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Discovering New Avenues: Nursing Leadership for Education, Practice and Research

This presentation by Dr. Sharon Vasuthevan explores the South African context, healthcare developments, identifying gaps in nursing, and the way forward. It emphasizes the importance of leadership in nursing and the need for new approaches in education, practice, and research.

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Discovering New Avenues: Nursing Leadership for Education, Practice and Research

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  1. Discovering New Avenues: Nursing Leadership for Education, Practice and Research Dr Sharon Vasuthevan NEA: Chairperson FPNL & ANEC Conference - 2014

  2. Presentation • Introduction • South African context • Healthcare Developments • Discovering new avenues in Nursing • Identifying the Gaps • Way Forward • Conclusion

  3. Introduction • Discover means the following: • To notice or learn, especially by making an effort • To learn, be the first, or observe. • To identify, reveal or expose. • Our learning’s as we discover new avenues in nursing as a profession are more important than our achievements • Measuring our impact

  4. South African Context • Celebrating 20 years of Democracy • Journey of discovery • Leadership in different forms • Diversity management • Transformative culture

  5. Change drivers in Healthcare • Changes in legislation • Healthcare • Education • Labour • Policy Development • New leadership • New approaches

  6. Nursing Developments Professional Organizations Research New Approaches Nursing Practice Nursing Qualifications Nursing Strategy x2 Nursing Act

  7. Legislative Changes In Nursing • The nursing profession was the first health profession to change its legislation • Profound changes in: • Nursing regulation • Nursing categories • Extended scope of practice • Nursing Education & CPD

  8. Journey of Discovery • Enactment of the Act, requires regulations • Total package • Requires all areas of nursing to be developed simultaneously – scope, education • Unnecessary delays leads to disillusionment • Revisions are necessary before the Act can be fully implemented • Collaboration with other sectors

  9. Policy Development • Nursing Summit in 1999 and in 2011 • Nursing Strategy in 2003 – not implemented • Nursing Strategy in 2012 – still to be implemented • Valuable document addressing key areas of nursing • Value add to the profession

  10. Journey of Discovery • Strategic execution must be planned early in the process • Political influence may enhance or retard progress • Hold individuals accountable for delivery • Monitor progress • Make it happen

  11. Nursing Educational Changes 2016 Implementation 2014 - Accreditation 2013 - Regulations 2008 - Nursing Qualifications 2007 -HEQF 2001 - SGB

  12. Journey of Discovery • Nursing education cannot be developed in isolation • Regulation development is time consuming • Team of experts to drive the process • Collaboration internally and externally • Education is dynamic and becomes easily out dated • Perfection is an obstacle to progress

  13. Nursing Practice Developments 2016 Implementation 2014 - ? 2011 - Regulations 2009 – Scope Revised 2007 – Road shows on Scope 2005 – Nursing Act

  14. Journey of Discovery • Practice drives education • Complete story upfront • Pressure on authorities • Continuity in the face of change – institutions vs. governance structures • Manage the bureaucracy

  15. Nursing Research • Significant advances in research within academic and professional organizations • Advancement of post graduate studies • Huge development within the college sector • Research strategy for Nursing • Participation in scientific conferences at all levels

  16. Journey of Discovery • Research must make a difference to nursing practice and education • Explore new areas that will improve patient care • Collaborate with practice colleagues • Make the journey together

  17. Professional Organizations • Made significant progress • Closer working relationships • Barriers and silos breaking down • Influencing policy development • Collaboration is evident

  18. Journey of Discovery • Ideal environment for professional growth and development • Non threatening • Leadership opportunities • Voluntary participation - not easily embraced • Succession planning is necessary

  19. Identifying our Gaps • Are we making a difference? • Where can we add more value? • What got us here, won’t get us there!!!

  20. Drivers for Change • Escalating cost of healthcare • Increased regulation • Burden of disease • Access to technology • Informed communities – value for money • Scarce human resources • Disillusioned workforce • Patient dissatisfaction • Nursing driven healthcare model Calls for Leadership!

  21. Making a Difference • Management is about the mind. It is the manager’s job to stay focused on the task and goals, to set action plans, thereby helping followers deal with complexity. • Leadership, on the other hand, is more about the heart, or staying focused on the people and their individual characteristics, creating a shared vision that helps followers to participate in a change process. • Finally, transformational leadership is about breaking down resistance to change. This is done both through “assigning meaning to change” and through the change within the leader (him)/(her)self.

  22. Leadership Development Framework

  23. Model of Transformational Leadership Vision Creativity and Innovation Mentoring & Recognition Role models

  24. Moving Forward

  25. Transforming our Profession Discovering new avenues through: • Shared vision • Understanding the “Big Picture” • Advocacy for the profession • Influential at all levels • Advancing with integrity • Celebrating in style

  26. Meeting of the minds

  27. Conclusion

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