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SA Branch Newsletter
June 2015 - Issue 45

SA Branch newsletter generously sponsored by:
In this edition:
* President's column   
Editorial - Are Your Internal Inquiries Confidential?               
* Spotlight on Dinner and Conference
* People on the Move
* Member Profile - Dr Chris Bollen
* Wounds are a Growing Challenge
* Automated Guided Trolleys

Wellbeing Blog - Amanda Shields
From the President:
Welcome to the June newsletter. It's hard to believe that we are almost half way through the year and I am pleased to report that our mission in providing professional development sessions around leadership has been well received.
We were privileged to have three outstanding chief executives present their 'leadership' stories on how they have lead their organisations through ‘rolling up their sleeves’ to ‘get to know the business’ and ‘applied common sense’ leadership skills to transform their organisations. The three stories, while very different and very personal, all had a common theme about listening to your people, being clear about what you need to achieve and ensure that you have the right people around you to support the directions to which you are aiming. A more detailed summary appears later in the newsletter.
Registrations are now open for this year's annual dinner and conference on Thursday 30 and Friday 31 July. We will be expanding our leadership theme to discuss other key elements of a successful organisation - governance and strategic thinking and planning. I urge you to review the program (outlined later in the newsletter) to see the calibre of the speakers that will be presenting at our conference. We are hoping that the conference topics will provide our members and colleagues with practical and insightful examples to support our responsibilities as leaders in our organisations.
We are very thankful for the ongoing sponsorship by SA Health and the Health Care Management Unit at Flinders University for our annual conference. We are also very fortunate to have Ernst and Young join us this year as a Platinum sponsor. It is through the valuable contribution of our sponsors that we are able to keep our registrations very affordable.
Notice of the 2015 annual meeting of the SA Branch to be held at the conclusion of the conference has been distributed. I would like to extend an invitation to our members to attend.
Thank you for your continuing support and I look forward to seeing you in July.

 Kae Martin, President ACHSM SA
Professional Development

SA Branch Annual Fellows and Members Dinner
Thursday 30th July

Annual Conference Day
Friday 31st July
National Wine Centre

Annual General Meeting
Friday 31st July 4.15pm
National Wine Centre


Unit 5/259 Glen Osmond Road, Frewville 5063
Telephone 08 83793070 (non-urgent messages);
Executive Officer 0407796122

Editor: Heather Baron. Layout: Amanda Shields. The editorial group reserves the right to edit articles but will always contact the author to confirm any changes.


Are Your Internal Inquiries Confidential?

When an adverse event occurs or is notified, it is the norm to immediately undertake some form of inquiry. How this inquiry is conducted and what is done with the outcome of the inquiry varies depending on policies, procedures and mandatory reporting requirements. Invariably some form of report is prepared.
In today's 'transparent' world, there is ever increasing pressure for not only the reports but also the underlying documents generated during the course of the inquiry to be made externally available. This is particularly pertinent where there is litigation or some form of public inquiry such as a coronial inquest. No matter whether you label these reports as 'confidential' or even 'privileged'.
This pressure was brought home starkly with the front page headline in The Advertiser of Monday 8 June 2015 that read 'DEATH FILE KEPT SECRET'. The headline was referring to a current inquest being conducted by the South Australian Deputy Coroner in which he has issued a summons against the Chief Executive of SA Health for the production of documentation received by or created by the 'Maternal Perinatal and Infant Mortality Committee' relating to the prior death of a patient in similar circumstances to the death he was investigating.
The committee is a body established under Part 7 of the Health Care Act 2008. Its terms of reference are to advise the chief executive of SA Health on the pattern and causation of maternal, perinatal and infant deaths as well as avoidability and education and training for relevant medical professionals.
Section 66 of the Health Care Act 2008 seeks to protect information provided to the committee and specifically protects that information from production in the course of legal proceedings. The issue central to the arguments raised before the Deputy Coroner is whether information provided by the committee to the Chief Executive of SA Health is covered by the protections in the in the Act. This matter is now before the Supreme Court by way of judicial review.
Putting aside the technical issues raised by this case, there are some very important matters to be borne in mind when embarking on any inquiry including:
  • under what power is the inquiry conducted. I note the powers contained in Section 64 of the Health Care Act 2088 which permit declaration of 'authorised activities' and 'authorised persons' can be utilised to enable committees to be established to undertake enquiries.
  • what are its terms of reference;
  • to whom will any report be produced and the possibility that the report may be the subject of public disclosure;
  • whether there are any protections such as privilege or statutory (i.e. Section 64) that might apply and how do you ensure they are properly utilised.
This is not intended to frighten or deter you from embarking on relevant inquiries but rather to reinforce the fact that there needs to be appropriate structure around any inquiry from its outset and participants should be warned that confidentiality cannot be guaranteed. In fact the Coroner in findings delivered on 11 June 2015 in an unrelated inquest urges that timely and proper inquiries independent of the Coroner be undertaken.

Ralph Bonig Special Counsel and Kathryn Lincoln Partner and Joint Head of the market-leading Insurance practice area.

Finlaysons State / Regional Law Firm of the Year 2015

This article has been produced for information and is not intended to criticise any persons mentioned in any way.


Highlights From the Professional Development and Networking Event - 20th May 2015

Leadership; strategy and success - three diverse stories
Personal reflections, real circumstances and practical 'take home' messages from three guest speakers made for an excellent professional development event on 20 May attended by 50 members and guests.

Michael Hickinbotham, Managing Director, Hickinbotham Group

Michael commenced his presentation showing a video about '50 acts of kindness' carried out by company staff emphasising these acts demonstrate "the values the company stands for". 

His story about leaving law to take over a family business and very quickly identifying the need for major reform if the company was to survive was a personal account about making difficult decisions, strategic planning and hard work. 

In an environment of ruthless banks and declining state finances, he and his team worked on the things that "were in the company's sphere of influence". These were sharper marketing, improving designs, the quality of staff and construction, and recruiting people with passion. It took ten years of hard work and re-engineering the whole organisation. The group is now the largest builder in South Australia, in the top ten in Australia and only based in Adelaide.

He emphasised the importance of everyone in the organisation being committed to the company's values and the need to "jettison them out and find people who will" if someone does not come along on the "clear, chartered course". 

His key message was to face the facts, establish core values, get the best people and make money "otherwise it's a hobby". The customers are the bosses. No one has a job for ever - it is contingent on satisfaction from the customers - all down the line. He quoted Edwards Deming who said "You can't manage what you don't measure". The Hickinbotham Group measures everything with the most important measure being whether customers positively refer to others, currently at 8.5 /10.

Cathy Miller, Chief Executive, Minda Inc.

Cathy also commenced her presentation with a video 'Anthony's story'. This was a story about the success achieved by a young person who has been part of the day options program and who says "he is proud of where he is now".

On the first day of her new job, Cathy arrived to find demonstrations outside the building, rumours that the office was "bugged" and was told about death threats received by the previous CEO. She also quickly identified an  organisation with little trust in management and the need to support the people who came back to work every day. The first year was one of "soothing and healing" helped by spending time with every shift in every program. 

The organisation embarked on a $5million project Real Lives, Real People - 42 projects in 10 streams - to transform it to one with a person-centred approach. A communication plan was developed, a leadership and project team to drive change was established and five houses chosen as demonstration sites to "get buy in". A code of conduct was developed and the values of the organisation constantly emphasised. 

The project is continuing in an environment of ongoing challenges such as an increasingly diverse population needing care including a younger population as the National Disability Insurance Scheme is trialled in South Australia. Staff survey results have improved, planning for additional houses and programs is underway and the organisation continues to grown on its original site. 

David Panter, Chief Executive, ECH Inc.

In opening his presentation David explained that since his first job building a new AIDS service at St Mary's Hospital in the UK he has been either setting up something new or turning organisations around. He outlined the success achieved with the Brighton Hove Council in the UK by focusing on "servicing the people who wanted the service". After three years and when he left in 2004, it was in the top 10 councils in the UK. David outlined some personal experiences to emphasise the importance of modelling behaviour we expect of others and living the values of an organisation in which one works.

The organisation of which he has been CE for two months "is not broken" but is at a critical point in its history. David explained that, like Minda, ECH was founded as a benevolent organisation and has been a traditional aged care facility for 51 years. The organisation sold its nursing home beds in 2014 and is now focused on independent living. There is a need for a "different way of thinking". He has longitudinal data indicating that people who enter a nursing home die four years earlier than the general population and no clinical evidence that people with dementia need to be in a nursing home.
1. David Panter, Cathy Miller, Michael Hickinbotham (page 1)
2. Paul Lamb and Anthony Le
3. Steve Watts and Roz Hanson (Spotless), Lee Martin

We welcome any 'Upcoming events' in South Australia that you might like to advertise in the newsletter. Please send us your information via our email

Annual dinner  - Thursday 30 July 2015 in The Gallery, National Wine Centre commencing at 6.30p.m. for 7.00p.m
The annual dinner to honour our Fellows and Life Members continues to be combined with the annual conference dinner as has been our custom for the last few years. We feel this is a way for people to catch up with current members and branch supporters - both past and present. It also allows us to maximise our attendance at the one event.  
Our guest speaker for the evening is Professor Robert Casson, Head of the Discipline of Ophthalmology and Visual Science at Adelaide University and Director and Chief Scientific Advisor to Sight for All. He is coming in his capacity as a director for the Sight for All organisation and I am assured he has amazing photos to show and stories to tell.

Annual state conference - Friday 31 July 2015 in the Hickinbotham Hall, National Wine Centre commencing at 0800
This year's theme is 'Governance and leadership for the future: Are we working for the future or still working in the past?' Any review of journal articles, reports, conferences and professional development events (and the list goes on) will find topics such as leadership, governance, transformation have been reviewed, reported on and discussed many times in the past. So why do we need to keep talking about these fundamental principles?
An excellent group of keynote speakers will discuss the future and the impact of lack of strong leadership and the essential links to governance and strategic planning and thinking. We are pleased that Ms Kelly Vincent, MLC, Dignity for Disability Party's representative in SA Parliament has agreed to officially open the 2015 conference. Other keynote speakers include: 

Dr Kristin Alford, Futurist & Founding Director of Bridge8
Ms Elaine Bensted, Chief Executive, ZoosSA
Ms Patricia Christie, Chief Executive Officer, Office for Public Integrity and Independent Commissioner Against Corruption
Ms Virginia Hickey, Director @ The Board Table
Mr Jeremy Schultz, Partner, Finlaysons Lawyers
Dr Niki Vincent, Chief Executive, Leaders Institute of South Australia
Mr Paul Waterson, Group General Manager, Spotless 

Please use the following link to obtain more information and register on line for both the dinner and the conference

People on the Move

Imagine this, 800 million plus! Yes 800 million plus people travelling across a country with one aim – to get to their families to celebrate the biggest event of the year. A journey undertaken by some who haven’t seen their loved ones for a year or more, others who will be making the long journey for the first time since moving away to work in a new city. A journey by parents who have had to take a job away from their families because the pay is higher than they would otherwise earn in their local community . For some, it will be an opportunity of taking a girlfriend or boyfriend home to their families for approval!


What’s this I’m talking about?. Well some say it’s the greatest migration of people on an annual basis anywhere in the world and who am I to argue with that? Simply put, it’s the run-up to the start of the Chinese New Year, here in China. The Chinese might celebrate the change in the western calendar as the clock moves from midnight on the 31 of December to the 1 of January each year. But that’s nothing compared to their own Lunar New Year which as the name suggests is dictated by the Lunar Calendar with 2015 being the Year of the Sheep. I am not sure if you can tell a person’s character by the year in which they were born. I was born in the year of the Tiger which is considered to be a strong fearsome animal.


Now of course the Lunar New Year is only one night with the Spring Festival being celebrated immediately afterwards for fifteen days culminating in the Lantern Festival on the fifteenth day of the Lunar New Year.


So what is it that drives millions of people to make their individual journey each and every year? One word really and it’s simply called ‘Family’. The desire to be with their families and spend time celebrating the New Year with them. Some travel thousands of kilometres simply to spend a few days with their loved ones, eat special foods, share stories and news about their jobs, their own lives away from their families. Remember that often parents will work away from their children and see them only once a year. In some cases, grandparents bring up the children. Chinese New Year is a time for a big clean of the house, to prepare special foods, to catch up with friends and family, to buy new clothes, get a haircut and to make cuplets (the three banners that are hung outside the door – one on either side of the door and the shorter one across the top of the door. These cuplets are usually written in calligraphy style writing and you can buy these in shops but I’ve been fortunate to have one of the Chinese teacher’s sons give me a set each New Year and I hang them on the sides of the door frames and above. Everyone has them around their front door.


The Chinese New Year is very much like Christmas and New Year in western countries only on a much bigger scale. People use a variety of means to get home. Slow trains that take hours to reach your destination and come with hard and soft seats. A hard seat is a normal seat whereas a soft seat is a sleeper. Some of my students travel for 24 hours on a hard seat to reach their homes in far western Gansu Province. Others take a 10-minute bus ride because they live in the same city as this school, whilst there are some who have to travel to Hainan Island in southern China, to Inner Mongolia which borders Mongolia in the north or perhaps Xinjiang in the far west. There are also fast trains (bullet trains that are almost as expensive as a flight) and different types of coaches and buses. These go along the hundreds of motorways criss-crossing the country, along with cars, motorcycles, electric motor cycles, bicycles and any form of transport that you can think of including ‘shanks’ pony’. Oh yes, people still walk in this part of the world!


What people eat depends on which part of the country you live in. In the south of China, they eat rice but here in the north and north west, they prefer noodles. However, there are still special dishes for Chinese New Year and foods eaten include dumplings, fish and seafood, different kinds of meat, various vegetable dishes, special soups and sweets, fruits. Restaurants do a roaring trade. Chinese white wine is drunk - it’s lethal - and cards and Mahjong are played long into the early hours of the morning. In other words, the Chinese simply enjoy their time with families and friends and having time off work.


Children love Chinese New Year because they don’t have to go to school. They get new clothes and also receive little red envelopes containing money – brand new notes – from parents and relatives. These can range anywhere from 100 RMB (Yuan) (approximately 5 RMB to the Australian Dollar) to many thousands. My students all receive little red packets that they call ‘lucky money’. 

I’ve spent eight Chinese New Years here in China and Hong Kong and am invited to a friend’s house and also those of some of my former students. They spoil me terribly and I eat too much, drink too much and I lose too much at Mahjong although I am getting better. I also have to sit through the annual New Year Gala TV Programme on CCTV 1 that lasts from 8 p.m. to midnight. You can watch it via the internet and you tell me what you think of it.

Chinese New Year is certainly an event but of course you have to be here to savour it properly. China towns in many countries are all right, but why not try the real thing. You never know, you might just enjoy it. Remember to bring warm clothes though because it’s in the early part of the year which in China is winter time! Chinese New Year 2016 will be celebrated on the 8th February and will usher in the Year of the Monkey.

SA Branch Annual General Meeting

The notice advising members that the SA Branch annual meeting is to held on Friday 31 July 2015 has been distributed recently. The meeting will be held in the Hickinbotham Room at the National Wine Centre following the conclusion of the conference day (approximately 4.15p.m.). Please contact the Executive Officer via our email if you are interested in nominating for the Branch Council.

SA Branch Council Member Profile

Chris Bollen


Can you please outline your early career job roles?
I became managing partner of a general practice in 1991 with no experience apart from my father’s wise words and counsel! I focused on doing the best job for my patients clinically as well as trying to run a profitable medical practice. The two are not always compatible in our volume-driven Medicare funding system. 

My first 'extracurricular' job was with the Adelaide North East Division of General Practice (ANEDGP) when I become involved in a domestic violence project, following which I was offered a part-time GP Liaison role and completed a University of New England Diploma of Practice Management. I commenced board roles at SA Divisions Incorporated becoming treasurer and then chair. I resigned after 12 years in the general practice looking for new challenges. In 2002, I commenced an MBA but recognised a need to work in a large organisation to make full use of the program. I applied for the part-time role of Director of GP Training at The Queen Elizabeth Hospital (TQEH) and my SA Health career began. I joined regional safety and quality committees, the OACIS Operations Group and became an OACIS clinical champion at TQEH.

I completed my MBA in December 2004 and commenced a part-time CEO role at ANEDGP while juggling my clinical GP role and TQEH job. The pinnacle of this seven years was the successful partnership with Central Northern Adelaide Health Service when David Panter was a new CEO. ANEDGP held the key contract for a project called GP Plus Nurses for five years across five divisions resulting in the recruitment, training and placement of 152 new practice nurses to 140 general practices. This resulted in chronic disease clinics and nurses and practice managers equipped to understand the use of data extraction tools such as Practice Health Atlas and PENCAT for practice improvement programs.

How did you find your niche?
My niche has been to combine my management expertise with my teaching/education background and my passion for quality improvement through my company BMP Healthcare Consulting. This role occurred after the Division of General Practice had to wind up after the Commonwealth Government chose to fund Medicare Locals instead. My father had been director of the company for many years and offered me the opportunity to become director and take it any direction I desired! As a result I have slowly built the business over the past two years and now have clients in three states ranging from Medicare locals to aged care and private hospitals, and community companies.

What has been your ACHSM experience so far?
I try to attend events annually and in 2015 I was accepted for Fellowship candidature.

What is your advice to emerging health service managers? 
Always look at investing in self education and try to utilize and develop different skill sets. Staying current with the big picture of health care is imperative. I have twice attended the inspiring (US) Institute for Healthcare Improvement Global Forum on Safety and Quality of Health Care. Finally, self care is a must for all health service managers. It is a stressful environment and looking after your body and mind with exercise, positive social connection and hobbies will help you endure, which is a must as we all have to work longer now!

What is your key goal (looking forward)? 
Successfully completing the Fellowship exam in 2015, enjoying the work I do and making a difference to the health of our community.

What succession and legacy do you hope to leave?
A greater respect by all clinicians and managers for the issues of the care of the older person in our health system.

What do you believe are the fundamental competencies for health care managers in the future
Understanding management issues through the patient’s eyes. Focus on safety and quality always. Remember the standard you walk past is the standard you are prepared to accept and this will impact on safe care.

Wounds are a growing challenge
Kay Backhouse, Sales Executive Hospital - Healthcare Division, Smith & Nephew
South Australia / Northern Territory

Wounds have been called ‘the silent epidemic’. In a typical hospital setting today, up to 50%[1] of beds will be occupied by patients with wounds. In the community, management of wounds takes up over half of all resources[2]. The challenge of wounds has crept up insidiously on healthcare systems for some years now. Why? Demographics are part of it. The incidence of chronic wounds is strongly correlated with age, and in the developed world, average life expectancy is now almost 80, and rising[1].                    
Disease states such as diabetes have a high association with wounds. Ddiabetes is estimated to affect up to 5% of the population[2][3] in Australia and New Zealand. In the 30 years from 2002-03 to 2032-33, costs from diabetes were projected to increase 436 per cent, from $1.6 billion to $8.6 billion AUD.[4]
Surgical interventions, which do so much to improve patients’ lives, of course produce wounds. These too are vulnerable with approximately 4% becoming infected[2].
The challenge is exacerbated by the varying levels of wound training currently available to healthcare professionals. The result is a debilitating personal cost to the patient, and a draining economic cost to the system.
The human cost of wounds can be identified through a patient’s ability to socialise and work, altered body image, odour (or perception/fear of) ability to rest and maintain good nutritional status and anxiety or distress, and co-morbidities.  The 'the economic cost' 
is the use of resources such as nurse and other healthcare professionals time, dressings and other materials and equipment; hospital beds and operating theatre time, and bureaucracy and administration. This means that the economic cost of wounds can be reduced by reducing any or all of the resources required to treat a wound.
There are three main drivers that determine the level of resources used in wound care and these are the first things to look at when trying to make wound care more efficient. 
1. The time it takes to heal a wound
2. The frequency of dressing changes
3. The incidence 
complications such as infection.
Reducing hidden costs: dressing changes
In economic terms what is important about a product is its impact on resources, not just its unit price. It is sometimes tempting for decision makers to try and improve efficiency by switching to cheap, low quality dressing products when budgets are restricted. This may not have the desired effect, because not only is the cost of dressings usually a relative small part of the total cost, but the dressing themselves may have a large impact on other costs such as nursing time (if the dressings have to be changed mor frequently) or the cost of complications such as infection. 
The fact that expenditure on dressings is a relatively minor part of the total cost of wound care might suggest that dressings are less important than other areas of wound care. However, nothing could be further from the truth. In fact, dressing choice is vitally important because dressings have the capability to have a huge impact on other areas of resource such as nurse time (because of frequency of dressing change) and hospital costs (because of complications such as surgical site infection).
Reducing hidden costs: infection
For patients, surgical site infections are associated with significant morbidity, increased pain, further time in hospital away from loved ones and in some cases mortality[2]. Aside from the duty of care to the patient, healthcare institutions have a strong economic imperative to take active steps to reduce the inicidence of hospital-acquired infection.[2] The consequences of infection are enormous and can involve hospital readmission, further surgery, removal of costly prosthetic joints and months of antibiotic therapy[1]. In one Australian study, the total additional cost of length of stay and antibiotic usage attributable to a surgical site infection was $12,419.[2]

[1] Government of Western Australia, Department of Health. 2009 Wounds West Wound Prevalence Survey: Key results at a glance.  Sourced from on 11/10/2011
[2] Posnett J, Gottrup F, Lundgren H & Saal G.  The resource impact of wounds on healthcare providers in Europe.  Journal of Woundcare 2009; 18(4):154-161
[3] The World Bank, World Development Indicators (WDI) April 2011
[4] New Zealand Ministry of Health.  Key Facts – obesity.  Sourced from: -key-facts on 11/10/2011
[5] Australian Institute of Health and Welfare.  Diabetes prevalences in Australia: detailed estimates for 2007-08.  Diabetes series 56. Canberra: AIWH 2011.
[6] The Australian Government, The Treasury. The 2010 Intergenerational Report.  Sourced from: on 11/10/2011.

AVG Trolleys

When the new Royal Adelaide Hospital opens in 2016, Spotless will be moving 1800 trolleys daily throughout the facility and undertaking these missions with the aid of automated guided vehicles (AGVs) instead of people, supporting the transportation of the trolleys from their location to their destination.

The design of these trolleys has been undertaken between Spotless, Hansen Yunchen Leighton Contractors (HYLC), SA Health and the AGV manufacturer and suppliers EK Engineering in Germany and RA Health (Australian Automation Partners of EK). A range of requirements have been taken into consideration. These range from AGV compatibility through to work health and safety requirements ensuring that, from end to end, the users receive a reliable and effective delivery and storage solution.

Manufacturing of these trolleys has now commenced with approximately 1000 trolleys required across all service lines in order to meet the operational requirements of the facility. These are due to be delivered to site by September 2015 to enable the commissioning and testing of services.

Special features of the trolleys includes them needing to have one set of wheels that can be locked in place, a radio-frequency identification card holder and an exactly dimensioned cavity for the AGV to drive under. The trolley then has to be the correct size to fit into the AGV dedicated lifts whilst also being of suitable dimensions to enable personnel to manoeuvre them easily and access the contents without undue bending and reaching.

The trolley items and types include clean and used linen trolleys, retherm meals and mid meal trolleys, and medical imprest, pharmacy, waste, CSSD and general imprest trolleys.

The fleet of 25 AGVs is being manufactured and will be shipped to Adelaide for July 2015 in time for commissioning to commence. The AGV fleet will be put into action from Technical Completion and are key components of the Logistics Service which is responsible for the stocking of the facility during the State/Joint Operational Commissioning phase leading up to Commercial Acceptance.


Health & Wellbeing Blog

by Amanda Shields

‘Balancing Act’
In my last blog ‘Mad March’, I discussed how busy our lives can get and that for some of us, this can leave us feeling like we are juggling too many balls and that our life is out of balance.  Life balance is essential for our health and wellbeing and in this edition I will look at this more closely. The concept of life balance can mean different things to different people so this is how I define it.

Life balance is: 
  • A journey that will change throughout life
  • Influenced by your values and beliefs
  • Linked to your changing goals, priorities and stages of life
  • A mindset 
  • A process not a destination
  • Very personal to you
  • Something that takes effort                                                               
Achieving life balance is a balancing act!

The first step to positively influence this balancing act is to reflect on your current life balance and how it is influencing your health and wellbeing. Although this may sound obvious, in reality we often don’t take the time to reflect on our lives, how we spend our time and what is important to us.  
Life Balance Activity
The following activity is designed to help you evaluate your life balance, to consider how you might improve it and ultimately your health and wellbeing.
  1. Choose approximately eight areas (life domains, roles, activities) that you consider have the most impact on your life balance and your health and wellbeing (examples listed in table below).  Write each of these areas next to a segment on the wheel below.
  2. For each area rate how satisfied you are with it in your life right now by placing a cross on the 1-10 scale.  Where 1 (centre of circle) means you are not at all satisfied and 10 means you are very satisfied (the outer circle). 
  3. Next reflect on your overall scores. In doing this you may want to ask yourself some of the following questions: 
    • How are the different domains affecting each other?
    • Are there any domains that are dominating or negatively affecting other areas of your life and if so in what way?
    • Are you tapping into your strengths and passions, and drawing on your different skills and abilities? 
    • Are you spending the majority of your time doing things that align with your personal values (who you want to be as a person)? 
    • Are you fulfilling your needs physically, socially, spiritually and psychologically? 
    • If you continue to maintain this flavour of life balance, is it contributing to your health, sense of purpose, personal development, goals and dreams? 
    • Are there areas of your life that you can influence or change?
      4.    Finally, consider what steps you could start to take to positively influence your life balance and
              enhance your health and wellbeing? 
Health and Wellbeing Domain Examples
Friendships / Family & home / Emotional health / Work / Study / Volunteering / Physical health / Physical activity / Nutrition / Energy levels / Sleep / Relaxation / Weight management / Manage chronic Conditions / Fun and leisure time / Spirituality and meaning / Personal time /  Learning & personal development  / Helping others / Self-esteem / Confidence / Achievements /  Intimacy /  Finances  
In future newsletters, I will discuss other practical strategies and tips that can contribute towards enhancing health and wellbeing.  If you have any questions or suggestions please feel free to email me at 
Amanda Shields, Occupational Therapist, Health Coach, AFCHSM, SA Branch Counsellor
Books and Articles

Managing and Leading Health Services: An Australasian Perspective

Professor Gary Day, Professor of Health Service Management at Griffith University, Queensland and SA Branch Councillor along with Sandra Leggat has released a text book for health service managers. The following information from Gary is provided as a background to the text.

It is not enough to just be a good manager or a good leader to navigate the complexity of the industry and national and international factors. Being successful, as a manager, leader or a health professional, requires a combination of both management and leadership skills and aptitudes. ‘Leading and Managing Health Services: An Australasian Perspective’ provides a critical and concise overview of the important skills, aptitudes and content areas required to successfully lead and manage in a wide range of healthcare settings no matter where you sit in the organisational structure.

This book provides insights into aspects of health care leadership and management applicable to Australasian health systems from highly experienced health care managers, leaders and academics. The extensive number of chapters cover leadership, workforce strategy and culture and managing change along with financial and project management.

Reference: Day, G.E & Leggat, S.G. (eds) (2015) Managing and Leading Health Services: An Australasian Perspective. Cambridge University Press.


A link to an interesting article about the need for transparency around surgeon's performance outcomes
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