Computers on the moveEvery day, RDNS’ 1,200 nurses use mobile computers that serve them as a powerful and vital communications tool. These devices require the best of what the computer world has to offer: intuitive interfaces, wireless connectivity, applications that integrate seamlessly with nurses’ work priorities, the ability to access data when and where it is needed and affordability.

Of course, such technology is always progressing and at RDNS we have always been committed to taking advantage of technological improvements as they become available. In late 2005, a comprehensive evaluation of the effectiveness of our well-established mobile computing program was conducted. Based on its findings, in mid-2006 RDNS’ Information Services (IS) team began the complex process of renewing all nurses’ mobile computers.

In June 2007, the enormous task of upgrading the 1,000 Tablet PCs and laptops used each day by RDNS’ nursing staff was completed. Led by Alex Fonda, Manager of IS Projects and Contracts, RDNS’ mobile computing capability has been lifted to new heights of performance. Alex acknowledges that the ultimate success of the project was the culmination of a sustained team effort, extensive experience and careful planning.

RDNS’ mobile computer programme has evolved steadily since its inception in the mid-1990s. The primary driver for its development was the desire to improve workflow efficiencies, especially those posed by the massive amounts of documentation required within a complex healthcare setting. The mobile nature of RDNS’ business, the sheer

number of clients and the geographical spread of our 20 centres meant that the manual management of information was time-consuming and tedious.

The introduction of mobile computers in 1997 permanently changed work practices across RDNS. The amount of time spent on client paperwork was drastically reduced. Access to information was immediately improved as was communication throughout the organisation via real-time data capture and transfer. Data integrity and security was assured.

The potential emerged for clients to be visited earlier in the day as field staff could access rosters, emails and all client information before leaving home in the mornings. Starting work ‘from home’ instead of an RDNS centre is becoming common practice.

In reviewing the capabilities of the existing mobile computing system, the IS team ran extensive workshops with RDNS nurses. Jointly, they established the technical and user specifications for the new mobile computers. User and technical criteria were established, against which the three tendered models were measured. The computers were tested rigorously, and with sophisticated tools to perform bench testing. Nurses and IS staff worked side by side to carry out comparative field evaluations.

Of the three mobile computers under consideration, the Fujitsu LifeBook T4215 Tablet PC was the most responsive; had good wireless network reception and performance; a long battery life; and proved reliable and robust. Importantly, this model is significantly faster and more reliable

than the one it supersedes. The LifeBook employs the latest generation wireless communications network, Telstra’s NextG. This technology offers improved network coverage, is more reliable in remote areas or hospitals, and connects and transfers data quicker than previous technologies.

The rollout of the sleek new computers has been completed smoothly. Training has ensured that RDNS nurses make full use of the computer’s functional capabilities, regardless of their level of familiarity with the devices.

The investment has paid off: our nurses are overwhelmingly positive about their new computers. Their new tool of trade is reliable and fast, enabling them to perform their administrative work more quickly and easily than ever. And most importantly, these further efficiencies mean that our nurses can devote even more time and attention to doing what they do best: caring for people in their homes.

RDNS is very grateful for the assistance provided by all our supporters. In particular, we would like to acknowledge the contribution of our major sponsors, supporters and partners: Estate of Lois Mary Child; J O & J R Wicking Trust; Telstra; William Buckland Foundation; RACV; Trust; Angior Family Foundation; Tattersall’s Foundation Limited; Lord Mayors Charitable Fund (Eldon & Anne Foote Trust); Alfred E G Lavey Trust; Clive Johnson Trust; Marian & E H Flack Trust; Mr Derek Cade; Collier Charitable Fund; Mrs Merna Olver; The Danks Trust.

Singapore sling

Quarterly news from RDNS / Winter Edition 2007

In April, CEO Dan Romanis and RDNS’ executive team welcomed a senior delegation from the Singapore Ministry of Health. Led by the Permanent Secretary of the Ministry, Ms Ying-I Yong, the 10 visitors spent the afternoon gaining knowledge of the way RDNS practises healthcare in the community.

Exploring RDNS’ long term strategies for the sustainable provision of healthcare to the elderly in their homes was the central reason for the delegation’s visit. Singaporeans are ageing in similar numbers as Australians - approximately 20 per cent of both countries’ citizens will be aged over 65 years by 2030.

Like Australia, a key challenge for the Singapore Government is to provide comprehensive and affordable healthcare for its ageing population.

The delegation sought to understand RDNS’ approach to home nursing for the elderly, in particular: PCP alliances; Hospital in the Home; palliative care; assessment and case management; and carer and client education. Considering, comparing and contrasting the Melburnian and Singaporean models of delivering healthcare allowed the Singaporean delegation to learn from RDNS’ key role in Melbourne’s multi-layered healthcare system.

RDNS welcomes the opportunity to share our knowledge and experiences in home nursing care, and wishes the Singapore Government success in its pursuit of excellence in healthcare.

Royal District Nursing Service’s partnerships form a network with deep roots in the community. Working collaboratively with our partners in the acute sector, in the best interests of the communities we serve, helps form the basis of our robust and thriving healthcare service.

As such, we are proud to announce that RDNS has recently formed a partnership with health providers associated with Austin Health, a major hospital network in north east Melbourne. Our combined mission is to confront one of Australia’s hard realities: the poor health status of our Aboriginal and Torres Strait Islander (ATSI) communities.

The consortium - the Austin Health Ngarra Jarra Aboriginal Health Program - combines resources and knowledge to improve health and social outcomes in practical ways for the Aboriginal people that access Austin Health.

Australia’s Aboriginal and Torres Strait Islander communities have poorer health and a lower life expectancy than any other group of Australians. The barriers between ATSI people and good health are many and complex. Poverty, relative deprivation and lack of social inclusion have a major impact on health and premature death. All of these factors are heavily loaded against Aboriginal people.

The Ngarra Jarra program is committed to providing healthcare to Aboriginal clients in a way that respects their wishes. The consortium partners help to jointly fund two staff members - an Aboriginal Patient and Peer Support Officer and Aboriginal Continuum Care Officer.

These key support roles assist ATSI clients to access community services, particularly the consortium partner agencies. They also improve compliance with medications and appointments, act as a cultural

interpreter and provide holistic case-management.

This provides RDNS with a direct referral pathway from Austin Health for ATSI clients as Aboriginal people are more likely to access and utilise a service if an Aboriginal acts in the liaison role. RDNS is also able to access the skills and services of the two Ngarra Jarra support professionals as required.

The Ngarra Jarra Aboriginal Health Program, run by Austin Health, was established in 2005 with funding support by the Department of Human Services’ Improving Care for Aboriginal Patients Program. Consortium partners include Wesley Mission, North East Valley Division of GPs, Whitehorse Division of GPs, Waldreas Village and Carers Link North.

If you do not wish to receive future copies of “Inside”, would like to receive an email version or wish to update your contact details, please email your specific request/information to: inside@rdns.com.au or fax to (03) 9537 0287. Editor: Dan Woods, Public Relations Manager

Royal District Nursing Service31 Alma Road St Kilda Victoria 3182 ABN 49 052 188 717

Partnering for better healthSharing knowledge to improve healthcare for the aged

Where the heart isRoyal District Nursing Service Homeless Persons Program (HPP) is a team of nurses that provides holistic healthcare to Melbourne’s homeless. The program operates within a unique holistic model of care that addresses issues which contribute to a homeless person’s health: poor access to healthcare, social isolation, and discrimination.

Their innovative yearly festival for the homeless, the Where the Heart is…Community Festival, aims to overcome these issues. By taking healthcare to the homeless, offering them a safe place to socialise, and allowing them to organise and participate in the festival at the level of their comfort and ability, the festival effectively lowers barriers to positive social and health outcomes. The festival was held in late March and was enjoyed by 700 participants.

RDNS HPP Manager, Theresa Swanborough, says, “Within the crisis

driven environment of homelessness it is often too easy to focus on the pressing immediate needs of clients. The festival is an opportunity for the community to acknowledge and understand people as individuals within their own right.”

As organisers, performers and participants, the homeless people showcased and celebrated their own skills and resilience using humour, music, art and performance. Central to the event is a good feed. A barbecue lunch was cheerfully cooked by volunteers. Free haircuts were provided. Importantly, healthcare agencies were there to meet the participants on their own terms.

The event continues to grow in strength and importance. In 2007, the festival’s fourth year, the organisers noted an increase in both donations received, the number of participants, as well as the number of volunteers.

Heartbalm: good food and good friends at the HPP festival

The use of interpreters by RDNS staff to communicate with clients and carers increases at a rate of almost 20% every year. A professional interpreter service undoubtedly improves client communication and outcomes. However, until recently there still remained a gap in the ability of our non-English speaking clients and carers to access us by telephone. In response to this need we recently introduced our Language Line – a dedicated telephone interpreter system.

This new telephone interpreter system enables non-English speaking clients and carers to automatically connect to a professional telephone interpreter to assist them when speaking to RDNS staff. The RDNS Language Line is a 24-hour service, giving clients the added comfort that they can contact RDNS at any time.

The RDNS Language Line was designed exclusively for RDNS by the Victorian Interpreting and Translating Service - LanguageLink. It has been tailored to meet the specific needs of RDNS. To encourage greater access, calls made to the RDNS Language Line are free to clients and carers.

Individual telephone numbers have been designated to the following languages: Arabic, Cantonese, Croatian, Greek, Italian, Macedonian, Polish, Russian, Turkish and Vietnamese. A number has also been allocated for all other languages to cater for the 74 different languages spoken by RDNS’ client population. A flyer promoting all the designated language numbers is distributed to clients and carers.

Our nurses are actively identifying existing clients who can benefit from this new service and are also providing information to all new clients on admission. The RDNS Language Line has already made a great impact on how clients and carers access and communicate with RDNS.

Mind your language

Penny Hobson’s nursing career has been one of unexpected twists and turns. After commencing a Bachelor of Arts, she enrolled in nursing because she valued the certainty the profession offers. “A nursing course gives you a guaranteed career outcome,” she says.

Ironically, Penny’s career has taken her in a direction that she could not have imagined when she graduated from La Trobe University. She is now manager of RDNS’ Customer Service Centre (CSC).

“I attribute it more to circumstance than design,” says Penny of her career path. ”Circumstances created opportunities for me to pursue. Nursing offers incredible diversity if you keep an open mind.”

Penny joined RDNS because she wanted to nurse people in their own homes. “I was always attracted to the human aspect of nursing,” she says.

“Starting as an RDNS field nurse in Melbourne’s inner suburbs in 1994 showed me what people in the community need from district nursing. District nursing works collaboratively with community services and with the acute sector, so it is a unique and significant kind of nursing.”

Penny’s career moved quickly into a service delivery management role. When RDNS identified a need to broaden its service to include clients requiring a fee-for-service option, a new division, RALLY Healthcare, was opened. Penny joined that team and worked her way up to being its operations manager.

When RDNS became interested in streamlining its client intake and offering a consistent customer service experience, the organisation commissioned an initial feasibility study into developing a centralised customer service centre to handle referrals and phone calls for its 20 sites. Penny was appointed in a project officer role to review the feasibility study and a project plan for the implementation of a centralised CSC.

“This role was entirely new to me. I undertook post graduate studies in business management at Monash University and I brought my experience of field nursing and managing teams of nurses to bear on my research,” Penny explains.

RDNS accepted Penny’s positive review of the study’s recommendation to introduce a Customer Service Centre with dedicated staff to handle its incoming referrals and enquiries, and appointed her its manager. With 20 RDNS nursing centres employing 1,200 nurses that care for 30,000 Melburnians each day, the Customer Service Centre was set up as a 24-hour, 7 day a week operation. From its original concept to its current operation, Penny is part of a multi-disciplinary team that has made this vital communications improvement a reality.

Despite her achievements, Penny describes her greatest career satisfaction as the people she has worked with.

“I have had fantastic managers - mentors - that have given me great opportunities,” she said. “I have loved being able to build teams of people. It is exciting to find dedicated people with a shared vision. It can be challenging but it is very rewarding.”

Staff profile – Penny Hobson – Manager, RDNS Customer Service Centre

Penny Hobson (left) is enjoying a fulfilling career path at RDNS

RDNS is out for blood!RDNS has established a corporate partnership with the Australian Red Cross Blood Service (ARCBS). This partnership has been formed in recognition of the important role that ARCBS plays in saving the lives of many Victorians. As a result of the partnership, RDNS staff and their families and friends will be encouraged to give blood where possible.

The timing of this partnership is important as it coincides with the most challenging time of year for ARCBS. During winter the various colds, flu and viruses reduce the number of Victorians who are able to donate blood, thereby placing extra pressure on precious reserves of the various blood products that are required within Victoria and across the rest of Australia. In recognition of this, ARCBS has invited corporate partners such as RDNS to participate in a special Blood Challenge across the three months of winter. Corporate partners will be able to track their performance as they ‘compete’ with other organisations throughout winter.

Each RDNS centre will therefore develop a strategy to support staff in giving blood. For example, small groups of staff from RDNS Head Office can be collected at one time by an ARCBS shuttle service to donate blood at the donor centre in Southbank. Other RDNS sites will work with local permanent and mobile ARCBS donation centres across Melbourne to encourage staff to take the time to donate blood, either during their working hours or after hours.

Australia needs more than 1 million blood donations every year (20,000 donations a week) in order to meet community needs. With one in three Australians requiring transfusion of red blood cells during their lifetime, each donation can save as many as three lives. If you would like to find out more about whether you can donate blood call 13 14 95 or visit www.donateblood.com.au

RDNS is proud to support the Australian Red Cross Blood Service.

Blood ties: RDNS’ Stelvio Vido, Executive General Manager, Strategic Services, does his bit

At RDNS, accreditation is important. Accreditation is a review process conducted by an external organisation that confirms that we comply with a set of industry related standards. RDNS uses the Australian Council on Healthcare Standards (ACHS) accredited model.

The ACHS Evaluation and Quality Improvement Program (EQuIP) is a four-yearly quality assessment and improvement program for organisations/health services to work towards excellence in client care and services; if this is achieved, accreditation will follow.

In December 2006, RDNS underwent a Periodic Review, an on-site survey that occurs in the fourth phase of the EQuIP cycle. Two surveyors spent two days assessing RDNS against specific EQUIP standards. The aims of the review were: to verify maintenance of levels of consumer/client care; to ensure that RDNS maintains momentum for continuous quality improvement; to assess progress against previous recommendations for improvement; to adjust accreditation status if necessary.

RDNS received excellent feedback from the surveyors. They were highly complimentary of a range of aspects of our practice and indicated that they will be making very few recommendations for process improvement. RDNS received six new recommendations that are being used to further assist the organisation in its commitment to improving client care and services.

General comments from the surveyors were along the following lines:

are very sound and it is evident that clients are provided with professional clinical care;

across the organisation;

evident that this is well supported by a dedicated and motivated staff member who provides expertise and guidance, as necessary, across the organisation;

risk for staff e.g. Back Injury Protection Program, reversing sensors on motor vehicles, centre access proximity cards and readers.

Whilst the report card from the surveyors was very positive and we were delighted with the outcomes, we remain committed to the type of improvement that the ACHS system promotes and recognises, that is, continuous improvement.

Credit where credit’s due Tell us what you thinkIn the summer of 2003/04, the first edition of ‘Inside’ was released to over 1,500 industry and business partners of RDNS. However, before any words were committed to the printed page, we sought the input of stakeholders regarding what form ‘Inside’ should take. We gained your ideas about content, length of stories, authorship, look and feel, frequency of release, and distribution methods.

With over a dozen editions of ‘Inside’ now dispatched, it is timely to once again seek your feedback. Accompanying this edition you will find a short survey seeking your views about various aspects of ‘Inside’. Your feedback will help us to ensure that we continue to deliver relevant and interesting news from RDNS.

Please take a few minutes to complete this survey and either return it by mail to the Public Relations Department at Head Office, 31 Alma Rd, St Kilda 3182, or fax it to (03) 9537 0287.

Penny Hobson’s nursing career has been one of unexpected twists and turns. After commencing a Bachelor of Arts, she enrolled in nursing because she valued the certainty the profession offers. “A nursing course gives you a guaranteed career outcome,” she says.

Ironically, Penny’s career has taken her in a direction that she could not have imagined when she graduated from La Trobe University. She is now manager of RDNS’ Customer Service Centre (CSC).

“I attribute it more to circumstance than design,” says Penny of her career path. ”Circumstances created opportunities for me to pursue. Nursing offers incredible diversity if you keep an open mind.”

Penny joined RDNS because she wanted to nurse people in their own homes. “I was always attracted to the human aspect of nursing,” she says.

“Starting as an RDNS field nurse in Melbourne’s inner suburbs in 1994 showed me what people in the community need from district nursing. District nursing works collaboratively with community services and with the acute sector, so it is a unique and significant kind of nursing.”

Penny’s career moved quickly into a service delivery management role. When RDNS identified a need to broaden its service to include clients requiring a fee-for-service option, a new division, RALLY Healthcare, was opened. Penny joined that team and worked her way up to being its operations manager.

When RDNS became interested in streamlining its client intake and offering a consistent customer service experience, the organisation commissioned an initial feasibility study into developing a centralised customer service centre to handle referrals and phone calls for its 20 sites. Penny was appointed in a project officer role to review the feasibility study and a project plan for the implementation of a centralised CSC.

“This role was entirely new to me. I undertook post graduate studies in business management at Monash University and I brought my experience of field nursing and managing teams of nurses to bear on my research,” Penny explains.

RDNS accepted Penny’s positive review of the study’s recommendation to introduce a Customer Service Centre with dedicated staff to handle its incoming referrals and enquiries, and appointed her its manager. With 20 RDNS nursing centres employing 1,200 nurses that care for 30,000 Melburnians each day, the Customer Service Centre was set up as a 24-hour, 7 day a week operation. From its original concept to its current operation, Penny is part of a multi-disciplinary team that has made this vital communications improvement a reality.

Despite her achievements, Penny describes her greatest career satisfaction as the people she has worked with.

“I have had fantastic managers - mentors - that have given me great opportunities,” she said. “I have loved being able to build teams of people. It is exciting to find dedicated people with a shared vision. It can be challenging but it is very rewarding.”

Staff profile – Penny Hobson – Manager, RDNS Customer Service Centre

Penny Hobson (left) is enjoying a fulfilling career path at RDNS

RDNS is out for blood!RDNS has established a corporate partnership with the Australian Red Cross Blood Service (ARCBS). This partnership has been formed in recognition of the important role that ARCBS plays in saving the lives of many Victorians. As a result of the partnership, RDNS staff and their families and friends will be encouraged to give blood where possible.

The timing of this partnership is important as it coincides with the most challenging time of year for ARCBS. During winter the various colds, flu and viruses reduce the number of Victorians who are able to donate blood, thereby placing extra pressure on precious reserves of the various blood products that are required within Victoria and across the rest of Australia. In recognition of this, ARCBS has invited corporate partners such as RDNS to participate in a special Blood Challenge across the three months of winter. Corporate partners will be able to track their performance as they ‘compete’ with other organisations throughout winter.

Each RDNS centre will therefore develop a strategy to support staff in giving blood. For example, small groups of staff from RDNS Head Office can be collected at one time by an ARCBS shuttle service to donate blood at the donor centre in Southbank. Other RDNS sites will work with local permanent and mobile ARCBS donation centres across Melbourne to encourage staff to take the time to donate blood, either during their working hours or after hours.

Australia needs more than 1 million blood donations every year (20,000 donations a week) in order to meet community needs. With one in three Australians requiring transfusion of red blood cells during their lifetime, each donation can save as many as three lives. If you would like to find out more about whether you can donate blood call 13 14 95 or visit www.donateblood.com.au

RDNS is proud to support the Australian Red Cross Blood Service.

Blood ties: RDNS’ Stelvio Vido, Executive General Manager, Strategic Services, does his bit

At RDNS, accreditation is important. Accreditation is a review process conducted by an external organisation that confirms that we comply with a set of industry related standards. RDNS uses the Australian Council on Healthcare Standards (ACHS) accredited model.

The ACHS Evaluation and Quality Improvement Program (EQuIP) is a four-yearly quality assessment and improvement program for organisations/health services to work towards excellence in client care and services; if this is achieved, accreditation will follow.

In December 2006, RDNS underwent a Periodic Review, an on-site survey that occurs in the fourth phase of the EQuIP cycle. Two surveyors spent two days assessing RDNS against specific EQUIP standards. The aims of the review were: to verify maintenance of levels of consumer/client care; to ensure that RDNS maintains momentum for continuous quality improvement; to assess progress against previous recommendations for improvement; to adjust accreditation status if necessary.

RDNS received excellent feedback from the surveyors. They were highly complimentary of a range of aspects of our practice and indicated that they will be making very few recommendations for process improvement. RDNS received six new recommendations that are being used to further assist the organisation in its commitment to improving client care and services.

General comments from the surveyors were along the following lines:

are very sound and it is evident that clients are provided with professional clinical care;

across the organisation;

evident that this is well supported by a dedicated and motivated staff member who provides expertise and guidance, as necessary, across the organisation;

risk for staff e.g. Back Injury Protection Program, reversing sensors on motor vehicles, centre access proximity cards and readers.

Whilst the report card from the surveyors was very positive and we were delighted with the outcomes, we remain committed to the type of improvement that the ACHS system promotes and recognises, that is, continuous improvement.

Credit where credit’s due Tell us what you thinkIn the summer of 2003/04, the first edition of ‘Inside’ was released to over 1,500 industry and business partners of RDNS. However, before any words were committed to the printed page, we sought the input of stakeholders regarding what form ‘Inside’ should take. We gained your ideas about content, length of stories, authorship, look and feel, frequency of release, and distribution methods.

With over a dozen editions of ‘Inside’ now dispatched, it is timely to once again seek your feedback. Accompanying this edition you will find a short survey seeking your views about various aspects of ‘Inside’. Your feedback will help us to ensure that we continue to deliver relevant and interesting news from RDNS.

Please take a few minutes to complete this survey and either return it by mail to the Public Relations Department at Head Office, 31 Alma Rd, St Kilda 3182, or fax it to (03) 9537 0287.

Penny Hobson’s nursing career has been one of unexpected twists and turns. After commencing a Bachelor of Arts, she enrolled in nursing because she valued the certainty the profession offers. “A nursing course gives you a guaranteed career outcome,” she says.

Ironically, Penny’s career has taken her in a direction that she could not have imagined when she graduated from La Trobe University. She is now manager of RDNS’ Customer Service Centre (CSC).

“I attribute it more to circumstance than design,” says Penny of her career path. ”Circumstances created opportunities for me to pursue. Nursing offers incredible diversity if you keep an open mind.”

Penny joined RDNS because she wanted to nurse people in their own homes. “I was always attracted to the human aspect of nursing,” she says.

“Starting as an RDNS field nurse in Melbourne’s inner suburbs in 1994 showed me what people in the community need from district nursing. District nursing works collaboratively with community services and with the acute sector, so it is a unique and significant kind of nursing.”

Penny’s career moved quickly into a service delivery management role. When RDNS identified a need to broaden its service to include clients requiring a fee-for-service option, a new division, RALLY Healthcare, was opened. Penny joined that team and worked her way up to being its operations manager.

When RDNS became interested in streamlining its client intake and offering a consistent customer service experience, the organisation commissioned an initial feasibility study into developing a centralised customer service centre to handle referrals and phone calls for its 20 sites. Penny was appointed in a project officer role to review the feasibility study and a project plan for the implementation of a centralised CSC.

“This role was entirely new to me. I undertook post graduate studies in business management at Monash University and I brought my experience of field nursing and managing teams of nurses to bear on my research,” Penny explains.

RDNS accepted Penny’s positive review of the study’s recommendation to introduce a Customer Service Centre with dedicated staff to handle its incoming referrals and enquiries, and appointed her its manager. With 20 RDNS nursing centres employing 1,200 nurses that care for 30,000 Melburnians each day, the Customer Service Centre was set up as a 24-hour, 7 day a week operation. From its original concept to its current operation, Penny is part of a multi-disciplinary team that has made this vital communications improvement a reality.

Despite her achievements, Penny describes her greatest career satisfaction as the people she has worked with.

“I have had fantastic managers - mentors - that have given me great opportunities,” she said. “I have loved being able to build teams of people. It is exciting to find dedicated people with a shared vision. It can be challenging but it is very rewarding.”

Staff profile – Penny Hobson – Manager, RDNS Customer Service Centre

Penny Hobson (left) is enjoying a fulfilling career path at RDNS

RDNS is out for blood!RDNS has established a corporate partnership with the Australian Red Cross Blood Service (ARCBS). This partnership has been formed in recognition of the important role that ARCBS plays in saving the lives of many Victorians. As a result of the partnership, RDNS staff and their families and friends will be encouraged to give blood where possible.

The timing of this partnership is important as it coincides with the most challenging time of year for ARCBS. During winter the various colds, flu and viruses reduce the number of Victorians who are able to donate blood, thereby placing extra pressure on precious reserves of the various blood products that are required within Victoria and across the rest of Australia. In recognition of this, ARCBS has invited corporate partners such as RDNS to participate in a special Blood Challenge across the three months of winter. Corporate partners will be able to track their performance as they ‘compete’ with other organisations throughout winter.

Each RDNS centre will therefore develop a strategy to support staff in giving blood. For example, small groups of staff from RDNS Head Office can be collected at one time by an ARCBS shuttle service to donate blood at the donor centre in Southbank. Other RDNS sites will work with local permanent and mobile ARCBS donation centres across Melbourne to encourage staff to take the time to donate blood, either during their working hours or after hours.

Australia needs more than 1 million blood donations every year (20,000 donations a week) in order to meet community needs. With one in three Australians requiring transfusion of red blood cells during their lifetime, each donation can save as many as three lives. If you would like to find out more about whether you can donate blood call 13 14 95 or visit www.donateblood.com.au

RDNS is proud to support the Australian Red Cross Blood Service.

Blood ties: RDNS’ Stelvio Vido, Executive General Manager, Strategic Services, does his bit

At RDNS, accreditation is important. Accreditation is a review process conducted by an external organisation that confirms that we comply with a set of industry related standards. RDNS uses the Australian Council on Healthcare Standards (ACHS) accredited model.

The ACHS Evaluation and Quality Improvement Program (EQuIP) is a four-yearly quality assessment and improvement program for organisations/health services to work towards excellence in client care and services; if this is achieved, accreditation will follow.

In December 2006, RDNS underwent a Periodic Review, an on-site survey that occurs in the fourth phase of the EQuIP cycle. Two surveyors spent two days assessing RDNS against specific EQUIP standards. The aims of the review were: to verify maintenance of levels of consumer/client care; to ensure that RDNS maintains momentum for continuous quality improvement; to assess progress against previous recommendations for improvement; to adjust accreditation status if necessary.

RDNS received excellent feedback from the surveyors. They were highly complimentary of a range of aspects of our practice and indicated that they will be making very few recommendations for process improvement. RDNS received six new recommendations that are being used to further assist the organisation in its commitment to improving client care and services.

General comments from the surveyors were along the following lines:

are very sound and it is evident that clients are provided with professional clinical care;

across the organisation;

evident that this is well supported by a dedicated and motivated staff member who provides expertise and guidance, as necessary, across the organisation;

risk for staff e.g. Back Injury Protection Program, reversing sensors on motor vehicles, centre access proximity cards and readers.

Whilst the report card from the surveyors was very positive and we were delighted with the outcomes, we remain committed to the type of improvement that the ACHS system promotes and recognises, that is, continuous improvement.

Credit where credit’s due Tell us what you thinkIn the summer of 2003/04, the first edition of ‘Inside’ was released to over 1,500 industry and business partners of RDNS. However, before any words were committed to the printed page, we sought the input of stakeholders regarding what form ‘Inside’ should take. We gained your ideas about content, length of stories, authorship, look and feel, frequency of release, and distribution methods.

With over a dozen editions of ‘Inside’ now dispatched, it is timely to once again seek your feedback. Accompanying this edition you will find a short survey seeking your views about various aspects of ‘Inside’. Your feedback will help us to ensure that we continue to deliver relevant and interesting news from RDNS.

Please take a few minutes to complete this survey and either return it by mail to the Public Relations Department at Head Office, 31 Alma Rd, St Kilda 3182, or fax it to (03) 9537 0287.

Computers on the moveEvery day, RDNS’ 1,200 nurses use mobile computers that serve them as a powerful and vital communications tool. These devices require the best of what the computer world has to offer: intuitive interfaces, wireless connectivity, applications that integrate seamlessly with nurses’ work priorities, the ability to access data when and where it is needed and affordability.

Of course, such technology is always progressing and at RDNS we have always been committed to taking advantage of technological improvements as they become available. In late 2005, a comprehensive evaluation of the effectiveness of our well-established mobile computing program was conducted. Based on its findings, in mid-2006 RDNS’ Information Services (IS) team began the complex process of renewing all nurses’ mobile computers.

In June 2007, the enormous task of upgrading the 1,000 Tablet PCs and laptops used each day by RDNS’ nursing staff was completed. Led by Alex Fonda, Manager of IS Projects and Contracts, RDNS’ mobile computing capability has been lifted to new heights of performance. Alex acknowledges that the ultimate success of the project was the culmination of a sustained team effort, extensive experience and careful planning.

RDNS’ mobile computer programme has evolved steadily since its inception in the mid-1990s. The primary driver for its development was the desire to improve workflow efficiencies, especially those posed by the massive amounts of documentation required within a complex healthcare setting. The mobile nature of RDNS’ business, the sheer

number of clients and the geographical spread of our 20 centres meant that the manual management of information was time-consuming and tedious.

The introduction of mobile computers in 1997 permanently changed work practices across RDNS. The amount of time spent on client paperwork was drastically reduced. Access to information was immediately improved as was communication throughout the organisation via real-time data capture and transfer. Data integrity and security was assured.

The potential emerged for clients to be visited earlier in the day as field staff could access rosters, emails and all client information before leaving home in the mornings. Starting work ‘from home’ instead of an RDNS centre is becoming common practice.

In reviewing the capabilities of the existing mobile computing system, the IS team ran extensive workshops with RDNS nurses. Jointly, they established the technical and user specifications for the new mobile computers. User and technical criteria were established, against which the three tendered models were measured. The computers were tested rigorously, and with sophisticated tools to perform bench testing. Nurses and IS staff worked side by side to carry out comparative field evaluations.

Of the three mobile computers under consideration, the Fujitsu LifeBook T4215 Tablet PC was the most responsive; had good wireless network reception and performance; a long battery life; and proved reliable and robust. Importantly, this model is significantly faster and more reliable

than the one it supersedes. The LifeBook employs the latest generation wireless communications network, Telstra’s NextG. This technology offers improved network coverage, is more reliable in remote areas or hospitals, and connects and transfers data quicker than previous technologies.

The rollout of the sleek new computers has been completed smoothly. Training has ensured that RDNS nurses make full use of the computer’s functional capabilities, regardless of their level of familiarity with the devices.

The investment has paid off: our nurses are overwhelmingly positive about their new computers. Their new tool of trade is reliable and fast, enabling them to perform their administrative work more quickly and easily than ever. And most importantly, these further efficiencies mean that our nurses can devote even more time and attention to doing what they do best: caring for people in their homes.

RDNS is very grateful for the assistance provided by all our supporters. In particular, we would like to acknowledge the contribution of our major sponsors, supporters and partners: Estate of Lois Mary Child; J O & J R Wicking Trust; Telstra; William Buckland Foundation; RACV; Trust; Angior Family Foundation; Tattersall’s Foundation Limited; Lord Mayors Charitable Fund (Eldon & Anne Foote Trust); Alfred E G Lavey Trust; Clive Johnson Trust; Marian & E H Flack Trust; Mr Derek Cade; Collier Charitable Fund; Mrs Merna Olver; The Danks Trust.

Singapore sling

Quarterly news from RDNS / Winter Edition 2007

In April, CEO Dan Romanis and RDNS’ executive team welcomed a senior delegation from the Singapore Ministry of Health. Led by the Permanent Secretary of the Ministry, Ms Ying-I Yong, the 10 visitors spent the afternoon gaining knowledge of the way RDNS practises healthcare in the community.

Exploring RDNS’ long term strategies for the sustainable provision of healthcare to the elderly in their homes was the central reason for the delegation’s visit. Singaporeans are ageing in similar numbers as Australians - approximately 20 per cent of both countries’ citizens will be aged over 65 years by 2030.

Like Australia, a key challenge for the Singapore Government is to provide comprehensive and affordable healthcare for its ageing population.

The delegation sought to understand RDNS’ approach to home nursing for the elderly, in particular: PCP alliances; Hospital in the Home; palliative care; assessment and case management; and carer and client education. Considering, comparing and contrasting the Melburnian and Singaporean models of delivering healthcare allowed the Singaporean delegation to learn from RDNS’ key role in Melbourne’s multi-layered healthcare system.

RDNS welcomes the opportunity to share our knowledge and experiences in home nursing care, and wishes the Singapore Government success in its pursuit of excellence in healthcare.

Royal District Nursing Service’s partnerships form a network with deep roots in the community. Working collaboratively with our partners in the acute sector, in the best interests of the communities we serve, helps form the basis of our robust and thriving healthcare service.

As such, we are proud to announce that RDNS has recently formed a partnership with health providers associated with Austin Health, a major hospital network in north east Melbourne. Our combined mission is to confront one of Australia’s hard realities: the poor health status of our Aboriginal and Torres Strait Islander (ATSI) communities.

The consortium - the Austin Health Ngarra Jarra Aboriginal Health Program - combines resources and knowledge to improve health and social outcomes in practical ways for the Aboriginal people that access Austin Health.

Australia’s Aboriginal and Torres Strait Islander communities have poorer health and a lower life expectancy than any other group of Australians. The barriers between ATSI people and good health are many and complex. Poverty, relative deprivation and lack of social inclusion have a major impact on health and premature death. All of these factors are heavily loaded against Aboriginal people.

The Ngarra Jarra program is committed to providing healthcare to Aboriginal clients in a way that respects their wishes. The consortium partners help to jointly fund two staff members - an Aboriginal Patient and Peer Support Officer and Aboriginal Continuum Care Officer.

These key support roles assist ATSI clients to access community services, particularly the consortium partner agencies. They also improve compliance with medications and appointments, act as a cultural

interpreter and provide holistic case-management.

This provides RDNS with a direct referral pathway from Austin Health for ATSI clients as Aboriginal people are more likely to access and utilise a service if an Aboriginal acts in the liaison role. RDNS is also able to access the skills and services of the two Ngarra Jarra support professionals as required.

The Ngarra Jarra Aboriginal Health Program, run by Austin Health, was established in 2005 with funding support by the Department of Human Services’ Improving Care for Aboriginal Patients Program. Consortium partners include Wesley Mission, North East Valley Division of GPs, Whitehorse Division of GPs, Waldreas Village and Carers Link North.

If you do not wish to receive future copies of “Inside”, would like to receive an email version or wish to update your contact details, please email your specific request/information to: inside@rdns.com.au or fax to (03) 9537 0287. Editor: Dan Woods, Public Relations Manager

Royal District Nursing Service31 Alma Road St Kilda Victoria 3182 ABN 49 052 188 717

Partnering for better healthSharing knowledge to improve healthcare for the aged

Where the heart isRoyal District Nursing Service Homeless Persons Program (HPP) is a team of nurses that provides holistic healthcare to Melbourne’s homeless. The program operates within a unique holistic model of care that addresses issues which contribute to a homeless person’s health: poor access to healthcare, social isolation, and discrimination.

Their innovative yearly festival for the homeless, the Where the Heart is…Community Festival, aims to overcome these issues. By taking healthcare to the homeless, offering them a safe place to socialise, and allowing them to organise and participate in the festival at the level of their comfort and ability, the festival effectively lowers barriers to positive social and health outcomes. The festival was held in late March and was enjoyed by 700 participants.

RDNS HPP Manager, Theresa Swanborough, says, “Within the crisis

driven environment of homelessness it is often too easy to focus on the pressing immediate needs of clients. The festival is an opportunity for the community to acknowledge and understand people as individuals within their own right.”

As organisers, performers and participants, the homeless people showcased and celebrated their own skills and resilience using humour, music, art and performance. Central to the event is a good feed. A barbecue lunch was cheerfully cooked by volunteers. Free haircuts were provided. Importantly, healthcare agencies were there to meet the participants on their own terms.

The event continues to grow in strength and importance. In 2007, the festival’s fourth year, the organisers noted an increase in both donations received, the number of participants, as well as the number of volunteers.

Heartbalm: good food and good friends at the HPP festival

The use of interpreters by RDNS staff to communicate with clients and carers increases at a rate of almost 20% every year. A professional interpreter service undoubtedly improves client communication and outcomes. However, until recently there still remained a gap in the ability of our non-English speaking clients and carers to access us by telephone. In response to this need we recently introduced our Language Line – a dedicated telephone interpreter system.

This new telephone interpreter system enables non-English speaking clients and carers to automatically connect to a professional telephone interpreter to assist them when speaking to RDNS staff. The RDNS Language Line is a 24-hour service, giving clients the added comfort that they can contact RDNS at any time.

The RDNS Language Line was designed exclusively for RDNS by the Victorian Interpreting and Translating Service - LanguageLink. It has been tailored to meet the specific needs of RDNS. To encourage greater access, calls made to the RDNS Language Line are free to clients and carers.

Individual telephone numbers have been designated to the following languages: Arabic, Cantonese, Croatian, Greek, Italian, Macedonian, Polish, Russian, Turkish and Vietnamese. A number has also been allocated for all other languages to cater for the 74 different languages spoken by RDNS’ client population. A flyer promoting all the designated language numbers is distributed to clients and carers.

Our nurses are actively identifying existing clients who can benefit from this new service and are also providing information to all new clients on admission. The RDNS Language Line has already made a great impact on how clients and carers access and communicate with RDNS.

Mind your language

Computers on the moveEvery day, RDNS’ 1,200 nurses use mobile computers that serve them as a powerful and vital communications tool. These devices require the best of what the computer world has to offer: intuitive interfaces, wireless connectivity, applications that integrate seamlessly with nurses’ work priorities, the ability to access data when and where it is needed and affordability.

Of course, such technology is always progressing and at RDNS we have always been committed to taking advantage of technological improvements as they become available. In late 2005, a comprehensive evaluation of the effectiveness of our well-established mobile computing program was conducted. Based on its findings, in mid-2006 RDNS’ Information Services (IS) team began the complex process of renewing all nurses’ mobile computers.

In June 2007, the enormous task of upgrading the 1,000 Tablet PCs and laptops used each day by RDNS’ nursing staff was completed. Led by Alex Fonda, Manager of IS Projects and Contracts, RDNS’ mobile computing capability has been lifted to new heights of performance. Alex acknowledges that the ultimate success of the project was the culmination of a sustained team effort, extensive experience and careful planning.

RDNS’ mobile computer programme has evolved steadily since its inception in the mid-1990s. The primary driver for its development was the desire to improve workflow efficiencies, especially those posed by the massive amounts of documentation required within a complex healthcare setting. The mobile nature of RDNS’ business, the sheer

number of clients and the geographical spread of our 20 centres meant that the manual management of information was time-consuming and tedious.

The introduction of mobile computers in 1997 permanently changed work practices across RDNS. The amount of time spent on client paperwork was drastically reduced. Access to information was immediately improved as was communication throughout the organisation via real-time data capture and transfer. Data integrity and security was assured.

The potential emerged for clients to be visited earlier in the day as field staff could access rosters, emails and all client information before leaving home in the mornings. Starting work ‘from home’ instead of an RDNS centre is becoming common practice.

In reviewing the capabilities of the existing mobile computing system, the IS team ran extensive workshops with RDNS nurses. Jointly, they established the technical and user specifications for the new mobile computers. User and technical criteria were established, against which the three tendered models were measured. The computers were tested rigorously, and with sophisticated tools to perform bench testing. Nurses and IS staff worked side by side to carry out comparative field evaluations.

Of the three mobile computers under consideration, the Fujitsu LifeBook T4215 Tablet PC was the most responsive; had good wireless network reception and performance; a long battery life; and proved reliable and robust. Importantly, this model is significantly faster and more reliable

than the one it supersedes. The LifeBook employs the latest generation wireless communications network, Telstra’s NextG. This technology offers improved network coverage, is more reliable in remote areas or hospitals, and connects and transfers data quicker than previous technologies.

The rollout of the sleek new computers has been completed smoothly. Training has ensured that RDNS nurses make full use of the computer’s functional capabilities, regardless of their level of familiarity with the devices.

The investment has paid off: our nurses are overwhelmingly positive about their new computers. Their new tool of trade is reliable and fast, enabling them to perform their administrative work more quickly and easily than ever. And most importantly, these further efficiencies mean that our nurses can devote even more time and attention to doing what they do best: caring for people in their homes.

RDNS is very grateful for the assistance provided by all our supporters. In particular, we would like to acknowledge the contribution of our major sponsors, supporters and partners: Estate of Lois Mary Child; J O & J R Wicking Trust; Telstra; William Buckland Foundation; RACV; Trust; Angior Family Foundation; Tattersall’s Foundation Limited; Lord Mayors Charitable Fund (Eldon & Anne Foote Trust); Alfred E G Lavey Trust; Clive Johnson Trust; Marian & E H Flack Trust; Mr Derek Cade; Collier Charitable Fund; Mrs Merna Olver; The Danks Trust.

Singapore sling

Quarterly news from RDNS / Winter Edition 2007

In April, CEO Dan Romanis and RDNS’ executive team welcomed a senior delegation from the Singapore Ministry of Health. Led by the Permanent Secretary of the Ministry, Ms Ying-I Yong, the 10 visitors spent the afternoon gaining knowledge of the way RDNS practises healthcare in the community.

Exploring RDNS’ long term strategies for the sustainable provision of healthcare to the elderly in their homes was the central reason for the delegation’s visit. Singaporeans are ageing in similar numbers as Australians - approximately 20 per cent of both countries’ citizens will be aged over 65 years by 2030.

Like Australia, a key challenge for the Singapore Government is to provide comprehensive and affordable healthcare for its ageing population.

The delegation sought to understand RDNS’ approach to home nursing for the elderly, in particular: PCP alliances; Hospital in the Home; palliative care; assessment and case management; and carer and client education. Considering, comparing and contrasting the Melburnian and Singaporean models of delivering healthcare allowed the Singaporean delegation to learn from RDNS’ key role in Melbourne’s multi-layered healthcare system.

RDNS welcomes the opportunity to share our knowledge and experiences in home nursing care, and wishes the Singapore Government success in its pursuit of excellence in healthcare.

Royal District Nursing Service’s partnerships form a network with deep roots in the community. Working collaboratively with our partners in the acute sector, in the best interests of the communities we serve, helps form the basis of our robust and thriving healthcare service.

As such, we are proud to announce that RDNS has recently formed a partnership with health providers associated with Austin Health, a major hospital network in north east Melbourne. Our combined mission is to confront one of Australia’s hard realities: the poor health status of our Aboriginal and Torres Strait Islander (ATSI) communities.

The consortium - the Austin Health Ngarra Jarra Aboriginal Health Program - combines resources and knowledge to improve health and social outcomes in practical ways for the Aboriginal people that access Austin Health.

Australia’s Aboriginal and Torres Strait Islander communities have poorer health and a lower life expectancy than any other group of Australians. The barriers between ATSI people and good health are many and complex. Poverty, relative deprivation and lack of social inclusion have a major impact on health and premature death. All of these factors are heavily loaded against Aboriginal people.

The Ngarra Jarra program is committed to providing healthcare to Aboriginal clients in a way that respects their wishes. The consortium partners help to jointly fund two staff members - an Aboriginal Patient and Peer Support Officer and Aboriginal Continuum Care Officer.

These key support roles assist ATSI clients to access community services, particularly the consortium partner agencies. They also improve compliance with medications and appointments, act as a cultural

interpreter and provide holistic case-management.

This provides RDNS with a direct referral pathway from Austin Health for ATSI clients as Aboriginal people are more likely to access and utilise a service if an Aboriginal acts in the liaison role. RDNS is also able to access the skills and services of the two Ngarra Jarra support professionals as required.

The Ngarra Jarra Aboriginal Health Program, run by Austin Health, was established in 2005 with funding support by the Department of Human Services’ Improving Care for Aboriginal Patients Program. Consortium partners include Wesley Mission, North East Valley Division of GPs, Whitehorse Division of GPs, Waldreas Village and Carers Link North.

If you do not wish to receive future copies of “Inside”, would like to receive an email version or wish to update your contact details, please email your specific request/information to: inside@rdns.com.au or fax to (03) 9537 0287. Editor: Dan Woods, Public Relations Manager

Royal District Nursing Service31 Alma Road St Kilda Victoria 3182 ABN 49 052 188 717

Partnering for better healthSharing knowledge to improve healthcare for the aged

Where the heart isRoyal District Nursing Service Homeless Persons Program (HPP) is a team of nurses that provides holistic healthcare to Melbourne’s homeless. The program operates within a unique holistic model of care that addresses issues which contribute to a homeless person’s health: poor access to healthcare, social isolation, and discrimination.

Their innovative yearly festival for the homeless, the Where the Heart is…Community Festival, aims to overcome these issues. By taking healthcare to the homeless, offering them a safe place to socialise, and allowing them to organise and participate in the festival at the level of their comfort and ability, the festival effectively lowers barriers to positive social and health outcomes. The festival was held in late March and was enjoyed by 700 participants.

RDNS HPP Manager, Theresa Swanborough, says, “Within the crisis

driven environment of homelessness it is often too easy to focus on the pressing immediate needs of clients. The festival is an opportunity for the community to acknowledge and understand people as individuals within their own right.”

As organisers, performers and participants, the homeless people showcased and celebrated their own skills and resilience using humour, music, art and performance. Central to the event is a good feed. A barbecue lunch was cheerfully cooked by volunteers. Free haircuts were provided. Importantly, healthcare agencies were there to meet the participants on their own terms.

The event continues to grow in strength and importance. In 2007, the festival’s fourth year, the organisers noted an increase in both donations received, the number of participants, as well as the number of volunteers.

Heartbalm: good food and good friends at the HPP festival

The use of interpreters by RDNS staff to communicate with clients and carers increases at a rate of almost 20% every year. A professional interpreter service undoubtedly improves client communication and outcomes. However, until recently there still remained a gap in the ability of our non-English speaking clients and carers to access us by telephone. In response to this need we recently introduced our Language Line – a dedicated telephone interpreter system.

This new telephone interpreter system enables non-English speaking clients and carers to automatically connect to a professional telephone interpreter to assist them when speaking to RDNS staff. The RDNS Language Line is a 24-hour service, giving clients the added comfort that they can contact RDNS at any time.

The RDNS Language Line was designed exclusively for RDNS by the Victorian Interpreting and Translating Service - LanguageLink. It has been tailored to meet the specific needs of RDNS. To encourage greater access, calls made to the RDNS Language Line are free to clients and carers.

Individual telephone numbers have been designated to the following languages: Arabic, Cantonese, Croatian, Greek, Italian, Macedonian, Polish, Russian, Turkish and Vietnamese. A number has also been allocated for all other languages to cater for the 74 different languages spoken by RDNS’ client population. A flyer promoting all the designated language numbers is distributed to clients and carers.

Our nurses are actively identifying existing clients who can benefit from this new service and are also providing information to all new clients on admission. The RDNS Language Line has already made a great impact on how clients and carers access and communicate with RDNS.

Mind your language