAN MAGENTA YELLOW BLACK
Page 24 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 9
Page 8 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 25
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Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
Surgical Wounds – Part 2: Surgical site infections, post-operative wound complications and their management By Bonnie Fraser, RN, BSc, BNURS, Grad Dip ED
Part one of this series focused on types of
surgical wounds, their healing intention and
factors that influence healing. In this article we
will consider post-operative wound complica-
tions including surgical site infections (SSIs) and
briefly touch on management.
By definition, a surgical site
infection (SSI) is an infec-
tion that develops within
30 days after a surgical
procedure or within
one year if an implant
was inserted and the
infection appears
to be related to the
surgery (Gottrup,
Melling & Hollander,
2005). SSIs can be su-
perficial (occurring in the
dermal and sub-cutaneous
layers) or deep incisional in-
fections involving muscle and fas-
cia. Organ space SSIs occur in the body
organs or organ spaces. Some general factors
will increase a patient’s risk for SSI such as age,
obesity, malnutrition, malignant disease, im-
munosuppression, smoking, prolonged pre-
operative stay endocrine and metabolic dis-
orders e.g. diabetes, hypoxia and anaemia. .
Local factors (wound and periwound) include
the presence of necrotic tissue, foreign bodies,
tissue ischemia, haematoma formation and poor
surgical technique (Gottrup, Melling & Hollander,
2005). The degree of microbial contamination,
host susceptibility, type and virulence of organ-
isms; and antibiotic resistance will impact risk
(Gottrup, Melling & Hollander, 2005). There-
fore, it is important to monitor surgical wounds
closely for infection in order to prevent more
serious complications. Indications
that the patient has developed
a SSI include classic signs
of inflammation (redness,
swelling, heat, erythema
and increased pain);
increased exudate
that is cloudy, discol-
oured or malodor-
ous; increase in the
size of the wound or
wound dehiscence
(the wound breaks
down at the site of the
surgical incision); fever and
a general feeling of being un-
well or lethargic..
Other wound complications that one
might encounter in the post-operative pa-
tient include surgical wound dehiscence, dead
space, incisional hernias, fistula formation, con-
tact dermatitis; and haematoma formation and
bleeding. Surgical wound dehiscence and en-
terocutaneous fistula will be dealt with in the
next article due to the complexity of these com-
plications.
Sometimes due to the nature of the wound,
wound edges beneath the skin cannot be closely
approximated and separate resulting is dead space. For the full article visit HealthTimes.com.au
Air and/or fluid can get trapped between the tis-
sue layers, especially the fatty layer which has
a poor blood supply. Consequently serum or
blood may collect in the space providing an ex-
cellent medium for the growth of microorgan-
isms that cause infection. Many post-operative
wounds will have a drain inserted to facilitate
drainage while the subcutaneous tissues heal.
New or increased pain, induration on palpa-
tion and spreading erythema around the site of
the surgical incision and increased temperature
may indicate a collection has occurred. The pa-
tient may require systemic antibiotics or return
to theatre to have the collection drained and/
or a drain inserted to facilitate drainage until the
wound heals.
Incisional hernias are complications oc-
curring at the site of a previous incision that
develops in the abdominal wall. Muscles at the
incision site become weakened allowing inter-
nal tissues to protrude through the muscle (Mil-
likan, 2003). The hernia protrudes under the skin
and can be painful or tender to touch. SSI and
surgical wound dehiscence are the most com-
monly reported risk factors for incisional hernia
(Millikan, 2003). Other risk factors include male
gender, age, obesity, abdominal distension,
post-operative pulmonary complications, early
re-operation, underlying disease process, suture
material used in closure, choice of original inci-
sion and patient post-operative activity that may
place undue stress on the deeper tissues of the
abdominal wound (Millikan, 2003). Surgery may
be required to repair the defect, especially if the
hernia is causing problems. The use of lumbar
and abdominal support belts after abdominal
surgery can reduce the risk of incisional hernia
as they support the abdomen post-operatively.
Holding a pillow or rolled up towel against the
surgical site while coughing and moving can
also provide support and protect internal struc-
tures from undue stress and strain.
Haematoma formation and bleeding in
and around the surgical site is common.
Postoperative haematoma is basically a lo-
calised collection of blood at and/or around
the surgery site. It is defined as the collection
or pooling of blood under the skin, in body tis-
sues or an organ. Haematomas form when cap-
illaries, arteries or veins rupture, allowing blood
to leak into the surrounding tissues, causing a
pool of blood which eventually clots. Symptoms
usually appear within the first 24 hours – bruis-
ing, pain, swelling and tightness over the area. In
most cases the haematoma will be reabsorbed,
however some require drainage or surgical in-
tervention. If left untreated some haematomas
get large enough to compress the tissues pre-
venting oxygen from reaching the skin, increas-
ing the risk of other complications such as in-
fection, wound dehiscence and necrosis.
Contact dermatitis is a localised rash or ir-
ritation of the skin caused by contact with a for-
eign substance. The skin becomes red, sore or
inflamed after direct contact with a substance,
for example a dressing adhesive or retention
tapes e.g. micropore; or latex gloves. Contact
dermatitis can be irritant or allergic – always
ask the patient if they have allergies before ap-
plication of dressings or use of surgical gloves
which contain latex. Many hospitals now have
latex-free gloves for general use on the ward
and latex-free surgical gloves are available.
While most surgical wounds undergo pri-
mary closure, some are left to heal by second-
ary intention or undergo delayed primary clo-
sure. Regardless of the method of closure, the
aims of treatment are to disturb the wound as
little as possible to allow healing and prevent
infection, optimise patient comfort, encourage
early return to full functional activity and provide
education regarding the wound and self care
(Davies, 2005).
CYAN MAGENTA YELLOW BLACK
Page 26 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 7
Page 10 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 23
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Clinical Governance Guide for remote and isolated health
Nurses, midwives and allied health profes-
sionals have a practical guide to help them
navigate the unique challenges of clinical
governance while working in Australia’s re-
mote areas.
CRANAplus, the peak professional body
for the nation’s remote and isolated health
workforce, has developed a Clinical Govern-
ance Guide for health managers and clini-
cians.
The guide, designed for health centre
managers, nurses, midwives, allied health
professionals, doctors, Aboriginal and Torres
Strait Islander health care practitioners and
health workers, outlines the components and
processes for appropriate and effective clini-
cal governance and quality improvement for
remote and isolated health services.
CRANAplus professional officer Marcia
Hakendorf, a registered nurse and former SA
Health Department Nursing and Midwifery
policy advisor, says the resource simplifies
what clinical governance means to health
practitioners’ workplaces and their practices.
“There’s been a lot written about clinical
governance and it’s absolutely like a maze to
put the pieces together,” she says.
“So this was about demystifying and
grounding it for clinical managers and clini-
cians working in the bush.
“What we really wanted to do was to ensure that there was an effective and consistent standard of health ser-vice throughout remote and isolated areas of Australia, and it was also about improving the capacity of the remote health workforce in providing an effec-tive, consistent standard of health care to remote Australians.”
The guide provides clinicians with direc-
tion and guidance to ensure their health ser-
vice has robust clinical governance processes
focusing on the four pillars of remote clinical
governance - workforce effectiveness, clini-
cal performance and evaluation, clinical risk
management, and consumer participation.
“It also talks about the five components
of quality improvement for the remote sec-
tor such as organisational leadership and
strong management, quality improvement,
workforce development, environment and
cultural safety, and consumers and commu-
nity.”
The challenge when creating the guide
was to ensure it would be user-friendly, log-
ical and a practical resource for managers
and clinicians to refer to that complimented
the work of the NSQHS Standards from the
Australian Commission on Safety and Qual-
ity in Health Care (ACSQHC).
The guide is based on the National Safety
and Quality Health Service (NSQHS) Stand-
ards, which came into force in January 2013,
and particularly focuses on Standard One -
Governance for Safety and Quality in Health
Service Organisations and includes a refer-
ence to Standard Two - Partnership with Con-
sumers.
The Standards mainly cover hospital ser-
vices. CRANAplus received funding from the
Australian Government to produce a resource,
designed to compliment the Standards, that
would shine the spotlight on the complex is-
sues facing remote and isolated area health
service delivery.
The guide was conceived, researched and
written with direct input from clinicians work-
ing daily in the remote health context.
Since its completion in September 2013,
CRANAplus has distributed more than 930 of
the guides, which are also available online,
into the remote sector.
Ms Hakendorf says while health practition-
ers often understand what clinical governance
is and why they need it, they can struggle to
comprehend the ‘how’ of its implementation
when it comes to remote and isolated health.
“Remote areas have complexities including
implications of geographical location, the vast
distances, the social and cultural influences, the
professional isolation, and limited infrastructure
and communication resources,” she says.
“It’s a resource for managers and clinicians
to use to clarify - what does this mean, what
should be in place, what’s my responsibility as a
clinician and what’s my responsibility as a clini-
cal manager.
“This actually helps them to look at what
needs to be in place to provide safe, quality care
to remote and isolated communities.”
“This guide gives them a comprehensive
understanding of what needs to be in place for
the remote workforce covering all aspects of
clinical care from the recruitment processes,
use of evidence-based practice, the reporting
of incidences and having an incident manage-
ment system in place, audits, how you go about
continuous quality improvement, to the impor-
tance of engaging consumers in their care.”
The guide not only assists clinical manag-
ers and nurses, midwives and allied health pro-
fessionals on the ground, it ultimately results in
better care for patients, Ms Hakendorf adds.
“It’s about the practices, so that people
practice safely, reducing risks and ensuring
quality of care is given to clients and patients.”
CRANAplus will conduct a one-day work-
shop on the Clinical Governance Guide in the
lead up to the 2015 CRANAplus Conference
being held in Alice Springs from October 15-17.
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CYAN MAGENTA YELLOW BLACK
Page 30 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 3
Page 6 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 27
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Nurse and son face deportation over autism diagnosis
Growing up in the Philippines, Maria Sevilla
dreamed of one day becoming a nurse.
“The nurses used to travel using the pub-
lic transport and they were all wearing white
dresses,” she recalled.
“I said - ‘one day I am going to be in that
uniform and I’ll be a nurse’, but because at
the time my mum can’t afford to send me to a
nursing school, I ended up doing an engineer-
ing course in the public school.”
Years later, Maria’s aspirations became a re-
ality, when her mother and step-father urged
her to join them and move with her son Tyrone,
then aged two, to Townsville in Queensland.
“They offered to me if I wanted to study
nursing here in Australia. I was really over-
whelmed. I said - ‘yes, of course’.”
Maria studied the Diploma of Nursing at
TAFE and went on to complete her certifi-
cate three in aged care before completing her
Bachelor of Nursing Science at James Cook
University.
Fast forward four years and Maria is a reg-
istered nurse working in the rehabilitation ward
at the Townsville Hospital.
But Maria’s dreams of working as a nurse
and living with her family in Australia are at risk
after the Federal Government’s Migration Re-
view Tribunal denied her request for a Skilled
Regional Provisional visa because of Tyrone’s
autism, which he was diagnosed with in Aus-
tralia six months after their arrival.
Maria said the Immigration Department, in
a letter, rejected the visa application because
her son’s autism could be ‘a burden on the Aus-
tralian health system’.
Federal Immigration Minister Peter Dutton
now has the final say on Maria and Tyrone’s
future, and a decision on their deportation is
expected within 28 days.
“I’m just hoping that they will give Tyrone a
fair go and not label Tyrone as a burden to the
Australian society or any society because of his
autism,” Maria said.
“How would the Minister feel if his son was
labelled as a burden to society? You are strip-
ping away his chances of getting a bright future
in a safe environment and being with the rest
of his family.”
Tyrone does not speak Filipino and depor-
tation would force Maria and the 10-year-old
away from their family in Australia to the Phil-
ippines, where they have no close remaining
relatives or reliable health services.
Maria said deportation would also be ex-
tremely stressful for Tyrone who, due to his
autism, struggles with even small changes to
his routine.
The Queensland Nurses’ Union (QNU) has
rallied behind Maria and Tyrone.
QNU secretary Beth Mohle called on the
Minister to protect Tyrone instead of punishing
him for his condition.
“Tyrone’s mother Maria is a hard-working
and highly valued rehabilitation nurse who
helps patients who have lost limbs and suffered
spinal and brain injuries to rebuild their lives,”
she said.
“The QNU and the Australian public will rail
against any move to deport this child to the
Philippines.”
Maria said she’s been overwhelmed by the
support of her nursing and medical colleagues
and also the wider Australian community.
“Being a permanent nurse, that’s really a
part of my dreams and a part of it as well is be-
ing a resident here in Australia. I want to own
my own house for me and Tyrone.
for the full article visit HealthTimes.com.au
CYAN MAGENTA YELLOW BLACK
Page 28 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 5
Page 4 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 29
Issue 7 – 20 April 2015
Advertiser list
Australian Red Cross
Barwon Health
CCM Recruitment International
CQ Nurse
Employment O�ce
First State Super
Geneva Health
Hays Healthcare
Health Recruitment Specialists
Lifescreen
Medacs Australia
Nissan Fleet
North East Health Wangaratta
Northern Territory Medicare Local
Nurse at Call
Oceania University of Medicine
Quick and Easy Finance
Royal Flying Doctor Service
Smart Salary
St John of God Bendigo
Troll Dental
Umoona Tjutagku Health Service
Western District Health Service
Wyndham Clinic Private Hospital
Your Nursing Agency
We hope you enjoy perusing the range of opportunities included in Issue 7, 2015.
If you are interested in pursuing any of these opportunities, please contact the advertiser directly via the contact details provided. If you have any queries about our publication or would like to receive our publication, please email us at contact@healthtimes.com.au
The HealthTimes magazine is the most widely distributed national nursing and allied health publication in Australia.
For all advertising and production enquiries please contact us by telephone on 1300 306 582, email contact@healthtimes.com.au or visit www.healthtimes.com.au
Published by Seabreeze Communications Pty Ltd trading as HealthTimes.ABN 29 071 328 053.
© 2015 Seabreeze Communications Pty Ltd.
All right reserved. No part of this publication may be copied or reproduced by any means without the prior written permission of the publisher. Compliance with the Trade Practices Act 1974 of advertisements contained in this publication is the responsibility of those who submit the advertisement for publication.
DISTRIBUTION43,219
Midwifery & Maternal
Monday 27th of April 2015
Wednesday 29th April 2015
Next Publication:
Publication Date:Monday 4th of May 2015
Colour Artwork Deadline:
Mono Artwork Deadline:
507-001 1PG FULL COLOUR CMYK PDF506-003 1PG FULL COLOUR CMYK PDF505-002 1PG FULL COLOUR CMYK PDF504-003 1PG FULL COLOUR CMYK PDF503-005 1PG FULL COLOUR CMYK PDF502-004 1PG FULL COLOUR CMYK PDF501-008 1PG FULL COLOUR CMYK PDF424-006 1PG FULL COLOUR CMYK PDF423-006 1PG FULL COLOUR CMYK PDF422-006 1PG FULL COLOUR CMYK PDF421-006 1PG FULL COLOUR CMYK PDF
Scheme attracts nurses and midwives to rural areas
Graduate nurses, midwives, sonographers
and specialists are continuing to be attracted
to rural and other hard-to-staff communities
in New Zealand.
Registrations for the 2015 intake of the na-
tion’s Voluntary Bonding Scheme, the seventh
intake of the incentive-based scheme, closed
on March 13.
The Health Workforce New Zealand ini-
tiative works to encourage nurses, midwives,
doctors, radiation therapists and medical
physicists into hard-to-staff specialities and
communities faced with higher vacancy rates,
greater locum use, longer waiting periods, and
a higher use of overseas trained professionals.
For the first time, sonographers were add-
ed to the list of high-demand professions this
year.
Health Workforce New Zealand manager
Ruth Anderson said more than 3500 graduates
have signed up to the scheme since it was first
introduced in 2009.
“When the scheme was first introduced,
there were 350 registrants on the scheme
across the eligible professions,” she said.
“Those numbers have been exceeded eve-
ry year and all eligible registrants have been
accepted on to the scheme, to date.
“Registrations generally fluctuate between
400-500 each year in response to the changes
in the hard-to-staff communities and special-
ties.”
Ms Anderson said hard-to-staff commu-
nities and specialties are revised each year,
through a nationwide stakeholder consulta-
tion, and are based on the needs of the New
Zealand workforce.
“The scheme is not just focused on specific
areas but is aimed at communities as a whole,”
she said.
“Rurality is a contributing factor with the
majority of hard-to-staff communities encom-
passing rural areas.
“The scheme is an important component of
an overall strategy to ensure New Zealand has a
workforce that is serving the needs of rural and
remote communities.
“The steady number of applicants to the
scheme shows that health professionals are go-
ing where they are needed most.”
Under the scheme, graduates are bonded
for a period of up to five years with participants
able to apply for reward payments after com-
pleting their bonding period.
For the full article visit HealthTimes.com.au507-018 1/4PG PDF
507-036 1PG FULL COLOUR CMYK PDF
Time for a new job?
These and hundreds more nursing, midwifery and allied health jobs at HealthTimes.com.au
Associate NUM (Theatre)Regional Victoria
Triage Nursing RolesWork from home
ED Nurses & MidwivesOutback Australia
Midwives & Postnatal EENsSydney Private Hospital
Physiotherapy OpportunitiesHobart
Part time Practice NurseMaryborough Queensland
CYAN MAGENTA YELLOW BLACK
Page 28 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 5
Page 4 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 29
Issue 7 – 20 April 2015
Advertiser list
Australian Red Cross
Barwon Health
CCM Recruitment International
CQ Nurse
Employment O�ce
First State Super
Geneva Health
Hays Healthcare
Health Recruitment Specialists
Lifescreen
Medacs Australia
Nissan Fleet
North East Health Wangaratta
Northern Territory Medicare Local
Nurse at Call
Oceania University of Medicine
Quick and Easy Finance
Royal Flying Doctor Service
Smart Salary
St John of God Bendigo
Troll Dental
Umoona Tjutagku Health Service
Western District Health Service
Wyndham Clinic Private Hospital
Your Nursing Agency
We hope you enjoy perusing the range of opportunities included in Issue 7, 2015.
If you are interested in pursuing any of these opportunities, please contact the advertiser directly via the contact details provided. If you have any queries about our publication or would like to receive our publication, please email us at contact@healthtimes.com.au
The HealthTimes magazine is the most widely distributed national nursing and allied health publication in Australia.
For all advertising and production enquiries please contact us by telephone on 1300 306 582, email contact@healthtimes.com.au or visit www.healthtimes.com.au
Published by Seabreeze Communications Pty Ltd trading as HealthTimes.ABN 29 071 328 053.
© 2015 Seabreeze Communications Pty Ltd.
All right reserved. No part of this publication may be copied or reproduced by any means without the prior written permission of the publisher. Compliance with the Trade Practices Act 1974 of advertisements contained in this publication is the responsibility of those who submit the advertisement for publication.
DISTRIBUTION43,219
Midwifery & Maternal
Monday 27th of April 2015
Wednesday 29th April 2015
Next Publication:
Publication Date: Monday 4th of May 2015
Colour Artwork Deadline:
Mono Artwork Deadline:
507-001 1PG FULL COLOUR CMYK PDF 506-003 1PG FULL COLOUR CMYK PDF 505-002 1PG FULL COLOUR CMYK PDF 504-003 1PG FULL COLOUR CMYK PDF 503-005 1PG FULL COLOUR CMYK PDF 502-004 1PG FULL COLOUR CMYK PDF 501-008 1PG FULL COLOUR CMYK PDF 424-006 1PG FULL COLOUR CMYK PDF 423-006 1PG FULL COLOUR CMYK PDF 422-006 1PG FULL COLOUR CMYK PDF 421-006 1PG FULL COLOUR CMYK PDF
Scheme attracts nurses and midwives to rural areas
Graduate nurses, midwives, sonographers
and specialists are continuing to be attracted
to rural and other hard-to-staff communities
in New Zealand.
Registrations for the 2015 intake of the na-
tion’s Voluntary Bonding Scheme, the seventh
intake of the incentive-based scheme, closed
on March 13.
The Health Workforce New Zealand ini-
tiative works to encourage nurses, midwives,
doctors, radiation therapists and medical
physicists into hard-to-staff specialities and
communities faced with higher vacancy rates,
greater locum use, longer waiting periods, and
a higher use of overseas trained professionals.
For the first time, sonographers were add-
ed to the list of high-demand professions this
year.
Health Workforce New Zealand manager
Ruth Anderson said more than 3500 graduates
have signed up to the scheme since it was first
introduced in 2009.
“When the scheme was first introduced,
there were 350 registrants on the scheme
across the eligible professions,” she said.
“Those numbers have been exceeded eve-
ry year and all eligible registrants have been
accepted on to the scheme, to date.
“Registrations generally fluctuate between
400-500 each year in response to the changes
in the hard-to-staff communities and special-
ties.”
Ms Anderson said hard-to-staff commu-
nities and specialties are revised each year,
through a nationwide stakeholder consulta-
tion, and are based on the needs of the New
Zealand workforce.
“The scheme is not just focused on specific
areas but is aimed at communities as a whole,”
she said.
“Rurality is a contributing factor with the
majority of hard-to-staff communities encom-
passing rural areas.
“The scheme is an important component of
an overall strategy to ensure New Zealand has a
workforce that is serving the needs of rural and
remote communities.
“The steady number of applicants to the
scheme shows that health professionals are go-
ing where they are needed most.”
Under the scheme, graduates are bonded
for a period of up to five years with participants
able to apply for reward payments after com-
pleting their bonding period.
For the full article visit HealthTimes.com.au507-018 1/4PG PDF
507-036 1PG FULL COLOUR CMYK PDF
Time for a new job?
These and hundreds more nursing, midwifery and allied health jobs at HealthTimes.com.au
Associate NUM (Theatre)Regional Victoria
Triage Nursing RolesWork from home
ED Nurses & MidwivesOutback Australia
Midwives & Postnatal EENsSydney Private Hospital
Physiotherapy OpportunitiesHobart
Part time Practice NurseMaryborough Queensland
CYAN MAGENTA YELLOW BLACK
Page 30 | www.HealthTimes.com.au HealthTimes - Issue 7 | Page 3
Page 6 | www.HealthTimes.com.auHealthTimes - Issue 7 | Page 27
507-015 1PG FULL COLOUR CMYK PDF506-020 1PG FULL COLOUR CMYK PDF505-024 1PG FULL COLOUR CMYK PDF
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Find out how you could benefit from a novated car lease. Visit us online or call for an obligation-free quote.
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www.smartnurses.com.au
*Based on the following assumptions: living in NSW 2123, salary: $70,000 gross p.a., travelling 15,000 kms p.a., lease term: 48 months. All figures quoted include budgets for fuel, servicing, tyres, maintenance and re-registration over the period of the lease. Also includes QBE comprehensive motor insurance, 2 year extended warranty (except for all Hyundai and Kia models) and platinum aftermarket pack, which includes window tint as part of the offer. Vehicle pricing is correct at the time of print and may be subject to change and availability.
No deposit to pay
NEW MAZDA CX-5Maxx (FWD) 2.0i Auto
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includes
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Nissan Xtrail ST 5st 2WD
Auto
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Mazda 3 Maxx Auto Hatch/Sedan
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Toyota Corolla Ascent Sport 1.8i
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2014
State
Time for a new car?Consider a novated car lease with Smartleasing
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507- 032 1PG FULL COLOUR CMYK PDF
Be the heart of Barwon Health.As Australia’s leading regional healthcare provider, we are at the leading edge of care, education and research. As the Geelong region’s largest employer, our people are at the heart of everything we do.
www.barwonhealth.org.au
Care | Education | Research
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Did you know your employer can help you get into a brand-new Nissan SUV? If you’re working in health, they can. When you salary sacrifi ce a Nissan with your employer you’ll see that combining the potential for tax minimisation and Nissan’s novated pricing will exceed your expectations.
Talk to your employer about eligibility and your Nissan Dealer for novated pricing.
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Can you see yourself behind the wheel of a QASHQAI?
Your employer can.
FLT0114A/HT
Nurse and son face deportation over autism diagnosis
Growing up in the Philippines, Maria Sevilla
dreamed of one day becoming a nurse.
“The nurses used to travel using the pub-
lic transport and they were all wearing white
dresses,” she recalled.
“I said - ‘one day I am going to be in that
uniform and I’ll be a nurse’, but because at
the time my mum can’t afford to send me to a
nursing school, I ended up doing an engineer-
ing course in the public school.”
Years later, Maria’s aspirations became a re-
ality, when her mother and step-father urged
her to join them and move with her son Tyrone,
then aged two, to Townsville in Queensland.
“They offered to me if I wanted to study
nursing here in Australia. I was really over-
whelmed. I said - ‘yes, of course’.”
Maria studied the Diploma of Nursing at
TAFE and went on to complete her certifi-
cate three in aged care before completing her
Bachelor of Nursing Science at James Cook
University.
Fast forward four years and Maria is a reg-
istered nurse working in the rehabilitation ward
at the Townsville Hospital.
But Maria’s dreams of working as a nurse
and living with her family in Australia are at risk
after the Federal Government’s Migration Re-
view Tribunal denied her request for a Skilled
Regional Provisional visa because of Tyrone’s
autism, which he was diagnosed with in Aus-
tralia six months after their arrival.
Maria said the Immigration Department, in
a letter, rejected the visa application because
her son’s autism could be ‘a burden on the Aus-
tralian health system’.
Federal Immigration Minister Peter Dutton
now has the final say on Maria and Tyrone’s
future, and a decision on their deportation is
expected within 28 days.
“I’m just hoping that they will give Tyrone a
fair go and not label Tyrone as a burden to the
Australian society or any society because of his
autism,” Maria said.
“How would the Minister feel if his son was
labelled as a burden to society? You are strip-
ping away his chances of getting a bright future
in a safe environment and being with the rest
of his family.”
Tyrone does not speak Filipino and depor-
tation would force Maria and the 10-year-old
away from their family in Australia to the Phil-
ippines, where they have no close remaining
relatives or reliable health services.
Maria said deportation would also be ex-
tremely stressful for Tyrone who, due to his
autism, struggles with even small changes to
his routine.
The Queensland Nurses’ Union (QNU) has
rallied behind Maria and Tyrone.
QNU secretary Beth Mohle called on the
Minister to protect Tyrone instead of punishing
him for his condition.
“Tyrone’s mother Maria is a hard-working
and highly valued rehabilitation nurse who
helps patients who have lost limbs and suffered
spinal and brain injuries to rebuild their lives,”
she said.
“The QNU and the Australian public will rail
against any move to deport this child to the
Philippines.”
Maria said she’s been overwhelmed by the
support of her nursing and medical colleagues
and also the wider Australian community.
“Being a permanent nurse, that’s really a
part of my dreams and a part of it as well is be-
ing a resident here in Australia. I want to own
my own house for me and Tyrone.
for the full article visit HealthTimes.com.au
www.HealthTimes.com.au HealthTimes - Issue 7
Prin
ted
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MP
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Regional & Remote Health+Preparing nurses for the Ebola frontline
Surgical Wounds – Part 2
Nurse & son face deportation over autism diagnosis
Pain management program targets Indigenous people
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Issue 720/04/2015
Formerly
Nursing CareersAllied Health
ncah.com.au
507-006 1/2PG FULL COLOUR CMYK PDF
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First State Super works as hard as you do
1300 650 873
Consider our product disclosure statement before making a decision about First State Super. Call us or visit our website for a copy. FSS Trustee Corporation ABN 11 118 202 672 AFSL 293340 is the trustee of the First State Superannuation Scheme ABN 53 226 460 365 N
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AUS Free Phone: 1800 818 844NZ Free Phone: 0800 700 839Dawn - dawn@ccmrecruitment.com.au
Like us on Facebook: Careers with CCM Australasia
Hospital of St John & St ElizabethLondon, England
Representatives coming to Brisbane, Sydney, Melbourne & PerthPresentations & Interviews in June
If you always wanted to work in London, grab this opportunity & Book now
Positions are available but not limited to the following specialities: Urology, Gastrointestinal surgery, Plastics/Cosmetic surgery, Orthopaedics, Trauma & General Surgery, Gynaecology, Breast, ENT Surgery, Theatre, Recovery, Medical admissions & Day Surgery.
Bene�ts on Offer:Relocation package up to £2,500 (to cover costs of �ights, accommodation & removals)Generous annual leave – 27 days plus 8 public holidays Affordable accommodation, shared and single - close to the hospitalBuddy System - supported on arrival, to help you understand life in London
NMC Registration advantageous, but not essential at Presentation / Interview stage
www.HealthTimes.com.auHealthTimes - Issue 7
Pri
nte
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y B
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reecal
l 18
00
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3 9
02
POSTAGEPAID
AUSTRALIA
PRINTPOST100015906
Seabreeze Communications Pty Ltd (ABN 29 071 328 053)PO Box 6744, Melbourne, VIC 3004
CHANGE OF ADDRESS: If the information on this mail label is incorrect, please email contact@healthtimes.com.au with the address that is currently shown & your correct address.
healthtimes.com.au
Regional & Remote Health+ Preparing nurses for the Ebola frontline
Surgical Wounds – Part 2
Nurse & son face deportation over autism diagnosis
Pain management program targets Indigenous people
+
+
+
Issue 720/04/2015
Formerly
Nursing CareersAllied Health
ncah.com.au
507-006 1/2PG FULL COLOUR CMYK PDF
507-010 1PG FULL COLOUR CMYK PDF
First State Super works as hard as you do
1300 650 873
Consider our product disclosure statement before making a decision about First State Super. Call us or visit our website for a copy. FSS Trustee Corporation ABN 11 118 202 672 AFSL 293340 is the trustee of the First State Superannuation Scheme ABN 53 226 460 365N
CA_WorksH
ard_180x120P_0714
507-005 1PG FULL COLOUR CMYK PDF
AUS Free Phone: 1800 818 844NZ Free Phone: 0800 700 839Dawn - dawn@ccmrecruitment.com.au
Like us on Facebook: Careers with CCM Australasia
Hospital of St John & St ElizabethLondon, England
Representatives coming to Brisbane, Sydney, Melbourne & PerthPresentations & Interviews in June
If you always wanted to work in London, grab this opportunity & Book now
Positions are available but not limited to the following specialities: Urology, Gastrointestinal surgery, Plastics/Cosmetic surgery, Orthopaedics, Trauma & General Surgery, Gynaecology, Breast, ENT Surgery, Theatre, Recovery, Medical admissions & Day Surgery.
Bene�ts on Offer:Relocation package up to £2,500 (to cover costs of �ights, accommodation & removals)Generous annual leave – 27 days plus 8 public holidays Affordable accommodation, shared and single - close to the hospitalBuddy System - supported on arrival, to help you understand life in London
NMC Registration advantageous, but not essential at Presentation / Interview stage
Recommended