n By NURSES And MIDWIVES For NURSES And MIDWIVES Issue 30  November/December 2017

CRITICAL CARE NURSING

IN FOCUS: THE
ECMO NURSE
SPECIALIST

BEST PRACTICE

ENAYA
SPECIALIZED
CARE CENTER
GETS CAUTI
UNDER
CONTROL

SPECIAL REPORT
HOW RUMAILAH
HOSPITAL’S
PLASTIC SURGERY
OUTPATIENT
DEPARTMENT
REDUCED PATIENT
WAITING TIME
 NURSE AND MIDWIFERY
EXECUTIVE COMMITTEE
NOTICE BOARD
The Nursing and Midwifery Executive Committee (NMEC) is the professional governing body for
nurses and midwives across HMC. This section provides the opportunity for the NMEC to update
readers on areas of focus and information that come from your leadership team. Here are the
latest updates on what has been happening in and around your hospital.

ANNUAL APPRAISAL to support nurses to focus on nursing care, and exploring

A task and finish group was established to garner feedback on
the 2016 Annual Performance Review (APR) process and form
(APRF). From the feedback sessions conducted, which included
all roles and settings, four main areas were identified as requiring
further explanation and education. They included language,
form, rating scale, and required evidence. DoN educators Samiya,
Tawfiq and Fawwaz have organized the delivery of a general
overview session for all employees interested in reorienting
themselves with the appraisal process or in hearing about it
for the first time, and secondly, a focused workshop for those
conducting the appraisal.
 
EDUCATION AND PROFESSIONAL DEVELOPMENT
COMMITTEE
The education and professional development committee (EPDC)
escalated an issue related to the nursing and midwifery education
(NAP 6) and personal (NAP 28) unit files, as there are a number
of duplications between these files and the professional portfolio.
The NMEC requested that the EPDC generate a new protocol
that provides clear direction on the contents to be contained in
one unit file, meeting accreditation requirements.
QUALITY AND PRACTICE COMMITTEE
Mr Thabit, chair of the quality and practice committee (QPC)
provided an overview of the nursing and midwifery dashboard
indicators, focusing on the infection indicators CAUTI, CLABSI,
VAP, and VAE. Although there is a decreasing trend across all
indicators, a task and finish group has been established to review
current processes associated with prevention and identification
of these indicators, with the aim of eliminating the incidence,
wherever possible.
opportunities for the career framework role of specialized nurses
and midwives.
NMEC PRIORITY AREAS
From previously identified areas requiring focus from the NMEC,
a number of task and finish groups have been established to
progress the following items: (a) patient engagement, (b)
compassionate care, (c) manual handling, (d) infection control,
(e) tissue viability and wound care, (f) professionalism, (g) head
nurse strategy, (h) allowances, (i) senior nursing review, (j)
investigation and disciplinary process, (k) nursing and midwifery
website, and (l) patient and family education.
NURSING AND MIDWIFERY EDUCATION
The nursing and midwifery department (NMER) recently
conducted a workshop to address the transformation of the
department, and to meet the needs of the growing healthcare
system and workforce. The workshop was well attended and
represented by SN, CNS, DON, EDoN, and educators. NMER has
been asked to draft a paper, including a strategy, based on the
workshop feedback. More information will follow in the next
issue.
MANUAL HANDLING
Mr Raed, DoN NMER, is leading the manual handling initiative.
A consultancy visit will occur before the end of the year,
consisting of a review of current practices as well as a set of
recommendations to ensure world-class care is in place for our
patients and that our staff have the right equipment and training
to ensure a safe work environment.

An idea for improvement form (IFI) was raised by the critical

care nursing network (CCNN) seeking support for the use of
electronic devices to assist non-communicative patients. The
NMEC supported the IFI in principle and has asked the QPC to
build the business case for this initiative for review.

WORKFORCE COMMITTEE
The workforce committee (WFC) is currently working on a
number of initiatives, including a review of the utilization of
nurses in the outpatient area, hiring patient care assistants
 CONTENTS
The team from Mental Health Servces featured on this month’s masthead (from left):
1. Jeethu Jacob 4. Adel Mohammad Khalaf
Staff Nurse in Female Unit Head Nurse in Inpatient Service

2. Leonidas Tacardon 5. Hoda A. Salam

Acting Clinical Nurse Specialist Director of Nursing
Issue 30 November/December 2017 3. Deborah Nelson 6. Onyekachi Adekunle Ebere
Executive Director of Nursing Staff Nurse in OPD

A Message from your Chief Nursing Officer 2

Nurse Spotlight 3
Meet Gomathi Samuel
Ward Rounds 4 WE
Skilled Nursing in Long-Term Care CARE
Multidisciplinary Team (MDT) Spotlight 5
Getting It Right
We Care 6 P.6
Palliative Awareness Program; ECMO Nurses - Providing
Technical, Critical Care
ON THE
Special Report 8 PULSE
Speedy Outpatient Access
On The Pulse 10
Infusion Pumps Get Smart
Journal Club 11
Defining Resilience
Best Practice
CAUTI Control; Swift Staff Response
12
P.10
Events and Happenings 14
Adult Pain Assessment and Management Foundation Program; Club
Foot Awareness; Fourth Qatar Sepsis Symposium; Stroke Awareness BEST
Seminar for the Nursing Community; Patient Education Program Skills PRACTICE
for Healthcare Professionals; Qatar Leadership Center Graduation
Ceremony; 31st International Confederation of Midwives Congress
Work Room 16
How to be an Effective Oncology Nurse
Calendar of Events 17
Important Dates to Remember
P.12

Editorial Board
Mr. Afshin Ahmed RN, BSN, Al Khor Hospital
Ms. Fatima Nagi RN, BSN, Al Wakra Hospital
Mr. Franclin G. Pineda RN, BSN, Mental Health Services (NMER)
Ms. Jyothi Shadakshraiah RN, Pediatric Emergency Centers
Ms. Kristinna Miguel RN, BSN, Enaya Specialized Care Center
Ms. Laveena D’Souza RN, BSN, Women’s Hospital
Ms. Noronha Daisy RN, BSN, NCCCR
Ms. Pauline Cadampog RN, BSN, Rumailah Hospital
Ms. Rezielyn Clanor RN, BSN, Heart Hospital
The Nurse Advocate is the official publication of the Corporate Nursing
Ms. Rubie Yves Ignacio RN, BSN, Nursing and Midwifery Education and Research
and Midwifery Department at Hamad Medical Corporation.
Ms. Safa Aladerah RN, BSN, Home Health Care Services
Ms. Smitha Revi RN, BSN, Hamad General Hospital, OPD
Editor in Chief Mr. Tawfiq Elraoush RN, BSN, MSN, Nursing and Midwifery Education and Research
Brent Foreman, RN, BHlthSc(N), MAM(H)
Managing Editor The Nurse Advocate is produced with the guidance and support of HMC’s Corporate
Mohammed “Salah” Salauddin, BCom Communications Department. The editorial board can be reached through email at
nurse.advocate@hamad.qa or by phone at 4439 3201

nursing.hamad.qa
November/December 2017  THE NURSE ADVOCATE  1
 WELCOME NOTE

A MESSAGE FROM YOUR

CHIEF NURSING OFFICER
Dear Colleagues,
 
I am proud to have been appointed as the Chief Nursing Officer
(CNO) for Hamad Medical Corporation at such an exciting time
in the development of Qatar’s healthcare services, and I am
delighted to introduce this latest edition of The Nurse Advocate.
 
Qatar deserves world-class health service, and nursing and
midwifery have key roles to play in ensuring that this is delivered
and sustained.
 
Healthcare needs are evolving constantly, and the services we
provide, as well as the way in which we deliver them, need to be
responsive to those changes. In support of this, there is a need
for us to standardize our approaches to governance, quality,
and safety across the whole organization; promote meaningful
research that provides sound evidence on which to base our
nursing and midwifery practice; and ensure staff have the right
skills and support they need to deliver the most effective care.
 
Dr Nicola Ryley Whilst these are significant challenges, they provide a wealth
of opportunities for innovation and advancing our professions,
RN, RSCN, RNT, DipCH, MSc, PGCE,
including: introducing new roles, developing advanced and
DNurSci specialist practitioners, acquiring new skills, forging new multi-
disciplinary working relationships, influencing the reshaping of
services so that they truly meet the needs of patients, and
promoting quality and safety across all areas of our practice.
 
There is no doubt that advancing these agendas will require
considered and thoughtful leadership at all levels, but most of all,
success will depend on your engagement, your commitment, and
your support.
 
In my first four weeks as CNO, I have visited many of our
hospitals, and have attended the Grand Round for Emergency
Pediatric Nursing. I am impressed by the professionalism,
enthusiasm and dedication of all the staff I have met. Based on
my experience, I’d say we have a very sound base from which to
progress.
 
I am passionate about developing staff so that they can meet
their full potential, and establishing services that are responsive to
the needs of both patients and their carers.

I look forward to working with you all in realizing our ambitions.

2  THE NURSE ADVOCATE  November/December 2017

 NURSE
SPOTLIGHT

Meet In every issue of The Nurse

Advocate, we shine the spotlight
on exceptional nurses and

Gomathi midwives in celebration of their

achievements and contributions.
This month, we speak to

Samuel
Gomathi Samuel, Registered
Nurse at Home Health Care
Services – Pediatrics.

BY SAFA ALADERAH,
Staff Nurse, Home Health Care Services

Her passion for her work comes through when she speaks about being
a pediatric nurse. This Indian national has clearly found her calling.
Despite the demands of caring for the littlest patients and their
families, it’s a job that she’ll choose over and over again.

WHEN DID YOU JOIN HAMAD MEDICAL CORPORATION (HMC) AND WHERE
DID YOU WORK PRIOR TO THAT?
I started working in HMC’s Pediatric Home Healthcare as a Registered Nurse in
2013. Before that, I worked in a pediatric intensive care unit for five years in
Chennai, India.

WHAT IS THE MOST ENJOYABLE PART OF YOUR JOB?

Being a pediatric nurse is a truly rewarding job! To be an integral part of a
multidisciplinary team that delivers quality nursing care at home is, to me, the most
rewarding part of my job. Each day is enjoyable because of the teamwork and
support from the pediatric unit leaders. As children with chronic cases can stay with
us for a long time, I cherish being able to care for them and watch them grow up.

WHAT DO YOU FIND MOST CHALLENGING ABOUT YOUR JOB?

One of the many challenges we home healthcare nurses face is the stress of
working in our patients’ homes. We sometimes have to deal with big families
that consist of three generations, answering everybody’s questions while caring
for children with complex diseases. This requires us to be tolerant and honest.
Other challenges include being ready and competent to deal with case difficulties.
Watching a child’s condition worsen or seeing them lose their lives is also very
painful.

WHAT DOES BEING A PEDIATRIC NURSE MEAN TO YOU?

To me, nursing is not a job. It is a service. When a child falls ill, the entire structure of
a family falls. Our job is to help, comfort, and care for the entire family, generating
hope and empowering the caregivers. So for me, if God gives me another chance to
be reborn, I would want to be a pediatric nurse again!

WHAT ARE YOUR GOALS FOR THE FUTURE?

I would like to continue with pediatric studies, gain a specialization, and take up
administrative tasks.

November/December 2017  THE NURSE ADVOCATE  3

 WARD
ROUNDS
Skilled Nursing in
Long-Term Care
Rumailah Hospital’s LTCU-2 provides
highly skilled and technical nursing care
to patients requiring long-term care.
BY PAULINE GRACE B. CADAMPOG,
Staff Nurse, Rumailah Hospital
O
ne of four long term care units
(LTCUs) at Rumailah Hospital
(RH), LTCU 2 is a well-maintained,
30-bed capacity providing tracheostomy
and mechanical ventilation support that
aims to cultivate safe and quality care for
male geriatric, rehabilitative, palliative, and
social care patients.
Formerly called Male Unit 1, LTCU 2
underwent renovations and reopened
in May 2015. Mostly staffed by
healthcare professionals from Male Units
1 and 2, LTCU 2 currently consists of
an enthusiastic and supportive Director
of Nursing, one very active Head
Nurse, five diligent Charge Nurses, 48
hardworking and persistent Staff Nurses,
two dedicated Nurse Technicians, and 11
vibrant Nursing Assistants, all working
collaboratively within the unit’s dynamic
multidisciplinary team.
Starting Over Again
Deciding how and where to begin with the
renovations and refurbishments proved to be
a challenge. It was difficult to simultaneously
reorganize the medical equipment and storage,
maintain a safe environment for patients,
and ensure a conducive workplace for the
staff. Aside from the multicultural differences
and the large number of staff, most of the
nurses came from two different units, which
made teamwork and staff vitality an area of
opportunity.
Setting up the physical appearance
of the unit took a lot of effort, as did
the structuring of the unit’s plan and
4  THE NURSE ADVOCATE  November/December 2017
guidelines. Also, this being a specialized
tracheotomy unit, nurses must be
diligent in ensuring that airways remain
patent, any complications are minimized,
and patients remain free of infections.
Managing both active rehab patients
with a tracheostomy and sick patients on
ventilators is quite a task.
Providing Effective Care
In June 2015, the concept of “Enabling
Ward (Transforming Care at the Bedside)”
was introduced at the unit after the Head
Nurse, one Charge Nurse, and three Staff
Nurses attended a learning session. In
August 2015, the Institute for Healthcare
Improvement’s “Best Care Always”
campaign was launched on the unit,
where the package of change concepts
was gradually introduced and embraced.
Over time, this campaign has proven to
be very influential, playing an important
role in the unit’s quality improvement
activities.
Utilizing the lessons learned, the unit has
identified - with fresh eyes - ways to work
collaboratively on initiatives that can:
• Provide safe, quality, and timely
nursing care to patients by avoiding
wastage and delays
• Strengthen teamwork in the unit by
empowering staff through active
participation in different quality
improvement activities
• Help develop strategies that would
make the staff workload more
efficient and cost effective
• Develop and motivate new leaders
and enhance staff knowledge, skills,
and attitudes
• Improve staff satisfaction through
open communication that allows
feedback
• Focus on patient and family-centered
care to help enhance the patient’s
recovery
Quali-Team: A Work in Progress
LTCU 2 is the pioneer unit for the
Enabling Ward concept at RH. Since its
introduction, the unit’s staff members
have continued to fulfill their undertakings
with quality improvement initiatives that
not only respond to patients’ needs but
also advocate for staff necessities. These
are sure to make them proud of the team
that they have built. The unit has recorded
many successfully decannulated and
repatriated patients and has introduced
measures such as cabinet and e-cart
photo labels, patient status board, and
patient family in focus.
Teamwork is greatly emphasized on LTCU 2.
Thanks to the team’s different approach to
doing things, they have enjoyed a number of
achievements that include Break The Chain
(Champion, Infection Prevention Week), World
Hand Hygiene Day (4th Place), and Journey
To One, a documentary to commemorate the
LTCU 2’s first anniversary.
The unit is blessed with supportive leaders
and persevering staff members, who
continue to work hard as a team to make
a difference.

Getting It Right
BY DAISY NORONHA, Charge Nurse,
National Center for Cancer Care and Research
There is nothing easy about caring for cancer patients. But when the right people and
information come together at the right time, caregiving not only becomes effective but also
fulfilling for this Patient Pathway Coordinator from the Philippines.
WHEN DID YOUR JOURNEY
WITH HAMAD MEDICAL
CORPORATION (HMC)
BEGIN AND WHEN DID YOU
STEP INTO YOUR CURRENT
POSITION?
I joined HMC on 9 October
2004 as a Staff Nurse in
Oncology at NCCCR’s Ward 2.
Then in November 2013, I was
promoted as a Patient Pathway
Coordinator (PPC) with the
Cancer Service Team, under
the Cancer Strategy Program
of the Supreme Health Council
of Qatar.
WHAT DO YOU ENJOY MOST
ABOUT YOUR JOB?
Working with cancer patients
is very challenging but also
fulfilling, which makes my
job very interesting. I meet a
lot of patients from different
cultures, backgrounds, and all
walks of life. It helps me to be
more flexible, creative, and
assertive. In this line of work,
good communication is key
to providing a link between
patients and the various
specialties and directorates.
Maintaining a proper, rapid
communication that ensures
effective coordination
between all members of
the MDT is an important
part of my job.
WHAT DO YOU
FIND MOST
CHALLENGING
ABOUT YOUR
JOB?
Dealing with
cancer patients
is always a
challenge.
They are often confused and
uncertain as to who is actually
looking after them because
of the many members of
the healthcare team that are
involved in their care. Even my
role as the PPC sometimes
causes confusion, not only with
patients but also with other
healthcare professionals.
WHAT DOES BEING
A PATIENT PATHWAY
COORDINATOR MEAN TO
YOU?
As a PPC, I’m the patient’s
advocate during their entire
journey of care, overseeing all
stages of their disease, from
suspicion of cancer to diagnosis
and subsequent treatment
within the hospital. To be
intimately involved in their care
November/December 2017 THE NURSE ADVOCATE  5
MDT
NURSE
SPOTLIGHT
Behind every patient
success story is a team of
dedicated professionals who
provide holistic care through
collaborative practice. The
Multidisciplinary Team (MDT)
Spotlight puts the focus on
exceptional members of the
MDT, in celebration of the care
and contribution they provide
each and every day. In this
issue, we speak to Carmen
Trinidad D. Tiongson, Patient
Pathway Coordinator, National
Center for Cancer Care and
Research (NCCCR).
from start to end during this
difficult time means a great deal
to me.
WHAT ARE YOUR GOALS
FOR THE FUTURE?
To grow professionally and to
continue providing quality care.
I plan to continue working with
my fellow MDT members and
other healthcare professionals
to provide only the very best
of care to our patients and to
maintain a support network
to ensure and share best
practices.
HOW DO YOU AND YOUR
TEAM COLLABORATIVELY
WORK WITH NURSING?
As a member of the MDT,
I work closely with nurses
from different units.
Proper coordination and
communication with nurses
and patients is more than
just exchanging information;
it’s about understanding the
emotions and intentions behind
the information. Therefore,
having the right people and
getting the right information
at the right time is crucial to
helping patients understand
their pathway and improving
the quality of care.
 WE
CARE
Palliative
Awareness
Program
Created by nurses for a deeper understanding
of the Palliative Care Program at the National
Center for Cancer Care and Research
BY CONNIE VENDICACION, Charge Nurse,
Supportive and Palliative Care Unit,
National Center for Cancer Care and Research
D
uring the Supportive and Palliative
Care Unit’s (SPCU) monthly
meetings, it became apparent that
nurses in other units of the National Center
for Cancer Care and Research (NCCCR)
would benefit from understanding the
palliative care program in more detail.
To remedy the situation, the palliative
awareness program was created to provide
accurate and adequate knowledge of its
pathways, criteria, and scope so that a
more effective collaboration between
disciplines could be achieved to improve
the patient experience.
Although raising awareness of the
palliative care program among NCCCR
staff nurses is the objective, the ultimate
goal is to encourage and empower the
multidisciplinary team (MDT) to promote
early referral of patients from other units to
the palliative care program.
6  THE NURSE ADVOCATE  November/December 2017
BY DAN ALVIN CATIGAN, Charge Nurse,
Supportive and Palliative Care Unit,
National Center for Cancer Care and Research
When the concept of the palliative
awareness program was proposed to
nursing administration, it received strong
support. With the assistance of the NCCCR
nursing education team, the program
was created and included in the hospital’s
monthly education calendar for its entire
staff from August to October 2016. It
didn’t stop there. In July 2017, a session on
palliative pain management was also held,
with several more planned in the coming
months, to continue providing significant
information regarding holistic, effective,
efficient, and quality care to palliative
patients.
Feedback
The palliative awareness program has
been an eye-opener for many nurses
and healthcare professionals. The specific
roles, duties, and responsibilities of each
member of the palliative care team and
broader MDT are thoroughly explained and
clarified, emphasizing their contribution to
The Patrons
Newsletter
A newsletter entitled The Patrons
was also created by the SPCU
staff nurses in November 2016 to
increase palliative care awareness
at NCCCR. It has been well received
and is currently available on
the NCCCR Nursing Informatics
Workspace. To date, three quarterly
issues have been published.
the promotion of the quality of life of their
patients and families, during the course
of treatment. The palliative awareness
program sessions received positive support
and feedback from the NCCCR staff,
with almost 100 attendees at the three
sessions that were conducted in 2016. In
addition, the Third nursing grand round,
conducted in May 2017 with the theme A
Journey to Palliative Care, was also a major
success with more than 300 healthcare
professionals from various departments of
Hamad Medical Corporation in attendance.
Thanks to the awareness program’s
success with palliative care nurses,
plans are afoot to expand palliative care
education to NCCCR physicians, where
the SPCU doctors will impart knowledge
to other physicians, specifically those
in the oncology and hematology
departments, to improve the process of
timely referrals of patients who qualify
for the palliative care program.

ECMO
Nurses -
Providing
Technical,
Critical Care
With respiratory illnesses on
the rise in the region, selected
Hamad Medical Corporation
nurses are required to add a new
skill to their repertoire
BY FERDINAND MICHAL V.
DELOSO,
Staff Nurse, Critical Care,
Hamad General Hospital
A
dvances in technology are
constantly changing the way
medicine is practiced. To keep
up with the growing number of new
technologies, nurses must continuously
evolve to stay updated and prepared.
One of the technological advancements
that have been introduced in the field of
allied health is Extra Corporeal Membrane
Oxygenation (ECMO). For the increasing
population that is affected by H1N1,
MERS-CoV, or simply influenza that leads
to ARDS or Acute Respiratory Disease
Syndrome, ECMO is the treatment
of choice. This is a form of invasive
cardiopulmonary
support that can
provide temporary
physiologic
stabilization to
reverse circulatory
and/or respiratory
failure. In essence,
it is an innovative
intensive care
unit application of
operating room
cardiac technology.
Traditionally,
respiratory failure has been treated using
conventional mechanical ventilation. ECMO
involves the use of a modified heart-
lung machine. The typical ECMO system
(veno-venous) consists of a reservoir,
blood pump, membrane oxygenator,
and heat exchanger. Extracorporeal life
support is achieved by draining venous
blood, removing carbon dioxide and adding
oxygen through an artificial lung, and
returning the blood to the circulation via
a vein (veno-venous) or artery (veno-
arterial). When used in the veno-venous
(VV) mode, the artificial lung is in series
with the native lungs and replaces part or
all of the native lung function. When used
in the veno-arterial (VA) mode, the artificial
lung is in parallel with
the native lungs, and
replaces part or all of
both the heart and lung
functions (Annich et al.,
2012).
In response to the
growing population
that is affected by
MERS-CoV and other
influenza-related cases
that lead to ARDS in
Qatar, Dr Ibrahim Mohd.
Fawzy M. A. Hassan,
Medical Director of the Critical Care and
Ambulance Service at HMC, initiated the
ECMO service.
A small group of highly skilled and
experienced critical care nurses from
different units in Intensive Care were
selected for training to become ECMO
Nurse Specialists. These nurses play a
key role in directly providing bedside
November/December 2017  THE NURSE ADVOCATE  7
WE
CARE
The SRF-ECMO Team
Team members consists of a
senior medical consultant, a nurse,
a respiratory therapist, and a
perfusionist. Also available is an
ambulance equipped with an ECMO
circuit, a transport ventilator, and
all the materials needed for proper
extracorporeal support while in
transit inside and outside Qatar.
care to patients while working in the
frontline of exposure to infection. They
are trained to handle, operate, and provide
troubleshooting on the ECMO machine.
Among the training sessions attended by
HMC’s Severe Respiratory Failure (SRF)-
ECMO team include:
• The Doha Respiratory Training course
in November 2013
• A three-day training program in Abu
Dhabi conducted by the Sheikh Khalifa
Medical City and the Cleveland Clinic
in September 2014
• A two-week ECMO Residential Course
at Guy’s and St Thomas’ Hospital in the
UK held in October 2015
ECMO Specialists are required to
undergo regular water circuit training
and bedside preceptorship that includes
ongoing water circuit training every three
months, a monthly bedside competency
assessment, and a monthly circuit time of
12 hours per month.
 SPECIAL
NURSE
REPORT
SPOTLIGHT

SPEEDY
OUTPATIENT
ACCESS BY JOHNCY PAULOSE, Staff Nurse,
With new patients having
to endure incredibly long
waits at Rumailah Hospital’s
Plastic Surgery Outpatient
Pre Assessment Surgical Screening,
Plastic Surgery Clinic, Rumailah Hospital
Department, a plan was set in
motion to address the situation

Q
atar has been experiencing an
increasing rate of population
growth every year since 2003.
This, in turn, has led to a significant
increase in demand for healthcare
services at Hamad Medical Corporation
(HMC). Keeping up with this demand has
been a challenge for HMC, especially in
regard to its outpatient services.
Most people in Qatar experience hospital
care through outpatient services, and
like in many countries, one of their main
complaint is the long wait to see a doctor.
At Rumailah Hospital’s Plastic Surgery
Clinic, most of its new patients end up
waiting a long time for their first available
appointment. In October 2016, patients
at this department waited anywhere from
188 to 505 days to get the first available
appointment with a plastic surgeon.
It must be said that these are mostly
elective patients and not those who
require urgent treatment. Some of these
elective patients were sent home after
waiting for seven hours at the clinic due
to the large volume of patients.
In addition to the lengthy patient wait
times, the overtime clocked in by nurses
was increasing: 516 hours in January
2016 and 448 hours in February 2016.
This series of events prompted the
department to find ways to not only
cut down on nurse overtime but more
importantly, provide a higher volume of
clinic slots so that plastic surgeons have
the capacity to see more patients in a
timely manner.
The Goal
To improve the patient experience of
accessing services at the Plastic Surgery
clinic by:
• Reducing the numbers of days that
patients are kept waiting for their
first appointment
• Enhancing operational efficiency
using existing resources
• Being cost effective by reducing
overtime at the clinic
The Action
The implementation of the plan was
underscored by a determination to
improve the standards of not only clinical
care but every activity that supports the
delivery of care.
Step 1: To accommodate more
outpatients, especially those from the
emergency room who need immediate
treatment such as hand patients,
additional slots were added. But this
alone would not be enough to resolve
the issue.
Step 2: Two more wound care clinics
for acute wounds and a fast-tracking
room for walk-in hand patients were
opened. The wound care clinics were
placed under the care of trained nurses.
This would free up the consultant clinic
for patients who require a doctor’s
intervention. The dressing changes and
wound care activities were moved from
the doctor’s schedule to the nurse-led
clinic’s list.
Step 3: The doctors’ clinics were
restructured for more general types
of appointments with the help of a
multidisciplinary team of plastic surgeons
and nurses, as well as departments such
as medical records, registration, admitting
the services of the referral and booking
management system, and the Hamad
International Training Center.
The Achievements
• Improved clinic utilization from 67
percent in January 2016 for regular
patients, to 129 percent of overall
total patients by June 2017
• Reduced waiting times for new
patients as shown in Graph B
• Increased number of patients per
slot from 1,767 to 2,811 (May
2017) with the use of existing
resources
• Increased productivity and zero
overtime with the optimization
of hospital care resources. The
reduction to zero overtime has been
sustained for six months as shown in
Graph C
• The addition of 15 clinics with
almost 500 extra slots
• The number of patients who left
the clinic without being seen by
physicians was brought down to zero

8  THE NURSE ADVOCATE  November/December 2017

 SPECIAL
NURSE
REPORT
SPOTLIGHT

PLASTIC SURGERY CLINIC ACTIVITY (Graph A)

It is important to encourage and support

small steps towards improvement. The hard
work and commitment of the nursing staff
in this achievement was highly appreciated
by Mohamad Hassan, Director of Nursing,
Pre Assessment Surgical Screening Plastic
Surgery Clinic, Rumailah Hospital, who
noted, “The patient is the center for us. The
constant support from the administration
and the effective communication among the
multidisciplinary team was the road to our
success. We acknowledge all the support
from the administration, especially our CEO
Elizabeth Ann Thiebe and our doctors under
the chairmanship of Dr Habib Al Basti.”

Interventions
at a glance

WAITING TIME FOR • To improve utilization

FIRST AVAILABLE of the plastic surgery
APPOINTMENT IN DAYS outpatient clinics by adding
(Graph B) more slots
• To improve the utilization
of slots by creating
resident teams that see
more patients and use the
consultancy time efficiently
• To designate wound care
clinics as a regular nurse-
led clinic
• To open a fast-track clinic
for walk-in patients,
especially hand patients
• To balance “no show”
possibilities by placing more
walk-in patients
• To aim for zero overtime in
PLASTIC SURGERY CLINICS AND shift duty among existing
NURSING OVERTIME (Graph C) OVERTIME IN HOURS (NURSES) nurses

TOTAL PATIENTS SEEN

References:
1. Transformative Activities, HMC Strategic Plan Page 25.
2. Daggy, J., Lawley, M., Willis, D., Thayer, D., Suelzer, C.,
DeLaurentis, P. C., et al. Using no-show modeling to improve
clinic performance. Health Informatics Journal 2010; 16 (4):
246-59.
3. Casey, J. T., Brinton, T. S., and Gonzalez, C. M. Utilization
of lean management principles in the ambulatory clinic
setting. Nature Clinical Practice Urology October 2009; 6
(3): 146-53.
4. Smith, C., Wood, S., and Beauvais, B. Thinking lean:
implementing DMAIC methods to improve efficiency within
a cystic fibrosis clinic. Journal for Healthcare Quality: official
publication of the National Association for Healthcare Quality
2011; (2): 37-46.
5. Price, R.S., Balcer, L.J., and Galetta, S. L. Education research:
a new system for reducing patient nonattendance in resi-
dents' clinic. Neurology 9 October 2010; 74 (10): e34-e36
6. http://www.health.org.uk/programmes/innovation-im-
prove-outpatient clinic efficiency #sthash.rzKVJOP2.dpuf
7. www.wales.nhs.uk/sitesplus/866/opendoc/218561

November/December 2017  THE NURSE ADVOCATE  9

 ON THE
PULSE

INFUSION
PUMPS
GET SMART
New “smart”
infusion pumps at
Al Wakra Hospital’s
Adult Emergency
Department improve
patient safety
BY AMJAD HAMAD ALKHAWALDEH,
Head Nurse, Adult Emergency
Department, Al Wakra Hospital

T
he most serious variances
in medication occur during
intravenous administration. This
can be due to incorrect drug calculations
or accidental manipulation of the manual
drip regulators. To help prevent human-
related medication administration
errors, smart infusion pumps have
been developed. These utilize a dose-
calculating software known as the “drug
library”.
The Al Wakra Hospital Adult Emergency
Department (AWH-AED), in coordination
with the Pharmacy and Bio-medical
Engineering departments, incorporated
this new technology with its existing
infusion pumps in November 2016.
This move was initiated by AED Nurse
Educator, Mohammed Okour, and AED
Head Nurses, Amjad Alkhawaldeh and
Melody Sarmiento, with the leadership of
AED Director, Mohammed Abu Saifain.
With the software update, the existing
infusion pumps are now equipped with
pharmacy-approved calculations and
lock-out limits for a majority of the
necessary drugs that are utilized in the
AED. With the computation built into
the machines, all a caregiver has to do is
select the medication from the list and
set the specific dose or infusion time as
ordered by the physician. The device even
alerts the nurse once safe administration
limits have been reached, thereby
avoiding incidences of a drug overdose.
The implementation of such devices
has significantly improved medication
administration practices, resulting in ease
of use for healthcare providers as well
as more efficient, timely, and accurate
drug delivery, especially with high-alert
medications. These efforts are made with
the intention of attaining the ultimate
goal - to maintain patient safety at all
times.

Successful implementation of smart pump technology requires:

Considerable planning
before pumps can
be deployed. This
Multidisciplinary
includes evaluation of Consistent usage by
teams that include Drug libraries that are
software capabilities caregivers without
pharmacists, nurses, and maintained and updated
and hospital-specific bypassing it
physicians
practices, building
of drug libraries, and
education of staff

10  THE NURSE ADVOCATE  November/December 2017


DEFINING RESILIENCE
BY MARZIYEH YADEGARI, Staff Nurse, Oral-
Maxilofacial Surgery, Outpatient Department,
Rumailah Hospital
SEENA MANJOORAN, Staff Nurse, Dermatology,
Outpatient Department,
Rumailah Hospital
VERNA DOMINGO, Staff Nurse,
Dermatology, Outpatient Department,
Rumailah Hospital
R
esilience refers to an
individual’s or a group’s
adaptability to traumatic
and challenging situations.
With the term being used with
increasing frequency in many
areas of nursing practice - to
not only describe patients, but
also health professionals and
caregivers – one question that
comes up is whether resilience is
something that can be defined
and conceptualized in empirical
research.
To find out, a team consisting
of staff members from
Rumailah Hospital’s Outpatient
Department and Hamad Medical
Corporation’s Communicable
Disease Center conducted
a journal club to review a
study that looked into this
very question. Entitled What
is Resilience? An Integrative
Review of the Empirical
Literature, the study appeared
in the May 2016 issue of the
Journal of Advanced Nursing.
Methodology
An integrative review of
the empirical literature from
2000 to 2015 was used.
This type of method allows a
comprehensive investigation
of complex theories or
concepts. To prevent potential
systematic bias or error, the
researchers used systematic
processes and followed the
PRISMA statement and
guidelines to ensure that all
the data that met the criteria
were included in the analysis.
The gathered data were
then synthesized using the
constant comparative method
of analysis. Three health-
related databases were
searched: Medline, PsycINFO,
and the Cumulative Index
for Nursing and Allied Health
(CINAHL).
JOURNAL
CLUB
Can something as complex
as resilience be defined in
empirical research?
Results
The most significant finding was that there was
no universally adhered to definition of resilience in
the empirical literature published this century. The
researchers did, however, identify five key concepts
of resilience: rising above to overcome adversity,
adaptation and adjustment, “ordinary magic”, good
mental health as a proxy for resilience, and the
ability to bounce back.
Although the study concluded that there is no universal
definition of resilience in empirical literature and that
more research was required to explore this construct
in the context of nursing, the journal club members
agreed that resilience is a valuable quality to possess
and is worth examining, exploring, and developing, so
that nurses and caregivers can continue to execute their
duties professionally, in times of healthcare crises.
For further reading, visit
http://onlinelibrary.wi-
ley.com/doi/10.1111/
jan.12888/full
November/December 2017  THE NURSE ADVOCATE  11
 BEST
PRACTICE
CAUTI CONTROL
Enaya Specialized Care Center takes steps to reduce CAUTI cases to zero
BY SHEELA UMAKANTH,
Nursing House Supervisor,
Enaya Specialized Care Center
C
atheter Associated Urinary Tract
Infection (CAUTI) is the most
frequently occurring healthcare-
acquired infection. According to statistics
by the Centers for Disease Control:
• CAUTI causes the highest number of
healthcare-associated infections with
an attributable mortality rate of 2.3
percent
• About 5 percent of CAUTI cases
develop bacteremia
• CAUTI is the leading cause of
secondary nosocomial bloodstream
infections
• 17 percent of hospital-acquired
bacteremia have a urinary source with
a 10 percent mortality rate
• 17 percent to 69 percent of
CAUTI cases are preventable with
recommended infection control
measures
• Length of catheter dwell time is a risk
factor for CAUTI
• Complications associated with CAUTI
result in increased length of hospital
stay, patient discomfort, excess
healthcare costs, and mortality
To reduce CAUTI cases to zero percent
and maintain 100 percent compliance
Subjects
The project was conducted across
Enaya Specialized Care Center.
For a two-year period – between
January 2015 and December
2016 – Enaya residents with
indwelling urinary catheters
were evaluated frequently for
appropriate catheter continuance.
All patients with Foley catheters
were also included. Excluded were
patients with straight in-and-
out catheterizations, suprapubic
catheters, and other urological
diversions.
12  THE NURSE ADVOCATE  November/December 2017
Surveillance Data: Catheter Associated Urinary Tract Infection 2016-2017
to the CAUTI Bundle, staff at Enaya
Specialized Care Center carried out a
project to introduce simple interventions
and prevention practices.
Measures and Interventions
Prevention practices that were
carried out during the test period
included:
• Using urinary catheters only
when indicated
• Removing urinary catheters
as soon as possible when no
longer indicated
• Following strict aseptic
technique during urinary
catheter insertion
• Securely fastening urinary
catheters and placing them
below bladder level to avoid
accidental disconnection
• Frequently reviewing the need
for the catheter
• Closely monitoring cases
to ensure CAUTI Bundle
compliance
• Strictly complying with
infection-control practices
and hand hygiene
• Reassessing repeat CAUTI
cases in terms of bladder
training and bladder scans
before Foley catheter removal
Results
After the test period, CAUTI cases
came down to two in the second
and fourth quarter of 2016, and
one case in the second quarter of
2017 (see graph). The two cases
in 2016 were reported in the same
patient, who was at high risk for
infection and suffered from severe
benign prostatic hyperplasia.
Conclusion
Healthcare providers play an
important role in preventing CAUTI.
Caregivers will be challenged
to make the best decisions that
are consistent with evidence
prevention practices. It is vital that
nurses develop the required skills
that allow them to assess patients
thoroughly before inserting a
urinary catheter and to ensure
that all other options have been
investigated. Nurses with expertise
in urinary catheterization must
share their knowledge and ensure
that their practice is based on the
best evidence available.
 BEST
PRACTICE

SWIFT
STAFF
RESPONSE
Call bell response
improved quickly after
recommendations were put
in place at the West 4 unit
of the Women’s Hospital

BY JOSEFINA ANIBAN, Staff Nurse,

West 4, Women’s Hospital

A
nyone who has experienced being
a hospital patient knows that the
call bell is the patient “lifeline”.
Patients expect that when they push the
button, someone will answer, and answer
fast! It is evident that staff response to call
bells is a key element in a patient’s overall
satisfaction with nursing care.
At the Women’s Hospital, the Patient
Experience Survey Form is given to all
patients on the day of discharge and
is collected before they leave their
respective units. These forms are
submitted at the end of the month to the
Quality Department, which prepares a
quarterly report and forwards it to all units
in the hospital.
One of the survey components is “Staff
Responsiveness on Patient’s Call Light
Within 3 Minutes”. The Unit-Based
Council (UBC) of West 4 chose this area
for improvement with the approval of
the Head Nurse because the unit had
managed only an 85 percent positive
response from patients in the first quarter
of 2016. This fell short of its target of 90
percent.
Recommendations and Interventions
The UBC formulated the following
recommendations to promote patient
satisfaction and safety:
• Call bells to be checked regularly
to ensure they are in good working
condition
• Patients to be oriented to the call
bell system as soon as they are
transferred to the unit
• Call bells to be answered immediately
by the primary nurse or any staff
nurse if the primary nurse is not
available
• Call bells to be switched off only
inside the patient’s room, not at the
nurses’ station
• Staff to practice teamwork
• Nurses to make rounds often,
especially during evening and night
shifts
These recommendations were distributed
to all West 4 staff members at the
monthly unit meeting to be implemented
immediately. Each staff member was also
tasked with responding to patients’ call
bells even if they are not assigned to these
patients.
Results
With the cooperation and teamwork of
the committee members and all West 4
staff, prompt response to patients’ call
bells yielded positive results; patients
recorded a 99 percent satisfaction rate.
Although this went beyond the set target
of 90 percent, there is still room for
improvement. West 4 staff members are
determined to push through for a total
satisfaction rating of 100 percent!

November/December 2017  THE NURSE ADVOCATE  13

 EVENTS AND
HAPPENINGS

ADULT PAIN ASSESSMENT

AND MANAGEMENT
FOUNDATION PROGRAM
BY HAYA SAMARA, Nurse Educator, Nursing and
Midwifery Education and Research Department

CLUB FOOT AWARENESS

ON 15 August 2017, the first Adult Pain
Assessment and Management Foundation
Program was held at the Club Hotel, Doha.
Designed by Hamad Medical Corporation’s
(HMC) Nursing and Midwifery Research and
Education Department, the course aims to equip
HMC nurses who care for adult patients with
the fundamental knowledge, skills, and practices
that are necessary to deliver basic, effective,
compassionate, safe, and evidence-based
patient/family-centered care.
Held in collaboration with interdisciplinary teams
across HMC, the course featured speakers such
as anesthesiologists, advanced nurse practitioners,
clinical nurse specialists, clinical pharmacists, and
educators. The course is accredited with 6.5 CPD
points, and it is expected to run twice a month
until December 2017. Additional sessions will be
held in the following years.
FOURTH QATAR SEPSIS
BY EMAN MOUSTAFA GHAZY, Corporate Nurse Educator, Nursing and
Midwifery Education and Research Department
A nurse grand round/case study
entitled Club Foot Awareness
was held recently at the Bone
and Joint Center. Attended by
580 participants, the nursing
grand round reviewed the case
of a 17-month old baby named
Nicole who has intrauterine
clubfoot. Unlike her older sister
who was diagnosed with the
same condition, Nicole was
treated with the Ponseti Casting
Technique and endured (and
STROKE AWARENESS SEMINAR FOR
THE NURSING COMMUNITY
BY SUJATHA JOSEPH,
Patient Pathway
Coordinator, HGH-ED
overcame) a lot of challenges
such as pressure sores.
Incorporating different teaching
and learning methods such as
modified lectures, videos, and
interactive discussions, the
nursing grand round reviewed
new treatment modalities,
service redesigns, trends in
patient care, misconceptions
about clubfoot, and the
importance of multidisciplinary
work and family engagement.

SYMPOSIUM TO increase nurses’

BY REENA PHILIP, Nurse Educator, Nursing and
Midwifery Education and Research Department
THE Fourth Qatar Sepsis Symposium was
held on 16 September 2017 at the Hamad
Medical Education Center for healthcare
professionals who are involved in the care of
patients with sepsis. The symposium featured
local and international experts who shared
recent developments in sepsis care, including its
management and prevention.
The event focused on helping participants
recognize the earliest signs of sepsis, and
teaching them simple steps that could be
taken to reduce its effects. It also emphasized
the importance of support from all healthcare
professionals to find better solutions in
preventing hospital-acquired sepsis and
optimizing the treatment of this syndrome.
understanding of stroke
and its associated risk
factors – a leading health
condition that affects the
population of Qatar – a
Stroke Awareness Seminar
was held on 18 and 19
August 2017 at Bayt Al
Dhiyafah. About 483 participants modalities, and rehabilitation
from 23 different healthcare facilities perspective. Exclusive sessions
across Qatar, including private clinics, on lifestyle modification were also
health centers, industrial hospitals, conducted to promote healthy
and occupation health services, habits.
attended the seminar.
The seminar was a great
A variety of stroke-related topics success, thanks to the invaluable
were addressed by experts from contributions of Hamad Medical
different specialties, reinforcing Corporation’s administration,
the prevention of risk factors, Neuroscience Institute, stroke
prehospital stroke care, acute team, stroke ward nurses, and
stroke management, treatment committee members.

14  THE NURSE ADVOCATE  November/December 2017


PATIENT EDUCATION PROGRAM SKILLS
FOR HEALTHCARE PROFESSIONALS
BY BEVERLY JOBY, Patient Educator,
National Center for Cancer Care and Research
THE Department of Education at the
National Center for Cancer Care and
Research, in collaboration with the
University Health Network (UHN) in
Toronto, Canada, held two workshops
for healthcare professionals in October
and May 2017 to improve patient
education skills.
The program was held over three days
in each month and was attended by
physicians, pharmacists, dietitians,
clinical nurse specialists, patient
pathway coordinators, physiotherapists,
occupational therapists, child care
specialists, case managers, social
31ST INTERNATIONAL CONFEDERATION
OF MIDWIVES CONGRESS
BY MAUREEN BROWN, Assistant Executive Director of Nursing, Midwifery Education
DR KEVIN HUGILL, Director of Nursing, Nursing and Midwifery Education and
Research Department
THE triennial 31st International
Confederation of Midwives (ICM)
Congress, which was held from 18 to 22
June 2017 in Toronto, Canada, served
as a platform for the world’s midwives
and maternal health professionals to
congregate and celebrate their successes,
and in doing so, inspire, motivate, and
energize others in their own countries.
Although Qatar is not a formal member of
the ICM, delegates were warmly welcomed
by the organizing committee and 4,000
attendees. It is hoped that in the future,
Qatar will become fully involved in this
important international organization.
The congress featured more than 700
plenary and concurrent oral sessions
and workshops along with 500 poster
workers, patient educators, nurse
educators, and staff nurses. Speakers
from UHN included Dr Meredith
Giuliani, Radiation Oncologist at the
Princess Margaret Cancer Centre; Tina
Papadakos, Manager of e-Learning
and Curriculum for Cancer Education
Program; Janet Papadakos, Interim
Associate Director at the ELLICSR
Cancer Survivorship Centre; and Jennifer
Deering, Nurse Practitioner for Radiation
Medicine Program.
The workshop broadly focused on
principles of communication and
assessment related to patient education.
presentations on the themes of leadership,
partnerships, professionalism, and the
rights of women and girls.
Three delegates from Qatar had their work
profiled during the event. Maureen Brown,
Assistant Executive Director, Midwifery
Education, along with several international
colleagues presented a poster that outlined
the effectiveness of an antenatal education
program for mothers given by midwives.
The other two delegates, Dr Kevin Hugill,
Director of Nursing, and Dawn Meredith,
Clinical Midwife Specialist, had written an
article that was published in The Practising
Midwife journal. This article, about the
biological transitions that babies undergo
at birth, was selected as the lead article of
that particular month, and was distributed
to all delegates at the congress.
November/December 2017  THE NURSE ADVOCATE  15
EVENTS AND
HAPPENINGS
QATAR LEADERSHIP
CENTER
GRADUATION
CEREMONY
BY MARIAM AL MUTAWA, Assistant
Executive Director of Nursing, National
Center for Cancer Care and Research
ON 13 October 2017, the Qatar
Leadership Center’s (QLC) graduation
ceremony was held. With Her
Excellency Sheikha Al Mayassa
bint Hamad bin Khalifa Al Thani,
Chairperson of QLC’s Board of
Directors, as the guest of honor, 106
graduates received their certificates,
including participants from Hamad
Medical Corporation (HMC).
With the support of His Excellency
Sheikh Tamem bin Hamad bin Khalifa
Al Thani, QLC was established in
November 2010 to invest in human
resources and develop the capabilities
of outstanding Qataris in support of
progress toward the goals of Qatar
National Vision 2030.
Partnering with Harvard Business
School, Al Jazeera, Cambridge Judge
Business School, HEC Paris, and
many other leading institutions from
around the world, QLC offers one-
year programs that deliver leadership
training across multiple subjects such
as strategy, media management, and
innovation.
These attract a diverse group of
Qataris, including HMC staff members
who are able to gain knowledge
and enrich their skills through
QLC’s Executive Leaders programs
and Learning Journeys that take
participants on visits to renowned
institutions such as Rice University’s
Baker Institute for Public Policy and
the NASA space agency, both located
in Houston, Texas, in the USA.
 WORK
ROOM
HOW TO BE
AN EFFECTIVE
ONCOLOGY
NURSE
Shanti Papachan imparts some
lessons she has learned as
Head Nurse of the Day Care
Chemotherapy Unit at the National
Center for Cancer Care and
Research (NCCCR)
BY DAISY NORONHA, Charge Nurse,
National Center for Cancer Care and Research
S
hanti Papachan’s journey as a nurse began in India
after she graduated with a Bachelor of Science
in Nursing degree in 1994. Nine years later, she
joined Hamad Medical Corporation (HMC) as a staff
nurse at NCCCR’s chemotherapy day care unit (DCU).
After a promotion to Charge Nurse in 2009, she
became Head Nurse of the unit in 2015.
Over the years, she has made quite an impression on
not only her patients and their families, but also on her
colleagues, who describe her as an innovative nurse
leader, a role model, and an inspiration. She works
tirelessly to ensure and uphold high standards and
quality of care in the DCU by effectively collaborating
with the multidisciplinary team, to cater to the unique
needs of DCU patients and their families.
Mentored by a number of senior preceptors such
as Mariamma Daniel and Aurora Loja, Shanti has
developed into a skilled oncology nurse with a
thorough understanding of the different modalities of
cancer management and care.
16  THE NURSE ADVOCATE  November/December 2017
Passionate, knowledgeable, and committed, she shares
some tried-and-tested tips on what makes an effective
oncology nurse.
• Be fully involved and understand all aspects of a human
being, as during sickness and pain, a person needs
care with compassion. “We can’t ignore the physical,
emotional, and social issues that affect patients and
their families,” Shanti says. “We need to utilize all our
knowledge, experience, and evidence-based practice to
provide the best quality of care for the best outcome.”
• Compassion and objectivity are equally important
qualities for an oncology nurse to have. It is crucial to
balance each patient’s physical and emotional needs, no
matter how challenging the situation.
• Set clear boundaries on what you can and cannot do.
Speak up and ask for help if you need it. “I always remind
myself that I have to take care of myself before I can
fully take care of someone else,” Shanti reveals. “Reach
out to unit leaders and colleagues for support and
guidance.”
• Share your nursing experience and knowledge with
colleagues by participating in work-related activities.
Shanti is a firm believer in teamwork and has
participated in various courses and conferences offered
by HMC with her colleagues.
• Never stop learning. Shanti considers herself a lifelong
learner, acquiring leadership skills and seeking out
personal development opportunities continually. “I
was privileged to complete an Advanced Specialized
Oncology Nursing Education Program offered by the
University Health Network in Canada and had the
opportunity to visit the Princess Margaret Cancer
Centre there. It was a great learning experience and it
added value to my unit, as I was able to translate some
of my learning into practice.”
 Useful Dates
HEALTH AWARENESS DAYS

Calendar of January 4 World Braille Day

Events
February 4 World Cancer Day

February 10 National Sports Day

October 8 World Glaucoma Day

October 13 GCC Nurses Day

November/ December 2017
October 20 World Oral Health Day

October 21 World Kidney Day

October 24 World Tuberculosis Day

NOVEMBER November 2 World Autism Awareness Day
14 TUE November 7 World Health Day
Gestational Diabetes
November 17 World Hemophilia Day
15 WED
Internal Medicine Board Review Course November 25 World Malaria Day

16 THU May 5 International Day of the

Midwife, World Asthma Day
4th Qatar International Pharmacy Conference
23 THU May 8 World Red Cross Day/Red
Crescent Day
2nd Qatar International Wound Management
Conference 2017 May 12 International Nurses Day

26 SUN - 28 TUE May 31 World No Tobacco Day

Anti-Obesity During Pregnancy and Pre-Conception June 1 National Cancer Survivor Day
30 THU
June 14 World Blood Donor Day
6th Qatar International Mental Health Conference
2nd Qatar Diabetes, Endocrinology and Metabolic June 24 World Sickle Cell Day

Conference (QDEM-2) 2017 June 28 World Hepatitis Day

August Psoriasis Awareness Month

August 1 World Breastfeeding Week

DECEMBER
September 15 World Lymphoma Day
7 THU
HIMSS Qatar Educational Conference and Health IT September 21 World Alzheimer’s Day
Exhibition September 29 World Heart Day
4th Qatar Musculoskeletal Ultrasound Course October 8 World Sight Day
13 WED
October 10 World Mental Health Day
Gulf Multidisciplinary Meeting on Urological Cancer
October 12 World Arthritis Day
(GMUC)
October 20 World Breast Cancer Day, World
Osteoporosis Day

JANUARY 2018 October 25 World Polio Day

October 29 World Stroke Day

5 FRI
November 14 World Diabetes Day
4th Qatar Physiotherapy Review Course
11 THU December 1 World AIDS Day

14th Gulf Heart Association Conference December 2 International Day of Persons

with Disabilities
12 FRI
Pediatric Emergency Medicine Conference 2018 November/December 2017  THE NURSE ADVOCATE  17
 Be Prepared for Your
ANNUAL PERFORMANCE
Review (APR)
PREPARING FOR THE APR
• Read and understand your role-specific
Annual Performance Review Form (APRF)
• Complete your self-appraisal using the APRF
• Prepare your professional portfolio
• Utilize the APR Guide in preparing your
documents

THE APR GUIDE PROVIDES

GUIDANCE ON:
• Performance management
• Appraiser and appraisee responsibilities
• Completing your professional portfolio
• Completing your APRF
• Identifying objectives for the coming year
• Completing the APR Code of Professional
Behavior and Ethics form

To access appraisal documents and

forms from the intranet, go to:
i-Tawasol > How We Work > Clinical
Services > Nursing and Midwifery
Department > The Right Staff >
Annual Performance Review

Or scan the following QR codes for

instant access:

ANNUAL
PERFORMANCE
REVIEW FORM

MAPPING
OF OLD JOB
CODES TO THE
APRF

CODE OF PROFESSIONAL
BEHAVIOR AND ETHICS
FOR NURSES AND
MIDWIVES

ANNUAL
PERFORMANCE
REVIEW GUIDE