Background: With emergency departments (EDs) experiencing increasing demands, occupational stress worsens for clinicians, adding to the staffing crisis. EDs incur huge costs due to turnover, yet research internationally has largely been limited to single-point analyses of individual EDs.

Aims: The objectives are to establish a national perspective on the context, cause and impact of chronic work demands and acute stressors on the health and performance of ED nurses and doctors over time using an ED-tailored Job Demands-Resources Model.

Methods: Representing part 1 of a planned 4-wave panel design, the present study is a cross-sectional exploration, using a self-report survey distributed by national emergency nursing and medical colleges between December 2022 to February 2023. The survey consisted of validated measures of coping, demands, control, recovery, leadership, support, burnout, engagement, intentions to leave, ED-related stressors and other items.

Results: Approximately 50% of the 431 participants indicated an intention to leave within the next 12 months. Compared to doctors, nurses scored significantly higher on intentions to leave, burnout, emotional dissonance and ED-specific stressors e.g., difficult presentations. Hierarchical Regression Analyses suggest key job resources (control, executive management, social support) and demands (psychological strain, ED stressors, emotional dissonance) influence engagement, burnout and intentions to leave. The majority of respondents (57%) were based in Queensland, New South Wales, and Victoria.

Conclusion: Clinician wellbeing is multi-faceted and is impacted by individual differences, occupational stressors, and organisational design. Contemporary organisational interventions and leadership supports are needed to improve workforce retention and reduce costs.

Background/Introduction:
Nursing workforce challenges have hit a critical level with associated staff shortages, dwindling available skilled senior staff and reduced retention rates nationally and internationally.

Aim/Purpose:
To develop an organisational intervention to increase emergency nursing staff retention based on a framework that incorporates the job demands-control-support model and adaptive leadership behaviours

Methods/Intervention/Activity:
Mixed methods incorporating a survey with validated measures (The Health and Safety Executive’s Management Standards Work-Related Stress Indicator Tool (HSE) and Practice Environment Scale of the Nursing Work Index (PES)) and questions about intention to leave or reduce hours. Nurse leader Workshop 1 activities included leadership presentations, focus groups and the MoSCoW prioritisation activity. Nurse leader Workshop 2 included data presentations from the survey and workshop 1 followed by co-design of the ideal nurse leader role using lego as serious play.

Results/Outcome:
Almost 40% of nurses were thinking about or planning to leave. Nurses indicated that they had a clear roles and responsibilities but struggled with workplace demands, lack of control and visibility of nursing staff in hospital affairs. The key priorities for change from workshop 1 and 2 were promoting teamwork and connection, senior staffing for each shift, reorienting to quality care post COVID, mentoring and support for junior staff and clear career pathways.

Conclusion/Recommendations:

Adopting a co-design approach to enable nurse leaders to identify the problems underpinning nurse retention and create solutions has led to the identification of a number of recommendations ranging from building competence in the workforce, and creating connection.

As a solution-focused healthcare equipment provider, AxisHealth are proud to be launching some new innovative products that aim to improve and streamline the quality of care within our busy and complex Emergency Departments. We’ll be showcasing our EPC500 All Purpose Chair, the most advanced chair on the market. The EPC500 offers a whole range of benefits including increasing productivity and throughput and decreasing turnover times as well as reducing staff time and preventing staff injury involved in transferring patients during various phases of care. In addition to the EPC500, we will also touch on our new D Heart Portable ECG Machine, our Trio Computing Workstation and our Avalo Emergency Cart. Our healthcare solutions aim to combine innovative advancements with flexibility to meet the needs of clinical users today and into the future.

This session would provide the delegates with an understanding of how an asymmetrical High Flow Nasal interface reduces minute ventilation and work of breathing in patients with mild-to-moderate hypoxemic respiratory failure supported with a conventional interface.

Background:
For the first five years of functioning, the Emergency Centre (EC) at Buderim Private Hospital (BPH) had no formal education model. BPH EC is the Sunshine Coast’s first private emergency department, the model of care previously relied on gracious but ad hoc input.

Aim:
In January 2023, a new education model was introduced - a Clinical Coach (providing educational skill, knowledge support) and a Clinical Nurse Educator (supporting professional development, building staff capability). This model works closely with unit leadership and hospital-wide education to ensure safe care delivery and grow a learning culture.

Methods:
While in early stages, the methods include a wide variety of activities and interventions including:
- Medical / Nursing / Education collaborative strategic planning
- Tailored education to department model / staff requests
- Staff clinical currency assessment
- MDT education days
- CN lead action groups for staff development

Results:
• 92% - improved access to more diverse education
• 92% - increased willingness to participate
• 68% - increased bedside nursing support
• 2% - negative feedback – access limitations
24/7 coverage Portacath access capability
Structured induction and progression pathways

Additional feedback:
• Emergency Manager - ‘staff retention has improved’.
• ‘Staff are full of praise for the difference you’ve made to everyone in EC’ Hospital Executive.

Conclusion:
Identified challenges include part time availability, understanding of roles and capacity to meet educational desire. However, it's been overwhelmingly positive as staff engagement and collaborative leadership drive has increased training compliance and continues to improve.

Background:
For the first five years of functioning, the Emergency Centre (EC) at Buderim Private Hospital (BPH) had no formal education model. BPH EC is the Sunshine Coast’s first private emergency department, the model of care previously relied on gracious but ad hoc input.

Aim:
In January 2023, a new education model was introduced - a Clinical Coach (providing educational skill, knowledge support) and a Clinical Nurse Educator (supporting professional development, building staff capability). This model works closely with unit leadership and hospital-wide education to ensure safe care delivery and grow a learning culture.

Methods:
While in early stages, the methods include a wide variety of activities and interventions including:
- Medical / Nursing / Education collaborative strategic planning
- Tailored education to department model / staff requests
- Staff clinical currency assessment
- MDT education days
- CN lead action groups for staff development

Results:
• 92% - improved access to more diverse education
• 92% - increased willingness to participate
• 68% - increased bedside nursing support
• 2% - negative feedback – access limitations
24/7 coverage Portacath access capability
Structured induction and progression pathways

Additional feedback:
• Emergency Manager - ‘staff retention has improved’.
• ‘Staff are full of praise for the difference you’ve made to everyone in EC’ Hospital Executive.

Conclusion:
Identified challenges include part time availability, understanding of roles and capacity to meet educational desire. However, it's been overwhelmingly positive as staff engagement and collaborative leadership drive has increased training compliance and continues to improve.