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

Discovering New Avenues: Nursing Leadership for Education, Practice and Research. Dr Sharon Vasuthevan NEA: Chairperson FPNL & ANEC Conference - 2014. Presentation. Introduction South African context Healthcare Developments Discovering new avenues in Nursing Identifying the Gaps

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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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