Jodie Burke

Co-ordination and support of patient flow across the LHD.

Direct Line Manager for the Sustainable Access Team including Whole of Health Leads and Patient Flow Co-Ordinators.

Analysis and reporting of patient flow data to the Executive Director of Operations and Performance

Drafting of monthly patient flow reporting for the LHD Board.

Collaboration with NSW Ambulance to support strong working relationships.

Collaboration with PTS to support strong working relationships to improve access for our community.

Co-ordination and communication of ambulance offload delays across NSW.

Collaboration with LHD Executive to understand barriers to offloads.

Drafting and introduction of System Flow Protocols.

Situation Report drafting and escalation of concerns to MOH Executive.

Matrix adjustment requests from LHD, approval process and communication with NSW Ambulance.

Review of Quarantine Exemeptions Unit Operating Manual.
Review and comments provided for the development of the most recent Air and Martime Public Health Order
-Review of Quarantine Exemptions Unit standard words, exemptions instruments and public facing webpages when new order was released.
Review of vaccination verification pathway to refine processes to support the hotel health team in decision making,
Consultation and implementation of change in operational hours in the QEU.
Consultation and implementation of change of work practises and hours in the Duty Officer portfolio.
Investigation and mapping of critical events for example unvaccinated mariners permitted to enter NSW Community without entering quarantine.
Shifts worked at the State Emergency Operation Centre (Flood Response) including production of sit reps, Noggin updates and co-ordination and feedback of key stake holder
questions.
Workplace cultural adjustment to take the focus away from errors or mistakes being a negative experience to errors being positive and a learning experience.
Ongoing working relationships with key stakeholders.
Multiple scenarios where successful negotiation and goal setting with key stakeholders.
Successful monitoring of the ambulance status board and the patient flow portal and requesting plans from LHD Executive for long stay ambulance offloads.
Successful implementation TOC data reporting
Successful implementation of the DO carrying the MOH esclation phone inbcluding orientation and activity summary for each shift.
Successful and timely escalation of issues and concerns adversely affecting the NSW Health System.

Management of the SHEOC Operations Inbox, escalation of issues as required to SHEOC Executive.
Co-ordination of after hours COVID concerns in hotel quarantine for example evacuation of international passengers secondary to a sewarge leak and the transfer of high profile sports people to special health accomodation.
Co-ordination of health operations at Sydney International Airport.
Co-ordination of domestic airport screening processes, including support and onboarding of non health team.
Management of a number of high profile COVID concerns to the community. For example hotel COVID transmission, fishing vessels with COVID patients on board.
Development of of airport SOP's
Development and review SHEOC SOPs.
Investigation of critical events involving health at Sydney International and domestic airport.
Investigation of critical events in Police quarantine for example hotel transmissions.
Development of a Duty Officer manual.

On Call and escalation of COVID concerns to MOH Executive overnight.

Trial and consequent introduction of the Treatment after Triage trial.
Introduction of communication huddles eahc day to aid and assist communication in the nursing team.
The ED was a finalist in the WSLHD Quality awards for the implementation of the TAT trial.
Pathways for COVID presentations. Development of a COVID critical care isolation room.