TE TAI TOKERAU NORTHLAND NURSING STRATEGIC PLAN … Nursing... · Tai Tokerau, Northland Nursing...

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



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



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



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



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



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



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



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



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



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



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



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



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



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



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

TE TAI TOKERAU NORTHLAND NURSING STRATEGIC PLAN … Nursing... · Tai Tokerau, Northland Nursing...

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