Organisation: Illawarra Shoalhaven Local Health District
Job Title: Health Roster Nursing Project Officer
Word Limit: 8 Criterion no word limits
Location: Various
1. Current registration as a Nurse with the Australian Health Practitioners Agency (AHPRA) and a
valid Class C NSW driver’s licence with a willingness to travel to NSW Health facilities
Currently, I am registered as a Nurse with the Australian Health Practitioners Agency (AHPRA) – RN
Division 1 NMW0001053963. Additionally, I hold a Bachelor of Nursing, a Master of Health
Leadership and Management, and have completed the Effective Leadership Program (all from the
University of Wollongong), plus a Graduate Certificate in Critical Care Nursing from The College of
Nursing, NSW.
A strong working knowledge of a range of relevant legislation and the AHPRA Code of Practice
govern my role. Relevant legislation includes the Code of Professional Conduct, the Nurses Act
1992 and a range of guidelines, including those set by the Australian College of Operating Room
Nurses (ACORN) and the Australian Health Practitioner Regulation Agency (AHPRA).
Furthermore, I hold a New South Wales (NAQ) C-class Gold Driver’s Licence (8285XN) and I am
willing to travel to any NSW Health facility as directed.
2. In depth understanding and experience of staff rostering procedures with the ability to learn
new and evolving roster applications and software quickly
Part of my duties as Nurse Unit Manager (NUM) was the preparation of rosters to ensure that
wards and, in particular, the Intensive Care Unit (ICU), were manned with the requisite Nurses at
all times. Consequently, I have extended experience in preparing rosters for the ICU for a period of
eight months and for the Medical Ward B when acting as the NUM.
The system I employed was that of a pencil roster where staff would pencil in a complete roster
period of four weeks. Full-time staff could pencil in two guaranteed shifts per fortnight and part-
time staff could pencil in a pro rata amount. Although staff members were able to submit requests
for particular days off, they had very little say in the overall pattern of their roster, which I
prepared in accordance with the Nurse’s Award. Nevertheless, I always had positive feedback
about the rosters I prepared.
One of the methods I employed to secure a full roster was to fill the shortfalls with casual Nurses
by sending group text messages via mobile phone to enable casuals to choose the shifts that
suited them. The ward was notorious for working with Nurses deployed from other wards of the
hospital but during my time as Acting NUM, I filled at least 90% of the roster. This resulted in
considerably less deployment from other wards and thereby put less strain on other wards within
the hospital. Having developed a respectful relationship with the casual and part time staff on the
ward, maintaining open channels of communication was key to the success of this strategy.
During periods when I was Acting NUM, I was also required to enter all staff shifts into the Kronos
payroll system. This is a very time-consuming task and I initially received very little training.
However, I learnt the system quickly and now require only minimal assistance to fulfil the task.
Within my current role, I have undertaken all of the training made available to me in regard to the
new health roster program through the Health Education and Training Institute. Additionally, I
have been approved to attend an upcoming workshop on Best Practice Rostering offered to all
managers of Shoalhaven District Memorial Hospital. This approval was granted by the Deputy
Director of Nursing.
3. Relevant tertiary qualifications in a related field or equivalent work experience with a sound
understanding of hospital or health service administration and management practices
My qualifications include a Master of Health Leadership and Management, a Graduate Certificate
of Health Leadership and Management and completion of the Effective Leadership Program (all
from the University of Wollongong NSW) plus a Graduate Certificate in Critical Care Nursing from
the College of Nursing, NSW.
In my positions of Critical Care Nurse and Nurse Unit Manager, I have accumulated a sound
knowledge of hospital service administration and management practices over several years and I
am familiar with, and adhere to, guidelines set by the National Safety and Quality Health Service
(NSQHS) of New South Wales. Improving and maintaining high-level patient care is paramount to
me. Setting, monitoring and maintaining clinical policies and procedures ensure that our clinical
practices align with evidence-based practice and therefore provide the best care possible to our
patients within a cohesive and collaborative team environment. To this end, throughout my
current role of Nurse Unit Manager with Shoalhaven District Memorial Hospital (SDMH), I have
been active in clinical policy and procedural development, and was instrumental in the
redevelopment of the Transition of Patients from ICU to Ward Procedure. Subsequently, I
scheduled and delivered training to all relevant staff, educating them in the new processes and
then making them aware of where they could locate and refer to the relevant hard copy of this
new procedure.
In a concerted effort to increase ‘whole of hospital knowledge’ in all areas of Nursing, SDMH has
implemented the ‘Essentials of Care’ program of which I am an integral member, driving the
learning framework and supporting the development and ongoing evaluation of nursing practices
and patient care. Within a management capacity, I feel that the above has effectively
demonstrated my experience to date in quality improvement principles, clinical policy and
procedure development and implementation.
4. Strong analytical, conceptual and problem solving skills and experience in process redesign to
facilitate the development of best practice in consultation with stakeholders
My strong analytical and conceptual skills are best illustrated by my involvement in streamlining
the disjointed patient journey from Intensive Care or Coronary High Care to a ward-based recovery
care level.
The level of care that a patient receives is expressed as a points system. For example, one ICU
point; or two High Dependency Unit (HDU) points; or three Coronary Care Unit (CCU) points are
equivalent to one Registered Nurse. In contrast, the ratio of points on a general ward is four points
to one nurse and the nurse could be either a Registered Nurse Enrolled Nurse or Assisting in
Nursing. In addition, there are medical teams doing the rounds. Quite often, the 4:1 ratio is only
observed during the day with up to eight points per nursing staff member being the more
accepted ratio during night shift.
Any delay in transferring patients to wards resulted in ward patients remaining in ICU, being kept
on ICU charts and continuing to receive closer monitoring and attention than they would have
received on a general ward. Then, often with very little warning to the patient, they were
transferred out onto a ward. An action plan was needed to redesign and improve the transition of
patients from ICU to ward, including offering predictability for patients and ward staff so they
were aware of the transition, the potential for sudden transfers and the reasons for them. In
addition, care plans needed to be redesigned to align more closely with ward care plans to ensure
a smoother flow.
The result of the redesign that I undertook was a smoother, less stressful, transition for patients,
as they were kept informed of every stage. Ward staff became more comfortable as they became
more familiar with the introduced care plans and observation charts. They were able to see trends
on the charts, as opposed to a single set of observations on a ward chart. There was then no need
to negotiate ICU charts for information and no need to transcribe observations on different charts.
Additionally, as part of the set-up and opening of the discharge lounge at Shoalhaven District
Memorial Hospital, I developed the template for recording data to evaluate the effectiveness of
the discharge lounge. The analysis of collected data resulted in a change of operating hours to best
suit the needs of the wards. I also developed a patient survey to gauge patient experience before
and after the implemented change. The opening of the lounge has had a positive impact on
patient flow, in some part alleviating the access block from the Emergency Department to the
wards.
5. Ability to establish and maintain a clear schedule and timeframes for implementation, and
the ability to prioritise tasks and workload to meet deadlines
To assist with prioritising my work, such as ward rounds, I employ time management techniques to
ensure that all work is completed in a timely manner. This includes performing consultations,
following up test results, and liaising with patients’ General Practitioners regarding each patient’s
state and progress. I ensure that discharge summaries and other correspondence are completed
with minimum delay and that all such correspondence is complete prior to the patient leaving the
hospital. In addition, I maintain comprehensive, accurate and concise medical records for patients,
with an appropriate signed and dated legible entry in the patient's medical record on every
attendance upon a patient. Furthermore, I always print my name under my signature to ensure
that an audit trail can be made.
It is vital to have an excellent understanding of hospital administration and a good knowledge of
the rostering so a clear schedule can be implemented that ensures the smooth running of the
wards and patient safety is assured. Occasionally, there are shortfalls in the roster such as sick
leave and unplanned absences. A very good and clear understanding of hospital administration is
required in order to ensure staffing levels are safe and the correct skill mix is present in each ward,
particularly the ICU.
For example, when I am deployed in the role of After Hours Senior Nurse Manager (AHSNM), I
apply the appropriate prioritising of tasks and workloads in order to ensure the smooth running of
the ward in the interests of patient safety and security. This includes communication with all levels
of hospital staff from cleaners to the senior medical staff and other stakeholders. It is during these
times that I deploy staff from one area to another to ensure a proper balance and mix of skills
covers each ward.
The roster is of particular importance to staff members who work a seven-day rotating roster, as it
has such an impact on their private lives. Many of my colleagues have asked me about the
introduction of the new health roster, as many felt that this would be an automated roster such as
that used by the ambulance and police service. I have made a point of fully explaining to staff how
the roster system will work, alleviating much anxiety regarding its implementation. By highlighting
the positive aspects of the new health roster application, I was able to promote the benefits of
having a roster that was clear and enabled them to plan their lives.
When I am In Charge of ICU, I lead by example. By taking a 0.5 patient load, I can ensure all staff
have their breaks before I take mine. Junior staff members often ask me to explain procedures or
equipment that they are unfamiliar with. My response is to answer any and all questions and
reassure them that no question is silly or irrelevant. By listening to understand, not merely to
respond, I can take a reflective approach to conversations and issues to ensure clarity.
6. Excellent written and oral communication skills
Throughout my career, I have demonstrated a high level of interpersonal skills, working with
diverse patients, providing information at the right level of technical detail for each patient and
their family, and responding to patient concerns with a warm approach. By spending time with
patients prior to their surgeries, I am able to establish a relationship, explain my role and respond
to questions, thereby addressing any fears or concerns.
In working with and leading other staff, I have also demonstrated a high level of interpersonal
skills. As a Nurse Unit Manager, I manage and supervise the rostering, focusing on mixed levels of
skills, knowledge and experience.
Working as part of a team and providing support and guidance to colleagues, including medical,
nursing and technical staff, is something that I truly enjoy. Generally, I am described as flexible,
approachable and easy to work with, and I have good relationships with colleagues at all levels.
For this reason, junior or less experienced team members will often seek my advice and place trust
in my opinion. Former colleagues who value my input often stay in touch and I am the mentor of
some, providing them with support and advice regarding final exam preparation and the
International Medical Graduate assessment process.
During my seven years of experience working in state-of-the-art hospitals, internationally and
within Australia, I have gained exceptional interpersonal skills. This is evidenced through my daily
duties and the ability to deal with patients, doctors, nurses and other colleagues on a regular
basis. Often, high-level negotiation skills are applied in order to obtain the services that are
required to provide the best care to my patients.
Through difficult and trying conditions, I have the ability to actively listen and communicate with
colleagues, patients and family members, demonstrating empathy and professionalism at all
times. Additionally, I am experienced in preparing and delivering presentations to groups through
the use of concise and clear English, minimising the risk of misinterpretation.
My excellent verbal communication skills and fluency in English combine with my knowledge and
understanding of medical terminology. Thus, I am able to communicate effectively with people
from medical and non-medical backgrounds, ensuring understanding and comprehension.
With excellent written skills, I am able to concisely and with clarity, give written direction or make
records of what has transpired so that it is clearly understood by all staff who may be required to
read, interpret and understand. This is evidenced in my daily duties of records observations and
medications delivered to patients and in the recording of alterations or changes.
7. Ability to positively influence stakeholders within a complex environment
Although many people fear change, I have discovered that they will more readily accept change if
they are well informed and kept up-to-date with each step in the process. My conclusion is that
transparency is a major influence in allaying fears regarding change. In addition, as I listen to the
opinions of others, I am able to take a collaborative approach to issues and I am willing to
compromise. I am honest with others and open to listening to differing viewpoints. By taking a
step back and discussing issues from many different perspectives, I assist in helping others see a
situation from my perspective, resulting in greater influence over other stakeholders.
During work, I often need to enter into discussions and negotiations with colleagues or other
departments for items or requirements. One of my strengths is that I have the ability to put
forward a strong argument backed up by fact. This lends credibility to my arguments and generally
increases the chances of obtaining what I require to perform my duties to the standards that are
expected.
My ability to positively influence stakeholders is best shown by my skills and activities with the
introduction and use of the Patient Journey Board (PJB). The PJB makes the patient journey from
one ward to another visible to the whole team on a ward every day and provides communication
between all members of the healthcare team progressing the patient’s journey through a facility.
It also provides for forward planning so that patient flow can be better managed.
By demonstrating how the PJB can assist with the problems of patient flow from admission
through to discharge, I was able to ensure a smooth operation of the PJB. This resulted in less
stress for both patients and staff, and reduced costs for management. In addition, being able to
collect the statistics from the application and analyse them, meant it was easy to see where
changes were necessary to further improve the service.
With the introduction of the PJB, I spent some time highlighting the worth of the application to
colleagues. By explaining how the information can be used to identify barriers and problems,
including blocking access and exit from hospital beds, staff now have a greater understanding of
the importance of entering information on the system. They have a greater appreciation of the
value of the new system, now that they understand how it can make their working lives easier.
8. Demonstrated leadership skills and ability to manage develop and lead people
In my position as the Critical Care Nurse and occasionally as Acting Nurse Unit Manager, I like to
lead by example through demonstrating a strong work ethic, knowledge, working within my scope
of practice and providing assistance to others should they require it. It is important to me that the
team I lead provides care to patients which adhere to nursing standards and which gives patients a
sense of security. My written communication skills are such that I can successfully manage all of
the written and reporting mechanisms required, including facilitating performance appraisals and
reviews, writing of progress notes to identify exactly what has occurred and recording of incident
reports as required. Of utmost importance is coordinating with other team members such as
Doctors and Surgeons, as well as nursing and administrative staff in all matters related to patient
care.
Fortunately, I have received training in how to deal with conflict situations through my job
placements and, combined with my personal experience in conflict resolution and negotiation, I
can confidently approach any situation with comfort and ease. I approach each situation on an
individual basis and have steps which I use to successfully resolve issues. These are outlined
below. They are in no particular order, however, when combined I have found that they lead to a
positive outcome nearly every time.
Accept and respect that individual opinions may differ, do not try to force compliance –
instead work together to develop a common agreement
Communicate assertively, not aggressively. Express your thoughts without blame
Give the other person time to express their concerns
Concentrate on the present, not the past
Ascertain the problem and deal with this
Never jump to conclusions
Do not make it personal
Focus on the issue
An example of when I have put these steps into practice occurred when I was called upon to
address a conflict between the estranged parents of a five year old child admitted for care by the
mother. The father arrived shortly after and they began to argue loudly, causing disruption in the
hospital. Firstly, I immediately rang security, and then, focusing on reducing the stress of the child,
worked to discover the root cause of the problem. The situation was alleviated when I arranged
for the father to have some time with the child prior to surgery, with myself and a security guard
present. This reduced the conflict and the child was able to go into surgery successfully and
without stress.
