NURSING LEADERSHIP ROLES & IT’S IMPACT OVER NURSING PRACTICE

1. SOLOMON ISLANDS EXPERIENCES NURSING LEADERSHIP ROLES & IT’S IMPACT OVER NURSING PRACTICE SOUTH PACIFIC NURSES FORUM – 2012 Leonda by The Yarra , Melbourne, Australia.

5. Presentation Outline • Introduction /Background • Nursing Demand /Nursing Numbers • Nursing Leaders Roles • Influence over Leadership roles • Why Nursing needs a strong leadership • Significant Leadership Issues • Predisposing factors for leaders • Strategies to support leaders roles • Expected Outcome/Conclusion

6. Introduction Nursing in the Solomon Islands is faced with deferent leadership challenges as a result of • Constant Changes • Increase Demand • Complex Health system • Deferent HR issues and demands • Cultural influences • Low economical status .

7. A call for Nurse leaders …….. Not only competent but………… • Strong & Influential • Innovative and creative • Immune and manage through realities • Strategize/Outcome focus Leader • Man of all Trade & Master of all. In order to influence changes and developments that drives the nursing practices forward to improve the patient care and health outcome.

8. Initial response ............. Call for Reform – Could be an answers to some of our leadership challenges …………. 2003 (9yrs ago) a reform was done – • realignment of nursing positions , • upgrading of clinical leadership positions–, This has create demand for senior nurses to fill these positions. • The Nursing Division has no option but to fill all these position with senior nurses . Challenges : Senior Nurses are given these leadership roles without being trained, hence it has impact on how clinical nurse leaders taking on the leadership roles from there on .

9. Despite such training and capacity limitation, the caring passion of the nursing profession , has very instrumental in ensuring that nurse leaders are doing the right thing and leading the team through ,to reach this far ................ The Principle of caring for the sick , caring for your self and caring for the profession ......

10. What are Nurses …….. Most Important workforce • Back- bone of the Health Services • Front-liners • Almost ½ of MHMS workforce • Nurse are present in all the Shifts/Health facilities (NRH/Remote RHC) • The image of the SI Health Sector

11. NURSES ARE THE BACKBONE & FRONTLINERS OF THE SI HEALTH SERVICES DELIVERY

12. NURSING NUMBERS

13. Where 50 % Nurses Live & Work Scattered Islands Universal Access Inland Coast

14. LEVELS OF NURSE LEADERS • ¾ of the Leaders • Clinical leaders • Team leaders

15. Roles of Nursing Leaders Clinical Leaders Management/Administration Executive representative HR Recruitment /Repositioning /annual Leave Designing regulatory and performance policies Planning and Budgeting Training & Development • Task Supervision /Coordination • Team leader Training/Coaching/Mentoring • Initiating care & treatment • Clinical Duties

16. Complimentary Roles • Provincial Directors(CEO) -Administrators • Clinical Expertise/Managers • Financial Managers • Focal Person/ Mediator • Statistician

17. Why Does Nursing required strong Leadership team. Health Sector is complex and challenging Nursing is faced with constant changes and new demands. Nurses are required to be prepare for new situations Nursing is begin to faced with deferent Human resources challenges

18. Significant Leadership Issues • Limited drive to perform better • Low performance and staff productivity • Staff Under utilization • Un clear Communication process

19. Findings • underperformance are not manage effectively • Nurse Leaders do not necessarily deal with underperformance appropriately • Nurses do not feel satisfied with the level of recognition they are provided or feel valued • Nurse Managers do not necessarily draw the best out of their nurses.

20. Level of Workplace Engagement

21. Domains of Relationships and influence in the Solomon Islands Waiting for Time Making Time Tolerance Accountability Relationship Task Communal Abundance Scarce or Finite Resources Domain 2 Church Domain 3 Public Institutions Individual Freedom Obligation to the Tribe Domain 1 Tribe or Wantok

22. TRIANGULAR HYRACHY SYSTEM Policy /Strategic Visions Nurse Leaders Operational Level Program Individual PeopleFocus must link with the vision/ Strategies

23. Underpinning issues • MDGs count down • Health Priority issues- NHSP 2012/2015 • Parliamentary Enquiries/Media release . • Nursing Priorities

24. Predisposing Factors • Resources issues – Infrastructure/equipments • Unclear Organization policies/Directions • Work under Pressure- shortage of doctors, Nurses • Lack/Low Capacity -Forces to uphold leadership position • Performance management / regulatory /Support issues

25. A Call for Reform Practice PHp Management/leadership NURSES Regulate Standards Education /Research TIME

26. Responses to leadership Issues . Establishment of the Nursing Strategic Direction Priority Areas • Nursing Leadership/Management • Nursing Education /Research • Nursing Regulation/Standards • Nursing Practices/Public Health

27. Nursing Strategic Directions, 2010 to 2014Key Strategic Areas • Nursing Management/Leadership and Administration. 2.Nursing Education, Development and Research 3. Nursing Regulation/Standards 4. Nursing Practice (including Public Health

28. Nursing Management & Leadership • Organization Reforms • Strengthening capacity through • -Supervision • -Regular Conferences /Seminars • -Upgrading leadership post –National/Provincial • -Training locally/Abroad.

29. Nursing Education, Development & Research • Midwifery School(WB/MOH/SICHE) • Review of Nursing Curriculum- Certificate/Dip (AUT) • Introduction of Bachelor of Nursing(AUT) • Introduction to Nursing Research Symposium/Training (JCU) • Align Nurses Training with Doctor’s Specialist fields .Attachment /FT.

30. External Exposer for leaders • Locally IPAM – Institution of Public Administration & management • Abroad JICA – Nursing management ALA – Leadership PACE- Leadership

31. 2012 High Lights- International Nurses Day

32. Nursing Regulation/Standards • Review of Nursing Regulation • Features • Competency Standard • Registration/Licensing process • Training/course Accreditation

33. Nursing Practices /Public Health • Re-redevelopment of Nursing Procedure books • Re-introduction of NCP in Hospital • Regular reviews & support for Clinical leaders. • Motivated to be Leading Role in the Introduction and implementation of PH interventions/approaches Mother/ Baby Friendly Hospital/Clinics- MAPISRH/FHC

34. Conclusion – Strive for better outcome. Organization expectation Vision/Goals Continue Planning Implementing Evaluating Skilled HR Effective Regulatory Policies/Standards Deferent levels of improvement process

35. Special Acknowledge • WHO-Collaborating Centre –UTS/JCU Under the ALA Scholarship • AUT- Zealand • JICA – International cooperation urgencies • UPNG – • FNU- FSM For others organization and individuals… TagioTumas for your help…………

36. So, who are you called to Be? “Be the change you wish to see in this world.” Mahatma Gandhi

37. We come a long way & there still a long way to go a head of us…………………… TAGIO TUMAS………….