Areas of expertise

• Service improvement and change management
• Allied health and occupational therapy
• Solving problems in complex systems
• Building improvement capability
• Safety and efficiency
• Acute, sub-acute and community care models
• Service redesign and improvement
• Data analysis

Services to assist staff

• Far West LHD Implementing Change Framework, which includes the Projects on the Go (PoGo) Register – supporting projects that are undertaken by front line clinical staff
• Systems improvement capacity building – practical service improvement skills for front line staff
• CPI – supporting and assisting staff undertaking CPI projects (e.g. Clinical Excellence Commission Clinical Leadership Program)
• AIM – practical application of AIM approaches in front line implementation projects
• Project planning and implementation support
• Coaching and mentoring in redesign principles
• Support for submissions into Health Awards and other forums

Initiatives Melissa Welsh participates in

• 2017
• Change Manager for the Broken Hill Health Service Redevelopment.
• Developing a Framework for Managing Implementation of Change across Far West LHD.
• 2016
• Congestive heart failure nurse sustained home visiting project
• Far West mental health drug and alcohol projects and innovations
• Implementation of the Paliira Mala Action Plan for building a culturally sensitive service
• Implementation support for the ACI Intensive Care Service Model
• Support for CHR Redesign Project: One size does not fit all – integrated care project. Completed.
• 2015
• Amend: Accessing Mental Health, Drug and Alcohol Services (Broken Hill community team) Redesign Project
  Broken Hill Health Service aimed to build capacity within a fluctuating workforce model and building systems for exit from the service. Completed in August 2016.
• 2014
• PleDG: Please don’t go, it’s worth the wait Redesign Project
  Broken Hill Health Service aimed to reduce the number of people leaving the emergency department before their care is completed (either because they did not wait or they left at their own risk), which was often followed by re-presentation. Leaving rates were particularly high among Aboriginal patients. By responding to feedback from Aboriginal and non-Aboriginal patients, both waiting room comfort and management flow were improved. Completed in December 2015.

Contact Melissa
Melissa.Welsh@health.nsw.gov.au