Post on 09-Sep-2018
TE TAI TOKERAU
NORTHLAND
NURSING STRATEGIC PLAN
2012 - 2015
Implementation document
December 2011
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NURSING IN TE TAI TOKERAU, NORTHLAND Nurses constitute the largest health workforce in Northland making up nearly half the workforce of employed staff with NDHB, and a large contingent of the primary health care, NGO and aged care sector. Over 1,200 nurses are employed with NDHB and another 500 nurses employed within Primary Health Care, Non-government Organisations, Maori Providers and Aged care. Over the past ten years support for Nursing in Northland has varied impacting on the capacity and capability of the workforce. More recently there has been noteworthy evidence of a stronger commitment to supporting nursing leadership. The Primary Health Care Nurse Integration Leader roles established in 2003 (now known as the Associate Directors of Nursing: Primary Health Care) have progressed within an environment of many changes for Northland nursing leadership, and continue to provide valuable input and direction for nurses in the primary healthcare sector. This direction has been evident in the development of the Te Tai Tokerau PHC Nursing Strategic plan 2010 - 2015. This landmark document has been incorporated into the current Northland Nursing Strategic plan which demonstrates the movement of the health sector and goodwill of nursing leadership to move towards the integration of the primary and secondary sectors. In 2006 NDHB appointed a full time Director of Nursing demonstrating the commitment of the organisation to support Nursing Leadership. Further commitment to this has seen the employment of the Associate Director of Nursing and Associate Director of Midwifery in 2011. Additionally NDHB has endorsed five Nurse Practitioners within Maori Providers and General Practice It is therefore timely that Northland captures this positive progress, and more importantly is now in a better space to articulate the vision and future direction of nursing in Northland.
SCOPE AND INTENT OF PLAN
With the current challenges and opportunities within the health care environment, nursing believes it is important to describe a plan for the future so that nurses themselves, clinical colleagues, managers, employers, policy makers, funders, and the public know what to expect. The basis of this plan integrates previous workforce strategies and current local, regional and national strategies to assist in articulating the direction for nursing in Northland for the next three years. The landscape of healthcare and the health status of the Northland population is constantly changing requiring nursing to respond, this plan will provide the foundation for the next 5 years. The scope of this plan incorporates nursing practice across the continuum of care and the district of Northland. The objectives and actions outlined apply to areas of practice across primary and secondary health care and the various range of settings in which nurse’s practice and in which our population access and utilise health care. This strategy has been developed by nurses, for nurses across Te Tai Tokerau, Northland. In doing so it is acknowledged that nursing practice does not occur in isolation, nurses are part
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of a wider multi-disciplinary health care team. Therefore input from our colleagues is important to ensure this plan is not only implemented but effective. Equally while this plan provides strategic oversight and priorities for nursing practice and patient care, it does not provide an exclusive and exhaustive account of nursing’s contribution to the health sector. It is anticipated that services will also identify priorities for nursing to respond and contribute to. The aforementioned TTT PHC nurses’ strategic plan has been utilised as a framework for this plan. It has been adapted to incorporate nursing practice across the continuum of care therefore priorities for specific areas of practice and specialties are noted where applicable. These areas are differentiated by coloured font, priorities for Primary Health Care are noted in purple, Secondary Care noted in green, while areas of commonality are in black. A document which captures nursing practice across a range of settings is a timely and noteworthy development acknowledging the progress that is and will continue to be made with the integration of the primary and secondary continuum. Consistent with the values of NDHB, the strategic plan expresses how these values will be imbedded in clinical practice.
STRATEGIC PLAN VISION AND MISSION The following vision and mission statements have been developed in collaboration with nurses that work across the continuum of care.
VISION STATEMENT
Nurses of Te Tai Tokerau working together in partnership for the health gain of Northlanders
MISSION STATEMENT
Nurses in Northland are responsive to the health needs of our community through effective leadership; safe practice and quality care; and innovative solutions
NORTHLAND DHB VALUES The Northland Nursing strategic plan is underpinned by Northland District Health Boards value statements;
Taangata I te tuatahi - People first People are central to all that we do
Whakaute (tuku mana) - Respect We treat others as we would like to be treated
Manaaki - Caring We nurture those around us, and treat all with dignity and compassion
Whakawhitiwhiti korero - Communication We communicate safely, openly and with respect to promote clear understanding
Taumata teitei (hiranga) - Excellence Our attitude of excellence inspires success, competence, confidence and innovation
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TE PAE MAHUTONGA
Mason Durie’s (1999) Maori health model, Te Pae Mahutonga has been utilised to frame the development and illustration of the Te Tai Tokerau Northland Nursing Strategic Plan. This framework was initially used for the Primary Health Care Nursing Strategic Plan and was agreed by PHC Nurse Leaders to be adapted for the wider Northland nursing workforce.
Te Pae Mahutonga is primarily used in health promotion and public health arenas, however the model aligns well with the aspirations of nursing in Te Tai Tokerau, notwithstanding that the tohu (symbol) of nursing is of course a star. Based on the well known celestial body the Southern Cross, Te Pae Mahutonga has four central stars with two additional stars known as the two pointers. The two pointers Nga Manukura (leadership) and Te Mana Whakahaere (autonomy/control) provide the strategic guidance. The four central starts: Mauri Ora (cultural identity), Toiora (healthy lifestyles), Waiora (protection), and Te Oranga (participation) overview the main components of the model. The table below collates Te Pae Mahutonga, the values/concepts and goals of the Te Tai Tokerau, Northland Nursing strategic plan.
Te Pae Mahutonga Strategic Priorities NDHB Values
Nga Manukura: Leadership Effective Nursing Leadership People first
Te Mana Whakahaere: autonomy/ control
Consistency Respect
Mauri Ora: cultural identity Nursing Workforce People first
Toiora: healthy lifestyles Education Communication
Waiora: physical protection Excellence in clinical practice Excellence
Te Oranga: participation Innovative models of care Caring
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STRATEGIC PRIORITY ONE
NGA MANUKURA
Strong, visible and effective nursing leadership
OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Te Tai Tokerau will have a strong and effective Nursing Leadership structure
Completed stock take of the nursing workforce Q2 2012
TOR of each nursing leadership group updated Q4 2012
Nursing leadership structure agreed Q4 2012
Undertake a stock take of the Northland nursing workforce by 6/12
Review the terms of reference for each leadership group (NEAT, NLG) by 12/12
Develop and agree on overall nursing leadership structure
Define the place of N+M Directorate in structure
Define place of all groups e.g. CNE/CNS in structure
DONM NEAT NLG All
Northland nursing will be represented at local, regional and national levels.
Representation on local, regional and national forum, eg NZNC panels, northern regional groups, Q3 2012
Functional nursing websites Q2 2012
Publishing of articles related to Nursing in Te Tai Tokerau e.g. Prescibe, Kai Tiaki, Nursing Review Q4 2012
No.of submissions completed Q4 Annually
Promote Northland nursing at a local and national level; eg DHB and Ministry websites, representation on Nursing Council (panels), national working parties
Review and redesign N+M Directorate intra and internet sites
Stock take of Nurses past and present on Regional and National Groups – available to staff
Respond to national nursing and health strategy documents via:
Submissions
National representation
All NILs All
Effective Nursing leadership
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Te Tai Tokerau grows and develops strong and effective nurse leaders
Increased capability of existing nurse leaders
Reduced number of performance issues by 20%
Leadership training for all senior nursing leadership roles by
Explore NHS model of leadership
Nursing KPI’s for Senior Nurses consistent with strategic priorities
DONM input into nurse manager appraisals and other senior nursing roles who report to non-nurses
All DONM DONM and service managers
Agreed succession planning model
Q3 2012
Identify and develop potential nurse
leaders by the use of a
development pathway.Q4 2012
90% of senior nurses completing
PDRP Q4 2013
Post graduate papers and / qualifications completed
100% senior nursing staff completed coaching and mentoring course Q2 2013
Mentorship programme developed Q2 2012
All new Senior Nurses on Mentorship programme Q4 2012
Develop a succession planning model with “the right leadership at the right place at the right time with the right skills” by actively building workforce capability
Promote workplace assessor training in order that senior nurses and those on succession plans are active participants in the assessor process.
Promote the initiative of senior nurses assessing all competent portfolios in their areas of practice.
Identify potential leaders, provide training and
mentoring to support their pathway
Promote HWNZ funded leadership papers
Develop forums to enable presentation of case
management and conference papers
Develop a mentorship programme for identified
potential leaders
Stock take of current positions
Gap analysis
Identify and agree Leadership competencies
Review clinical leadership structure to ensure nursing representation and visibility at leadership levels
Promote shared Clinical leadership with medical
colleagues
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
The ethnicity of the Nursing workforce at all levels will reflect the population of Te Tai Tokerau
Increase the Number of Maori and Pacific nurses completing PDRP and PG study Q4 annually
Develop the Maori and Pacific Nursing workforce
Northland numbers of completion Nga Manukura o Apopo course Q4 annually
Maori workforce initiatives identified and delivered Q4 annually
No. Maori and Pacific Nurses in Senior Nursing positions Q4 annually
No. Maori and Pacific Nurses in workforce increased by 10% by 2014 Q2 2014
Stock take of Maori and Pacific nursing workforce
Leadership and management courses attended and completed by Maori and Pacific Nurses
Promote enrolment with Nga Manukura o Apopo
Develop strategy to increase Maori and Pacific nursing workforce
Support the aspirations of Maori nurses eg Maori nursing capacity hui, mentoring groups
Actively work with Te Pou Tokomanawa to develop and deliver Maori workforce initiatives
Assist Northtec to promote Nursing as a career for Maori and Pacific students
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STRATEGIC PRIORITY TWO
TE MANA WHAKAHAERE
Nursing practice underpinned by consistency and standardisation
OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Nursing documentation will be consistent, efficient and effective.
Audits reflect improved completion of documentation Quarterly report
Audit will show Nursing assessment and care planning has improved Quarterly report
Meet nursing certification requirements Biannually
Clear Nursing documentation policy that is standardised across the DHB Q1 2012
Clinical handover standardised and evidenced based Q3 2012
Review of documentation policy
Mandatory training developed on documentation by 6/12
Monthly auditing of documentation by each clinical area according to a DHB theme – reported to NEAT
Review current documentation with a view to standardisation
Finalise Admission to Discharge planner
Explore utilisation of Trendcare in the use of care planning
Standardisation of communication, SBAR tools
Standardisation of audit tools (how, when, why).
N+M Directorate act as a repository for initiatives and change processes
NM Direct NM Direct KW BT
6/12
6/12
3/12
3/12
12/12
Regular auditing occurs with subsequent plans developed to address outliers – DHB wide with reports
Agreed process for clinical handover in line with evidence based best practice
EDD details recorded daily and on admission for all inpatients
Storage of patient information consistent across organsiation eg patient charts – reviewed, standardised and stored as agreed
Standardisation of the quality of information
9/12 10/12 6/12
Consistency
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Review and agree on APC process
Policy to be developed with consistency of where and how patient information is stored and located within the clinical environment.
1/13 1/12 6/12
Standing orders framework developed
Develop a ‘PHC Northland wide model’ for standing orders
Provide training sessions to implement Standing Orders into practice
Support continuous quality improvement initiatives eg Cornerstone, accreditation, auditing
Develop a standardized orientation programme for practice nurses
ADON: PHC
Trendcare data is accurate and used as the basis for decision making across the organisation
100% actualisation of data
HRM component utilised across all services
Trendcare data referred to in bed meetings and other decision making
Improve interface between Trendcare and PSE systems
Improve use of predictive utility
Use of pathways
IRR testing across all clinical areas
Active super user group
Nurse Managers report against and champion TC data
WT 6/12
Standardised JDs and titles
All Nursing JD and titles reviewed and consistent
Decrease in different types of JDs
EN JD reviewed and standardised.
All MECA positions appropriately scoped
Recognition of nursing roles via parity of pay scales and sectors
Consistent minimum criteria, core competencies and person specs agreed for all nursing JDs
greed process for developing new nursing roles
EN JDs reviewed and policy developed
Recommended changes implemented
Advocate for pay parity on behalf of Te Tai Tokerau PHC Nurses
DHB employed roles scoped where appropriate
Celebrate success of nursing practice, innovation and care via an effective communication strategy
Effective and consistent change management approach with education tools and communication plan as a part of the bundle of care.
Communication plan for nursing
Increased CKC utilisation
Nursing and midwifery website development
Use of weekender, prescribe, email system
Develop change management communication process that ensures effective consultation and notification of change
NM Direct NM Direct
6/12 12/12
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Develop communication plan for Nursing including effective communication methods
NM Direct
06/12
Annual international nurses day celebrated across Te Tai Tokerau
Monthly Nursing Grand Rounds
Yearly NDHB celebration for those who have completed post graduate cert, diploma, masters and PhD
3 yearly PHC conference
Celebrate and acknowledge nurses on International Nurses day – 12
th May
Increase attendance at Nursing Grand Rounds
Annual acknowledgment of expert PDRP, Masters / PhD achievements
Recognising nurses that speak at national fora
Assess different formats for Grand Round to widen audience
PHCN conference every 3 years
Establish a bi-annual Nursing Innovation Awards Celebration to honour and acknowledge excellence in PHC Nursing
NM Direct NM direct NM Direct ADoN ADON:PHC
Annually 2/12 Annually Dec 6/12
STRATEGIC PRIORITY THREE
MAURI ORA
A skilled and sustainable nursing workforce that delivers safe and effective quality health care to our community
OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Nursing as a preferred career option
Evidence of numbers applying for undergraduate and diploma programmes Q4 annually
Students numbers reflect ethnicity of Northland population annually
Support undergraduate placements Q4 review of trends
Relationship with NorthTec strengthened via joint
appointments, mutual representation on committees
Presence at career expo’s
Work with Te Pou Tokomanawa with workplace
experience initiatives
Participation in incubator programme
Review and optimise numbers of student clinical
Nursing workforce
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Increased satisfaction with preceptors reported by undergraduate nurses in both Hospital and Primary Health Care Q4 review annually
Number of clinical placement options increased Q1 annually
NorthTec unit 6 students and tutors have access to appropriate Moodle packages Q1 2012
placements.
Develop undergraduate mentoring support groups,
Northtec staff and students (unit 6) access to specific
IT systems and moodle
Investigate and develop models for strengthening
student support
Identify innovative ways of promoting a work ready
graduate
Nurses feel empowered and engaged
Staff satisfaction survey shows improvement in not feeling bullied, resolution of staff performance issues, training and supervision Q4 2012
Each nurse meets the minimum hours of education and clinical practice each year.
Effective implementation of the CCDM programme Q4 2012
Professional development plans initiated as part of performance reviews for all nurses
100% 3 mth and 12 month appraisals completed
Work with each nurse to identify their education hours for current year.
Ensure that the level of education relates to their level of practice.
Staff verbalise they feel valued, heard, energetic and passionate
Work with services to develop a sustainable staffing and funding model to support nursing education/development
Engagement in and promotion of Safe staffing, CCDM programme completed
Safe staffing, health workforce principles are applied
Skill mix, rostering practices improved via CCDM feedback
Workforce decisions include consultation with appropriate professional organisations
Clinical projects being lead by clinical nurses.
The nursing workforce is appropriate to meet the health needs of population.
Staff survey reports staff feel safe and respected when deployed out or working in other area’s Q 2 2012
Effective staffing variance response system in place Q2 2012
Develop a programme to orientate/develop nurses to more than one clinical area
Agreed processes developed to ‘gift’ nurses between areas
Review roles and practices of nursing bureau
Consistent work environments that are well designed
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Safe staffing policy developed Q1 2012
and resourced
Develop a safe staffing policy with escalation processes
15 endorsed NPs by 2015
NP internship programme developed Q4 2012
Clarity of role reflected in JDs, service agreements and organisational policies
No barriers for NPs Q2 2012
Identify an NP champion for Te Tai Tokerau
Lead an action plan for educating and brokering relationships with potential employers of future NP’s within Te Tai Tokerau
Institute a support / mentorship group(s) for NP candidates and current NPs
NP internship programme developed
Develop ‘so you want to be an NP’? resource
Investigate NP roles in secondary care and complete feasibility paper.
Implement as appropriate
Minimise barriers for NPs to prescribe, and request diagnostic investigations
NP steering group. NILs NILs, steering group
Clinical and cultural supervision available for nurses across Te Tai Tokerau
Clinical supervision and mentoring programme in place Q1 2013
Cultural supervision framework and mentoring programme in place Q1 2013
Support mentoring and supervision training
Advocate for the development of career pathways for identified areas of PHCN
Review supervision process
Recommend preferred supervision approach
Formalise mentoring and clinical supervision processes
Foster and support cultural awareness in all nursing activities
Stock take to assess the number of clinical and cultural supervisors in Northland to establish a Te Tai Tokerau data-base
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STRATEGIC PRIORITY FOUR
TOIORA
Safe and competent nursing practice underpinned by education and evidenced based practice
OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Nurses will be supported and developed throughout their career
NETP uptake and completion rates
Increased uptake of NETP expansion programme Q1 annually
Number of PDRP Assessors increased by 30% Q4 2012
Market programme effectively
Develop a generic orientation package for nurses undertaking the NETP expansion programme
Establish a mentoring programme to support new graduates
Barriers are identified
Finances are made available
Dedicated NETP roles developed
Feedback from employers and new graduates Increase of new graduates in PHC, aged care, NGO settings
NETP
85% DHB employed nurses complete PDRP Q4 2013
90% of Senior Nurses on PDRP Q 2 2013
100% performance reviews completed. of NDHB nurses annually
Develop, implement and evaluate the PHC PDRP programme
Increase Performance Review completion
Increase in Senior Nurses on PDRP
Criteria for HWNZ updated to identify PDRP as a priority
Pilot Nga Manukura Workplace Assessor Poutama programme
PDRP
PG Cert, PG Dip, Masters completion rates Q4 annually
100% of nurses undertaking post graduate study will have a career plan Q1 2012
Further develop mentorship study support for PG education
Career plans completed
Revise criteria to reflect HWNZ directives on workforce priorities
PG study
Education
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Database established of scholarship opportunities Q2 2012
Establish a comprehensive data base of funding sources / scholarships available to assist Nurses development
Nursing education analysis completed Q2 2012
Education plan developed based on identified needs Q3 2012
Increased education opportunities within Northland.
Promote education as a Nursing career path
Identify and prepare future educators
Clinical teaching area venue secured and completed Q1 2012
Stock take and prioritisation of needs.
Centralised – not just service based.
All nursing have access to area specific competencies.
Education planning involving CNMs and CNEs.
Allocation of resource to allow staff to be released to attend. Release/ $
Focussed EN nursing education opportunities
Increased in house courses
Establish on line training booking system
Purpose built facility
Increase use of telemedicine clinics and videoconference use
Work with Northland education consortiums regarding the provision of annual combined learning experiences (Nursing and Allied health, Maori, rural GP) (e.g. medico-legal)
Support key PHC nurse leaders to undergo the Flinders training to enable more nurses to acquire skills of motivation / change therapy
Nursing practice will be safe and evidence based.
Relevant area specific Nursing competencies are identified for each clinical area in NDHB Q2 2012
Competencies are prioritised and developed in a planned manner.
Develop appropriate competencies where required
Standardised education based competencies
Continuing development of area specific competencies
Review how to best provide Manual handling – area specific
Fit for Purpose’ Manual handling programme for all staff
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STRATEGIC PRIORITY FIVE
WAIORA
Patient, cultural and clinical safety is underpinned by excellence in nursing practice
OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Protect Te Tai Tokerau children from preventable diseases
Meet the national immunisation target of 95%
PHC immunisation programme
Ward 2 In house immunisation initiative
Patients will be safe when accessing health care services
Meet regional and national health, safety and quality targets
Dashboard developed focusing on nurse sensitive indicators Q3 2012
Stock take of quality initiatives and projects nursing leading and contributing to patient safety initiatives
Standardise approach DHB wide
Publicise and educate on outcomes regularly
Target areas who are not meeting the standard
Reduce incidence of falls Falls with harm reduced by 20% Q1 2014
NDHB Falls group monitoring progress against target
Publicise and educate on outcomes regularly
Target areas who are not meeting the standard
10% reduction by Dec2012, 20% reduction by Dec2013
Work with aged care to promote falls minimisation
Reduce pressure injuries
Pressure areas reduced by 20% Prevalence and incidence programme Interventions developed with relevant education
Collaborate with the aged care sector to reduce pressure injuries
Reduction of medication errors
Minimum 20% reduction in error rates/ medication errors Q1 2013
Implementation of National Drug Chart
Develop, implement and evaluate ‘oops wrong patient’ campaign
Medication safety campaign implemented o Scoping and business case for pyxis system. o Implement Pyxis medication management system
Excellence in Clinical Practice
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Reduction of hospital acquired infection
Reduce hospital acquired infection events
Reductions of nosocomial infection
Promotion of hand hygiene programme
Introduction of bundles of care
Improve smoking cessation
Maintain smoking cessation advice at greater then 90%
Support champions programme
Support colleagues to utilise staff smoking cessation programme
Completion of smoking assessments
Improve influenza vaccination rates
Nursing influenza vaccination rates improved by 10% annually
Commence planning in Dec each year
In house vaccination programme developed
Develop education programme to dispel myths
Effective nursing management of incidences
90% closure of nursing related incidents within 30 days
Appropriate follow-up and prevention of future incidence has occurred
Regular review of incidents
Auditing of incident reports
Improved feedback mechanisms to staff reporting incidents
Improved use of IV devices and management
Compliance with use of software Update of Guardrail profiles – GP volumetric pumps annually and ensure all IV infusion devices have medication safety mechanism
Standardisation with new syringe driver fleet (CC range) in critical care areas
New syringe driver pump pool (CC range) for wards to access.
Create new medication safety dataset (Guardrails) for CC syringe drivers
Enhanced emergency response and 24 hour support for nursing practice
Reduction of failure to rescue incidents Report Q2 and 4 annually
90% staff alert trained Q4 2012
Nurses feel supported and have access to resources after hours
Reduction in harm to patients
Increased out of hours education and resource support
Resuscitation training
Clinical training space
Rebranding of Hospital Coordination Unit
Enhanced rapid response team employed to full capacity by FTE and hours provided
Variance response management plan agreed and implemented
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Innovative models of care
STRATEGIC PRIORITY SIX
TE ORANGA
Support and lead innovative models of nursing care which are responsive to community need
OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Promote and develop innovative models of care
Each work area has a defined model of care that has been reviewed within 3 years
Support the recommendations from CCDM and Acute Care Reform
Nurses understand what models of care are and how they impact on patients
All model of care groups have a consumer representation
Increased nursing voice earlier in process of model planning
Improved time to initiate and complete
Models of care promote professional standards and best practice; ensuring patient safety
Reduce unplanned readmissions by 10%
80% of patients have documented planned expected discharge dates
Regular monitoring of all area’s utilising the Core Date Set (Data Council) to highlight area’s that would warrant further investigation.
Implementation of trendcare care pathways into clinical practice.
Engagement between primary and secondary
Improved utilisation of discharge lounge
Support the development of nurse led initiatives
% increase in nurse led clinics
Nurse led clinics
Nurse triage prioritisation
Nurse facilitated discharges
Nurse led discharges
15 NP’s by 2015
Influence funding decisions which support sustainability of existing nurse-led services e.g. Adolescent health services, Manaaki Manawa services, CVD screening services,
Nurse Specialist clinics in primary setting
Nurse led discharge initiatives
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OBJECTIVE
MEASURABLE KEY PERFORMANCE INDICATORS
MILESTONES / ACTIONS
RESP
DATE
PROGRESS
Nurses accredited for expanded roles Q4 2012
Process for accreditation of expanded nursing scopes developed Q1 2012
Dual service clinics
Improved handover process
Primary care involved in discharge planning
Support the development of at least one new model of care every year eg Primary Options, B4 School Checks
Work with services to ensure there are organisational and service guidelines to support nurses moving toward expanded practice roles
Promote national knowledge and skills framework development
Utilise competency frameworks to support extended and expanded roles
In conjunction with services analyse and develop plans for expanded nursing roles and NP positions.
Effectively contribute to the integration of secondary and primary health
Primary and secondary continuum promoted
Contribute to the devolvement of services to primary health care
Be pro-actively aligned with potential services that will be devolved eg by way of a formalized agreement that NIL’s are represented on the working groups and/or steering committees in relation to the devolvement process.
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REFERENCES
Baker, M. (2006). The future direction of mental health nurses, strategic plan, August 2006. Northland District Health Board. Durie, Mason (1999), ‘Te Pae Mahutonga: a model for Mäori health promotion’, Health Promotion Forum of New Zealand Newsletter 49, 2-5 December 1999. Finlayson, M., Sheridan, N. & Cumming, J. (2009). Evaluation of the implementation and intermediate outcomes of the Primary Health Care Strategy 2nd report. Wellington: Health Service Research Centre. Gallaher, L. (2000). Nursing and Midwifery development plan 2000/2001. Northland Health. Hutton, J. (2002). Liberating the talents, helping primary care trusts and nurses to deliver the NHS plan. London: Department of Health Ministerial Review Group. (2009). Meeting the challenge: Enhancing sustainability and the patient and consumer experience within the current legislative framework for health and disability Services in New Zealand. Wellington: Ministerial Review Group Ministerial Task Group (2009) In Good Hands. Wellington: Ministerial Task Group Report Ministry of Health. (2000). The New Zealand Health Strategy. Wellington: Ministry of Health. Ministry of Health. (2001). He Korowai Oranga; Maori health strategy. Discussion document. Wellington: Ministry of Health. Ministry of Health. (2001). The Primary Health Care Strategy. Wellington: Ministry of Health. Northern Disability Support Agency. (2011). Northern Regional Health Plan Northland DHB. (2011). NDHB Annual Plan, Author Northland DHB. (2011). Long Term Conditions Framework / strategy, Author Northland DHB. (2010). Child and Youth Strategy, Author Northland DHB. (2010). Older Persons Strategy , Author Northland Nurse Integration Leaders. (2010). Te Tai Tokerau Primary Health Care Strategic Plan 2010 – 2014. Primary Health Care Advisory Council (2009).Service Models to meet the aims of the Primary Health Care Strategy and deliver better, sooner, more convenient. Primary Health Care. Wellington: PHCAC