The Rounds - Food as medicine Celebrating 43 years' service - Albury Wodonga Health
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ISSUE 04
December 2021
The Rounds
Food as medicine
Celebrating 43 years' service
Page 16
2 10 14 20
#KindessWorksHere Culture 2025 AWH Awards AWRCC Anniversary
ALBURY WODONGA HEALTH Message from the CEO
Message from the CEO
Michael Kalimnios
I would like to sincerely thank all Albury Wodonga Health (AWH)
staff for your hard work throughout a year that has, once again,
been dominated by the COVID-19 pandemic.
You have not only shown tremendous resilience and dedication in
response to the pandemic, but continued to deliver business as usual
services for our community. There is no doubt this year has again taken a
toll on us all, both personally and professionally.
I am also proud to acknowledge the quick response of our team in setting
up our Vaccination Clinic and testing sites. Our thanks go to all staff who
worked tirelessly to ensure the smooth running of our Public Health Unit
services.
Michael Kalimnios, Chief Executive Officer
COVID aside, we managed to achieve significant progress in a number of key strategic areas:
Early in the year, we completed the Clinical Services Plan (CSP). The CSP is a comprehensive body of work to
plot the way for our service development within our catchment for the next 20 years.
Following on from the CSP we worked with a consultant to develop our Master Plan, which outlines the
infrastructure investments needed to meet the CSP requirements. Our work on the Master Plan is now
complete and a collaborative review process will begin in the new year between AWH, NSW Ministry of Health,
and Victorian Health Building Authority (VHBA). This includes a comprehensive briefing at the appropriate time
with respective Ministers. A resolution is expected in the first quarter of 2022.
Highlighted as one of our more significant Business Improvement Plans for 2020-21, the Culture 2025 Project
saw our People and Culture team complete a significant review of the culture within AWH. We had over 6,000
touchpoints with staff across all areas of our organisation and a number of key themes emerged. These
themes helped develop a roadmap of activities to be rolled from 2022–25 and beyond. The project aims to
boost our workplace culture and reputation as a preferred healthcare employer both now and in the future.
Another priority Business Improvement Plan project is patient access and flow. This detailed body of work
focuses on improving patient access and flow across our service to ensure patients are managed through our
system in the best possible patient-centered way.
In January 2021 we introduced a new organisation structure. The restructure's purpose was to give clinicians a
greater role in management and decision-making in AWH. These reforms will continue to be developed in the
coming years.
My sincere thanks to all who have been involved in progressing these projects. It is important that despite the
impacts of COVID, we maintain a focus on key priorities for our organisation to ensure we continue to provide,
review and enhance the needs of our service both for our staff and community.
In 2022 we will launch our 2022-25 Strategic Plan, review of our Business Improvement Plans, and finalise our
Master Plan. With another big year ahead, I hope you are all able to find some downtime in the coming weeks. If
you are feeling overwhelmed, stressed, and are in need of a break, please work with your manager to ensure your
needs are met.
With the holiday period around the corner, I wish you and your families a wonderful Christmas and I am excited to
continue the great work we have started this year into 2022.
Page 1
ALBURY WODONGA HEALTH Chief Operating Officer Directorate Report
#KindnessWorksHere
Emma Poland
In my role as Chief Operating Officer (COO), I talk a lot about
kindness and how simple acts of kindness matter, every single
time.
I say we need to care for our people so they can care for our patients and
clients. I show kindness by smiling, listening and helping someone who
looks lost in the corridor find their way.
I believe that we all have an important role in providing compassionate
care to our patients and clients.
As I was a recent patient in our hospital system, I now know this to be true,
as Emma the patient, not Emma the COO.
Emma Poland, Chief Operating Officer
The role or title on your badge, your
pay grade or your position in an
historic and out dated health
system hierarchy do not matter to
me.
What matters to me is the human
kindness shown by:
Govinda, who got help when I
was hurt;
The MET team, who were by my
side when I needed them most;
Matt, who cracked jokes to
distract me from the pain;
Tony, who’s friendly face was a
comfort when I was feeling Perioperative Nurses Week 2021
alone;
Emma, who cut my clothes with Karen, who offered me a tissue and a gentle touch when I was visibly
respect and dignity; distressed;
Barb, who gave me a gentle, Ray, who pulled out his mobile phone and dialled my husband’s
kind rub; number so I could let him know I was going into theatre;
Lindsay and David, who Michael, who explained what he was going to do;
checked in on me; Shailendra, who provided gentle reassurance;
Ryan, who gave me permission Katie, who laughed and made a joke of my matching bra and knickers
to swear if I needed to (I don’t (lucky!);
think I did?); Katie, Julie and Zoe, who got to know me, and me them, over
Jen and Stu, who drove slowly consecutive early, late and night shifts; and
over the speed humps; My work colleagues, who sent kind well wishes and permission to take
the time to rest and recover.
You are all important to me. Your kindness matters to me. Thank you.
Page 2
ALBURY WODONGA HEALTH Chief Operating Officer Directorate Report
A kind manner takes little if any more time. Please:
Let me know what to expect and when. The minutes move slowly on the
big black and white clock on the sterile hospital wall.
Do not talk about your (junior) colleagues in a disparaging way. It says
more about you than them and makes me nervous about your
professional and personal ability to care for me.
Do not refer to the lady next to me as “demented” as she repeatedly calls
out for “a glass of ice-cold water please” with no response. It is
distressing as I lie there unable to help.
Do not put the meal tray at the other end of the overway table. I am
immobile, I can’t reach the water glass from where I am propped up in
bed.
Take the time to adjust my pillows to a comfortable position, when I ask
for your help.
I’m sorry that I did not ask if you are ok. Is someone caring for you? Please
take time for some self-care and reach out to me or a colleague or a
friend if you need a hand.
I am now home and on the road to recovery. A rare opportunity to rest,
reflect and reset.
To work in healthcare is a great privilege and I am very proud and
grateful to work alongside you in providing compassionate care to the
people and communities we serve.
Going forward, I will have an important role in listening to and acting on
patient experiences, helping to put the care back into health care.
#KindnessWorksHere
Page 3
ALBURY WODONGA HEALTH Allied Health Directorate Report
The year that
was.
Karyn O'Loughlin
Executive Director, Allied Health
For the Allied Health Management team, our goal in With Allied Health, best care and adapting practice is
2021 was all about keeping our patients safe and never a problem.
having a dynamic workforce to enable us to achieve
this goal. Highlights of 2021
Allied Health staff have stepped up. All disciplines have
The development of:
used their transferable skills to work in new areas and
- The Virtual Fracture Clinic
help the Public Health Unit, COVID Positive Clinic,
- Osteoarthritis Hip & Knee Service (OAHKS) Clinic
Vaccination Clinic, and Testing Clinics.
- COVID Navigator in ED role
- Swallow & Voice (Speech Pathology/ENT Clinic)
The need to be flexible when faced with so much
.............including Fibreoptic Endoscopic Evaluation of
uncertainty was critical, especially in the early days of
.............Swallow (FEES) service in Speech Pathology
COVID. We needed to manage expectations and
Nutrition month in June, an amazing collaboration
requests for resources within the organisation, and at
with Nurse Education. Dietitians in fun scrubs,
the same time continue to provide a service to patients
delicious lunches on Fridays, money donated to
within our care.
FoodShare, and interesting education sessions
with nursing and food service
The Allied Health staff have acquired new skills and
The journey towards Aboriginal and Torres Strait
learnings, and have worked together to solve problems
Islander cultural safety e-learning
and address complexities in health while maintaining
The Aboriginal art competition, creating a brand
our culture of esprit de corp.
for AWH that is visual to Aboriginal and Torres
Strait Islander people
2021 was the pandemic of care in the community. Allied
Continuing to provide support during COVID
Health’s role was getting people home and keeping
restrictions to our Aboriginal patients
them at home.
Social Work forming partnerships in the
community to enable alternative support services
Humour has kept us going, along with Friday morning
for patients with complex needs
teas. Connectivity and shared experiences, good and
The continuing growth of the Hand Clinic within
not so good, have helped to strengthen team spirit.
the OT Department
There is real value in building strong employee
relationships.
Overall it has been an amazing year. Despite the
challenges we have continued to work together with
In 2021 we are continuing with telehealth, working from
our dedicated colleagues in administration, nursing
home where possible, fit testing, wearing masks and
and medical to deliver the best care possible to our
shields, and maintaining good hand health hygiene.
patients.
This pandemic provided us with a new position, the
Disability Liaison Officer, which has proved to be a
god-send. Never let the positives that emerge from a
good pandemic go to waste.
Page 4
ALBURY WODONGA HEALTH Finance Directorate Report
Single Switchboard Project
Patrea Turton
Manager Front Office and
Revenue Services, AWH Finance.
In line with the broader direction of
the AWH Strategic Plan, 2021 saw
the implementation and transition
to a “Single Switchboard” at AWH.
Since amalgamation in 2010, both
Albury & Wodonga campuses
continued to operate under two
separate main telephone systems.
Calls were unnecessarily bounced
from Wodonga to Albury or vice
versa, increasing wait times, volume
of calls and creating frustration for
callers and staff.
The Single Switchboard initiative
has resulted in a significant
improvement in the delivery of
customer service for our face to
face enquiries and enhanced the Natalie Atteridge (Front Office Team Leader)
overall telephone experience for
callers contacting AWH. As part of the scope of works for "The Single Switchboard
this project, AWH now has the
ability to extract call data from the
initiative has resulted in
Under the new Single Switchboard
model, the main Switchboard is Switchboard to identify peak call a significant
currently located at Albury Campus periods. The capture of such improvement in the
Front Reception area with a information is vital to assist with delivery of customer
dedicated switchboard operator. planning and staffing to ensure service for our face to
continued improvements towards face enquiries and
The project included the high quality service delivery.
enhanced the overall
development of a new user friendly
automated Interactive Voice Consideration of future telephone experience
Response, enabling callers to switchboard/telephone for callers contacting
bypass the switchboard altogether requirements as a result of future AWH.”
by following the prompts, reducing growth & expansion of AWH
the time callers spend on the phone services was also incorporated into
before getting to their destination. this project to ensure the system
can be adapted and grow with
AWH.
Page 5
ALBURY WODONGA HEALTH Partnerships and Planning Directorate Report
Regional Partnerships &
Planning: 2021 in Review
Janet Chapman
AWH works with health services across Ovens & Murray,
Murrumbidgee Local Health District and Upper Hume to deliver
high quality and safe health care to our communities.
Key focus areas for 2021 have included:
Building relationships and developing a consistent practice
Commencement of Clinical Governance Community of Practice –
ensuring consistent clinical governance approaches across the region
Janet Chapman, Deputy Executive Officer
Establishment of shared COVID-19 escalation plan, facilitated debrief
to identify lessons learned and subsequent emergency management
and scenario training undertaken with Upper Hume partners
AWH Business Plan
Embedding leadership and improving service efficiency
Clinical Services Plan
Completed April 2021. Clinician 2 Manager program – building capacity and supporting
clinical staff as they move from practitioner to leadership roles
Identifies the services that Exploring opportunities for sharing services across the region,
AWH will develop over the especially in areas such as finance
next 10-20 years to support Commencement of streamlined approach to contractual
the delivery of high quality arrangements
care, closer to home.
Identifying opportunities to improve flow and consider new models of
AWH Master Plan care
Draft completed November
2021. Establishment of Regional Operating System to share information as
to workforce and bed capacity across services
Strong engagement across Transfer of Older Persons project phase 1 research completed and
AWH and the general initial themes identified to drive improvements in transfer processes
community to identify options more broadly.
to deliver the infrastructure Role delineation mapping across services and developing detailed
needed to support the Clinical data on workforce and service capability within the specified areas of
Services Plan. geriatrics and rehabilitation
Currently under review by
Department of Health.
Page 6
ALBURY WODONGA HEALTH Partnerships and Planning Directorate Report
Telehealth
The regional telehealth team has worked in collaboration with health services across the Hume region to
complete our region’s first Hume Telehealth Strategy (2021-2025). The strategy will support telehealth to become
part of usual business, with a focus on staff training, changes to models of care, infrastructure upgrades and
improved reporting.The project has also underpinned its work with research into how digital disadvantage plays a
role in the experience and successful outcomes of virtual care.
At AWH infrastructure has been upgraded with the creation of a virtual care room in conjunction with
Hume@Home project and sub-acute services at Vermont Court. With bookable space tailored made to enable
privacy, sound dampening and integrated technology, telehealth has never been easier to execute. AWH
provided over 3220 virtual consultations using the Health Direct platform this year and still counting (up from 0 in
2019)! Telehealth is here to stay with plenty more to come in 2022.
A copy of the strategy can be found on our website.
New Nolan House concept drawing
New Nolan House
The NSW Minister for Mental Health Bronnie Taylor attended AWH to announce the funding of the planning phase
of the project to build a new acute inpatient mental health unit. The $1.2m planning phase has been led by AWH
and is due for completion in May 2022. This will result in a schematic design, describing what the unit will look like
and where it will be built, as well as a Business Case to inform the government of the cost of the construction
project. A key element of the project is co-design – which involves shared decision making about the design with
patients and carers with lived experience of mental health, with the staff who deliver those services.
AWH is lucky to have a very dedicated group of staff and consumers who have been very giving of their time and
experience to work with the architects.
Keep up to date with the project via our website.
Page 7
ALBURY WODONGA HEALTH Partnerships and Planning Directorate Report
ED Redevelopment
Works have started on the new Emergency Department at the Albury Hospital and a new staff room will be
complete by the end of the year.
The project will see a greatly expanded number of beds and treatment spaces to better meet the growing
community of the catchment area.
The design and planning of the ED is complete and the team are now starting to plan the transition to the new
space with staff recruitment, purchase of equipment and the new way of operating the different spaces.
Construction on the main part of the ED will start early in 2022 and continue for around 2 years.
Keep up to date with the project via our website.
ED concept drawing
Access to Care
A number of new initiatives were instigated in 2021 with a focus on improving access to care. These included:
Implementation of the Daily Operating System (DOS) that provides the whole health service with an overview
of the readiness status of the organisation - March 2021
Implementation of the Regional Operating System that connects health services in the region twice a week to
discuss access, staffing and issues of mutual interest – June 2021
Implementation of electronic ED whiteboards facilitating visibility and ease of access to patient information to
relevant areas
Implementation of a transit lounge in a temporary location – secured ongoing funding for roles in transit
lounge to expand functionality
Implementation of a process to case review patients who attend ED on a regular basis to plan more effective
care to prevent attendances
Early commencement of a nursing workforce unit
Cardiology Model of Care – sets direction for new service development
Development of various Models of Care including:
- Hospital in the home – service expansion of an additional 6 beds, bringing capacity to 18 beds
- Sub-Acute in the home – new service development of 6 beds
- Acute care of the Elderly – new service stream being implemented in Wodonga Acute Unit
- Sotrovimab Infusion – an infusion of monoclonal antibody to high-risk COVID Positive patients to prevent
...........hospitalisation and deaths
Page 8
ALBURY WODONGA HEALTH Partnerships and Planning Directorate Report
Project Management Office
The AWH Project Management Office manages the portfolio of strategic projects across AWH to ensure timely
delivery and ongoing value of all budgeted projects.
While COVID-19 has impacted the timing of some projects this financial year, efforts have been redirected
towards other ongoing projects supporting the cross-border region.
The following table summarises the status of major projects of the 2020-2021 financial year:
PROJECT DESCRIPTION VALUE ($M)
Detailed design has been completed with tender process underway
to select preferred builder. Construction is to commence early 2022,
Community Outpatient
with planned completion early 2023. This Hub will provide a $4.9
Specialist Hub
centralised space with consulting spaces for ambulatory programs
such as palliative care, allied health services and specialist clinics.
The new system will provide more robust functionality and reporting
Human Resources capability, which will benefit both roster managers and employees.
$0.4
Information System Implementation is underway with completion scheduled for April
2022.
Infrastructure improvements at the Kerferd Unit and Nolan House,
Mental Health
Mental Health units, will improve amenities and create an $0.4
Infrastructure Upgrade
environment conducive to recovery. Due for completion mid 2022.
AWH is installing automatic fire sprinkler systems to Albury and
Wodonga hospital inpatient bed-based areas, and kitchens to $3.8
Fire Sprinkler
enhance safety for patients and staff. Albury & Wodonga Campus
completion is scheduled for late 2022.
To clinically manage the needs of infectious patients an additional
Negative Pressure facility, with negative pressure rooms, will be built on the Albury $1.4
Rooms Campus. Further investigations are being undertaken to ascertain
final capacity and exact location. Completion expected early 2023.
This project will advance the end to end supply process, and
provide greater visibility of stores and ordering, while improving $0.18
Supply Chain Reform
inventory management. Implementation and communication of the
new procurement and supply chain model is scheduled June 2022.
This project has provided two negative pressure rooms (NPR) within
ICU upgrade ICU to provide AWH with the ability to stream critically ill patients, $1.0
enabling them to receive care close to home.
Page 9ALBURY WODONGA HEALTH People and Culture Directorate Report
People and Culture
Culture 2025 Virginia Boyd
Executive Director People and Culture
In 2021 we kicked off a new Business
Improvement project called ‘Culture 2025’.
Culture 2025 is about our people. It’s about
fostering a workplace environment where we
are better enabled to deliver exceptional
health services that meet the needs of our
regional communities.
In short, this project is about us being a
regional employer of choice by creating our
workplace culture together; a culture that
celebrates our successes, values our people, 2022 will focus on delivering a scope of works
leverages our strengths and enables us to with our people for the benefit of all. We will
deliver exceptional person centred care, connect who we are with what we do across
today and in the future. It’s about celebrating the whole of AWH and the initiatives from the
our success and designing our future, it's Roadmap will focus on developing our people
about creating our story together. and how we work, relate and think.
Project outcomes will meet the expectations
of our community and deliver health care
aligned to our Master and Clinical Services
plans.
2021 was dedicated to talking to our people
to better understand who we are today,
what makes us great, what we can do to be
even better, now and in the future, and co-
creating a roadmap to get there together.
Along the way, we captured some amazing
stories about our people and their passion for
taking care of our community.
Page 10ALBURY WODONGA HEALTH People and Culture Directorate Report
Fit Testing team – over 2000 fit They felt they needed something a
Supporting Those tests have been completed little bit different . . . and what
Who Support You across our region to keep our better way to do this than by
frontline workers safe saying thank you with chocolate
Finance and Corporate Services (first and foremost) and other
There is always work going on
teams – keeping our goodies.
behind the scenes at AWH which is
organisation running and
hugely impactful, yet unassumingly
updating changing policies and Elaine Hill and her team of
and humbly delivered. These are
procedures on a daily basis! volunteers have shown Santa’s
the whirring cogs of AWH that act
Project teams – continuing to elves a thing or two with the work
as the foundation that lifts up and
work on complex projects in they did in getting care hampers
supports our frontline operations,
volatile and uncertain times organised and distributed
particularly during times of
(contact free!) across AWH.
increased demand.
We’d also like to shout out to
everyone who has worked from The Cancer Support Services
The past 12 months have shown
home with kids, partners, loud pets. Team were kind enough to send a
how our people in support services
We thank you for rising to the pic with a note of thanks prior to
can turn the ship that is AWH in the
challenge over the past 18 month tucking into the goodies.
direction it is needed especially
during times of volatility,
Thank you for the enormous and
uncertainty, complexity and
positive contribution you make.
ambiguity. Showing Support
While we’d like to acknowledge
During Tough Times
everyone, here are just a couple of
examples of the work our support There are a million ways in which
services have achieved recently: our people go above and beyond
in their Divisions to deliver great
Facilities and Maintenance care and we have been working
team – setting up of the hard to find new ways to recognise
Lakeside Testing Clinic these efforts. It’s been especially
IT team – setting up new tough recently during our COVID
locations and enabling more surge, so our Executive spent some
people to work from home time thinking about how to
People and Culture – recruiting, acknowledge these efforts and
onboarding, and redeploying recognise all of our people who
hundreds of people during the have supported each other and
Covid surge; keeping abreast of our community to get through
the numerous changes to these challenges.
entitlements and making sure
our people are safe
Page 11ALBURY WODONGA HEALTH People and Culture Directorate Report
Congratulations to
our Emerging Leaders
- Class of 2021
In October 2021, six of our hard-
working frontline staff successfully
completed an Emerging Leaders
Program to support their
aspirations to step up and into a
frontline leadership and
management role.
The acceleration program was part
of the Ovens Murray Regional
Partnership Program, delivered by
Empowered Leaders who design
training to prepare people for
future management roles. The aim
of the learning experience was to
expose participants to the core
Kerry Hall - Access Manager, The 6 modules focused on:
knowledge and skills required of
access and flow.
effective managers and build those
Samantha Norris – CAMHS 1. Empowered Leadership
skills while dealing with the day-to-
Senior clinician 2. Managing Change and
day issues that every manager
Rijo Jacob - Team Leader, Continuous Improvement
faces at work.
Food services, Albury 3. Managing Relationships
Kylie Murphy - Practice (Conflict & Collaboration)
The application process included a
Educator, Graduate Nurses. 4. Managing Budgets
performance and potential
5. Managing People &
assessment and with twenty-five
Over six months the group Performance
applicants and only six places
successfully completed the 6. Managing Time & Delegation
available, it was a very competitive
program which provided a road
process for this great development
map to help navigate the everyday Throughout the program
opportunity!
activities managers face. participants worked on a special
project that they then presented
The successful participants were:
They were given essential and to CEOs and guests at the end of
practical resources, training, and the program.
Sheree Burgess - Exercise
advice to learn how to find
Physiologist, Community
solutions, lead people and manage Please take the time to
Rehabilitation Centre.
resources. congratulate all of 6 of our new
Mindy Kirk - Care Coordinator
and emerging leaders and we
and Social Worker, Aged
They also developed a great and look forward to watching them
services emergency team
invaluable peer support network progress in their AWH careers.
amongst themselves as well as with
their peers from other regional
health services.
Page 12ALBURY WODONGA HEALTH Pharmacy Department Report
Celebrating the Pharmacy Department's
achievements at the Vaccination Hub
Hospital pharmacy has been at the forefront of the fight against COVID-
19 providing many services such as monitoring and adjusting COVID-19
medications to prevent adverse side effects, maintaining uninterrupted
drug supply, as well as establishing new pharmacy services.
Pharmacy celebrates being part of the great achievement of getting
over 100,000 COVID-19 vaccines to the Albury Wodonga region through
our Vaccination Hub in Wodonga.
Pharmacy is part of the great Public Health Unit team at the Vaccination
Hub. The Wodonga-based Hub has set up sub-hubs across the region in
Mt Beauty, Wangaratta, Myrtleford, Bright, Beechworth, and Corryong.
These sites ensure access to vaccination services are equally available to
all people across the region.
Pharmacists contribute at the Vaccination Hubs by:
Organising the supply of vaccines to ensure that medications arrive
on time with enough quantities to meet the needs of the region. This is
particularly important as much of the vaccine needs very strict
temperature control to maintain its safety.
We maintain precise temperature control of our vaccines. Our
vaccines are very sensitive to temperature and need to be stored
under very strict conditions. For example, the Pfizer vaccine is kept in
a special Ultra-Low Temperature Freezer, which reaches
temperatures between -60°C to -90°C.
Pharmacists also oversee the preparation of vaccines before they are
administered, ensuring each dose is handled carefully. Each vaccine
has its own unique preparation methods and dosages. Pharmacists
check the vaccines for safety before they can be administered.
Page 13ALBURY WODONGA HEALTH Albury Wodonga Health Awards
The Albury Wodonga Health Awards recognise the countless stories of extraordinary effort
and care, from both clinical and non-clinical teams, who continue to support each other
through the toughest of times, to provide the highest levels of care for our patients.
For our inagural year we received an overwhelming number of nominiations. Thank you to all who took the
time to nominate either yourself or your peers. By sharing in the celebration of awards we provide a
wonderful opportunity to showcase achievements during this challenging time.
Finalists and Beneficiaries
Congratulations to all of our finalisits and award beneficiaries. We are excited to recognise the great work that
you have contributed to the AWH Community all are so deserving of the recognition.
To our winners, your contributions have made a significant impact. We thank you for going above and beyond
and with to congratulate you by awarding your department with $5,000 to put towards your department.
Our awardees in order of award categories include:
The Team Work Award
This award recognises an outstanding team who have worked collaboratively to implement or improve a
process or system that benefits patients / community / staff.
The Research and Ethics Establishment Project - Anna Griffith and Jessica Borgh
Research and Ethics is a flourishing service and has matured significantly in 2020/21. This year saw the
implementation of a number of key improvements to grow the service and ensure researchers at AWH are
set up for success.
The Person Centred Care Award
This award recognises a team or individual who demonstrates an outstanding commitment to person
centred care and goes above and beyond to make a difference to our patients and/or their carers.
District Nursing Service - Development of a Goal Directed Care Plan
The Wodonga District Nursing Service (DNS) commenced the development and 6 month trial of a new Goal
Directed Care Plan (MR697) in 2020, which aimed to engage the client in the process of meaningful, client
centred care planning. An evaluation of the current community care plan demonstrated insufficiencies as it
did not consider a person-centred approach. The client’s needs, values and preferences about their
healthcare and wellbeing were considered when developing the new DNS care plan.
Page 14ALBURY WODONGA HEALTH Albury Wodonga Health Awards
The Innovation Award
This award is presented to a team or individual who has led the introduction of an innovative improvement
that makes AWH a better place for patients, their carers and/or staff.
Jackson Boyd - Virtual Fracture Clinic
The Virtual Fracture Clinic was developed to reduce load on our traditional fracture clinic, improve patient
access to care and to provide consistency in fracture management at AWH. It is staffed by advanced
practice Physiotherapists and operates under the supervision of the orthopaedic team.
The Partnership and Collaboration Award
This award is presented to a team who has partnered with an external provider or other health service to
improve care for patients.
Sania Gugic & Nicole Humphreys - The Non Weight Bearing (NWB) pathway establishment project
Based on a clear service gap, Sania has developed both the NWB pathway and a dedicated position
devoted to managing the pathway. The position provides detailed care coordination and specialised
Occupational Therapy service provision at each point of the patient journey, including in an outreach
capacity while patients are based at outlying health services. The position enables our smaller local regional
health service partners to have access to an occupational therapist, which prior to the role, was virtually
non-existent.
The Spirit of AWH Award
The AWH Awards only peer nominated award, this award provides the opportunity to recognise a team or
individual who has gone above and beyond in their role, clinical or non-clinical, and is deserving of peer
recognition.
Claire Moodie - PAS Data Analyst
Claire has taken on the role of data migration analyst for the PAS Project. She has reviewed every item of
data that needs to be migrated from our legacy PAS systems to the new Care Suite solution, translated that
data into the specifications provided by the vendor Thousands upon thousands of data items.
Page 15ALBURY WODONGA HEALTH Jane Ford - 43 Years of Service
Jane Ford - 43 Years of Service
She and her fellow dietitians Food is a passion for Jane, and
promote the importance of a good sharing the story of food has been
diet and have adapted to one way she was able to engage
advances in medical science, social and care for patients and help
changes, and developing food them to help themselves to achieve
technology while raising and improved health outcomes.
improving the understanding of
good nutrition. During her professional career,
Jane and husband Peter have
Whether recovering from surgery or raised their children, Jenny,
coping with an ailment, Jane kept Joanna, John, and Jessie and I
people well in hospital and the understand she will be spending
community. She was responsible for time with her three (soon to be four)
managing a person’s nutritional grandchildren, interspersed with
needs, liaising with nursing, medical, completing projects at home and
Jane Ford
and allied health staff, as well as trips to the UK to visit her daughter
working closely with food services and family (covid permitting).
On behalf of AWH we would like to
to ensure hospital meals were
offer our thanks and gratitude to
nutritionally sound. Jane will no doubt continue her
Jane for her 43 years of dedicated
dance classes (Tap, Burlesque, and
service, and acknowledge her
Jane is a great educator to health Zumba), yoga, and her regular
valued contribution as a dietitian
professionals, patients, and their walks around Tabletop.
during this time.
families. She has also been a
mentor to many student Dietitians Please join me in thanking Jane for
During her forty-plus years, Jane
who have completed clinical her contribution to the field of
has guided thousands of patients
placements at AWH as well as nutrition and the wellbeing of the
through nutritional transformation
supporting new graduate Dietitians community, as well as her role as a
to better health.
while “learning the ropes”. All of respected and fondly regarded
which she did with professionalism colleague at AWH. We wish Jane a
Jane started with our health service
and joy. very happy and fulfilling retirement.
in the late 70s after arriving from
England with her husband Peter. At
Jane is also well known to the local
the time the hospital was located
media, having been interviewed on "On behalf of AWH we
across from the Albury Botanical
numerous occasions over the years
gardens. As well as delivering
in articles related to nutrition and
would like to offer our
services in Albury, Jane’s early days
health. thanks and gratitude to
involved her flying all over southern Jane for her 43 years of
NSW to rural and remote
dedicated service, and
communities to provide dietetic
expertise to health services and
acknowledge her valued
local residents. contribution as a
dietitian during this
time.”
Page 16ALBURY WODONGA HEALTH AWH Foundation Launch
AWH Foundation Launch
Gina Bladon, AWH Foundation Manager
Albury Wodonga Health (AWH) is very excited to have a new
addition to our organisation, the AWH Foundation.
The AWH Foundation, through fundraising and philanthropy, will
exclusively support the services and care provided by AWH. The
Foundation will enable us to strengthen existing and new supporter
relationships and raise awareness of the services provided by AWH.
The Foundation, in partnership with the community, will help to fund an
agreed list of priorities, ensuring that donations are invested in the areas
of identified need. The Foundation will work closely with Executive Team
and clinicians to understand the investment opportunities across the
entire health service.
In the first 12 months, some key goals of the Foundation will be to:
CHRISTMAS WISH LIST APPEAL Establish Foundation governance structures and policies
Develop the vision, purpose and goals of the Foundation
The AWH Foundation has recently Establish the fundraising platforms needed for online donations and
launched a Christmas Wish List delivery of appeals and campaigns
appeal to raise essential funds to Develop key internal relations to increase the success of the
support the Children’s Ward and Foundation’s fundraising efforts
Palliative Care services. In this Raise awareness of the Foundation across AWH and the wider
exciting first appeal, the community
Foundation is asking for community Support the Hume Bank City2City fundraising event, of which AWH is
support to raise funds to provide the sole beneficiary
items on the Christmas Wish List. Deliver a Christmas Appeal and End of Financial Year Appeal
AWH is now able to take credit
card donations to the Christmas
Wish List Appeal via our website.
DONATION THANK-YOU’s and
RECEIPTS
We are in a fortunate position that
many individuals and organisations
generously donate to AWH either
as general donations or donations
to specific areas across the AWH.
The Foundation, with the help of
accounts receivable, is now
coordinating thank-you letters and
tax deductible receipts for all
donations made to AWH.
For AWH Foundation enquiries, please contact:
gina.bladon@awh.org.au or 0456 824 630
Page 17ALBURY WODONGA HEALTH Clinical Education Team Directorate Report
Clinical Education Team
Allied Health response to student clinical placements during COVID-19
Emma Horsfield
Clinical Education Manager
For the past two years, the Allied New placements, such as virtual or The take home message?
Health team at AWH has been remote placements, hybrid
working diligently to ensure that placements, and split Whether you are a new graduate
students not only graduate, but shift/program placements were entering the workforce in 2022 or an
develop the clinical competence made available and new experienced Allied Health clinician,
and transferrable skills needed to partnerships were formed within our we all have our foundational skills in
meet the demands of the health AWH and external community to evidence based practice and
care setting in 2022 and beyond. support and fulfil the placement person centred care, and
demand. throughout this enormously
COVID-19 has presented us with challenging environment, we have
the challenge to "pivot" and adapt Our staff and students safety was learnt that we can adapt and be
to constantly changing events, always paramount and we dynamic in our approach to health
such as state lockdowns and maintained stringent risk screening, care delivery.
border crossing restrictions, as well upholding state legislated
as personnel shortages and school vaccination requirements and I am extremely proud to be an
closures to name a few. As a result providing practical education Allied Health clinician and clinical
of these difficulties, new during orientation regarding education representative, and
opportunities to join together and personal protective wear and risk want to take this opportunity to
consciously meet the needs of our mitigation. thank each and every team
profession have evolved. member for their willingness to
With a forward planning focus, we support the development of our
Allied Health have continued to modelled the value that working in future workforce.
provide student clinical a rural area can offer,
placements successfully demonstrating comradery and
throughout 2020/2021 by providing support whilst also highlighting the
a variety of placements. We have importance of transferrable skills
worked closely with our Education such as communication, team work
Providers to communicate our and leadership that complement
staffing ratios and programme and enhance clinical skills learnt at
availability, as well as maintaining university.
records of cancellations and
rescheduling opportunities within
each discipline.
Page
Page185ALBURY WODONGA HEALTH Clinical Education Team Directorate Report
Feedback from the first
“Growing Our Own” – participants has been positive and
Paediatric Advanced
AWH Junior Nursing we look forward to a second round Life Support Course
of participants beginning in early
Workforce Programs 2022. In 2021 AWH introduced our new
Paediatric Advanced Life Support
The AWH Clinical Education Unit Congratulations to all who have Course.
has supported the implementation supported or participated in these
of two new nursing programs; the exciting nursing development The course was developed by our
Refresher Nurse Program and programs. clinical education unit in line with
Novice Nurse Program. the Australian and New Zealand
Committee on Resuscitation
The Refresher Nurse Program (ANZCOR) guidelines to meet the
provides an opportunity for nurses need of our critical care medical
who have spent a period of time and nursing staff.
not practicing or who have not
practiced in the acute care The course includes prelearning
environment recently, to re- March 2021 Graduates
materials and a full day session of
establish and enhance their acute hands on training with a number of
care skills and confidence. The skills stations and simulation.
program includes a bespoke
orientation program and ongoing The provision of this course ensures
support from the transition to our staff are provided with the
practice team and unit educators. opportunity to up to date with best
Two intakes of participants have practice skills and knowledge in the
occurred in 2021 and we plan to assessment and management of
offer further programs in 2022. seriously ill children.
The Novice Nurse Program is Despite the challenges of running
May 2021 Graduates
designed to support further face to face education during the
development of knowledge. Skills COVID pandemic we were able to
and competence in the junior provide the training to 79
nursing workforce. It is a twelve participants and hope to continue
month program that offers to develop the course in 2022.
rotations to different areas within
our health service and educational
support from the transition to
practice team.
Page 19ALBURY WODONGA HEALTH AWRCC 5 Year Anniversary
A Heartfelt Community Campaign - AWRCC 5 Year Anniversary
Five years ago, on 5 September Led by Albury Wodonga Cancer
2016, the Albury Wodonga Regional Foundation Chair, the late Eric
Cancer Centre (AWRCC) opened its Turner, the rally highlighted the
doors for the very first time. desperate need for a regional
health facility to support the area’s
Speaking at the official opening, 1,400 new cancer patients every
Member for Farrer (and then year.
Federal Health Minister) Sussan Ley
remarked that “today is indeed a Within three weeks, more than
dream come true.” 17,000 signatures were collected on
a petition and a road-trip protest “It became the beating pulse of the
“I want to recognise the community, to Canberra was organised. heart of our region and appeared
because today is about you.” on the background of all
Community representatives, local communications to Ministers, being
Indeed, the $65 million facility was government members, Mayors and a persistent mosquito in their ears,
only made possible through the councillors met on the lawns of conveying that we were not willing
determination and hard work of an Parliament to present the petition to give up.”
impassioned clinicians and to the Federal Government,
community who campaigned and however were told that there was A revised submission was made
lobbied tirelessly. no money left in the budget. and finally, after 18 months, it was
announced on the ABC television
In 2010, research led by Albury Determined not to give up, on 19 program Q&A that Albury-
Wodonga Health’s (AWH) Director August 2010, 1,400 women, men Wodonga was successful in its bid
of Cancer Services, Dr Craig and children donned yellow for a new $65 million cancer centre.
Underhill, made the link between a ponchos and formed the shape of “It was the most unbelievable result
lack of cancer treatment centres a heart on the Lincoln Causeway. – a perfect university textbook
and poor cancer survival in regional example of a community working
Australia. “A photo taken from a helicopter together for a proven need,” Jenny
then became an icon for our said.
The Australian Government cause,” said AWRCC Trust Fund
responded with a competitive founding member Jenny Black. Construction commenced in late
grant process to build 10 regional 2013, and two years later the
cancer centres. AWRCC welcomed its first patient.
After an initial bid for one of these In the five years since, the AWRCC
10 new regional cancer centres was has made a remarkable impact to
rejected in April 2010, a public rally the lives of cancer patients, and
at the Commercial Club was families, right across the region.
attended by more than 400
people.
Page 20ALBURY WODONGA HEALTH AWRCC 5 Year Anniversary
Established as a public/private
partnership between AWH and a
number of private cancer services,
the centre has provided world-
class cancer care to the region.
Within the centre, Border Medical
Oncology, a specialist medical
practice dedicated to the
treatment of cancer, lymphoma
and leukaemia has conducted over
20,000 consultations in the past 12
months alone. “These continual advances have "The 5 year anniversary provides a
been made possible through the timely opportunity to express our
The Border Cancer Hospital of community’s support,” said AWH’s sincere thanks to our local
Ramsay Health Care has treated Board of Directors Chairman, Matt communities, for their unwavering
approximately 45,000 patients Burke OAM. determination and advocacy for
since opening, and GenesisCare the centre to be built, and for their
deliver over 90 courses of radiation “It is a tribute to the power of a ongoing support which makes a
therapy each day. community working together, and meaningful difference to the
understanding the importance of experience of regionally-based
Paired with the provision of world- equitable access to health care in cancer patients.”
class cancer care, access to new regional communities,” he said.
technologies has seen significant
“A special acknowledgement must
“It is a tribute to the
advances in cancer treatment.
also be made to the local clinicians, power of a community
With the fundraising support of the who contributed immensely and working together, and
AWRCC Trust Fund, new skin graft acted as the face of the understanding the
equipment purchased in 2020 campaign.” importance of equitable
marked the beginning of access to health care in
reconstructive surgery on the AWH’s Operational Manager of
Cancer Services, Kate Everitt,
regional communities"
Border, and in 2016 the
procurement of an eBUS reiterated this sentiment and "A very special acknowledgement
bronchoscope, used to detect lung reflected on the community’s role in must also be extended to the
cancers, has been used by over helping to improve the treatment dedicated, caring and hard-
700 patients and provided an and care provided to local cancer working staff of the cancer centre,
earlier diagnosis and increased patients and their families. who consistently strive to deliver
chance of survival. the best of care to patients and
their families.”
"Happy 5th anniversary AWRCC!"
Page 21ALBURY WODONGA HEALTH Albury Wodonga Public Health Unit Report
Albury Wodonga Public Health Unit
Albury Wodonga Public Health In November, Reggie the mobile
Unit (PHU) has achieved a great vaccination bus was welcomed into
the fold, and has since vaccinated
deal in a challenging
nearly 200 people, many of those
environment this year.
being first doses for people finding
The PHU is responsible for COVID- it difficult to access GP and
19 vaccinations, testing and pharmacy vaccination services.
contact tracing across its
catchment, which includes the Reggie has travelled widely across
local government municipalities of the PHU catchment and plans are
Alpine, Indigo, Towong, to further expand this service next In total, more than 53,300 tests
Wangaratta and Wodonga. year. have been completed across all the
Wodonga clinics (as of 19
In the area of vaccination, it has The provision of vaccines through December).
been an ever-changing space in GPs and pharmacies has been a
line with Victorian Government welcome addition to the On several occasions, demand
guidelines. community, with about 60 per cent outweighed capacity and the
of the catchment population now clinics were forced to close early.
The Wodonga Vaccination Hub accessing vaccinations through
initially was set up at Albury these providers. This was enormously challenging to
Hospital and moved to the former staff, who are to be commended on
Coles building in High St, A vital component of the COVID-19 their response to this demand and
Wodonga, in March 2021. response locally has been testing, their professionalism throughout all
which has faced enormous the challenges which presented
Since then, it has administered demands during times of local themselves.
79,066 vaccinations (as of 19 outbreaks.
December) at its hub and through Contact tracing during the COVID-
outreach clinics. Initially, testing was only available 19 crisis has been another important
at the Wodonga Hospital, however service provided by the PHU, which
More than 117,900 people have this expanded to a second testing has often been called upon to
been vaccinated across the Public clinic at the former fire station in assist other teams around the
Health Unit network. Smythe St in August. state.
The peak at the Wodonga hub The hospital clinic was also closed The contact tracing team has
was on 17 September, with 951 in November and a new clinic worked tirelessly to meet demand
people through the clinic and opened at Gateway Lakes, and to interview COVID-19 positive
successfully vaccinated. Wodonga, known as Lakeside cases about their movements.
Clinic.
Providing outreach services has A significant component of their
also been a highlight for the Testing services peaked in work in early 2021 was the border
vaccination team, some of these September and October following permits, pivoting to exposure sites
focusing on providing vaccinations a local outbreak, with more than in mid-2021 and now high COVID-19
to cultural communities, as well as 6000 in September and more than case numbers.
harder to reach audiences and 11,000 in October.
people looking for a less clinical
environment.
Page
Page225ALBURY WODONGA HEALTH Albury Wodonga Public Health Unit Report
The small team of 27 and two public health physicians have interviewed more than 900 local cases, managed
more than 200 significant local exposure sites and contributed to the state response with many hundreds of
other interviews.
Liaison with local businesses and schools, in particular, has been vital in keeping case numbers low and ensuring
accurate and timely communication is available locally.
Staff from the PHU have also worked closely with health services from around the region on the COVID-19
response, particularly during times when there has been significant COVID activity.
Outbreaks, particularly in smaller communities, have caused great concern. The PHU has worked collaboratively
with local government and health service staff to inform and communicate messages to help manage this
concern.
This included helping form timely and informative messages in response to community reaction and working
closely with the communications teams at the different health services to ensure messages were aligned.
The PHU was initially based in Albury, however relocated to Wodonga at the former Commonwealth Bank
building in High St in September.
This has provided an improved work environment for the staff.
As Australia begins to open up to travel, there is little doubt that the AW PHU catchment will again face
challenges and service demand will be high.
A collaborative effort will no doubt be again required during this time.
Thanks to all the staff for their outstanding efforts working in a challenging and ever-changing environment,
which has required many extra hours and dedication to their work.
Thanks are also extended to staff from AWH who assisted the PHU in times of peak demand and continue to
provide their support in many different ways.
Page
Page235ALBURY WODONGA HEALTH AWH Aboriginal and Torres Strait Islander Cultural Journey
AWH Aboriginal and Torres Strait Islander
Cultural Journey
Over the past two years, AWH has • The new AWH Aboriginal and Our Journey will continue in 2022
been on a journey with our Torres Strait Islander eLearning
Aboriginal employees, Aboriginal cultural safety program -‘Journey In collaboration with our local
community members and our AWH towards Aboriginal and Torres Aboriginal and Torres Strait
Aboriginal Working Group to Strait Islander Cultural Safety'. Islander community, we will:
increase aboriginal cultural safety Currently in excess of 900 staff
at AWH. have completed the training since • Yarn about what service
the launch in May 2021. standards are important to
However, work will continue in this Aboriginal and Torres Strait
area across the organisation in • AWH has worked with local Albury Islander patients in our local area
years to come. We are proud of Wodonga Indigenous artists to when seeking healthcare.
what we have been able to create an Aboriginal artwork unique
achieve to date. to our organisation. Mara May Artist • Work towards developing
The contribution our Aboriginal created an indigenous visual resources that contain information
staff have provided along this identity for staff and community for Aboriginal and Torres Strait
journey has been vast. They have that represents our Aboriginal Islander people relating to their
worked collectively to develop community and AWH working health care.
ideas and seek Aboriginal together for better health
community feedback when outcomes. • Work towards a communication
designing various AWH initiatives strategy that informs Aboriginal
to enhance our awareness and This artwork will become a visual and Torres Strait Islander people
practice. representation of our commitment about the steps we are taking
to Aboriginal and Torres Strait towards cultural safety.
Over the past two years AWH has Islander cultural safety. It
proudly implemented: represents the link to Aboriginal • Continue to develop our people
services, our Aboriginal community, and enhance our cultural
• The creation of both a Welcome AWH staff and services provided by knowledge and awareness.
and Acknowledgement to Country AWH. To find out more about the
video unique to AWH by our artist, the artwork and the meaning
Aboriginal employees - View here. behind, a video was created and
can be viewed here.
• The Aboriginal Nursing Cadet
Program was launched and our • Staff lanyard cards have been
first Aboriginal Nursing Cadet created to support staff when
started earlier this year. AWH has asking questions and recording
worked with Albury Wodonga Aboriginal and Torres Strait Islander
Aboriginal Health Service (AWAHS) patient information.
to develop a culturally safe
pathway for the nursing cadets.
AWAHS also hosts the cadet for
one part of their placement. “Bringing health to you”
Wealth to health is about
promoting the best health care
services and delivering the best
resources to our local community.
Art by Mara May Art
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Page245ALBURY WODONGA HEALTH AWH In The News
AWH IN THE NEWS
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Page255ALBURY WODONGA HEALTH AWH In The News
AWH IN THE NEWS
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