Nursing and Midwifery Board of Australia Strategic Plan Workbook V1.0 12 October 2012

1. Nursing and Midwifery Board of Australia Strategic Plan Workbook V1.0 12 October 2012

2. Introduction The Nursing and Midwifery Board of Australia (NMBA) is developing its strategic plan for the period 2013-2015. This process is occurring throughout 2012, with the objective for the final plan to be submitted to the National Board for approval by the 13 December 2012. A key feature of the strategic planning process is a workshop of the National Board, the Chairs of the state and territory Boards of NMBA and selected AHPRA personnel on 19 October, 2012. The objective of this workshop is to allow the National Board to discuss its strategy in detail. The workshop will be facilitated by Emeritus Professor Geoff Kiel, Chairman of Strategic Governance. The workshop will follow the process outlined in this Workbook. There is also a Databook containing background information and supporting appendices, which help inform the planning workshop. This has previously been circulated to participants. This PowerPoint contains the Workbook for the planning session. 2

3. Attendees 3

4. A reminder – The Strategic Board Model BOARD STRATEGIC THINKING Strategic Development Strategic Landscape STRATEGY AS INSIGHT STRATEGY AS PRACTICE Strategic Decision Making Insight Tools Practice Tools Strategic Elaboration Defining Success Ensure Winning Strategies Implementation and Review THE STRATEGIC BOARDROOM

5. How to get the most from today 5

6. Think strategically! Workshops such as this allow us the opportunity to think creatively about the future. Today is not about ‘business as usual’. We should challenge what we do and our accepted thinking. We need to ensure we stay at a ‘big picture’ view of strategy for the National Board. What are the major initiatives? What are the really important actions the National Board should implement over the coming three years?

7. Draft timetable 7

8. NMBA level of plans Our focus today 8

9. A strategy framework for NMBA 9

10. Legal functions of NMBA (1) The legal functions are taken from Section 35 of the National Law. From a strategy perspective the strategic plan must set out how the functions are to be met. Functions of National Boards 35 Functions of National Boards • The functions of a National Board established for a health profession are as follows- • toregistersuitablyqualifiedand competent persons in the health profession and, if necessary, to impose conditions on the registration of persons in the profession; • to decide the requirements for registration or endorsement of registration in the health profession, including the arrangements for supervised practice in the profession; • to develop or approve standards, codes and guidelines for the health profession, including— • the approval of accreditation standards developed and submitted to it by an accreditation authority; and • the development of registration standards for approval by the Ministerial Council; and • the development and approval of codes and guidelines that provide guidance to health practitioners registered in the profession; • to approve accredited programs of study as providing qualifications for registration or endorsement in the health profession; • to oversee the assessment of the knowledge and clinical skills of overseas trained applicants for registration in the health profession whose qualifications are not approved qualifications for the profession, and to determine the suitability of the applicants for registration in Australia; • to negotiate in good faith with, and attempt to come to an agreement with, the National Agency on the terms of a health profession agreement; 10

11. Legal functions of NMBA (2) • to oversee the receipt, assessment and investigation of notifications about persons who- • are or were registered as health practitioners in the health profession under this Law or corresponding prior Act; or • are students in the health profession; • to establish panels to conduct hearings about- • health and performance and professional standards matters in relation to persons who are or were registered in the health profession under this Law or a corresponding prior Act; and • health matters in relation to students registered by the Board; • to refer matters about health practitioners who are or were registered under this Law or a corresponding prior Act to responsible tribunals for participating jurisdictions; • to oversee the management of health practitioners and students registered in the health profession, including monitoring conditions, undertaking and suspensions imposed on the registration of the practitioners or students; • to make recommendations to the Ministerial Council about the operation of specialist recognition in the health profession and the approval of specialties for the profession; • in conjunction with the National Agency, to keep up-to-date and publicly accessible national registers of registered health practitioners for the health profession; • in conjunction with the National Agency, to keep an up-to-date national register of students for the health profession; • at the Board's discretion, to provide financial or other support for health programs for registered health practitioners and students; 11

12. Legal functions of NMBA (3) • if asked by the Ministerial Council, to give to the Ministerial Council the assistance or informationreasonably required by the Ministerial Council in connection with the national registration and accreditation scheme; • to do anything else necessary or convenient for the effective and efficient operation of the national registration and accreditation scheme; • any other function given to the Board by or under this Law. 12

13. NMBA functions as strategy Vision Why we exist Mission Registration (a) (b) (e) (l) (m) Notifications (g) (h) (i) (j) Accreditation (d) Core functions Standards – registration and professional practice (c) (k) (o) (p) Health Profession Agreement (f) (n) Enabling mechanism Operating mandate Efficiency and effectiveness (q) (r) The letters in brackets refer to the paragraphs in in Section 35(1) of the Law dealing with the functions of a National Board

14. Draft NMBA Strategy Map Format Why we exist Vision Vision statement Mission Mission statement Stakeholders Partners Australian public AHPRA Nurses, midwives & students Commonwealth, state & territory governments Professional, industrial and education providers state &territory Boards & Committees of NMBA Stake- holders & partners Key priority/Core strategy(ies) – Stakeholders & Partners Health Profession Agreement Key priority/Core strategy? Registration Notifications Accreditation Core functions Key priority/Core strategy? Key priority/Core strategy? Key priority/Core strategy? Standards – registration and professional practice Key priority/Core strategy? The National Board Key priority/Core strategy(ies) – The board? Key priority/Core strategy – Finances? Key priority/Core strategy – Efficiency and effectiveness? Finance and resources Efficiency and effectiveness

15. Worksheet 1 Strategic planning approach What are your thoughts about this strategic planning approach? 15

16. Strategic landscape What are the major strategic issues facing NMBA?

17. Each person to write down up to 6 each of strengths weaknesses opportunities and threats – one each per Post It note. Your SWOT may come from your pre-work. When complete, place your Post Its on the white board in the appropriate area SWOT and Key Issues – Process • Each group then discusses and agrees on no more than 6 each of strengths, weaknesses, opportunities and threats . Write or put Post Its on supplied sheets We will use the following process to construct the SWOT and key issues analysis. You have 80 minutes to undertake this task, before presenting your group’s findings to the plenary session. • Each person then prepares up to 5 key issues, one per Post It. Place on whiteboard. • Group then discusses key issues and agrees on maximum number of 7 key issues. Write or put Post Its on supplied sheets. • Appoint a spokesperson who will summarise your table’s SWOT and Key issues analysis. Individual work Group work Presentation 17

18. SWOT & Key Issues Working Groups 18

19. SWOT Analysis SWOT analysis is a technique to summarise the strategic importance of key aspects and trends in the organisations internal and external environments External Environment Internal Environment

20. Worksheet 2 SWOT Analysis Based on the discussion to date, what are the 4 to 6 major strengths, weaknesses, opportunities and threats facing NMBA?

21. Worksheet 3 Key Issues Following from the SWOT analysis what are the key issues facing NMBA? 21

22. Defining success What is success for NMBA?

23. Defining Success – Process We will use the following process to define success. You have 50 minutes to undertake this task, before presenting your group’s findings to the plenary session. Group work Presentation 23

24. Worksheet 4 Visioning Exercise It is December 2015. NMBA has just had a fantastic year in the eyes of all stakeholders. What has NMBA achieved? What is it doing? You have 15 minutes to discuss in your group. The groups are the same as for the SWOT analysis. 24

25. Worksheet 5 Vision Current plan Modified NRAS A competent and flexible nursing and midwifery workforce that meets the current and future needs of the Australian community • To be viewed by Australian and international nursing and midwifery professions, the public and other key stakeholders as a capable and visionary Board that regulates nurses and midwives with integrity in the interests of public safety Comments and suggestions: 25

26. Worksheet 6 Mission Current plan Modified NRAS To regulate nurses and midwives in Australia in the public interest • To work in partnership with health professions, the education sector and the community by exhibiting a willingness and common desire to make regulation of nurses and midwives nationally successful so that the public is safe Comments and suggestions: 26

27. Worksheet 7 Values Current NRAS Key words from current vision and mission Visionary Integrity Partnership • We act in the interest of public health and safety • We work collaboratively to deliver high-quality health regulation • We promote safety and quality in health practice • We are accountable for our decisions and actions • Our processes are transparent and consistent Comments and suggestions: 27

28. Worksheet 8 Values Set out your preferred values which would underlie the vision of success you outlined earlier. As well as a single word, include a sentence or phrase or two of what the value means. Key terms Your preferred values • Visionary • Integrity • Partnership/Collaborative • Transparency • Accountable • Quality • Consistency 28

29. Core strategies What do we need to do to achieve our goals?

30. Strategy development process Below is the process we shall use to outline the core strategies and major initiatives for the National Board over the next three years Step 1 Step 2 Step 3 Step 4 Step 5 30

31. Strategies – Working groups 31

32. Draft NMBA Strategy Map Format Why we exist Vision Vision statement Mission Mission statement Stakeholders Partners Australian public AHPRA Nurses, midwives & students Commonwealth, state & territory governments Professional, industrial and education providers state &territory Boards & Committees of NMBA Stake- holders & partners Key priority/Core strategy(ies) – Stakeholders & Partners Health Profession Agreement Key priority/Core strategy? Registration Notifications Accreditation Core functions Key priority/Core strategy? Key priority/Core strategy? Key priority/Core strategy? Standards – registration and professional practice Key priority/Core strategy? The National Board Key priority/Core strategy(ies) – The board? Key priority/Core strategy – Finances? Key priority/Core strategy – Efficiency and effectiveness? Finance and resources Efficiency and effectiveness

33. Key Priority/Core Strategy Template

34. Worksheet 9 Key Priority/Core Strategy Template

35. Worksheet 10 Key Priority/Core Strategy Template

36. Worksheet 11 Key Priority/Core Strategy Template

37. Worksheet 12 Key Priority/Core Strategy Template

38. Worksheet 13 Key Priority/Core Strategy Template

39. Worksheet 14 Key Priority/Core Strategy Template

40. Worksheet 15 Key Priority/Core Strategy Template

41. Worksheet 16 Key Priority/Core Strategy Template

42. Worksheet 17 Key Priority/Core Strategy Template

43. Worksheet 18 Key Priority/Core Strategy Template (cont’d) This worksheet can be used if you need to outline further Strategic Objectives in a Core Strategy Area

44. Worksheet 19 - Achievements and next steps What did we achieve today? What are the next steps? 44

45. Appendix A: Draft format of the Strategic Plan

46. Draft format of the strategic plan

47. Strategic plan – page 1 Why we exist Our environment Our strategies Vision Duis molestie viverra Praesent ac erat Curabitur interdum Curabitur eget nulla quis Nunc adipiscing Nullam pretium Cras hendrerit Mission Curabitur eu sapien Donec vestibulum Phasellus aliquam Values Lorem ipsum Praesent malesuada Ut porttitor pulvinar Curabitur Phasellus tincidunt Nullam sollicitudin Pellentesque porta

48. Strategic plan – page 2 NMBA Strategy Map Why we exist Vision Vision statement Mission Mission statement Stakeholders Partners Australian public AHPRA Nurses, midwives & students Commonwealth, state & territory governments Professional, industrial and education providers state & territory Boards & Committees of NMBA Stake- holders & partners Key priority/Core strategy(ies) – Stakeholders & Partners Health Profession Agreement Key priority/Core strategy? Registration Notifications Accreditation Core functions Key priority/Core strategy? Key priority/Core strategy? Key priority/Core strategy? Standards – registration and professional practice Key priority/Core strategy? The National Board Key priority/Core strategy(ies) – The board? Key priority/Core strategy – Finances? Key priority/Core strategy – Efficiency and effectiveness? Finance and resources Efficiency and effectiveness 48

49. Strategic plan – pages 3 - n