ABN 24 249 677 670
Western Metropolitan Region
Clinical Placement Network
Day 2 Workshop Report
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Table of Contents
1 BACKGROUND ........................................................................................... 3
2 WORKSHOP OUTCOMES ............................................................................. 4
2.1 ROLES/FUNCTIONS OF THE CPN .......................................................................4
2.2 MEMBERSHIP AND REPRESENTATION ISSUES .........................................................4
2.3 STRATEGIC PRIORITIES ..................................................................................7
2.4 GENERAL IMPRESSIONS ..................................................................................8
3 APPENDICES ............................................................................................. 9
3.1 APPENDIX 1: WESTERN WORKSHOP PARTICIPANTS .................................................9
3.2 APPENDIX 2: WORKSHOP PRESENTATION........................................................... 10
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In November 2008, the Council of Australian Governments (COAG) agreed to significant health
workforce reforms, including an additional $1.1 billion over four years in Commonwealth
funding for health workforce initiatives across Australia. One domain of reforms targeted the
development of new models for planning, management, allocation and resourcing of clinical
placements across all disciplines.
To advance the process in Victoria, the Victorian Department of Human Services (DHS; now
Department of Health) established a Project Steering Group and invited the Council of
Victorian Health Deans (CVHD) to lead the development of a regionally based model for
managing clinical placements in Victoria. The final report on the project was delivered in June
2009 and recommended the establishment of Regional Clinical Academies (RCA; subsequently
referred to as Clinical Placement Networks, CPN) in each of eleven Victorian regions,
representing local communities of interest across the state. In regional Victoria, the boundaries
of the proposed networks correspond to the existing DHS regional boundaries, while the three
DHS metropolitan regions were divided into six networks.
In 2010, the Department of Health commenced implementation of the new system of
governance for health professional clinical placements, based on the model developed in 2009.
The new model incorporates a stakeholder-led council to provide statewide strategic oversight
and coordination of clinical education activities – the Victorian Clinical Placements Council
(VCPC) – and eleven regional CPNs to develop and implement locally driven approaches to
planning, coordination and delivery of clinical placements.
The implementation of the new model has occurred in two phases. In the first phase, the
Loddon Mallee region served as an implementation pilot – or pathfinder region – owing to the
existence in that region of a number of partnerships, networks and arrangements that are in
line with the CPN model. The second phase, which has now commenced, will result in the
model being rolled out across the remaining ten CPNs. This process has involved the
recruitment of Project Managers to support CPN activities in each region, as well as a
Statewide Implementation Manager to oversight the process and support and coordinate the
activities of the eleven Project Managers.
To facilitate the establishment of each region’s CPN, workshops were planned for each region,
to inform the local health service and education provider stakeholders about the new model
and the process to date. The workshops were also intended as a forum for stakeholders to
provide input into the structure and function of their network. Specifically, the workshops were
expected to deliver the following outcomes:
Agreed sectoral representation for the CPN Executive Committee, as well as an agreed
process for finalising the membership and chair of the committee by 17 December 2010.
Identification of priority projects for the CPN that will facilitate collaboration, cooperation
and sustainable activities in the region, for which Department of Health strategic funding
might be applied.
For the six metropolitan CPNs, a common Day 1 workshop open to all metropolitan CPN
stakeholders was conducted on 25 November 2010 to set the scene for the decision-making to
occur subsequently at region-specific Day 2 workshops. For the Western metropolitan CPN, the
Day 2 workshop was conducted in Ascot Vale on 13 December 2010.
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2 Workshop outcomes
This section presents a summary of outcomes from the Western workshop, indicating
consensus positions reached by stakeholders (see Appendix 1 for a list of participants).
The workshop was attended by 33 stakeholders, including representatives from six
universities, four VET sector institutions, tertiary and community public health services, aged
care, community health services, community services, disability services, mental health
services, private hospital and the GP sector (see Appendix 1). Ms Jay Myers, Project Manager
for the Western CPN, was in attendance, together with Ms Bernadette Hally (Statewide
Implementation Manager) and one other Department of Health officer.
Jay Myers briefly welcomed the workshop participants. As the Day 1 workshop had provided
the necessary background, the workshop facilitator, Donna Cohen, moved directly into the first
workshop session, providing some region-specific contextual information to guide the
discussion. The Power Point presentation used at the workshop is included at Appendix 2.
2.1 Roles/functions of the CPN
The group heard a brief summary of the outcomes from the Loddon Mallee region CPN
workshops conducted in Nov 2009 and April 2010 in relation to the roles/functions of their
network. Workshop participants were then invited to consider the list of possible roles derived
from the Loddon Mallee process, which had been ranked by the metro CPN Day 1 workshop
participants, with a view to determining the Western region-specific requirement of the CPN.
This was conducted as a breakout activity by each table of participants, followed by a plenary
discussion of the deliberations. Table 2 (overleaf) summarises the outcomes of this discussion.
2.2 Membership and representation issues
The session commenced with a brief summary of the proposed mechanism for how
representation of sectors will work on the CPN Executive Committees. This was followed by a
review of the composition of the Loddon Mallee CPN Executive Committee and a plenary
discussion on the composition of the Western CPN Executive Committee, reaching a general
consensus on the sector categories to be represented and the number of representatives in
each category. Participants were then divided into sectors for deliberation on which
organisations would represent each sector, followed by a brief plenary discussion of those
outcomes. The results are summarised in Table 1.
Table 1: Consensus from Western workshop participants on the composition of the Western
CPN Executive Committee
Category No. Representative Nominated
Department of Health 1 Department of Health Matthew Hercus
University sector 3 Victoria University Michelle Towstoless
University of Melbourne Stephen Lew
La Trobe University Joan Deegan
VET sector 1 Victoria Uni TAFE Division Grant Dreher
Regional Training Provider 1 VMA Mark Rowe
Public health service (tertiary) 1 Western Health Silvio Pontonio
Public health service (community & metro) 1 Werribee Mercy Wendy Dunn
Community health services 1 ISIS Primary Care Anne Cox
Private health 1 TBD
Division of GP 1 PivotWest Ross Joyce
ACCHO 1 To be engaged later
Community services 2 MacKillop Family Services Gavin Kempin
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Table 2: Consensus from Western workshop participants on possible CPN roles. Red text indicates new proposed roles; High = first 6-12
months; Medium = 1-3 years; Low = >3 years
Possible role (from Loddon Mallee workshop report) Include? Priority Notes
Determining capacity (current and future)
1. Initiation and facilitation of discussions between members on Yes Needs to be support for AH students where there isn’t a
capacity-related matters, including professional of the same discipline; this will be important
Development of a shared – and realistic – understanding High to assist some health and community services to take
of capacity. students. There is an assumption that groups will want to
Innovations in clinical education and training, including share innovations; the issue is competitive advantage.
new models of education, multi-disciplinary approaches to
education and interprofessional learning programs. High
Development of sustainable clinical placement capacity.
2. Coordination between health services to meet the demand for Yes High
3. Provide financial, academic, material and administrative Yes Medium Might need more clarification about what is on offer; could
support to health services to facilitate the hosting of students. be more about rationalising what is already being done,
rather than setting up new arrangements.
4. Facilitation of vertical integration of education and training, by No May be something to be done within individual
providing a liaison point for education providers responsible for organisations.
the various levels of trainees.
Matching capacity and demand
5. Facilitation and mediation of negotiations between health Yes High Will vary by discipline.
services and education providers for the equitable allocation of
clinical placement supply against demand. This includes
assisting with the organisation of – and preparations for –
6. Coordination of requests for placements from education Yes High
providers, including providing support for continuity of
7. Maintaining (and managing) a placement database that Yes High
includes real-time data on clinical placement activity across
the region, providing a snapshot of spare/unused capacity at
any given time.
8. Support innovation in clinical education, including a review of Yes Medium- Probably a state-wide task.
current practices in relation to format, duration and Low
assessment of clinical placements.
9. Facilitation of negotiations between education providers to Yes Medium- May be a national initiative (or certainly needs to be state-
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develop consistency amongst educational models, particularly Low wide).
in relation to assessment tools.
10. Facilitation of interprofessional education/interprofessional Yes Medium Would require a sub-committee or working group.
11. Monitoring quality aspects of clinical placements. Yes High Needs to be linked into other relevant quality systems.
12. Maintaining an information resource for all stakeholders, Yes High-
including a website with links to other networks and relevant Medium
13. Maintain a registry of student accommodation and other Yes Low Needs to take transport and accessibility into account.
Policy and Advocacy
14. Policy development across the range of issues relevant to Likely to be state-wide; region will contribute to these
clinical education and training. discussions; could be more about principle development.
15. Provide information and advice to support policy decisions on Yes Medium-
course enrolments, areas of workforce need, etc. Low
16. Advocate on behalf of the region to obtain funding for Yes High
communal goods and resources.
17. Training clinical educators in supervision skills.
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The group also considered the inclusion of a sector representative for residential aged care
services. While it was agreed this would be appropriate, the group indicated that, in the first
instance, this sector could be represented through Western Health and the inclusion of a
separate representative for this sector could be reconsidered at a later time.
The private health sector was not in a position to finalise the representative organisation
and/or the individual that would sit on the Executive Committee and it was agreed this
information would be provided to the Western CPN Project Manager via email. It was also
noted the Aboriginal health sector is not yet ready to engage with this process and will be kept
informed about the development of the CPN.
The group discussed the position of Executive Committee Chair and there was general
agreement that Michelle Towstoless would be an excellent appointment to that position.
Professor Towstoless indicated her willingness to take on the role. It was further agreed that
nomination and selection of the Deputy Chair would be handled via email amongst the
nominated members of the Executive Committee. Workshop attendees noted the timeline for
finalising decisions about the Executive Committee was very short, as the proposed
composition of the Executive Committee (including Chair and Deputy Chair) would need to be
presented to the Department of Health (Head Office) on the afternoon of Friday 17 December.
Workshop participants were informed about the process for ratifying and finalising the
Executive Committee membership and Chair, to wit:
The Department of Health will consider all CPN Executive Committee arrangements on 17
If modifications to the membership are required, or if another Chair needs to be selected
(to ensure the VCPC is properly balanced in terms of sectoral, disciplinary and
organisational representation), the Western CPN will be informed by 20 December, with a
view to finalising committee membership by 23 December.
The group was also informed the Western CPN Executive Committee would be required to hold
its first meeting in early February 2011 to consider its requests for strategic project funding.
The second meeting of the Committee is expected to take place in early March 2011, to
consider Terms of Reference for the committee and the CPN communication strategy.
2.3 Strategic priorities
The group was reminded about the one-off funding (up to $350k per CPN in addition to the
salary of the Project Manager) being provided by the Department of Health to assist each CPN
to deliver on its immediate- and medium-term objectives. Each table of participants was asked
to consider the list of projects generated by the participants of the metro CPN Day 1 workshop,
to identify projects of particular interest to the Western CPN. In the plenary discussion that
followed, a consensus ranking for the listed projects was determined (see Table 3). Projects in
red text represent new project ideas that emerged from the discussions.
Table 3: Projects nominated for strategic funding by Western workshop participants
Project Yes/No Statewide?
Provision of supervisor training, introductory and ongoing Yes Possibly
Development of train-the-trainer modules No
Development of common assessment tools Yes Yes
Development of orientation tools for students No
Development of clinical education community
Develop web resources for information sharing and discussion, CPN comms Yes Yes
Establish special interest groups incorporating education resources, research No
and best practice activities
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Facilitate bi-annual meeting of CPN members to discuss issues and concerns Yes No
with sectoral CPN Executive Committee representative
Identification of communication and relationship building systems and Yes Possibly
Understanding capacity and placement planning
Work related to understanding capacity and placement planning Yes No
Development of clinical placement activity/planning database to assist in Yes Yes
understanding placement capacity
Determine days/times that are currently used for placements; forward No
modelling of demand
Development of standardised clinical placement agreements Maybe
Research to gather student perspectives on clinical placements Maybe
Research to determine student contributions to patient care Maybe
Exploration of IPE teaching models; promote uptake Yes
Support expanded settings to participate in clinical education and CPN Yes No
Exploration and development of simulation resources Maybe
Roll-out of pre-existing successful projects Maybe
Quality in clinical education
Quality-related initiative – implementation of the BPCLE framework Yes
Assist organisations to instil clinical education as core business; facilitate
development of health service learning cultures, including in expanded settings
2.4 General impressions
The workshop had a reasonable cross-section of the stakeholder groups of the Western region,
particularly amongst education providers, and there was at least one representative from most
of the relevant health service sectors. Participants were generally positive about the CPN
model. The group seemed to reach consensus positions without too much difficulty and were
able to secure the nomination of the Executive Committee Chair without debate.
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3.1 Appendix 1: Western workshop participants
Name Position Organisation
Joan Cooney Partnerships Manager Annecto
Cynthia Taplin Head of School, Melbourne Careers Australia
Tim Crowe Course Director for the Master of Dietetics, School of Deakin University
Exercise and Nutrition Science
Jade Blakkarly Program Advisor, Community and Women’s Health Department of Health
Nicole Kondidiagas Executive Manager, Organisational Development Doutta Galla CHS
Jenny Williams Director of Nursing Hazeldean Nursing Home
Anne Cox Director, Community Heath Services ISIS Primary Care
Joan Deegan Development Manager, Central Western Region; La Trobe University
Faculty of Health Sciences
Gavin Kempin Director of Advocacy & Service Development Mackillop Family Services
Di Hawthorn Acting Area Manager Mercy Mental Health
Louise Kelly Clinical Placement Coordinator Navitas Health Skills
Howard Parker Head of Sub Schools, Melbourne Clinical School Notre Dame University
Ross Joyce Chief Executive Officer Pivot West
Ann Hindell Director of Nursing Tweddle Child & Family
Sevi Vassos Crescent Project Facilitator University of Melbourne
Stephen Lew Clinical Dean, Western Clinical School University of Melbourne
Steve Trumble Chair, Clinical Placements Committee University of Melbourne
Fay Hanns Manager, Clinical Placement Unit University of South
Kristine Martin- Head of School of Nursing & Midwifery, Faculty of Victoria University
McDonald Health, Engineering and Science
Michelle Executive Dean, Faculty of Health, Engineering and Victoria University
Grant Dreher Executive Director, Faculty of Workforce Victoria University TAFE
Danilka Jurisic General Manager, Corporate Services Victorian College of Health
Stephen Wilkinson Senior Medical Educator Victorian Medical Alliance
Julie Hammett Manager Education Unit Werribee Mercy Hospital
Wendy Dunn Director of Nursing/Hospital Manager Werribee Mercy Hospital
Alicia Martin Manager, Physiotherapy Western Health
Louise McKinlay Director, Education and Learning Western Health
Silvio Pontonio Executive Director, Continuing Care and Allied Health Western Health
Fiona Langtry Nurse Educator Western Private Hospital
Jane Canaway Manager, Chronic Complete Care Western Region Health
Corrine Siebel Chief Executive Officer Westgate General Practice
Marisa McCague Manager, Children’s and Family Services North-West Yooralla
Robyn Heesh Clinical Advisor, OT Yooralla
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3.2 Appendix 2: Workshop presentation
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