mackay institute of research and innovation | annual report …€¦ · mackay institute of...

Mackay Institute of Research and Innovation | Annual Report 2017/ 18 | 1


Contents

Overview .................................................... 3

Background ......................................... 3

The MIRI evolution .................................. 4

About MIRI .................................................. 4

The MIRI Mission ..................................... 5

MIRI Governance ..................................... 5

Our highlights from 2017/18 ....................... 5

Engagement and collaborative partnerships ........................................... 6

Revenue, grants and funding .................. 6

Streamlined research governance ........... 7

Research strategic themes ...................... 8

Education and training ............................ 8

Capacity development ............................ 8

Priority aligned programs ........................ 9

Plans for 2018 and beyond ....................... 13

Appendix: Research registered in 2017/18.14

Appendix: Clinical trials ............................ 17

Appendix: MIRI Grant recipients ............... 18

Appendix: Implementation projects .......... 20

eyeConnect Ophthalmic Diagnostic System .............................................. 20

HealthPathways ................................ 20

Obesity & diabetes ............................ 21

Rapid Recovery Protocol for Total Joint Arthroplasty ...................................... 21

Foot and Heel Pressure injury prevention ......................................... 21

Choosing wound care wisely ............. 21

Rural virtual trauma enhancement ..... 22

Other virtual health models of care .... 22

Appendix: Research/ EBP seminars & events hosted by MIRI ......................................... 24

2017 ..................................................... 24

2018 ..................................................... 24

Appendix: Finance report.......................... 26

Appendix: MIRI Council members ............. 27

References ............................................... 32


Overview This document is the inaugural Annual Report for the Mackay Institute of Research and Innovation (MIRI), an Academic Health Centre (AHC) based in Mackay, regional Queensland and officially opened by the Mackay Hospital and Health Board (MHHB) Chair, Tim Mulherin on 23 June 2017.

Background

In 2016 the MHHB endorsed the Mackay HHS Education and Research Strategy which incorporated the goals of establishing a research and innovation function with the aim of improving the gap between the latest research evidence and clinical practice1a. This investment was driven by activities at an international and national level since the 2008 Zerhouni review of the National Health and Medical Research Council (NHMRC) and the 2013 McKeon Review advocating a move toward Academic Health Centres and research translation 2,3.

AHCs, centres of world-class excellence in translational and clinical research, focus on translating research outcomes into practice to address the research to practice gap that has such a detrimental effect on the health of our communities4b.

The Mackay Hospital and Health Service (MHHS) aims to deliver outstanding health care services to our communitiesc. As a health service provider, the MHHB recognised the opportunity to improve our patients’ experiences by creating MIRI, an as the means for integration between research evidence and clinical practice. by emulating

a For example, studies have found that 57% of

Australian consultations receive ‘appropriate’

health care, 20-30% of today’s care delivers no

benefits which amounts to $45 billion of wastage

in Australia’s annual health spending (2).

b Translational research may be defined as an

approach to research with the goal of combining

disciplines, resources, expertise, and techniques to

similar organisations internationally and elsewhere in Australia.

“If we want to get the most out of the research we fund, we need to make sure Australian health practitioners and decision makers have access to the latest evidence, and that they know how to apply it to help their patients” NHMRC

CEO Professor Warwick Anderson, 20155.

The MIRI aligns with the Department of Health (DoH) and Health Innovation, Investment and Research Office (HIIRO)dfocus on translation, to “develop and capitalise on evidence and models that work; promoting research and translating it into better practice and care” 6 exemplified in the July 2017 release of the Queensland Advancing Health Research 2026: Healthier Queenslanders through research-informed healthcare.

The MIRI and the MHHS have also been actively engaged in supporting the emerging, first of its kind, Tropical Australian Academic Health Centre (TAAHC) in Northern Queensland.

The state, national and international context demonstrate the widespread recognition at all levels of the vital importance of research and innovation through translation and of AHCs as the key to balancing delivery of safe

promote enhancements in prevention, diagnosis,

and therapies within the healthcare system10.

cMackay HHS Strategic Plan 2016-2020.

http://www.mackay.health.qld.gov.au/wp-

content/uploads/2017/06/FINAL-Mackay-HHS-Strategic-

Plan-2016-2020_2017-Update.pdf

d Health Innovation and Investment Research Office. Fact

Sheet. Department of Health: 25 August 2016.

http://www.mackay.health.qld.gov.au/wp-content/uploads/2017/06/FINAL-Mackay-HHS-Strategic-Plan-2016-2020_2017-Update.pdf




and efficient clinical services in the face of continuously rising costs of healthcare7.

The MIRI is focused on obtaining value from research, by ensuring that it is focused on improving health outcomes through translation, whether it be in medicine, technologies or practices in the community8.

The MHHS had very little designated research support compared with other Queensland Health Services yet is in a unique position as a regional centre small enough to implement change effectively and with existing operational project support structurese. This vision combined with the financial investment of the MHHB had ensured commitment to establishing MIRI as our own regional AHC and a future centre for innovation in regional health.

The MIRI evolution

In October 2016, a proposal to establish the MIRI through a grant of $3 million, including a commensurate strategy to 2020, was approved by the MHHB and subsequently ratified by the MIRI Establishment Steering Committee. The MIRI Strategy included phased goals consistent with the existing MHHS Strategic Plan, Education and Research Strategy and the subsequently published DoH research strategy6.

The MIRI concept included the development of new translational research and implementation support functions; inclusion of value-based healthcare model into research and implementation projects through collaborative academic partnerships; and incorporation of the existing research and innovation enablers such as Virtual Health; Integrated Health; Research Capacity Development and Medical Education into MIRI.

Phase 1 in August to December 2016 saw the establishment of the lead Project Team and the development of a Business Case to establish MIRI; a MIRI Strategy and Implementation Plan; a Marketing,

e Other HHSs have as many as 10-15 FTE designated to

supporting research.

Communications & Engagement Plan; research priorities; a high-level governance structure; a MIRI-Grants scheme and an organisational structure with a phased recruitment approach. The outcome was the approval by the MHHB to invest $3 million seed funding over three years. Translation; Clinical Trials Unit; and Research Capacity & Capability Plans were also developed.

Phase 2 in January to December 2017 saw the creation of a MIRI Establishment Steering Committee with expertise from external AHCs and the Health Innovation Investment and Research Office. Sub-projects were formed to carry out the implementation plans marked for Phase 2. Recruitment of staff to relevant Phase 2 roles occurred and a MIRI delegate attended a range of AHCs to seek information and feedback for developing the MIRI model. The MIRI Marketing Communications & Engagement plans were progressed with the MIRI website being developed and a formal launch event.

The latter part of Phase 2 (August to December 2017) saw the finalisation of new roles functions including six new staff; the set-up of the MIRI Council; the launch of the Catalyst Program and the closure of Phase 2.

About MIRI The MIRI comprises a dedicated team who work with health professionals, consumers and operational managers to develop research capability and to implement Evidence Based Practice (EBP) to improve health service productivity, patient outcomes and the broader health of our region.

The MIRI received seed funding from the MHHS Board from 2017 for three years (Financial years 2017/18, 2018/19, 2019/20). In addition, grants from the Clinical Excellence Division of the Department of Health fund specific innovation projects and Glencore and the


Australian Institute of Tropical Health and Medicine also support the work of MIRI through investments.

Some functions such as Integrated Health and Virtual Health have existing DoH funded budgets.

The MIRI is part of the Tropical Australian Academic Health Centre, an AHC with a focus on tropical health, Aboriginal and Torres Strait Islander health and the provision of services in regional, rural and remote settings that aims to improve the health of the tropical north.

This annual report describes the work and showcases the achievements of the MIRI in 2017/18, since its launch in June 2017.

To find out more about the work of the MIRI visit: miri.health.qld.gov.au/.

To find out more about the work of the MHHS visit: www.mackay.health.qld.gov.au/.

The MIRI Mission

The MIRI mission is to shape the future of the Mackay HHS by leading a cutting-edge health service through the implementation of translational research. This will be achieved by supporting staff across MHHS, from novice to expert, to engage in research and implementation that translates into positive patient outcomes and value-based healthcare to deliver Queensland’s best rural and regional health care.

MIRI Governance

The MIRI Council is the strong foundation of our partnership networks, with representatives from Melbourne Academic Health Centre; DoH Health Innovation, Investment and Research Office; Central Queensland University; James Cook University (JCU)/ Australian Institute of Tropical Health and Medicine (AITHM);

Centre for Leadership Excellence; DoH Clinical Excellence Division; Australian Health Service Innovation (AusHSI) / Queensland University of Technology; and the Translational Research Institute Foundation Ltd; and local aged care provider Good Shepherd Lodge. Detailed profiles are in the Appendix.

Staff profiles are available on our website.

Our highlights from 2017/18 The MIRI is in its embryonic stages with the official launch in June 2017 and many functions having only existed for less than six months.

Yet we are extremely proud to have made a tangible impact across several important areas that will improve health care services and ultimately people’s health outcomes and to continue the important work of existing functions now integrated into MIRI.

The MIRI is a huge opportunity for the Health Service to become a regional leader in innovation, translation of research evidence and value-based healthcare. In a small space of time the creation of MIRI has delivered increased interest in research and EBP and the MIRI is already demonstrating return on investment through revenue generation and productivity savings.

For example, research governance data showed a doubling of research studies in the MHHS from an average of 20 per year for the previous six years to 51 studies this year - a record number which brings the Mackay HHS from one of the lowest levels of research outputs in Queensland Health to compete with much larger Health Services.

The goals that have been achieved in the 2017/18 year for the establishment phase of MIRI until December 2017 are outlined below (from the MIRI Strategy).

https://miri.health.qld.gov.au/

http://www.mackay.health.qld.gov.au/

https://miri.health.qld.gov.au/about-miri/our-people/


Engagement and partnerships

The MIRI is an integrated networked organisation that includes partners such as TAAHC, JCU, the North Queensland Primary Health Network and Bond University, thereby enabling the HHS to shared expertise, education and clinical care in an AHC model.

The MIRI is committed to active engagement of end users - clinicians, consumers and communities in research and innovation, as their experiences are at the heart of the MIRI’s purpose. Considering this, from January 2018, a dedicated partnerships, development, and communications function was created. A partnerships framework and Communications and Engagement Plan sets the standard for the way that the MIRI approaches engagement with consumers, clinicians and community partners. Our consumer engagement approach is based on the Australian Framework for integrating consumer engagement in health and medical research 9. For further details on how the MIRI involves our communities and partners to ensure their active involvement in our direction, refer to the website.

A consumer representative is on the MIRI Council to advocate for consumers in the MIRI’s key strategic direction; and the MIRI also utilises the MHHS process for engaging consumers, including the Consumer Advisory Partners.

The MIRI is establishing strong research and EBP partnerships across other health services; tertiary institutions; government research bodies; and private business and industry through the MIRI Council. In addition to the Council, partnerships with Bond University and Australian Health Services Innovation also expands the MHHS capacity to undertake research and implementation through support for research capacity development, health economics and other specialist expertise.

Revenue, grants and funding

MIRI has developed an internal grants program with criteria focused on translational research and implementation.

Grant criteria are Relevance (i.e. to the region, to our strategies); Validity (with reference to local teams and existing literature); Translation (potential impact; return on investment; improved patient outcomes); and Capability Development (widest benefit to a cohort of staff).

https://miri.health.qld.gov.au/


In 2017/18, $40,000 has been allocated to MHHS staff to undertake research, education or implementation initiatives, through the MIRI-Grants program, with a targeted translational focus to prioritise initiatives that will deliver improvements for our patients and communities.

The Grants were also used to support initiatives such as the Mackay TEDMED event, as well as upcoming conferences such as the Mackay Anaesthetic Conference; the Global Evidence and Implementation Summit; and the Tropical Queensland Medical Conference in the Whitsundays.

Streamlined research governance

The existing MHHS research governance function transitioned into MIRI in June 2017. Since that time, research governance has evolved and processes to support researchers to obtain approval to undertake their studies have improved. The new function provides researchers with a single point of contact, templates and resources as well as access to a network of external collaborative researchers for assistance and support.

Research governance processes include the initial fit of the study to the facility as well as ongoing monitoring and reporting. The governance assessment process to approve a study includes financial and risk impact assessments; contractual and legal review including indemnity and insurances; and assesses compliance with institutional policy; legislation; regulations; guidelines and codes of conduct to protect the organisation and the researcher.

Over the 2017/18 period, the MIRI has also facilitated regular training sessions regarding the ethics and governance process for local researchers (refer to p.25-26 for more information).

These strategies to streamline governance and provide access to training and

resources have delivered a 150% increase in research studies undertaken in the MHHS in this financial year compared with the previous six years, from an average of 20 per year to 50 studies this year.


Research strategic themes

Over its first year of operation it has been important for MIRI to support a variety of research methodologies and areas to enhance the interest and uptake of research and the quality of the studies. However, our strategy allows for pursuit of priority thematic areas for targeted investment where it has the maximum potential for impact on our populations and key health issues, particularly in mental health, occupational health and safety, primary, public and tropical health, orthopaedics and surgical; women’s and sexual health; and workforce and educational redesign.

Education and training

Each month, MIRI holds seminars with national and international experts in research or implementation that are open to interested staff in order to support the development of a culture of research and innovation.

In 2017/18 MIRI has hosted 40 training sessions, seminars or events remotely delivered through virtual live stream by expert staff from universities, or partner health services for MHHS and partners.

Capacity development

In 2017/18, MIRI has provided a range of support services and capacity development initiatives for research and increasingly expanding into implementation.

The following functions commenced in the first half of 2017/18:

• Clinical Trials Unit (research support function)

• Research Governance and Grants (research support function)

• Occupational Health & Safety (research group)

• Obesity & Diabetes (research and implementation project).

• Catalyst (implementation program)

A new function was launched in January 2018 to facilitate the implementation of research into practice (translation), with a program called Catalyst, based on implementation science methodology and with dedicated facilitation support to help overcome the challenges to implementing EBPs.

These functions complement existing MHHS internal functions integrated into MIRI, such as:

• Research capacity development (research support function)

• Virtual Health (research and implementation function)

• Integrated Health (research and implementation function)

https://miri.health.qld.gov.au/for-staff/translationandimplementation/


Priority aligned programs

Virtual Health

The MIRI is privileged to have had the Virtual Health function become part of its new AHC model in 2017/18. Virtual health is an integrated innovation function that has existed in the MHHS since 2015. It is part of a broader state-wide network which began with a mission to expand telehealth services in the region to:

• Improve patient access to health care.

• Reduce travel and inconvenience for patients, families, carers and health professionals.

• Provide health professionals with access to peer support and education.

The service has now expanded exponentially, delivering a range of evidence-based, innovative, sustainable and scalable Telehealth enabled service delivery models to improve patient care in our region. These models have enabled local specialised high-level, complex

services, to be delivered equitably, safely and effectively and to become embedded into everyday clinical practice.

For example, Virtual Health has facilitated the provision of telehealth for 34 specialities and has delivered exponential growth of over 300% (an average of 75% per annum) in telehealth activity from 2655 service events in 2013/14 to 7800 in 2017/18.

The Virtual Health function also aligns with key principles of sustainability and innovation in Queensland Health’s vision – My Health, Queensland’s future: Advancing health 2026 and supports implementation of digitally-enabled models of care that improve accessibility, quality, safety and efficiency as outlined in the Australian National Digital Health Strategy 2018-2022.

Some examples of Virtual Health’s innovative new service models are available in the Appendix.


Integrated Health

Integrated health is a function that aims to maximise EBP and integration across the interface between primary and acute care.

This involves facilitation of education and capacity development to primary care providers to improve integration, transfer of care and to improve referral quality. The Integrated Health function also supports EBP programs such as HealthPathways, which has over 6000 active users across the region; and the Clinical Prioritisation Criteria Program as well as being involved in key collaborative research projects such as the Autism Initiative, Bond University Handi research collaborative.

Clinical Trials

In 2017/18 the MIRI established a Clinical Trials Unit (CTU), the first of its kind in the MHHS. The MIRI CTU supports principle investigators from across the MHHS, to undertake high level, multicentre, clinical trials by providing strategic, logistical, and clinical support with a qualified staff experienced in research governance processes, trial management, clinical trial data validation and hands on clinical management of community participants.

The establishment of the MIRI CTU has also facilitated a progressive increase in MHHS capacity and interest in research; and the propagation of a culture that encourages the sharing of knowledge, expertise and skills in clinical trials across all departmental areas. The MIRI CTU has facilitated networking at appropriate state and national meetings and other collaborative approaches to source new trials and clinical research opportunities.

The MIRI CTU has collaborated extensively with other health services and multinational organisations to create new and innovative methods of conducting clinical trials in regional and remote areas, ensuring access for these populations to the highest level of research. The unit supports trials in priority aligned research areas; and contributes to the financial sustainability of the MIRI. The unit has been able to secure six clinical trials across multiple departments in its first year of operation (refer Appendix for more information).


Catalyst Evidence Based Practice Program

The MIRI Catalyst program was launched in 2018, and five projects to implement changes in clinical practice to align with the latest evidence are now in process. The Catalyst program provides expertise and support in various frameworks and methods of implementation science and practical facilitation support for clinicians to implement and evaluate EBPs with the aim of improving the quality of care provided to our communities. Catalyst supports clinicians with direction and capability development in translating research

outcomes into improved health policy and practice, including health services evaluation to monitor the impact of the implementation.

Catalyst have an emphasis on cost-effective analysis to deliver value-based health systems. The projects will also aim to uncover new knowledge about complex interventions through improved understanding of implementation and expanding knowledge of complex systems change.


Occupational Health and Safety

The JCU AITHM Occupational Health and Safety (OH&S) research group collaborates closely with Queensland Health.

Last year has seen a significant development of OH&S activities. Associate Professor Gunther Paul (Program Director) was awarded the Ambassador of the Foundation for Professional Ergonomics in Australia.

Dr Paul is also a member of the Queensland Government Safety Leadership at Work Expert Reference Group; Chair of the International Ergonomics Association Technical Committee on Digital Human Modelling and Simulation, and the Editor-In-Chief of the International Journal of Human Factors Modelling and Simulation.

The OH&S team is currently collaborating in research with partners from the Northern Australia Primary Health Network and Telstra Health; Hydrix; the Queensland Government Department of Natural Resources, Mines and Energy; CSIRO; the JCU Strategic Research Infrastructure Fund; ACARP; the SmartScan Skin Cancer Clinic Mackay; Schuhfried Australia; the Royal Brisbane Hospital; the University of Queensland representing the Queensland Birth Cohort; and the University of Melbourne.

OH&S research covers a broad range of critical topics from occupational and environmental determinants on health; workforce skills development and training for accident prevention; occupational health surveillance; skin cancer; pressure ulcers; musculoskeletal disorders; falls prevention; human modelling; and work system simulation; to medical technology and human-machine-interface design.


Obesity & Diabetes Let’s Shape Up! Project

This Integrated Care Innovation Fund Discovery Project aims to reduce the progression of type 2 diabetes and obesity across the Mackay, Isaac and Whitsunday region. It is using an all of community ‘tribal’ approach with multiple interventions and resources from a cadre of partners and stakeholders with an interest in achieving community outcomes in reducing type 2 diabetes and creating healthier lifestyle choices for the community. The community ‘tribal’ approach is to connect with powerful leaders, family group influencers, catalysts, sources of influence on families and individuals to strengthen collaboration and partnerships across the Mackay region towards the long-term objective of using tribal interventions to reduce the progression of type 2 diabetes and obesity.

The project will be evaluated on the strength of its partnerships; action towards long-term goal of reducing obesity & diabetes; return on investment as well as implementation outcomes from the Consolidated Framework

for Implementation Research (CFIR) implementation science methodology.

The Mackay team established project governance including terms of reference; formed collaborative partnerships; identified sub-projects and working groups; refined project scope and logic model; and engaged stakeholders. This culminated with the official launch of the Intervention Phase of the project in February 2018. The project is moving towards implementation of a long-term and wide-reaching whole of community approach to target obesity and type 2 diabetes.

2018 and beyond Next year the MIRI will continue to realise our goals for the development and advancement phases of AHC development.

There are plans to expand partnerships and research support, grow the implementation program to support more projects that deliver enhanced, evidence-based care to our communities, in accordance with our strategic plan.


Appendix: Research registered in 2017/18.

HREC/16/QGC/70 SSA/17/QMH/16 My Body My Baby 5/07/2017

HREC/17/QTHS/86 SSA/17/QMH/17

Incidence of Adult Haematological Malignancies in North Queensland 10/07/2017


The role of academic health centres in building equitable healthcare. 10/07/2017

HREC/17/SAC/196 SSA/17/QMH/19 Sustainable Telehealth Services 20/07/2017

HREC/17/QTHS/123 SSA/17/QMH/20 X-ray technique modification decisions 20/07/2017

HREC/14/QPAH/636 SSA/17/QMH/21 Effective use of EMR/EHR 25/07/2017

HREC/16/TQEH/121 SSA/17/QMH/22 MS1819-SD 3/08/2017

HREC/17/QTHS/21 SSA/17/QMH/23 HealthPathways Autism Initiative 10/08/2017

HREC/15/QPAH/573 SSA/17/QMH/24 PCOR-QLD 29/08/2017

HREC/17/QTHS/133 SSA/17/QMH/25 IBD Study 01/09/2017


Surgical vs Ultrasound placement of rectus sheath catheters post lap. 4/09/2017

HREC/17/QTHS/7 SSA/17/QMH/27 Neonatal Microbiome Project 4/09/2017

HREC/17/QPAH/193 SSA/17/QMH/28 HCQ Impact Evaluation 27/09/2017

HREC/17/QPCH/329 SSA/17/QMH/29 The Unplanned BBA study 4/10/2017


Accuracy of qSOFA vs SIRS and modified SIRS (MSIRS) in surgical cases 4/10/2017


Immunological markers of nutrition and the effect of fasting on surgic 17/10/2017


Hospital admission rate and length of stay in long term Clozapine use: 20/10/2017

HREC/17/Austin/368 SSA/17/QMH/33 VAP638-001 6/11/2017


Clinician and patient perspectives: transgender health care Nth QLD 6/11/2017

HREC/16/QCQ/43 SSA/17/QMH/35 ICEPAK 6/11/2017


HREC/17/QTHS/35 SSA/17/QMH/36 COPTJA 6/11/2017

HREC/16/POWH/649 SSA/17/QMH/37 Far Cortical Locking Study 6/11/2017

HREC/17/QTHS/55 SSA/17/QMH/38 Seasonal Staphylococcal skin carriage in orthopedics. 21/11/2017

HREC/17/QPAH/494 SSA/17/QMH/39 Auslan Interpreting 4/12/2017


Face, Content, Construct Validity and Training Effect of Touch Surgery 11/12/2017

HREC/17/QRBW/412 SSA/17/QMH/41

Management of maternity leave and return to work policies for Allied H 18/12/2017

HREC/17/QTHS/243 SSA/17/QMH/42 Mackay HP Programme Evaluation 18/12/2017

HREC/15/Alfred/22 SSA/17/QMH/43 PADDI Trial 21/12/2017

LNR/17/NEPEAN/136 SSA/18/QMH/1

Establish routine use of the My Health Record system by clinicians in 9/01/2018

HREC/17/QGC/273 SSA/18/QMH/2

Determining the effectiveness of the Queensland Adult Deterioration De 9/01/2018


Return to Work Post Anterior Cruciate Ligament Reconstruction 23/01/2018


Research Support for Suicide Prevention Planning and Implementation 7/02/2018

HREC/17/Austin/161 SSA/18/QMH/5 ROCKet Trial 7/02/2018

HREC/17/QTHS/188 SSA/18/QMH/6 Factor influencing discharge against medical advice 12/02/2018

HREC/17/QCH/128 SSA/18/QMH/7 Evaluation of a Paediatric Burns Telehealth Review Clinic 16/02/2018

HREC/16/RAH/364 SSA/18/QMH/8 National Study of Adult Oral Health (NSAOH) 2016-18 26/02/2018


The effect of 3D printing on the intra- and inter-observer agreement o 13/03/2018

HREC/17/QRBW/91 SSA/18/QMH/10 aCQuiRE Study 26/03/2018

HREC/17/QPCH/474 SSA/18/QMH/11 Allied Health Workforce Practice Profile Survey 29/03/2018

HREC/16/QRCH/421 SSA/18/QMH/12 AMYOS Service Evaluation 29/03/2018


HREC/17/QGC/103 SSA/18/QMH/13

Domestic and Family Violence Screening in the Emergency Department 5/04/2018

HREC/17/QRCH/269 SSA/18/QMH/14

Paediatric cohort study of Herpes Simplex Infection in early infancy a 5/04/2018

HREC/18/QPCH/46 SSA/18/QMH/15

Impact of Cyclones on Continuation of Opioid Replacement Therapy Servi 11/04/2018

HREC/17/QPCH/422 SSA/18/QMH/16

A pragmatic randomised partial crossover clinical trial of nicotine va 12/04/2018

HREC/18/QTDD/8 SSA/18/QMH/17

The Evaluation of the Nurse Navigator/Health Navigator Model: A Trans- 1/05/2018

HREC/18/QRCH/123 SSA/18/QMH/18 QLD Renal Biopsy Registry 10/05/2018

HREC/18/RPAH/90 SSA/18/QMH/19

Australian Orthopaedic Association National Joint Replacement Registry 10/05/2018

HREC/17/QTHS/210 SSA/18/QMH/20 The Entresto Study 11/05/2018

HREC/17/SAC/88 SSA/18/QMH/21 Agents of Change 11/05/2018

HREC/16/QRBW/564 SSA/18/QMH/22

IMAGINE – The Implementation of Minimally Invasive Hysterectomy Trial 06/06/2018


Implementing the Tailored Activity Program for people with dementia 06/06/2018


Appendix: Clinical trials MS1819 Trial: Phase 2b open label trial of a new investigational product for the management of

symptoms for patients with Chronic pancreatitis. Study in partnership with AzurRX BioPharm (France) and INC Research (CRO, Australia)

VAP638 Trial: New phase 2 trial with an analgesic investigational product targeted at the effective management of chronic wounds. Study in partnership with Vapogenixs INC. (USA, Sponsor) and

Novotech (CRO, Australia).

MonarchE Trial: New phase 3 oncology focused investigational product targeting high risk, node positive, early stage Breast Cancer. Study in partnership with Eli Lilly (USA, Sponsor) and The

Townsville Hospital (Tel -Trial Model)

GEL-Cap Trial: Phase 1b/2a trial on the safety and pharmacokinetics of a new investigational product (Plasma Gelsolin) in the management of patients with community acquired pneumonia

(CAP). Study in partnership with BioAegis Therapeutics (USA, Sponsor) and Novotech (CRO, Australia)

The PADDi Trial: Phase 4 study on the off label use of glucocorticoids in anaesthetics, and its impact on the development of surgical site infections 30 days post operatively. Study in Partnership with Monash University (Australia) and the Australian New Zeeland College of Anaesthetics (ANZCA,

Australia)

The ROCKet Trial: A Phase 3 / 4 randomised controlled trial of the effect of perioperative Ketamine on the risk of development of chronic post-surgical pain. Study in Partnership with Monash

University (Australia) and the Australian New Zeeland College of Anaesthetics (ANZCA, Australia)


Appendix: MIRI Grant recipients

Education/Training Seana Clarke Learning Set 3 of the Women’s Healthcare Australasia Collaborative

$3,000.00

Education Suresh Singaravelu

The first - Mackay Anaesthetic Conference 2018

$5,000.00

Non-Research/Conference Presentation

Tuan Bui The use of community Involuntary Treatment Orders in regional Queensland, a 5 year review of outcomes.

$3,000.00

Non-Research/Conference Presentation

Umair Khalid Functional Disorder with Cognitive Impairment in a previously well child

$2,992.00

Sponsorship Umair Khalid Sponsorship of the 2018 TQMC Conference

$5,000.00

Sponsorship MIRI

Sponsorship of the Global Evidence and Implementation Summit

$4,000.00

Global Evidence and Implementation Summit 2018 Melbourne Convention & Exhibition Centre


Research Ashley Jenkin A comparative, prospective study to identify an immune-nutritional marker identifying early malnutrition, in category D patients with prolonged fating, awaiting bowel surgery

$3,750.00

Research Lincoln Gan Lim The impact of endoscopy sedation information sheets on the level of concern regarding possible awareness in patients undergoing endoscopy sedation

$3,000.00

Education/ sponsorship Toni Simmons TEDMED Live Program 2017

$3,000.00

Research Tuan Anh Bui Hospital admission rate and length of stay in long term Clozapine use: A retrospective two-year mirror-image study

$4,275.00

Education/ sponsorship Ee Chiann Chua / Ken Huang

Education Grant - Sponsorship for the Tropical Queensland Medical Conference hosted by the Mackay Staff Association of the Mackay Base Hospital.

$5,000.00


Appendix: Implementation projects

eyeConnect Ophthalmic Diagnostic System

eyeConnect is an easy to use, telehealth eye assessment system which collects information about a patient’s eye health and transmits that information to an eye specialist for review and management.

This system provides basic information about the anterior and posterior segments of the eye as a standard package of information from the patient’s location and transmits it to the specialist at any site. The Specialist can view the information and images using a web browser or the eyeConnect Telehealth App and communicates patient instructions/assessment back to the clinicians at the patient site.

The project is in planning phase and will see the establishment of an integrated service model facilitated through a public-private partnership between the MHHS and a private ophthalmology service provider. It is expected to improve the diagnosis and care of patients presenting with eye injuries/conditions to the MBH Emergency Department.

Led by Dr John Hadok, Virtual Health Unit, a research study will be conducted under the auspices of the MIRI. A partnership with the Healthcare Evaluation and Assessment of Technology (HEAT) team will enable an evaluation of the efficacy of the system in a public health service setting.

HealthPathways

HealthPathways is a web-based information portal supporting primary care clinicians to plan patient care through our primary, community and secondary health care systems within the Mackay region. HealthPathways are designed to be used at the point of care, primarily for General Practitioners but is also available to Hospital Specialists, Nurses, Allied Health and other Health Professionals within the Mackay region.

Health Pathways is a collaborative initiative between primary and secondary health providers to develop sustainable, clear, concise and localised pathways from a whole-of-system perspective.

The overall aim of Mackay HealthPathways is to create long term, sustainable change and improvements in:

• Efficient use of local resources

• Reduction in unnecessary referrals and investigations

• Consistency and coordination of practice.


Obesity & diabetes

Obesity and diabetes are worldwide public health issues which can lead to a number of chronic diseases, premature death and substantial disability. Mackay’s regional obesity rate is 16% higher than the state average obesity rate of 28%.

In 2015, the Mackay region ranked 5th under the Heart Foundation’s Couch Potato Index. A family-based approach is targeted at families and community leadership and is supported by the latest virtual health and social media technologies. Taking a family-based approach includes motivating parents to act as role models for their children and to be leaders of the family unit, using the home as a setting to generate positive behaviour change for the whole family. The project aims to reduce the progression of type 2 diabetes and obesity across the Mackay District by using ‘tribal interventions’, incorporating an all of community approach and utilising multiple interventions, including the use of resources from a cadre of partners and stakeholders who all share an interest in achieving community outcomes in reducing type 2 diabetes and creating healthier lifestyle choices for the Mackay, Isaac & Whitsunday region communities.. A ‘Tribal interventions’ approach means connecting with powerful community leaders, family group influencers, catalysts, which are all sources of influence on families and individuals.

Rapid Recovery Protocol for Total Joint Arthroplasty

Implementing a fast track/ rapid recovery protocol for hip and knee replacement patients that enables the patient to be discharged as early as day two postoperatively (reduction from current average length of stay of 7 days). Evidence shows that patients remaining in hospital more than 3 days have higher complication rates.

This project aims to improve patient flow and productivity whilst improving outcomes for patients in terms of reducing

complications and re-admission. Evidence shows high patient satisfaction, reduced complications, and decreased cost.

Foot and Heel Pressure injury prevention

Pressure injuries of the foot and heel are one of the most common types of pressure injury. Simple cost-effective, EBP prevention interventions (such as inflatable heel protectors for at risk patients) can improve patient outcomes (prevent hospital-acquired deep tissue and stage1 to 4 pressure injuries and assist with the healing of pre-existing injuries), reduce length of stay, reduce penalties to the HHS and assist the HHS in meeting national standards on pressure injury prevention.

Choosing wound care wisely

On an average ward, nurses can choose from up to 50 dressing options costing between 30c and $70. In many cases there is limited guidance about best dressing choice for different wound types and often staff rely on company representatives for advice and guidance. This innovation will significantly reduce wastage and overall expenditure on wound care, minimizing variation in wound care treatment thereby creating efficiencies for nurses on the ward without any adverse impact on patient care.

Standardizing wound care options can cut expenditure by 30-40%. The local team on the ward identifies a standard list of dressings for their ward imprest that covers 90% of patient requirements. This selection is complemented by best practice guidelines, wound care governance and an escalation strategy to wound care specialist service for patients requiring complex care.


Rural trauma enhancement

In rural, resource-poor areas, trauma represents an under-serviced public health issue. Pre-hospital care and triage are often minimal and emergency departments can struggle with maintaining adequate staffing.

The teams receiving injured patients often do not include medical staff and, when they do, these may be junior doctors with minimal trauma training. Rural Hospital Trauma Upskilling/Education Program via virtual TEMSU simulation training model –Clinical Lead of Rural Simulations for the Glencore Rural Trauma Project.

The rural trauma enhancement project is to enhance our rural communities’ ability to respond to incidences of trauma through the implementation of a best practice, evidence-based trauma capacity development program and support system. The strategies employed are context-specific, implemented and evaluated in a sustainable way, with the aim of enhancing outcomes for trauma patients such as reducing mortality and morbidity.


Other virtual health models of care

Telegeriatrics service partnership with Princess Alexandra Hospital for rural hospital support – set up phase Virtual Health support to Hospital In The Home (HITH) model – Tender process

Telehealth Emergency management Support Unit (TEMSU) mental health support model - Completed

Home Dialysis Telehealth Support model – Planning and development phase.

Public/Private Partnership with Mater Hospital for provision of Intensive Care support via Telehealth from MBH for early intervention of deteriorating patients and transfers – Clinical engagement with MBH and Mater Hospital clinical teams and lead for development and implementation of clinical protocols and pathways

Orthopaedics and ED Fracture Telehealth Clinics with Hinterland Sites supported by Rural Allied Health Team Physiotherapists and Occupational Therapists under the Allied Health Rural Generalist model aligning to the Calderdale Framework – Development of clinical upskilling/training requirements, clinical criteria and protocols, and on-going clinical assessment / monitoring / evaluation

Development of credentialing criteria and clinical professional development with

relevant colleges and peak bodies for Medical Officers and Nurses who participate in emergency telehealth services under the MHHS TEMSU model.

State-wide protocol and procedure for TEMSU support for Ryan’s Rule

Co-contributor with Associate Professor Herwig Drobetz to a study module on Telehealth in Austere Medical Environments for the Master of Traumatology at University of Newcastle (NSW)

Partnering with stakeholders from the Emergency Medicine Foundation, Queensland Ambulance Service (QAS), West Moreton HHS, QH Telehealth Services, North East Victoria Health, Metro North HHS and RBWH Trauma Service to conduct data mining, evaluation and assessment of morbidity and mortality associated with patient travel for medical treatment

Collaboration with Medical Superintendent at Bowen Hospital on treatment of possible snakebite patients using telehealth support to conduct 20 minute whole blood clotting test (20WBCT) and manage treatment to reduce unnecessary transfer and displacement of patients

Assessment and validation of the TEMSU / Trauma education programs – a mixed method study of patient and staff outcomes.


Appendix: Research/ EBP seminars & events hosted by MIRI

2017

• 12/07/2017 Protocol essentials & HREC submission/review process

• 13/07/2017 RG Submission/review process

• 26/07/2017 One step after another: from research question to data collection to publication (Dr Tracy Comans)


• 15/08/2017 MBBS Honours final thesis seminars (Jordan Casey & Meth Delpachitra)


• 14/09/2017 RG Submission/review process

• 27/09/2017 Writing for publication seminar (Dr Gai Harrison)

• 19/10/2017 Academic writing seminar (Dr Liz Tynan)

• 20/10/2017 Grand rounds presentation (Dr David Farlow)

• 25/10/2017 Demystifying the MPhil & PhD journey: a clinician’s experience (Dr Clare Burns)

• 26/10/2017 Literature review seminar (Dr Liz Tynan)

• 01/11/2017 Patient views on data sharing (A/Prof Lorraine Smith & Kate LeMay)


• 02/11/2017 International project management day (Damian Green, Jonathan Carver & Brian Phillips)

• 07-08/11/2017 Two-day research workshop (Prof. Melanie Birks & A/Prof. Kerri-Anne Watt et al)


• 15/11/2017 Data linkage symposium (Dr Trisha Johnston & A/Prof. Louisa Gordon et al)


• 22/11/2017 Randomised controlled trials seminar (A/Prof. Jenny Paratz)


2018

• 6/02/2018 How to make your QI project is a success. Basic survey design, publication and data management. (Dr Susan de Jersey)

• 6/03/2018 Is my project considered to be research or Quality Assurance? Ethics Considerations. (Dr Allison Sutherland)

• 14/03/2018 The difference between audit/ service evaluation and research. (Kelly Parker & Sara Potts)

• 21/03/2018 THHS Research Support Unit Program - Developing a research question and designing a research study. Kerrianne Watt

• 28/03/2018 Writing a research protocol (Sue Jenkins-Marsh)

• 3/04/2018 Qualitative Research Methodology - The basics (Prof Robert Schweizer)

• 4/04/2018 Research and consent: adults; adults who lack decision-making capacity; and children (including adolescents) (Nikola Stepanov)

• 11/04/2018 Writing Participant Information Sheets and Consent Forms (PICF) for your audience (Sara Potts)

• 18/04/2018 Qualitative research methodology (Melanie Birks)


• 1/05/2018 Qualitative Research Methodology - Deep Dive (Prof Robert Schweizer)

• 2/05/2018 Part 1 - Why is ethics important? History of research and ethics. Part 2 - Aboriginal and Torres Strait Islander peoples – considerations when conducting research (Sara Potts Trevor Prior & Dianne Friday)

• 9/05/2018 Basic statistics for research – which stats are appropriate for which study design (Kerrianne Watt)

• 16/05/2018 HREC application & submission process – step by step guide through process to assist staff to understand the requirements (Kelly Parker & Sue Jenkins-Marsh)

• 23/05/2018 RG application & submission process – step by step guide through process to assist staff to understand the requirements. Includes information on site files, PHA applications and QCAT applications (Leanne Griffiths)

• 30/05/2018 Access to data for research (types, access & data custodian requirements (Jacqui Kent & Sue Donnelly)

• 5/06/2018 Engaging Consumers in Research and Quality Improvement (Delena Amsters)

• 6/06/2018 Information technology considerations in research Wrap up and discussion (Paul Robson)


Appendix: Finance report

The MIRI prerogative is self-sustainability outside the initial $3 million MHHB seed funding. To facilitate this, it is a priority to increase external revenue generation and collaboration with partners to expand research opportunities and invest in identified innovation and research priorities.

The total revenue for 2018 FY in clinical trials and research was $141,546, plus separate funding for dedicated projects such as eyeCONNECT and Obesity & Diabetes and

Rural Trauma Education community Grant of $100,000.

Expenditure was $724,818 from the $1M budget. Expenditure was under expected amounts as some functions only existed for 6 of the 12 months (Development & Partnerships; Communications; Implementation),

The MIRI is working to secure a sustainable financial future as well as delivering enhancements in research and clinical practice across the region.

MIRI Portfolios

2018 FY – Seed funding $3,000,000

Expenditure Revenue Net expenditure

FTE

Labour Non-labour

Total Exp. Budget

Establishment Project team

$76,210 $ - $76,210 $80,000 $ 2,650 $ 73,560 0.5

Communication & partnerships external expertise

$126,283 $73,124 $199,407 $371,033 $ - $199,407 1

Research Governance & Grants

$105,979 $- $105,979 $98,965 $13,200 $92,779 1

Clinical Trials and Research Support Unit

$251,459 $34,033 $285,492 $142,746 $125,696 $159,796 2.5

Implementation Program

$23,644 $7,498 $31,142 $307,256 $ - $31,142 0.4

TOTALS $ 583,575

$ 116,935

$ 724,818

$ 1,000,000

$ 141,546

$ 556,684

5.4

BUDGET $1,000,000

VARIANCE $443,316

TOTAL SEED FUNDS REMAINING $2,443,316


Appendix: MIRI Council members DR DAVID JH WATSON Independent Chairman | Translational Research Institute

Dr. David J. Watson was an Australian politician and is an Associate at The University of Queensland and Independent Chairman at Translational Research Institute Pty Ltd. Since June 2017.

He brings significant public service/ policy, finance, and university expertise to the council. Watson was educated at the University of Queensland and Ohio State University obtaining a BCom, MA and PhD. He was Professor of Accounting and Dean of Commerce and Economics at the University of Queensland before entering politics.

In 1984, Watson was elected to the Australian House of Representatives as the Liberal member for Forde. He was the Queensland Minister for Housing and Public Works 1996-1998 and Leader of the Queensland Liberal Party 1998-2001.

He was Queensland Shadow Minister for Innovation and Information Economy from 2003 to 2004, Energy 2003 to 2004, Deputy Opposition Whip 2003 to 2004, Deputy Chair of Public Accounts Committee 2001 to 2004, MLA (Lib.) for Moggill (Qld) 1989 to 2004, Queensland Shadow Treasurer 1998 to 2001, Shadow Minister Communications and Information 1998 to 2001, Minister Public Works & Housing 1997 to 1998, Parliamentary Secretary to the Deputy Premier, Treasurer and Minister for the Arts 1996 to 1997, Deputy Leader Parliamentary Liberal Party 1990 to 1992, MHR (Lib.) for Forde (Qld.) 1984 to 1987, Dean Faculty of Commerce and Economics, University of Queensland 1983 to 1984 and 1988 to 1989, Professor of Accounting and Business Finance, Department of Commerce 1978 to 1989, Head 1978 to 1982, Associate Professor 1976 to 1977, Asst Professor University of Illinois at Urbana-Champaign USA 1972 to 1976, and Member of the University of Queensland Senate 1996 to 2004.

MS RAELENE PHILIPS Chief Executive Officer | Good Shepherd Lodge Ltd

Raelene Phillips was appointed Chief Executive Officer of Good Shepherd Lodge Limited in 2010. Located in Mackay Qld, Good Shepherd Lodge Ltd comprises 2 Aged Care Facilities, Good Shepherd Lodge with 169 beds and Kerrisdale Gardens, a 63 bed facility, opened in 2015. With a co-located Retirement Village at both sites, comprising a total of 100 villas and apartments, the business also operates a private Physiotherapy practice, Therapy centre for Allied Health Services and employs approximately 300 staff working across the total business operation.

As Project Manager, Raelene was responsible for overseeing the design, construction and implementation of Kerrisdale Gardens, including research into introducing reform into the way care and services are provided within an aged care setting. Kerrisdale Gardens is now a multi-award winning facility that is designed to provide Government funded Residential Care Services into a resident’s private apartment if and when needed.


Raylene’s previous roles include Regional Manager Chamber of Commerce & Industry Queensland; Executive Director of Nursing & Clinical Services, Rockhampton, Gladstone and Yeppoon Mater Hospitals and in 2003 was awarded Australian Institute of Management Professional Manager of the Year for the Mackay Region.

MS KAREN THOMPSON Senior Director | Health Innovation, Investment and Research Office, Department of Health

Karen is the Senior Director, Health Innovation, Investment and Research Office, Department of Health, leading the Department of Health’s research investments, ethics and governance for research, including clinical trials, and international engagement.

Before joining Queensland Health, Ms Thompson led Science Development in the Queensland Department of Science, IT and Innovation, investment in the development of science capability providing policy advice, administering science legislation and regulations, and facilitating science partnerships and international collaborations. Science Development works in partnership with government agencies, universities and other research groups and industry.

Ms Thompson has a Master of Social Science from The University of Queensland and a Bachelor of Arts (Asian and International Studies) from Griffith University. She has held a number of senior positions within the Queensland Government, working in policy, research and health infrastructure and program development.

MS KARLA STEEN Board Member | Mackay Hospital and Health Service

Ms Karla Steen is a communications and media strategist with more than 17 years’ experience in radio and television journalism, corporate communications, and marketing.

Her former roles include Senior Media Advisor to various Queensland Government Ministers including Child Safety, Communities, Disabilities Services and Aboriginal and Torres Strait Islander Partnerships.

Karla currently owns a communication and media consultancy, and works in a freelance capacity to support small business and not-for-profit organisations. She specialises in matters relating to social and economic development.

Karla has a passion for enhancing the rights of women and children and in 2015, co-launched The Life Approach – a strategic business consultancy and career-mentoring firm created to support girls and women in regional areas.

In 2010 began her own health journey when she was diagnosed with Breast Cancer.

Karla has a BArts, GradCert Business (Marketing), and a Cert IV Small Business.


DR J.J. HANS MEIJ Executive Director | Melbourne Academic Centre for Health

Dr. Johannes is a Medical Anthropologist by training, in 1992 graduating in Cultural and Medical Anthropology at the Free University Amsterdam (the Netherlands) and specialised in the field of ageing in Africa. He obtained an MBA in hospital management in 1996. During his research years in remote areas of Upper East Ghana (2002 - 2006) he tested the disposable soma theory in a contemporary population. He obtained his PhD in Medicine in 2008 at the Leiden University, The Netherlands in DNA analysis on the Bimoba tribe in Burkina Faso and Upper East Ghana, Africa.

In 2010 he was appointed in the executive board of directors at Amphia Teaching Hospitals, Breda, one of the largest teaching hospitals in The Netherlands. He co-founded the Leyden Academy on Vitality and Ageing, a private Medical School (part of Leiden University). Since 2009 he was (honorary) associate professor of gerontology and lectured in Leadership and Business Administration at the Leyden Academy of Vitality and Ageing.

In November 2015, Associate Professor Meij became the first Executive Director of the Melbourne Academic Centre for Health (MACH) one of the only Academic Health Centres in Australia bringing together world-class doctors, clinicians and researchers to improve health and wellbeing by integrating medical research, education and clinical care. The Melbourne Academic Centre for Health was recognised by the National Health and Medical Research Council as one of only four Advanced Health Research and Translation Centres (AHRTC) in Australia. The MACH is a joint venture between leading Victorian health care providers, medical research institutes and the University of Melbourne.

PROFESSOR KEVIN RONAN Professorial Research Fellow | Central Queensland University

Professor Kevin Ronan is Foundation Professor in Psychology and Chair in Clinical Psychology, School of Health, Human and Social Sciences at CQUniversity Australia. He is also Chair of the Disaster Reference Group of the Australian Psychological Society. Kevin as a clinical psychologist who specialises in hazards and disasters, problems of youth and families (e.g., effects of disasters including trauma; conduct disorder; anxiety disorders; child maltreatment), schizophrenia, and program outcome evaluation.

He is senior author of a book called “Promoting Community Resilience to Disasters: The Role for Schools, Youth, and Families” (2005, Springer, New York). Professor Ronan is considered a “pioneer” in this area of research and practice.

He is currently involved as the coordinating lead author, commissioned by the United Nations, of a Background Paper related to the 2015 Global Assessment Review led by the United Nations International Strategy for Disaster Reducation (UNISDR).

After recent natural disasters in Australia, he has been involved with numerous psychosocial response and recovery efforts, in his role as Chair of the Australian Psychological Society’s (APS)


Disaster Reference Group. This has included work through partnerships the APS has with the Australian Red Cross and the Australian Centre for Posttraumatic Mental Health.

In addition to work in the disaster area, he also continues work in core clinical psychology areas including programmatic research in treatment outcome evaluation.

University of Minnesota, 1979-1984, BA (Psychology) Temple University, 1985-1992, MA (Clinical Psychology, 1989); PhD (Clinical Psychology, 1992)

Intern and Staff Clinical Psychologist, Napa State Hospital, Napa CA (USA), 1990-1993; Facility Director, Butner Adolescent Treatment Center, Butner NC (USA), 1993-1995; Lecturer - Associate Professor, Massey University, 1995-2005.

CQU Foundation Professor in Psychology & Chair in Clinical Psychology, 2005 - current.

PROFESSOR LOUIS SCHOFIELD Director | Australian Institute of Tropical Health and Medicine

Laboratory Head, Population Health and Immunity division, Walter and Eliza Hall Institute and Director, Australian Institute of Tropical Health and Medicine

Walter and Eliza Hall Institute and Australian Institute of Tropical Health and Medicine

Professor Schofield is an International Research Scholar of the Howard Hughes Medical Institute and co-founder of Ancora Pharmaceuticals Inc. He shares the Directorship of QTHA with his ongoing research work at the Walter and Eliza Hall Institute. A recognised authority in the immunology and pathogenesis of infectious diseases, he has research programs covering basic molecular sciences, product development and commercialisation, epidemiology and public health. His approach to malaria has resulted in promising vaccine development programs and he is involved in clinical trials in Papua New Guinea and Africa. He has published several key articles, including in Nature and Science, and has received over 4,000 citations to date.

PROFESSOR NICHOLAS GRAVES Academic Director | Professor in Health Economics

Professor Graves gained his PhD in Health Economics from the University of London, spent 10 years as Lecturer and Research Fellow with the Health Services Research Unit at the London School of Hygiene and Tropical Medicine.

Professor of Health Economics at Institute of Biomedical and Health Innovation, School of Public Health, Queensland University of Technology Queensland Health, Australia. He is currently the Academic Director for The Australian Centre for Health Services Innovation (AusHSI) and the Academic Director for the Centre of Research Excellence in Reducing Healthcare Associated Infections (CRE-RHAI), Queensland University of Technology / Institute of Health and Biomedical Innovation.

His applied research brings economics to the study of health-care. He has a programme of research that uses Bayesian methods for the synthesis of diverse sources of data that are subsequently used to inform parameters in decision models that address questions about the value of competing investments in health care sector alternatives. He supervises PhD students,


teaches economics to post-graduate students and has made research contributions of international significance publishing in Nature, BMJ, AIDS, Health Economics, Lancet Infectious Diseases, The Journal of Infectious Diseases and Emerging Infectious Diseases.

Nick’s specialist areas of knowledge include health economics; health services research; decision making; cost-effectiveness; prevalence of high-value and low-value care and its effects on patients; healthcare associated infection; health behaviour change interventions; screening for infectious and chronic disease; and how research funding is allocated. Nick’s major focus is on showing how health services can be improved at low cost, or even improved with cost savings.

Nick has received more than $20M in research funding since 2004, mostly from international and national competitive schemes. He has made research contributions of international significance, publishing over 100 articles in top-ranking peer reviewed journals such as Nature, JAMA, BMJ, AIDS, Health Economics, Clinical Infectious Diseases, Lancet Infectious Diseases, The Journal of Infectious Diseases and Emerging Infectious Diseases.

MS JAN PHILLIPS Executive Director | Clinical Excellence Division

Jan Phillips is the Executive Director of the Centre for Leadership Excellence and has responsibility for the development of leadership and management capabilities for Queensland Health clinicians to support improvement in healthcare teamwork, culture and service delivery.

Jan has previously held executive and general management positions in a number of large public sector organisations, including central public sector management agencies and housing, local government, planning and public works departments.

She brings significant expertise in public service and healthcare reform and improvement, including leadership and management development, workplace culture improvement, workforce redesign, strategic planning, access improvement, clinical redesign, patient safety and quality improvement, innovation, human resource management and organisational change development.

Jan has national and international experience as an invited speaker and facilitator and has published a range of articles on clinical leadership and healthcare culture reform improvement. Her qualifications are in social work and strategic leadership, and she is a fellow of the Australian Institute of Company Directors.


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