Snapshot Winter 2010 - Association of Queensland Nurse Leaders

ASSOCIATION
QUEENSLAND
NURSE
LEADERS
OF
(INC.)
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Snapshot
SSnapshot
nap shot
The official newsletter of the Association of Queensland Nurse Leaders
Winter 2010
In this edition
From the Editor’s Desk
»» FROM THE EDITOR’S DESK
This is an exciting edition of Snapshot as its Contents continue to highlight
the talents & diversity of nursing leadership in Queensland.
»» FROM AQNL ARCHIVES
»» LEADERSHIP IN FOCUS 10 LEADERSHIP FLAWS
»» AQNL IN ACTION 2010 CALENDAR
»» AQNL 2010 CONFERENCE
UPDATE
»» MEMBERSHIP UPDATE
»» LYN SAYS FAREWELL
TO EMERALD AND HELLO
TO HER OLD FRIEND
SAUDI ARABIA
»» AQNL EMERGING NURSE
LEADER 2009 – CONTINUES
TO SHINE!
»» MENTOR FRAMEWORK &
TOOLKIT EVALUATION
This is reflected in the continuing articles on Leadership in Focus and the
call for nominations for the nursing leadership awards at the Conference in
October 2010.
The Conference Program as outlined is both comprehensive and will
challenge nurses to extend their leadership potential.
Two Queensland nurses who are leading the way in challenging health
environments include Lyn Zeller and Michelle Gibb. Snapshot published
Lyn’s account of the Emerald floods in 2008. This edition profiles Lyn’s next
adventure as she leaves to take up a demanding position in Saudi Arabia
and Michelle’s plans as a recipient of a Churchill Fellowship, continuing to
explore wound healing in Wales and Denmark.
Enjoy this edition of Snapshot and I urge you to take
advantage of the Early Bird registration for the Conference.
Rhylla Webb
Snapshot Editor
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»» FROM THE PRESIDENT’S DESK
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From the President’s Desk
July 1 has seen the introduction of the National
Registration and Accreditation scheme for
Australian Nurses. It will be interesting to see
if this new area is accompanied by increased
movement across our state and territory borders
in regards to recruitment. National registration
has also initiated some mandatory standards
in regards to professional development and
mandatory reporting.
The National Reform Agenda has also captured the
attention of nurses. Essentially, it is espoused that the
National Health and Hospitals Network will build on
the major health reforms the Government has already
delivered. These include such things as increased
funding for public hospitals, increased numbers of
elective surgery procedures, taking the pressure off
emergency departments and a record investment in
training more doctors and nurses. We are seeing that
some of these initiatives have an impact however, the
reforms will need to acknowledge current strengths
of our health system, build upon them and ensure
these are sustained into the future. The voice and
participation of nurses in this reform is paramount
to ensure quality patient care is sustained, access
to care is improved and that nursing takes its place
at the forefront to influence positive outcomes. The
Association will ensure a focus is placed on this
agenda at this year’s annual conference through a
panel discussion with senior health leaders.
Winter 2010
2
Across the state we are witnessing an inordinate
amount of capital works programs building new
hospitals and expanding current facilities. The
building rush has produced a frenzy of excitement for
many facilities that have not had upgrades in many
years. Nurse leaders participation in service planning
is critical to ensure a healthy tension between meeting
strategic priorities of the government and the practical
requirement of delivering safe, high quality nursing
services. Many years have prevailed where by nurse
leaders have been conscious of the fiscal restraints
that have had a genuine impact on delivering services.
Nursing has, as a result, been lead and at the forefront
of innovation and creativity in service delivery models.
Many of us have ensured a healthy alignment and
innovation in providing nursing care whilst ensuring
the most effective use of available resources.
With these comments I draw your attention to our call
for papers to share your experience in this regard. The
conference presents an opportunity to showcase our
collected achievements in service innovation, best
practice, nursing reform, leadership and mentorship. I
invite you to join in to share your achievements.
I look forward to seeing you at this years conference
celebrating 60 years of nursing leadership, networking
with peers and making the most of this event.
Kind regards
Shelley Nowlan
President AQNL
The AQNL congratulates Shelley Nowlan on
her new position - District Executive Director
of Nursing Services, Central Queensland
(based in Rockhampton)
From AQNL Archives
What Is A Matron
(Queensland Nurses’ Journal – July 1960)
A Hospital Matron is a person, who, if she seeks to maintain discipline,
is an old battle-axe; if she does not, she has no back-bone.
If she is friendly and jokes with the patients, she is being ‘familiar’;
if she does not, she is stand-offish.
If she deals harshly with a nurse sent to her office, she is being hard-hearted;
if she deals leniently, she is being disloyal to the ward sisters.
If she takes an interest in the details of the patient’s treatment,
she is interfering; if she does not, she’s “no help to anyone”.
(Probably forgotten all she ever knew anyway).
If she does frequent rounds, she is a nuisance;
if she does not, she is neglectful.
If the Matron dresses smartly, she is frivolous;
if she does not, she has no personality.
If she is charming to visitors, she is “putting on an act”;
if she is no, she has no social-graces.
If she goes away for frequent week-ends, she is shirking her responsibilities;
if she does not, she “thinks she is indispensable”.
If she gets on well with the Hospital Board or Committee,
it is only because she “knows which side her bread is buttered”;
if she does not, she is an obstructionist.
If the bills go up; she is extravagant;
if they go down, she is cheese-paring.
If she is single, she lacks human understanding;
if she is married, she cannot possible be giving proper attention to her job.
If she has outside interests, she is not putting her duties first;
if she has none, she is a stick-in-the-mud.
Winter 2010
3
If she is sitting in her office, she is pretending to work;
if she is not there, she ought to be.
If she dies young, there was a wonderful future before her;
if she grows old, people wish she would retire before she does any more harm.
Source: Longhurst, Robert, (2000), Nursing Leadership in Queensland. 50 Years Of History (1950-2000)
Leadership in Focus: 10 LEADERSHIP FLAWS
By Fiona Brown, Director of Clinical Services, St Andrew’s Toowoomba Hospital and AQNL Committee Member
Following
on
from
the
Autumn
Snapshot
where we looked at 10 Successful Leadership
Behaviours, let’s now look at traits we should
avoid in leadership. According to Zenger and
Folkman1, there are 10 flawed behaviors which
contribute to Leaders failing. These include
that the worst leaders:
1. Lack energy and enthusiasm
7. Resistant to new ideas and change
These types of leaders consider new initiatives and
These types of Leaders reject suggestions from
change to be a burden. They rarely volunteer, and
subordinates and peers. Good ideas aren’t
fear being overwhelmed by their responsibilities.
implemented, and the organisation does not thrive.
Such a leader has been described as having the
ability to ‘suck all of the energy out of any room’.
8. Do not learn from their mistakes
This leadership flaw results in leaders that make
2. Accept their own poor performance
more mistakes than their peers, but they fail to use
These Leaders intentionally overstate the difficulty
setbacks as opportunities for improvement, hiding
of achieving results so that they look good when
their errors and brooding about them instead of
they achieve them. They live by the mantra ‘under-
identifying ways to improve.
promise and over-deliver’.
3. Lack clear vision and direction
These Leaders are guilty of sins of commission
Executing is what these types of leaders believe is
(they’re abrasive and bully) and omission (they’re
their only job. They struggle when it is necessary to
aloof, unavailable and reluctant to praise)
make a decision.
4. Have poor judgment
9. Lack interpersonal skills
10. Fail to develop
The final flaw results when leaders focus on
Leaders with this leadership flaw make decisions
themselves
that colleagues and subordinates consider to be
subordinates, causing individuals and teams to
inappropriate and not in the best interests of the
disengage.
organisation.
to
the
exclusion
of
developing
These ten flaws may sound like obvious flaws that
5. Do not collaborate
any leader would try to fix however, often ineffective
Avoiding peers, and acting independently results
leaders are unaware they exhibit the behaviors and
in this leadership flaw. These leaders consider
have no insight into their own poor performance.
other leaders as competitors. As a result, they fail
Winter 2010
4
to receive the support and insights from the people
1 Zenger, J., Folkman, J. (June 2009), Ten Fatal Flaws That Derail they need it from.
Leaders, Harvard Business Review, page 18.
6. Do not walk the talk
These Leaders set standards of behavior or
expectations of performance and then violate
them. They are perceived as lacking integrity.
AQNL in Action
2010 Calendar
August 2010
AQNL in Action – Brisbane
Friday 13 August 2010
12.00pm-1.00pm (followed by light lunch
1.00pm-1.30pm)
Topic: Build the Culture and the Business will Come
Presented by Clare Edwards, Principal, Changeworks
Venue: Conference Room 4, Level 3, Mater Adults
Hospital, South Brisbane
Dinner Function - Jumbuck Motel, Longreach at
6.30pm for all
Cost: AQNL Members – FREE / Non-members $20.00
Thursday 2nd September 2010
8.30am-5.00pm
Register by Monday 8 August – download fax-back form
from www.aqnl.org.au / Events / AQNL in Action Brisbane
or contact the AQNL Secretariat [email protected]
Numbers are limited, contact Caroline Dent,
District Nurse Educator ASAP on (07) 4658 4710
Sponsored by:
Flyer available on the Events section of AQNL
website (www.aqnl.org.au)
Sponsored by:
AQNL in Action – Roma
26 August 2010
6.00pm Drinks & light refreshments
Presenter: Ms Pauline Ross, Chief Nursing Officer
Queensland
Venue: Explorers Inn – Roma
Dinner 7.30pm (at own expense)
More details: www.aqnl.org.au / Events / AQNL in
Action Roma
Contact: Chris Small [email protected]
Sponsored by:
AQNL in Action – Capricorn Coast
1 September 2010
5.00pm-7.30pm
Topic: Supporting Nurse Leaders through research
in the workplace
Venue: Central Queensland University
Presenter: Dr Trudy Dwyer, Senior Lecturer, Faculty of
Sciences, Engineering and Health
More details: www.aqnl.org.au / Events / AQNL in
Action Capricorn Coast
Contact: Rhylla Webb [email protected]
September 2010
AQNL in Action
Central Queensland - Longreach
HR Seminar - Targeting Line Managers & Aspiring
Line Managers
Winter 2010
5
Sponsored by:
October 2010
AQNL Annual Conference
Venue: Longreach District Office Conference Room
AQNL 60th Anniversary, Nurse Leaders – True Gems
13–15 October 2010
Brisbane Convention & Exhibition Centre
Wednesday 1st September 2010
12.00pm-4.00pm
December 2010
Presented by Darryl Krook
Christmas Celebrations
**Please note that the above Calender is subject to change, all events will have flyers that will be sent directly to all members.
Conference 2010 Dates and Theme
ar
th
60
y
aqnl
an
s
n i v er
Nurse Leaders – True Gems
In recognition of the International Year of the Nurse 2010 and in celebration of the 60th
Anniversary of the Association of Queensland Nurse Leaders Inc, the AQNL announces... Nurse
Leaders - True Gems, the 2010 AQNL Annual Conference.
13-15 OCTOBER 2010
BRISBANE CONVENTION & EXHIBITION CENTRE
EARLY BIRD REGISTRATION HAS BEEN
EXTENDED TO 31 AUGUST 2010
*Call for Abstracts & Best Paper Award –
EXTENDED UNTIL 10 AUGUST 2010
All nurses working in management and leadership
positions at all levels to submit abstracts to the AQNL
Conference in the categories of Nursing Management
and Leadership, Strategic Professional Directions,
System and Service Integration or Future Directions.
*AQNL
6
Emerging
Nurse
Leader
Award
– NOMINATIONS CLOSE 1 SEPTEMBER 2010
The “AQNL Outstanding Achievement in Nursing
Award” honours and recognises an Outstanding
Achievement made by a Nurse Leader from within the
profession. This Award acknowledges the significant
commitment of an individual to nursing leadership
through a research project, innovative program,
introduction of change management, or a significant
contribution to nursing leadership.
–
The first prize includes registration to the following
NOMINATIONS CLOSE 1 SEPTEMBER 2010
year’s AQNL Conference including accommodation
The “AQNL Emerging Nurse Leader Award” honours
and flights (if required). The successful individual will
and recognises an Emerging Nurse Leader from within
also receive a one (1) year membership to AQNL and
the profession. This Award identifies the commitment
recognition as an Outstanding Nurse Leader within
of an individual to Nursing Leadership through a
Queensland.
research project, innovative program, introduction of
Winter 2010
*AQNL Outstanding Achievement in Nursing Award
change management or a significant contribution to
new or existing nursing leadership knowledge.
The first prize consists of $1000 Scholarship and one (1)
year membership to AQNL. The Award will be judged
on merit by the AQNL Executive Committee.
*Full details and nomination forms are available via the
AQNL website www.aqnl.org.au or by contacting the
AQNL Conference Secretariat, Martin Bishop at Cre8it
Events [email protected] or 07 3348 7380.
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Winter 2010
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Winter 2010
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Session Overviews for Speakers
KUREK ASHLEY
With the Kurek Ashley experience your team will be
inspired and focused towards the company goals in no
time at all. After one of Kurek’s high energy, entertaining
• Quality of Life – improving the quality of your
relationships, health and fitness and financial
situation by developing an action plan of your goals
and outcomes
and educating sessions your team will have a “toolbox” of
Kurek’s experience of working as an actor in Hollywood
strategies and a passion for performing “above the line”.
and being a stand up comedian certainly will entertain,
International Peak Performance, Best Selling Author &
Success Coach, Kurek Ashley is considered a master
in teaching people personal and professional success.
His practical and real life strategies have been applied
and leave the audience feeling empowered and
motivated towards taking the next step in life to
achieving their goals and dreams.
in many major corporations across Australia, USA,
Kick Start Your Team
Hong Kong, Singapore, Canada and New Zealand.
Empower, Inspire & Motivate your Team this year by
Kurek’s topics are diverse and aimed at creating
success in all areas of your personal and professional.
having them realise their personal potential and power
with Kurek Ashley’s ‘KICK-START’ Session.
• Give your Team the Competitive Edge
The Hour of Power
• Set Standards for the year with Your Team
‘The Hour of Power’ is a high energy and powerful
• Maximise your Team’s Energy Levels
presentation on teaching Peak Performance and Self-
• Learn to Create Peak Performance
Mastery.
The team will push their Comfort Zones and participate
in activities to learn the strategies to achieve higher
• Create Ultimate Targets and Results
through experiencing...
• Maintain Loyal Employees
being in total control of your emotional well-being to
access new thoughts and create ultimate results
• Managing Change - creating a willingness to change
and learn new concepts and ideas
• Winner & Loser Process – taking you through the
differences of being a winner and loser in life and
teaching the importance and skills to becoming a
true champion in all areas of life
• Effective Communication – learning to become more
Winter 2010
• Learn how to deal with Change
levels in both their personal and professional lives
• State Management & Attitude – learning the tools to
9
• Unleash an Unstoppable Team
effective in communicating information only once
and saving you time and effort
The session is very interactive, informative, fun and
combines a combination of fact and humour to inspire
your team to take MASSIVE ACTION this year.
Session Overviews for Speakers
continued
Being An Influential Leader
‘Nothing About Us Without
Us’: Community Engagement
and Participation in
Directing and Leading
Local Health Services
DI ADAMSON
Director, Adamson & Associates
Session Overview
This presentation describes why we over-manage
AMANDA ADRIAN
and under-lead in today’s pressure cooker world and
Amanda Adrian & Associates
the price we pay for that. Most of us face chronic
persistent problems that are not easily solved and
that’s because they come from entrenched human
behaviours. Until we develop far more effective ways
of thinking about and exerting influence on human
behaviour, the status quo will stay the same. Effective
influencers drive change by relying on six (6) different
sources of influence strategies at the same time. This
People have the right and duty to participate individually
and collectively in the planning and implementation of
their health care in a collaborative way. Therefore the
development and implementation of health policy and
health services must be based on the maxim ‘nothing
about us without us’.
is an opportunity to learn the power of influence by
The legitimacy and sustainability of any major health
identifying the high leverage behaviours that make
care policy decision depends on how well it reflects
interventions a remarkable success.
the underlying values and views of the community.
Presenter Biography
With a background in hospital management and 10
years experience consulting to prestigious clients in
the Health Care Industry and Aged Care Industry, Di
is known for her ability to connect with people in a
way which allows her to uncover the core issues and
influence people to achieve outstanding results. Her
company, Adamson and Associates, specialises in
optimising personal and organisational performance.
She is an inspirational speaker, facilitator and executive
coach. Di stimulates, energises and challenges people
in the areas of leadership, complex communication
skills, team skills and effecting cultural change. She is
a regular guest presenter on the Aged Care Television
channel and is a sought after presenter throughout
10
Session Overview
Australia and New Zealand.
Community engagement and participation requires the
opportunity for the community as well as nurses and
midwives and other health providers and managers
within the health sector to assess evidence, develop
priorities and develop and implement plans to improve
health and health care according to those priorities.
Strategies to achieve active community participation in
the development of health policy, health services and in
their own care recognise the often disempowered nature
of people’s relationships with health care providers in a
health system that is highly complex and confusing for
people. This requires support for building the capacity
of persons to be actively involved in making decisions
about their own health and health care.
This session will explore how nurses and midwives
can and do improve peoples’ capacity to actively
participate in their care and the shape of the health
Winter 2010
services whether this is in primary health care or acute
health care.
Session Overviews for Speakers
continued
National Registration for
Nursing and Midwifery
Clinical Excellence –
Strategic Leadership
ANNE COPELAND
Director of Nursing, Wesley Hospital,
ADJUNCT PROFESSOR
ANNETTE SOLMAN
Brisbane
RN, DIP HSN, MASTERS NR
Chairperson, Nursing and Midwifery
Executive Director of Nursing
Board of Australia
The Children’s Hospital at Westmead,
NSW
Session Overview
The new national registration and accreditation scheme
Session Overview
for health professionals commenced on 1st July 2010
Strategic Leadership is essential to achieving sustained
under the Health Practitioner Regulation National Law.
excellence in Clinical Practice.
There are 10 health professions starting in the scheme
initially, with four (4) more expected to join in 2012.
Nursing and Midwifery is included in the start-up.
transformational
will
explore
leadership
the
style
blending
and
of
a
practice
development approaches through the lens of critical
social science. Practical examples will be presented
of Australia comprises of eight (8) practitioners, one
to contextualize this work within the real world of the
(1) from each state and territory, as well as four (4)
clinical practice setting.
nurse. The Board has been working on policy related
to registration and regulation and is also working on
setting direction and leadership for the future.
Presenter Biography
During the past 13 years Annette has held a number of
senior positions in health care and is Adjunct Professor
with The University of Technology Sydney. Annette
This presentation will outline the legislation and what
has led and supported others in change management
it means for nursing and midwifery and will provide an
processes resulting in workplace re-design and
overview of progress to date.
workforce re-design. Annette has been chief researcher
Presenter Biography
on projects exploring development of healthcare
Anne Copeland has been the Director of Nursing of
professionals to provide a person centred approach to
The Wesley Hospital, Brisbane since November 2003
care and a workplace culture of a learning organisation.
and has held nursing leadership positions in acute care
Annette is focused on professional nursing practice and
private hospitals for more than 16 years. Anne is the
leadership development and is committed to working
inaugural Chairperson of the Nursing and Midwifery
within nurses to ensure the best outcomes for patients,
Board of Australia. She is also the Chairperson of the
families, staff and the organisation.
Queensland Nursing Council and is an ACHS Surveyor.
Winter 2010
session
The membership of the Nursing and Midwifery Board
consumers. One of the practitioners is an enrolled
11
This
She has qualifications in nursing, administration and
finance.
Membership Update
Membership Summary
Membership is now 210 financial members. New Full Members
Lynda Campbell – Nurse Unit Manager, Chronic Disease Unit, Mackay Base Hospital
Kathryn Jeanette Dougan – Nurse Unit Manager, Rehabilitation Unit, Mackay Base Hospital
Laura Dyer – Nurse Unit Manager, Logan Hospital
Jenny Jaspers – ICU Nurse Educator, Nambour General Hospital
Mark Kearin – Executive Director of Nursing and Midwifery, Darling Downs, West Moreton HSD
Michelle Lawton – Nurse Manager – Workforce, Redcliffe Hospital
Terrianne Messina – Public Health Nurse, Tropical Regional Services
Assoc Prof. Desley Raynham – Clinical Nurse, Mackay Base Hospital
Amanda Scanlon – Nurse Educator, Mackay Base Hospital
Natalie Skerman – Nurse Unit Manager, Princess Alexandra Hospital
Heather Skien – CNC Cancer Service, Mackay Health Services
Jacqueline Thomson – Principal Project Officer (Substantive Position – NUM), Maternity Unit Primary
Community & Extended Care Branch
John Tracey – Team Leader, Coordinator Mental Health, Whitsunday Health Service, Prosperpine Hospital
Membership Fees
Annual fee (July-June) - $110 (incl GST)
Annual membership subscription is due and payable by all members at 1 July every year. All membership
fees are tax deductible.
Interstate Associate Members
AQNL now extends membership to Interstate Associate Members and you are encouraged to network with
your colleagues interstate to advise them of this new membership type.
12
Interstate Associate Membership is open to Registered Nurses within Health Service
Providers in Australia (outside Queensland) with an interest in Nurse leadership
and management who are able to contribute to the aims of the Association.
Interstate Associate Members receive all the members’ benefits excluding
voting rights and are not entitled to hold positions on the Executive Committee.
ASSOCIATION
QUEENSLAND
NURSE
LEADERS
OF
Winter 2010
Membership is Available Online!
Alternatively, forms can be downloaded from www.aqnl.org.au
or request one to be sent to you by email [email protected]
with “Membership Form” in the subject line.
(INC.)
Lyn says farewell to Emerald and hello to her old friend Saudi Arabia
Some could say it’s a leap from the frying pan
into the fire, but Emerald Hospital’s Director
of Nursing Lyn Zeller is excited about her next
career adventure in Saudi Arabia. Lyn is sad to be
leaving the warm climes of Emerald today after
nearly six years, but is looking forward to her next
chapter influencing birthing practices at a large
women’s hospital, in an even hotter part of the
world. She is no stranger to Saudi Arabia, having
spent a 12-month secondment as executive
director at a big women’s hospital a year ago.
Everything about the Riyadh hospital is on a large scale
– there are 1000 beds and some 5000 nurses and
26 birthing suites. This women’s hospital is just one
of many that make up a virtual city of hospitals. The
neonatal intensive care unit had 50 ventilated neonatal
cots and there were also 50 special-care cots. Lyn’s role
involved the implementation of a clinical governance
framework, setting up quality improvement and risk
management processes. She had to sort out the
competent nurses from the non-competent. Her work
was recognised when she was presented with a trophy
and certificate by the hospital CEO for excellence in
the management of a hospital. “I pretty much had
open slather and could work with all nursing staff.
We brought in education programs and self-directed
learning packages,” Lyn said.
We introduced lactation consultants to give breastfeeding advice and opened up a midwifery antenatal
clinic and antenatal clinics. Breast feeding numbers
were only 22% when I arrived but increased to 89% by
the time I left. “The antenatal clinics were incredible. We
would see about 300 women a day and it would just be
a sea of black because the women were covered head
to toe in black clothing,” Lyn said. “There were all these
little kids running around and I had no idea how they
knew who their mothers were because they all looked
the same, but they managed to do it.”
Winter 2010
13
Women’s health is improving all the time in the maledominated culture of Saudi Arabia and Lyn is happy
to be involved in that change. She was called early
this year by the Saudi Ministry of Health, asking if she
was interested in going back to help set up the sister
hospitals in Dammam and Jeddah. The offer was too
good to refuse. “It will be a huge challenge, with plenty
of travelling around and a lot of planning and research.”
During Lyn’s last stint in Riyadh she observed a very
different approach to management. “When I entered the
room the nurses would stand up and say ‘Good morning
Miss Lynette’,” she said. While there are obvious
similarities to birthing around the world, Lyn says there
are also many cultural differences. “In Saudi, traditionally
men are not allowed in the birth suite, but when I was
there I brought in the use of a support person, such as a
mother, sister or friend, to go in with the woman so she
wasn’t alone.” There are also many cultural differences
with clothing. Outside of the compound women wear a
black abiya (a big cape), and western women always take
a head scarf just in case. “At work we wore ankle-length
loose-fitting pants or skirts with blouses that could be
buttoned up to the neck and a long white lab coat, with
flat, rubber-soled shoes that didn’t make a noise on the
marble floors,” Lyn said. “We also had to cover our hair.”
Lyn said she was very aware she was living in a totally
different culture. “Over there I am the foreigner and I have
to respect the way they do and say things.”
While Lyn is excited about the prospect of another
two years and more in Saudi Arabia, she will miss her
many friends in Emerald. “I’ll miss the socialising and
the freedom, but I will also miss the challenges that
lay ahead,” Lyn said. “I’ve been a part of the Emerald
community for nearly six years.”
She has enjoyed implementing a Midwifery Model of
Care. “The Directors of Nursing and midwives right
across the Central Queensland district have a great
relationship,” Lyn said. “Being a rural director of nursing
is all about getting down at the coal face and working
with the nurses and pitching in where you need to. “I
really enjoy being involved in the clinical side of things …
getting into the birthing suite or on the ward when they’re
short and being able to feel as though you’re part of a
team to keep things happening. “It’s a great team we’ve
got out here.
Source: July 2010 edition of “The Drift”, the Central
Queensland Health Service District newsletter.
Right: Lyn dressed for the Saudi outdoors.
Below: Barb Forster, Lela Freeman, Colleen
Garrard, Helen McMonagle, Julie Krebs and Ruth
Lindsay say farewell to Lyn Zeller.
AQNL Emerging Nurse Leader 2009 – Continues to Shine!
The following article features AQNL member
Michelle Gibb. Michelle was awarded the 2009
AQNL Emerging Nurse Leader and 2009 AQNL
Best Paper Award for her abstract presented at
the Conference.
Your nominations for Emerging Nurse Leader
2010 and Outstanding Achievement in Nursing
2010 are invited prior to 1 September 2010. Full
details are listed on the AQNL website (www.
aqnl.org.au)
Fellowship to pursue improved
wound healing
Travelling halfway around the world to see wounds like
leg and pressure ulcers might not be everyone’s dream
trip, but for Queensland University of Technology’s
(QUT) Michelle Gibb it may help the thousands of
people who suffer from chronic wounds every year.
Miss Gibb, who is a nurse practitioner in wound
management at QUT, has been awarded a prestigious
Churchill Fellowship to pursue her passion to improve
wound healing in Australia. She has been granted a
Bob and June Prickett Churchill Fellowship.
The fellowship, in honour of Sir Winston Churchill,
offers recipients the opportunity to travel overseas and
make contact with experts in their field.
“I will spend four weeks at the Wound Healing
Research Unit in Cardiff Wales and then two weeks at
the Copenhagen Wound Healing Centre in Denmark to
explore how their multidisciplinary wound care teams
are making a difference to wound healing,” Miss Gibb
said.
Winter 2010
14
“This is an opportunity for me to get a first-hand look
at how different members of the health care team
including doctors, allied health practitioners such as
podiatrists, occupational therapists and nurses, work
together as a team.
“Over there wound care is a medical speciality, whereas
in Australia it is not. “I want to look at how their models
work at providing improved healthcare outcomes and
how we might be able to adopt them in Australia.”
Miss Gibb said both wound healing centres in Cardiff
and Copenhagen were leading the way in wound care
management. “We benchmark against their wound
healing outcomes, so we know they are the best in this
area,” she said. “This is a fantastic opportunity to see
how they do things and bring that knowledge back to
Australia.”
With between one and three per cent of people aged over
60 experiencing a chronic wound like a leg ulcer, Miss
Gibb said it was essential to look for ways to improve
wound healing. “Chronic wounds are an important
and costly medical issue and cost Australia’s health
care system more than $2.6 billion a year,” she said.
“These wounds are painful and debilitating, resulting
in extreme reductions in the quality-of-life of sufferers
across months or years, or potentially decades. For
many patients living with chronic non-healing wounds,
amputation of an affected limb is the only option. If we
can find better ways to heal these wounds, then we will
be making a big difference to people’s lives.”
QUT is a leader in research in wound healing in Australia
and offers a Wound Healing Community Outreach
Service aimed at improve healing rates and quality of
life for sufferers of chronic wounds.
For more information visit http://www.healthclinics.qut.
edu.au/
Miss Gibb is a member of QUT’s Institute of Health and
Biomedical Innovation, the university’s largest research
institute which brings together Australia’s most creative
and innovative minds in health, science and biomedical
engineering research.
Source: QUT News website.
Mentoring Framework Toolkit Evaluation
In September 2007 the Association of Queensland
Nurse Leaders (AQNL) received a $50,000 grant
from the Queensland Government for the purpose
of developing a mentoring program for aspiring
nurse leaders in Queensland. The purpose of the
program is to provide an opportunity to further
develop the potential of those nurse leaders
currently in leadership roles.
A Mentoring Framework and Toolkit has been developed
by the AQNL and distributed widely to nurse leaders
in Queensland. To evaluate the reach, relevance and
value of the documents the AQNL conducted a survey
of its’ membership. Herein are the results of the survey.
A total of 26 nurse leaders responded to the survey.
Of these 89% worked in the public sector, 7% in the
private sector and 4 % in an academic role.
96% of respondents were aware of the Mentor
Framework and Toolkit, with 41% having received a
copy via AQNL membership mail out, 14% downloaded
a copy from the AQNL website and 28% received their
copy at the 2008 or 2009 AQNL annual Conference.
The remaining respondents received their copy though
other methods in their workplace. Membership mail
out and availability of the documents at the AQNL
annual Conferences appear to be the best methods of
dissemination.
The Framework Toolkit was used by 50% of
respondents. Of these, 44% are using or have used
the documents in a formal mentoring arrangement,
either as a mentor or mentee. The remaining 56% of
respondents indicated the documents were used in an
informal mentoring arrangement.
Winter 2010
15
Of the 50% respondents who have not used the
documents indicated this was due to their workplace
having a mentoring program in place already. 25%
indicated there was no mentor available to them.
A four point scale was used to determine the value
and relevance of the documents with participants
being asked to agree, partly agree, partly disagree
and disagree for these questions. 96% of respondents
agreed or partly agreed the mentor guide and resources
were useful with the same number (96%) also indicating
they felt the documents were relevant to them.
100% of respondents agreed or partly agreed the
objectives of the mentor program were clearly
outlined in the documentation provided and sufficient
timeframes were given for meeting objectives.
Survey participants were asked to comment on what
they found most useful about the Mentor Framework
documents. 96 % indicated the format was user friendly.
There were numerous comments on the Framework
and Toolkit documents being excellent for articulating
the purpose and format of a mentoring relationship, and
for defining roles and responsibilities and timeframes.
Comments also indicated appreciation for the flexibility
of the documents. An area suggested for consideration
was to include reference to values and beliefs. Caution
was advised against development of managers (who
abandon nursing) rather than leaders being effective
in translating and articulating nursing into the reform
agenda that actually demonstrates the value of nurses
and of nursing.
‘Reference to beliefs and values would be
helpful in the toolkit to reflect the focus on
nursing’s unique values base this would assist
in negotiating some of the role and values
dissonance for nurses as they meet challenges
in the leadership of nursing. Without clarity and
in particular, conceptual clarity around these
foundational belief systems, the mentoring
framework risks becoming an apparatus for the
reproduction of managerialists.’ Anon
The next set of questions in the survey pertained to the
mentor relationship. 96% of respondents felt the mentor
relationship was useful for sharing of ideas. 100% of
respondents felt the mentor relationship stimulated
interest and motivation to improve practice. 90% of
respondents found value in participating in a mentoring
relationship under this Framework and considered
(agreed or partly agreed) they have improved from
a professional perspective since participating in a
mentor relationship. 10% indicated this was not the
case for them.
Mentoring Framework Toolkit Evaluation
continued
Suggestions for improvement of the mentor relationship
included having a central register of available mentors
and for individuals to commit dedicated time to
participate if in a mentoring relationship.
health care. AQNL believes that this Framework can be
utilised within existing resources to provide a generic
and scientific approach to developing leadership skills
for nurse leaders in all settings.
The Mentoring Framework has been adopted at a unit
level by 50% of the respondents and by divisional or
facility level by a further 30%. 20% of respondents
indicated the Mentoring Framework has been taken up
by disciplines other than nursing in their organisation.
Report compiled by W Fennah - July 2010.
The AQNL recognises the need for development of
managers from business unit level upward to prevent
a corporate knowledge gap and provide leadership for
tomorrow that is flexible, contemporary and innovative
to meet the changing complexity and changes within
MOVING?
If you are changing your contact details (including
email, phone, address) remember to advise us to
ensure you continue to receive information from
the Association of Queensland Nurse Leaders.
DISCLAIMER
The opinions expressed by authors are their own
and not necessarily those of the Association
of Queensland Nurse Leaders, the Editor, nor
the Executive Committee. The Association of
Queensland Nurse Leaders, the Editor and
the Executive Committee therefore accept no
responsibility for the accuracy of statements
appearing within.
Winter 2010
16
Thank you to those who completed the Evaluation
of the Mentoring Framework and Toolkit.
Congratulations to Lisa Milne, NUM, Proserpine
Hospital. You have won a complimentary
full registration at this years’ AQNL Annual
Conference. , Nurse Leaders – True Gems.
SEE YOUR WORK PUBLISHED!
All members are encouraged to submit material
for inclusion in Snapshot.
If you would like to submit an article for publication,
please follow the submission guidelines below.
Submission guidelines:
Send to: [email protected]
Maximum words: 300 (200 preferred)
Images: JPG format
Article options: Research Results, Book Review,
Management
Dilemmas,
Reports
and/or
Feedback on Nurse Leadership events.
Submissions may be edited for content or
length and inclusion is dependent on space and
relevance to the readership group.