On Sunday, 30 April 2023, Lalor Running Club (LRC) completed yet another successful running event, raising over $4,000 for Northern Health Foundation. All funds will be directed to Northern Health Cancer Services, to continue supporting our patients and ensuring comfortability throughout their treatments.

Kirsty Branagan, LRC committee member and coach, has been organising these fundraising efforts for Northern Health for the last few years. In January 2020, Kirsty was diagnosed with Stage 3 Rectal Cancer, undergoing her own treatment right here at Northern Health. She was cared for by a wonderful medical team, and supported by her club mates, throughout her treatments and surgeries.

The club has been supporting Northern Health Foundation since 2020, and in 2021, they decided to make this a formalised annual running event due to its success and ongoing support from the local community.

“Lalor Running Club believes strongly in the importance of community, and the value of a community working together. When I was diagnosed with cancer back in 2020, the club stepped up and made a commitment to fundraise for Northern Health Foundation as we could see the direct benefit of the research and support which was being funded by the foundation,” said Kirsty.

“As the years have gone on, we have had two more members diagnosed, treated and in remission for cancer, all thanks to the amazing work of the Northern Health Cancer Services team.”

With an amazing turnout of 67 runners, with the last runner completing 35 laps, totalling an incredible 56km distance, the event finally came to a finish in the afternoon. The funds raised for this event will not only help cancer patients at Northern Health, but will support their families, knowing their loved one is getting the best possible treatment.

“We are looking forward to our 2024 event and can’t wait to see how far our entrants can run, and how much money we can raise for Northern Health Foundation.”

To keep updated on latest news and community events, follow Northern Health Foundation on social media or join the 2024 LRC DNF Ultra event to help raise funds for a valuable cause.

 

Kirsty Branagan, LRC committee member and coach (middle)

The McGrath Foundation has reached the pivotal milestone of funding 200 McGrath Breast Care Nurses across the country, following the appointment of six new nurses in Victoria.

McGrath Breast Care Nurses are experts in breast cancer care and help people with breast cancer navigate complex medical systems, from diagnosis and throughout treatment.

Among these six new nurses is Melanie Bullock, McGrath Metastatic Breast Care Nurse Consultant (MBCN) who is based at Northern Hospital Epping.

“My role as a McGrath Metastatic Breast Care Nurse at Northern Health is to support women, and men, as well as their families, from the time of their diagnosis and through the course of treatment ongoing,” said Ms Bullock.

“Metastatic breast cancer refers to when the cancer has spread beyond the initial tumour site of the breast and into other parts of the body. Our focus is therefore on prolonging life and ensuring quality of life is maximised.”

Every year, over 4,700 people in Victoria are diagnosed with breast cancer, and one in seven women in Australia will be diagnosed in their lifetime.

“I support patients, and their loved ones, through this stage of their treatment offering clinical care, medical expertise and psychosocial support,” Ms Bullock said.

“To have one point of call for patients at this time is fantastic, as through speaking to patients we realise how important it can be to have someone there to help them navigate the medical system.”

Melanie Bullock, far left, with some of her McGrath Foundation counterparts.

The Disability Liaison Officer (DLO) program was established in 2020 to improve health care accessibility for people with disabilities, with DLOs working at every hospital within Victoria.

At Northern Health, there are two DLOs, Simone Ortiz and Maria Bowman, who have both worked for Northern Health for several years, and have backgrounds in social work.

During the peak of the pandemic, the DLO program became a primary contact for people with disabilities wanting access to COVID-19 vaccination. The program received approximately 1,000 referrals during this period, from people living within the Northern Health catchment, but not necessarily all Northern Health patients or clients.

Many patients with disabilities struggled to access vaccinations during this time, often due to a multitude of challenges in leaving their homes. A home-based vaccination program was established, along with other, more accessible and creative means of supporting those wanting vaccination. These initiatives resulted in the program achieving great success and a high vaccination rate for this vulnerable group.

Over the past 12 months, the DLOs have returned to providing support to patients with disabilities within Northern Health, aged between five and 65 years. On average, Northern Health has one in five patients presenting with disability.

The team recently supported a patient with a disability requiring surgery. The patient was non-verbal and fearful of hospitals, which resulted in her refusing to attend or absconding appointments several times. The DLOs were able to support the patient and her family prior to the admission, provided a quiet room and comfort items and liaised with treating staff at every point of care, thus making the whole experience easier for both the patient and the hospital staff. This resulted in a successfully completed surgery.

The DLOs at Northern Health work closely with other DLOs across the state to keep abreast of initiatives and improvements. This collaboration allows them to improve practices and tackle challenges for Northern Health patients.

In 2023, the DLOs are excited to roll out their new Disability Action Plan (DAP) 2023-26. The new DAP was completed in consultation with a planning team member, as well as with the help of consumers with lived experience of disability. The overall purpose is to continue to improve access, inclusion and participation of all patients and employees with disability across Northern Health.

For referrals and further information, please click here.

Pictured: Maria Bowman and Simone Ortiz

The Northern Health Oncology Department and Cancer Survivorship Surveillance Clinic have implemented an evidence-based assessment tool to measure individuals activation levels, helping clinicians provide more specialised care to their patients.

The Patient Activation Measure (PAM) is a valuable questionnaire tool used to assess an individuals’ knowledge, skill and confidence (referred to as ‘patient activation’) for managing their own health and healthcare.

Patient activation can be increased by offering support and providing opportunities to develop general health knowledge and specific condition knowledge like cancer and skills. Clinicians can proactively align resources and tailor support depending on a patient’s level of activation. Higher activation levels equate to patients with healthy behaviours, overall better outcomes, and fewer episodes of unplanned and emergency care.

Patients with high levels of activation also understand their role when a diagnosis of cancer or other conditions have been made. Individuals with long-term or chronic conditions, who are more highly activated, are more likely to engage in positive health behaviours to manage their health conditions more effectively. People who have low levels of activation are less likely to play an active role in staying healthy and seeking help when they may need it. They may also find it hard to follow advice given by healthcare professionals.

The PAM is a great screening tool for identifying those most at risk for future health issues. Through measuring a patient’s activation level, clinicians are provided with an opportunity to explore concerns of patients that attain a low level, and open discussions that perhaps would not have normally occurred. It also provides valuable insights into patient’s lifestyle risks, quality of life and any long-term effects that can help doctors tailor their strategies to guide patient’s post cancer treatment and transition into their new life.  

The Clinical Leadership, Effectiveness and Outcomes (CLEO) team has facilitated the implementation of the PAM into Oncology and the Cancer Survivorship Surveillance Clinic here at Northern Health.

Patients are asked to complete a short 10-question survey before an initial visit to clinic, and then again, every three months. The survey asks patients to indicate how much they agree or disagree with statements and combines answers to determine a patient’s activation level.

Three core functions or uses for the PAM include its predicative power in risk identification, tailoring support based off a patient’s activation level, and measuring impact over time using the scoring system.

“When I first heard about the PAM, it was a ‘light bulb’ moment for me as a nurse,” said Tracey Webster, Director, CLEO.

“I can now really understand why some patients find it difficult to engage with managing their long-term conditions or may not show interest in their condition. It has been wonderful to be part of the digital health implementation to know that clinicians can now tailor what they are teaching patients or discussing about their condition, and it can be more meaningful for the patient.”

“Clinicians can help patients to develop the confidence and understanding to allow them to participate more fully in the management of their health and care. This will assist patients to improve their health-related behaviours, and result in better outcomes, better experiences of care.”

The Northern Health Cancer Survivorship Surveillance Clinic (CSSC) is a new service developed to improve and support the wellbeing of patients of survived haematology cancers.

Through establishing the survivorship surveillance clinic, clinicians can monitor, follow up and discuss the ongoing importance of surveillance to improve patients physical, psychological and general wellbeing. The clinic screens patients who are at higher risk of developing secondary cancers and provides the opportunity for early interventions. Patients receive a comprehensive care plan that is developed and shared with their GP, whilst also offering patients direct contact for support within the hospital.  

Unlike other cancer survivorship clinics, Northern Health focuses on both surveillance/maintenance while undergoing oral treatment, and survivorship, whilst other programs generally only focus on survivorship.  Northern Health offers patients the opportunity to be seen as early as four weeks post treatment in comparison to many survivorship clinics, where patients are often not seen until one year post-treatment.   

The CSSC is one of the first Northern Health patient cohorts to implement the PAM into its program. Despite being early in its implementation, clinicians are already seeing the value of how the PAM can positively change a patient’s level of activation. 

Clinicians can engage with their patients to generate different types of conversations that would not perhaps have occurred previously. As a survey, patients see the value in being honest with their answers, without having to hide how they are feeling. Having the opportunity to answer truthfully, allows for certain issues to be addressed as patient’s can identify what matters most to them and their lifestyle.   

Associate Professor Wanda Stelmach, Chief Medical Officer, said improving cancer services and the support of cancer patients had always been a career-long aspiration for herself.

“I am delighted to see that our patient’s voices can be heard through this tool. For Northern Health and our clinicians to understand our patient’s struggles and challenges and then to be able to support our patients in their capability to take charge of their lives is an extremely privileged position to be in,” she said.

“I encourage everyone to support this project which will, without doubt, support patients to improve their health-related behaviours and experience better outcomes – and a better survivorship journey.”

The PAM is licensed by Insignia Health and implemented by the CLEO team. For more information, please visit the CLEO Intranet page. If you would like to implement the PAM into your patient cohort, please complete the Expression of Interest form.

Featured image: Karen Matoga, Research Nurse Coordinator and Louise Scolieri, Haematology Nurse Practitioner Candidate.

#WeAreNorthern

Meet Lyndall Fleming, Receptionist and Switchboard Operator, Northern Hospital Epping.

Q: What was your first job?

A: My first job was as a Girl Friday with John Brown Knitwear in Collingwood, relieving switchboard and filing. It was my first job where I had to travel on the train to and from Collingwood from Reservoir. I remember everyone talking on the train and making many conversations. On one of those train trips, l met my husband. We’ve been married for 48 years.

 Q: Who made a difference in your life as a child?

A: My father made a difference in my life with his great work ethic. He was a builder and a property developer and has built many houses around Keon Park, Thomastown, Epping and Lalor.

Q: What do you love most about your job?

A: I work as a Receptionist and a Switchboard Operator and l love the people l work with. My colleagues are like my second family, and I love the problem-solving element of my job for patients and visitors. I sometimes feel like a detective on my job.

 Q: Tell us about a goal you have set for yourself and how you worked towards achieving it?

A: When l was a young girl, I wanted to be a builder, just like my father. Back in the days and being a female, it wasn’t a profession that my mother recommended I pursue. The second choice was to become a receptionist and I made it.

 Q: Beach or mountain?

A: Beach definitely! I have spent many years at our family beach house swimming, surfing, walking and I hope to retire soon to a house by the ocean.

This week is National Reconciliation Week. A time for all Australians to learn about our shared histories, cultures and achievements.

Northern Health has recently established an Executive Yarning Circle, specifically designed to support and empower Aboriginal staff members, in a newly refurbished Aboriginal Cultural Space.

This initiative aims to create a safe and culturally sensitive space where Aboriginal employees can come together, share their experiences and contribute to decision-making processes.

The Executive Yarning Circle serves as a valuable platform for fostering meaningful connections, promoting cultural awareness and driving positive change within the organisation. It also provides a unique opportunity for Aboriginal staff to build strong connections and form a supportive network. By coming together in this safe and respectful environment, participants can engage in open dialogue, share their stories and discuss their challenges and successes.

Moira Rayner, Emergency Department Aboriginal Liaison Officer, said, “the Yarning Circle here at Northern Health with our Executive Director has created a new and unique way of addressing Aboriginal health and wellbeing in this space. This is the true spirit of reconciliation.”

Cultural awareness and understanding are vital elements in creating an inclusive and culturally competent healthcare organisation. The Executive Yarning Circle plays a significant role in promoting cultural awareness among Northern Health’s leadership team and decision-makers.

Through active listening and engaging in yarning circles, the Executive team can gain deeper insights into the unique perspectives, cultural practices and needs of Aboriginal staff. This knowledge helps inform policies, practices and strategies that are more aligned with the cultural values and aspirations of the Aboriginal community.

Jason Cirone, Chief Allied Health Officer, said, “the Executive Yarning Circle provides a regular, culturally safe opportunity for Aboriginal staff and leaders to share important information, without the formalities of a standard meeting. It’s a privilege to sit together and reflect differently on what’s important, what is working and what needs attention.”

The Executive Yarning Circle also serves as a powerful mechanism for Aboriginal staff to influence decision-making processes within Northern Health. The circle provides an avenue for employees to voice their opinions, contribute ideas and provide valuable input on matters that impact their work environment.

Furthermore, the circle is a platform for mentoring and the sharing of knowledge and expertise, creating a nurturing environment for both personal and professional development. The circle will be a catalyst for positive change, driving initiatives that foster cultural safety, strengthen relationships and enhance the overall wellbeing of Aboriginal employees.

The establishment of the Northern Health Executive Yarning Circle for Aboriginal staff marks a significant step forward in the organisation’s journey toward Aboriginal cultural safety. This initiative not only provides a supportive network for Aboriginal employees but also empowers them to contribute to decision-making processes and influence positive change within Northern Health, ultimately benefiting both staff and the community.

Featured image left to right shows Moira Rayner, Emergency Department Aboriginal Liaison Officer, Stephanie Thompson, Aboriginal Liaison Officer, Toni Gabelish, Aboriginal Liaison Officer, Karen Byrant, Senior Aboriginal Liaison Officer, Tya Fry, Occupational Therapist, Natalie Bloomfield, Aboriginal Clinical Support Nurse, and Jason Cirone, Chief Allied Health Officer, in the Aboriginal Cultural Space.

Northern Health is less than four months away from going live with the Electronic Medical Record (EMR). There is a lot of work happening behind the scenes to prepare the whole of Northern Health for a change this significant.

Today, we have the opportunity to speak with Lisa Cox, Chief Nursing and Midwifery Officer, and Vanessa Reid, Chief Nursing and Midwifery Informatics Officer, on how they have been preparing Northern Health for EMR Go Live from a nursing perspective.

Q: With more than 4,000 nurses and midwives working at Northern Health, what are the general sentiments on implementing an EMR?

Lisa: The general sentiments among our 4,000 nurses and midwives at Northern Health regarding the upcoming implementation of an EMR are mostly excitement with a touch of nervousness. Our nurses and midwives are enthusiastic about the positive impact the EMR will have on patient care and workflow efficiency. While there is some natural apprehension about the change, I recognise that the support from the EMR team, including comprehensive training, will be instrumental in ensuring our nurses and midwives feel prepared and empowered during the transition.

Q: One of our EMR training principles is ‘no training, no access.’ What is your view on this and why do you think this is important?

Vanessa: The training principle of ‘no training, no access’ for the EMR implementation is of great significance in my view. Patient safety is a top priority and ensuring that all staff members are adequately trained on how to navigate and utilise the EMR system is crucial for accurate and comprehensive clinical documentation.

Q: It is not an easy task to train the whole nursing and midwifery cohort within eight weeks, how is this being managed?

Lisa: Training all our nurses and midwives within an eight-week timeframe presents a significant challenge, but we will successfully manage this process with the invaluable support of our Nurse Unit Managers (NUMs) and Midwifery Unit Managers (MUMs). Their pivotal role in registering our nurses and midwives for training has been instrumental in streamlining the process, and they will continue to play a crucial role in coordinating this work ensuring all nurses and midwives have the ability to attend the scheduled training sessions.

Q: What do you look forward to when EMR goes live at Northern Health?

Vanessa: As we approach the go-live of the EMR at Northern Health, I am filled with anticipation for the transformative impact it will have on our organisation. While there will be an adjustment period for our nurses and midwives, I am confident that we will witness increased efficiency and a noticeable enhancement in the quality of patient care. It is a privilege for me to be part of this significant event, and I am truly grateful to have the opportunity to work alongside such exceptional nurses and midwives.

Q: What advice would you give to nurses and midwives as we progress towards the implementation of the EMR?

Lisa: As we move forward with the EMR implementation, my advice to nurses and midwives is to approach this transition with a positive mindset and a sense of resilience. Embrace the change as an opportunity for growth and improvement in patient care. Actively participate in the provided training to become proficient in navigating the EMR system. Remember to reach out for support whenever needed, as we are all here to help each other. With our nursing and midwifery expertise and dedication, I have full confidence that we will successfully adapt to this new system and continue providing exceptional care to our patients.

Featured image: Lisa Cox, Chief Nursing and Midwifery Officer with Vanessa Reid, Chief Nursing and Midwifery Informatics Officer.

Outpatient Clinics at Northern Health play a critical role in providing timely and efficient care to consumers in the northern suburbs.

The impact of COVID-19 has put a significant strain on the demand for specialist appointments, but with the introduction of the Outpatient Administration Coordinator (OAC) role in 2022, Outpatient Clinics have been able to continue to provide administrative support to consumers, administration and clinical staff.

The role of the OAC is to work collaboratively with specialty clinicians and to support the department, by assessing the demand on Outpatients Clinics and ensuring patients receive the care they need in a timely and efficient manner.

There are 10 OACs who work across three campuses, the Northern Hospital Epping, Broadmeadows Hospital and Craigieburn Centre. They all work closely with the Administration Officers, Referral and Intake team, Clinics Leads and Consultants and support over 30 specialties.

“It was daunting, but also very exciting to be one of the first Outpatient Administration Coordinators to develop and progress the role. Twelve months in, I am loving the role and enjoy the team I work with,” said one of the first OAC, Maegan Myers.

Vickie Hutchison, OAC, says the new role has been one of the most revolutionary additions they have had in the Outpatients Clinics.

“It has both significantly reduced the volume of clerical work that I, as a Clinical Lead was having to do, allowing me to concentrate on my role and efficiently manage my portfolios in a timely manner. Working with such a competent team is alike a breath of fresh air – they always strive for a positive outcome,” she said.

The OAC team perform various tasks, and these include:

• Support Northern Health consultants with the transition from telehealth to onsite consultations, following COVID-19
• Ensure a smooth transition from single to triple modality of care, face to face, Telehealth, TeleVideo
• Engage with each Head of Unit on a monthly basis to provide transparency in service delivery, ranging from: number of referrals received, clinic availability including past and upcoming demands and waitlist data
• Management and coordination of specialty specific mailboxes for ease of correspondence and communication

Kelly Luca, Outpatient Administration Manager, said, “I appreciate every member of the OAC team for showing relentless effort in getting this role to a business-as-usual state. The success we have experienced in the last 12 months would not have been possible without their contribution towards developing this role and working as a team.”

Kathryn Bartho, Outpatient Services Operations Director, says it is exciting to see the success of the role, which was born out of discussing the challenges in the clinics.

“It has been refreshing to receive a lot of positive feedback from stakeholders such as Head of Units and consultants on the implementation of these roles, with most reflecting back as I don’t know how we managed before without them,” she said.

In 2023, the team are excited to continue to improve patient access to Northern Health services and work with clinic leads and consultants to ensure smooth and operational running of clinics and reduce patient waitlist numbers.

Pictured (L-R): Rachel Whelan, Maegan Myers, Nikki Amar, Michelle Jenkinson, Megan Robinson-Drummond, Kubra Sonmez, Rachele Gumabon, Ally Gibbs