"Professional Excellence" - UL Hospitals Group Nursing and Midwifery Strategic Plan 2019-2022
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“Professional Excellence” UL Hospitals Group Nursing and Midwifery Strategic Plan 2019-2022
Contents
Forewords 04
About UL Hospitals 07
Vision and Mission 08
Our Nursing & Midwifery Strategic Priorities 09
Our Nursing & Midwifery Strategic Plan 10
• Strategic Priority One 11
• Strategic Priority Two 12
• Strategic Priority Three 13
• Strategic Priority Four 14
• Strategic Priority Five 15
Implementation 16
Appendix 1 - How was this Strategic Plan created? 17
Acknowledgements and Stakeholder Consultation 18
Appendix 2 19
References 19
3
Foreword Foreword
Nursing & Midwifery
Midwifery
I am delighted to introduce our four year making the Group an attractive place to work, As Director of Midwifery, I am pleased to support
‘Professional Excellence’ UL Hospital Group fulfil professional development and support the UL Hospitals Nursing & Midwifery Strategic
Nursing & Midwifery Strategic Plan 2019-2022. nurses, midwives and healthcare assistants in Plan - Professional Excellence 2019 - 2022. This
providing high quality, evidence based care for strategic plan comes at a very exciting time for
This sets out our future direction for Nursing & our patients and mothers. midwifery and nursing within University
Midwifery and is underpinned by the vision and Maternity Hospital, Limerick.
objectives of our groups Corporate Strategy Our strategic plan sets our priorities to
‘Working together – Caring for the Mid-West’ continually improve our services. As we move There have been many new developments
2018-2022. forward we will continue to focus on developing nationally and locally to deliver better and safer
our Nursing and Midwifery profession. We will maternity services including: the Maternity
I would like to acknowledge all those who were strengthen our collaborations with our Strategy Creating a Better Future Together
involved in the development phase of the academic partners at both undergraduate and 2016, Nurses and Midwives Act 2011 recognising
strategy, in particular those who actively post graduate level and with our colleagues in Midwifery as a unique profession.
participated in the consultation forums. I also the CHO to advance integrated care models.
acknowledge the commitment of Ms Mairead Locally we have embraced many changes to
Cowan during her time as Interim Chief Director We will continue to promote and support support women’s choice and recognise childbirth
of Nursing and Midwifery in sponsoring the learning and education for frontline staff and to as a natural, physiological process. Future
development of this strategy. embed Nurses and Midwifery led research. developments will come on stream within the
Further enhancing and advancing the role of the lifespan of the UL Nursing & Midwifery Strategic
The plan outlines five strategic priorities which Nurse and Midwife. Investing and developing plan which include 5-Step plan to fully implement
together underpin the delivery of a Quality leadership at all levels of Nursing and Midwifery a Community Midwifery Integrated Service
Relationship Centred Care. Our ambition is to is essential. offering outreach antenatal clinics, postnatal
commence our Magnet Journey. This is a Early transfer Home Service, DOMINO and other
voluntary programmes working towards I look forward to working with you all on elements of choice for women.
International recognition for Nursing & delivery of our strategic priorities, to provide
Midwifery excellence and improved patients Professional Excellence in Nursing & Midwifery The Strategic plan will support the Midwives and
outcomes developed by the American Nurses Care for our patients and their families. Nurses in providing high quality, evidence based,
Credentialing Centre US. woman centred care for mothers and babies.
Ms. Margaret Gleeson
We are very fortunate to have such high calibre Chief Director of Nursing and Midwifery, Ms. Margaret Quigley
of experienced nurses and midwives working UL Hospital Group Director of Midwifery,
across the UL Hospital Group. The Strategic Adjunct Clinical Professor, Department of UL Hospital Group
plan will provide the direction to assist with Nursing & Midwifery University of Limerick
ULHG Nursing and Midwifery Strategic Plan 2019-2022 4 5
ABOUT UL HOSPITALS
ABOUT UL HOSPITALS
Foreword
Nursing
Ennis Hospital University Maternity Hospital Limerick Nenagh Hospital
UL Hospitals is the primary provider Nenagh, and one Model 2S (St. John’s Hospital).
All three hospitals have being reconfigured to
of acute hospital services to the
provide services in line with the Small Hospitals
379,327 people who live in the Framework published by government in July 2013.
As Directors of Nursing for our Directorate’s, As Operational Directors of Nursing for University
counties of Limerick, Clare and North
we are pleased to support the UL Hospitals Hospital Limerick, Ennis Hospital, Nenagh University Maternity Hospital Limerick has up to
Group Nursing and Midwifery Strategic Plan Hospital, St John’s Hospital and Croom Hospital, it Tipperary. It is one of the largest
5,000 births a year and has a Level 3 Neonatal
‘Professional Excellence’ 2019-2022. It provides is a very exciting time for Nursing. The Strategic employers in the region, employing Intensive Care Unit. Croom Hospital supports
the future direction for nursing services Plan 2019-2022 represents the views of nursing more than 4,000 staff from Orthopaedic, Specialist Pain Management and
underpinned by a commitment for continued and healthcare care teams across UL Hospitals Rheumatology services.
throughout the Mid-West of Ireland.
professional development of nursing Group. A central focus is the delivery of quality
knowledge, skills and research. We look relationship person centred care. The strategic
GOVERNANCE
forward to working with Nursing and Health plan will enable leadership at all levels and shared SERVICES ARE DELIVERED AT SIX DIFFERENT
SITES ACROSS THE THREE COUNTIES: UL Hospitals is governed by an interim board and
Care Assistant teams over the next four years decision making in assuring patient safety and
an executive management team lead by a CEO
implementing the priorities set out in the plan. professional excellence in nursing care. The plan • University Hospital Limerick (UHL)
who reports to the board. The CEO is also
will support us to collectively work towards
Delivering quality relationship centred care • Ennis Hospital (EH) accountable to the National Director Acute
achieving Magnet accreditation and enhancing
underpins the priorities within the plan. We will evidence based practice. • Nenagh Hospital (NH) Services within the HSE. Delegated authority for
continue to work with patients as we plan and the operation of the services is through the
• Croom Orthopaedic Hospital (CH)
develop our nursing services and practice. The National Director Acute Services to the CEO of
• University Maternity Hospital Limerick (UMHL)
plan is also responsive to the wider health care Ms. Ber Murphy UL Hospitals.
context including integrated care models, Operational Director of Nursing - University • St John’s Hospital Limerick (Voluntary) (SJHL)
national clinical programmes and collaboration Hospital Limerick and Croom Hospital Our services are delivered across the six sites
UL Hospitals Group There is one Model 4 hospital (UHL) within UL under the leadership of four clinical directorates,
with our academic partners at the University of
Hospitals. UHL is one of the eight designated namely: Medicine Directorate; Peri-Operative
Limerick.
Ms. Patricia O’ Gorman cancer centres in the country and is also a Directorate; Diagnostics Directorate and Maternal
Operational Director of Nursing - Ennis Hospital designated 24/7 Primary Percutaneous Coronary and Child Health Directorate. Each directorate is
Ms. Mairead Cowan UL Hospitals Group Intervention (PPCI) centre for STEMIs and a led by a team of staff bringing together clinical
Director of Nursing - Medicine Directorate, thrombolysis centre for the management of acute management and financial expertise to provide
UL Hospitals Group Ms. Cathrina Ryan stroke. UHL is the only hospital site that has a full quality-driven safe services, focused on the
Interim Operational Director of Nursing - Nenagh
24/7 emergency service and critical care service. experience and outcomes for the patient.
Ms. Declan McNamara Hospital, UL Hospitals Group
Director of Nursing - Peri-Operative There are two Model 2 hospitals, Ennis and
Directorate, UL Hospitals Group Ms. Margaret Finn
Interim Director of Nursing - St Johns Hospital
UL Hospitals Group
Croom Orthopaedic Hospital University Hospital Limerick St. John’s Hospital
ULHG Nursing and Midwifery Strategic Plan 2019-2022 6 7
Vision and Mission Our Nursing & Midwifery
The service we deliver in UL Hospitals Group is
Strategic Priorities Leadership
guided by our vision and mission, as follows at all
Levels
To deliver Quality Relationship
Corporate Vision Our Nursing and Centred Care, by
Be a valued, trusted and leading provider of Midwifery Mission • developing leaders at all levels
excellence in healthcare which is patient • building workforce capacity
centred, clinically integrated, team based and To provide professional excellence in Nursing
research driven. and Midwifery care, by commencing our magnet • aspiring to excellence in Quality
accreditation journey and implementing the Professional Practice Relationship Collaboration
Professional
ULHG corporate strategy. Alliances
• enhancing collaboration, Practice
Centred & Innovation
alliances and innovation
Nursing and Midwifery values of care, Care
compassion, and commitment will guide us in
working in partnership to be the best for staff,
patients, women and families.
Workforce
Capacity
ULHG Nursing and Midwifery Strategic Plan 2019-2022 8 9
Strategic Priority One
Quality Relationship Centred Care
Description:
Nurses and midwives build effective therapeutic relationships with patients,
women and carers, interdisciplinary colleagues and the wider community.
Nurses and midwives will lead and advocate for quality safe care through
strong leadership, team communication and collaboration.
STRATEGY OUTCOME MEASURES
• Support nurses and midwives to develop • Evidence of nurses and midwives
and use the skills in delivering quality partnering with patients, families &
relationship-centred care. carers to improve care.
• Enable patients to be more actively • Quality relationship centred care is
involved in their care. evident in the organisation through staff
and patient experience surveys,
complaint feedback and engagement
process.
• Consult and engage with service users in • Nursing & Midwifery metrics and quality
development of nursing and midwifery improvement indicators continually
practice. demonstrate improvement.
• Implement systems to assure safe quality • Increased numbers of ANP/AMP and
care, which evaluates the patient and CNS/CMS posts to support quality safe
women’s experience. care.
• Develop a culture that supports open • Evidence of systems and processes in
timely and clear communication to place to identify and manage risks and
identify risks and errors. account for actions taken.
Our Nursing & Midwifery
Strategic Plan
The following tables outline how we will work to achieve
our priorities, including how we will measure success in
the context of delivering best practice.
10 ULHG Nursing and Midwifery Strategic Plan 2019-2022 11
Strategic Priority Two Strategic Priority Three
Leadership at all Levels Workforce Capacity
Description: Description:
Nurses and midwives and the wider care team are treated as individuals, empowered, Nurses and midwives are respected and valued for their contribution to healthcare delivery.
supported and skilled to lead safe quality care. Nurses and midwives are actively Senior Nurses and Midwives will develop workforce capacity through a sustained focus on
encouraged to participate and influence decision making throughout the organisation and developing expertise and competency, recruitment & retention and building an
work to the highest standards of inter-professional practice. international reputation for excellence.
STRATEGY OUTCOME MEASURES STRATEGY OUTCOME MEASURES
• Ensure Nursing and Midwifery leadership • Evidence of empowerment and devolved • Align workforce expectations through • Nursing and Midwifery staff engagement
is visible and accessible at all levels with decision making in clinical care. utilising recognised workforce planning plans in place and reviewed annually.
clearly defined governance, role and tools e.g.-e-rostering and safe staffing.
responsibilities.
• Build and strengthen recruitment and • Nursing and Midwifery workforce
• Embed and develop a culture of shared • Nursing and Midwifery governance retention activities. planning strategy developed.
governance and value based leadership. framework in place and accessible to all
team members. • Increase student nurse and midwife • Flexible working hours available.
engagement and assure the quality of
• Enable all staff to contribute and develop • Nurses and midwives contribute to the learning environment for student
their clinical leadership potential. delivering the strategic priorities of the nurses and midwives.
organisation.
• Develop and embed support roles within • Safe staffing framework
• Recognise, value and reward Nursing • Senior nurse and midwife leaders are Nursing and Midwifery care teams e.g. implementation plans developed and
and Midwifery contribution to excellence visible, accessible and promote values HCA’s, OTAs. progressed.
in clinical outcomes. based care.
• Develop and promote diversity and • Nursing and Midwifery e-rostering
• Strengthen Nursing and Midwifery • All Nursing and Midwifery team inclusiveness in nursing & midwifery system in place.
leadership in collaborative working. members can access and are supported teams e.g. embracing gender, culture
with clinical leadership development. and ethnicity.
• Well-developed process in place to • Promote staff health and wellbeing at • Compliance with statutory and role
recognise, value and reward Nursing and individual, team and organisational specific mandatory training
Midwifery contribution to excellence in levels. requirements.
clinical care.
• Deliver and implement talent and • Improvement in patient/woman centred
• Evidence of improved care outcomes succession management plans. outcomes resulting from Nurse/Midwife
associated with inter-professional participation in professional
collaborative practice. development activity.
• Improvements in nursing & midwifery
turnover and vacancy trends as a result
of recruitment and retention plans.
• Evidence of student engagement plans
and continuous development of the
quality of clinical learning environments.
• Increased levels of job satisfaction
evident in staff surveys.
ULHG Nursing and Midwifery Strategic Plan 2019-2022 12 13
Strategic Priority Four Strategic Priority Five
Collaboration, Alliances & Innovation Professional Practice
Description:
Description:
Nursing and Midwifery lead and collaborate in research and innovation activity will be
Nurses and midwives foster excellence in clinical practice, enabling all team members to
embedded in the organisation. Nurses and midwives adopt a strategic approach to
practice to the level to which they are educated, accountable and regulated. Nursing and
collaboration, fostering alliances and effective working relationship with other providers,
Midwifery supports a culture that values learning and education.
academic partners, service users and stakeholders.
STRATEGY OUTCOME MEASURES STRATEGY OUTCOME MEASURES
• Constantly strive for discovery, • Evidence of shared governance across • Develop a culture of lifelong learning & • Promotion of Continuous Professional
scholarship and innovation, influencing Nursing and Midwifery. Continuous Professional Development. Development opportunities based on
healthcare delivery and nursing and learning needs and organisational
midwifery practice at local, national & development assessment.
international levels.
• Incorporate evidence based finding and • Evidence of lifelong learning and CPD.
• Maximise the potential for digital • Increased numbers of nurses and best practice standards in the delivery of
technology to support clinical innovation midwives leading or engaged in research care.
and seamless patient transitions. activity or studies.
• Assure that Nursing and Midwifery are • Evidence that practice standards are
• Provide access to real time data that • Increases numbers of Adjunct Clinical responsible and accountable for their reviewed and updated to incorporate
supports improvement and innovation in Appointment’s. professional practice. relevant evidence.
care.
• Develop Nursing and Midwifery career • Clinical practice is audited against
• Facilitate mechanisms to ensure post • Evidence of internal and external pathways and infrastructure in clinical practice standards.
graduate education is intrinsically linked dissemination of research. practice, education research, practice
to clinical practices. development and academia.
• Build reputation for nursing and • Evidence of nursing and midwifery • Advance our contribution to national and • Clearly defined responsibility, authority
midwifery led research and scholarships. innovation. international nurse and midwife led and accountability are incorporated in all
research studies. job descriptions.
• Evidence of increased numbers of nurses
and midwives working in joint clinical • Develop, support and resource the • Evidence that nurses and midwives
academic roles. pivotal role of CMM/CNM in leading the demonstrate accountability for quality
fundamentals of care. care.
• Systems in place to access real time
nursing and midwifery data sets. • Support on going education and training • Nurses and midwives are aware of career
Evidence of increased national and for all staff. options and supported and encouraged
international collaborations. to develop clear pathways whether in
career maintenance or career
• Increased numbers of nurses and development.
midwives leading or engaged in research
activity or studies. • CNM /CMM roles are sought after in
recognition of their pivotal position in
the organisation.
• CNM/CMM receive on-going support
through mentorship, coaching and
leadership development.
ULHG Nursing and Midwifery Strategic Plan 2019-2022 14 15
Implementation
Within the group, we will implement this We will ensure that nurses, midwives and
strategic plan by taking the objectives and healthcare assistants working in our wards and
actions outlined in the previous section and teams are given opportunities to feedback on
developing locally owned implementation plans implementation plans and evaluate progress.
led by each Director of Nursing and Director of
Midwifery. We will evaluate the success of our strategic
plan using two main methods:
The Nursing and Midwifery Professional
Council 1 supported by ULHG Project • Monitoring of progress against
Management Office will be the key forum for implementation plans in Nursing and
Midwifery Professional Council and at
Appendix 1
monitoring the implementation of the strategic
plan. Both the Strategic Nursing Forum and the Directors of Nursing and Director of
Senior Midwifery Management Team will play a Midwifery meetings. How was this Strategic PHASE TWO
• There will be an annual progress report Upon completion of phase one, the Nursing and
key role in developing and leading key work
streams. submitted to the Executive Management
Plan created? Midwifery Professional Council reviewed the
Team. findings of the pre consultation phase. Three
All other forums (Figure 1) will contribute to This strategic plan was developed
co-design workshops took place in Q4 2018,
working groups which will be represented of all To deliver this strategic plan, professional collaboratively across all nursing and midwifery
attend by Directors of Nursing and Director of
grades of nurses, midwives and healthcare leadership is required from all nursing and groups in a multi-stage process to ensure that
Midwifery.
assistants who will collaborate with subject midwifery forums, each nurse and midwife have staff nurses and midwives team members were
experts and relevant stakeholders where an important role to play in its success. well represented in shaping our professional PHASE THREE
necessary. As part of our magnet journey, we direction.
The next phase involved the development of the
will work towards embedding a culture of PHASE ONE draft Strategic Plan from the outputs of phase
shared governance and learning. two and engagement with various stakeholders.
In May 2018, the Chief Director of Nursing and
Midwifery Office commenced a consultation PHASE FOUR
process with nurses and midwives seeking In this phase, a draft document was presented
Advanced & feedback on the development of the next UL and shared at a post consultation workshop,
Clinical Nursing and
Nursing and Senior Specialist Hospitals Group Nursing and Midwifery with senior nurse and midwife managers where
Strategic Nurse & Midwifery
Midwifery Midwifery Nursing and
Nursing Midwife Research Strategic Plan. An engagement plan was all sites were represented, and additional
Professional Management Midwifery
Forum Managers Governance established to reach predominately frontline feedback on the document was incorporated.
Council Team Practice
Forums Group
Groups staff e.g. student nurses, student midwives, staff
nurses, staff midwives, clinical nurse managers PHASE FIVE
and clinical midwife managers. A total of 14 The final strategic plan was submitted to the
Figure 1 discussion groups took place across ULHG with CEO for endorsement. The CDONM and
150 nurses and midwives attending and 270 Professional Council approved the Strategic Plan
1
This is the most senior professional nursing and midwifery forum in the hospital group with the responsibility and accountability for the consultation questionnaires also submitted. and it’s implementation.
leadership and development of the nursing and midwifery workforce.
ULHG Nursing and Midwifery Strategic Plan 2019-2022 16 17
Acknowledgements and Stakeholder Consultation Appendix 2 References
PROFESSIONAL COUNCIL
Magnet Explanatory Note Aiken, L. H., & Patrician, P. A. (2000). Measuring
organizational traits of hospitals: The revised nursing
Ms. Margaret Gleeson, Ms. Cathrina Ryan, work index. Nursing Research, 49(3), 146-153
Chief Director of Nursing Interim Operational Director
The American Nurses Credentialing Centre
and Midwifery ULHG of Nursing, Nenagh Hospital
(Project Sponsor) ULHG Magnet Recognition Program® has established Bashaw, E. S. (2011). Fusing Magnet® and just culture.
international attention and recognition for American Nurse Today, 6(9), 42-45. 44p.
nursing and midwifery excellence and improved
Ms. Mairead Cowan, Ms. Margaret Finn, Basheaw, E. S., Rosenstein, A. H., & Lounsbury, K.
outcomes. It is a voluntary programme for
DON Medicine Directorate, Interim Director of Nursing, (2012). Culture trifecta: Building the infrastructure for
ULHG St John’s Hospital, hospitals who pursue the highest international
Magnet® and just culture. American Nurse Today, 7(9),
(Project Sponsor) Limerick credentialing for nursing and midwifery
36. 38-41 32p.
excellence and quality patient care through
evidence-based practice (Bashaw, 2011; Bekelis K, Missios S, MacKenzie TA. Association of
Ms. Margaret Quigley, Ms. Cora Lunn
Director of Midwifery, Basheaw, Rosenstein, & Lounsbury, 2012; Magnet Status with Hospitalization Outcomes for
Director, Leadership & Organisational
ULMH Development - Nursing and Midwifery Drenkard, 2011). The Magnet Hospital ischemic stroke patients. J Am Heart Assoc. 2017;6
(Project Lead) Recognition Programme® was approved by the
Brady-Schwartz, D. C. (2005). Further evidence on the
American Nurses Association in December 1990
magnet recognition program: Implications for nursing
Ms. Ber Murphy, Ms. Bernie O’ Malley, providing a baseline of accreditation criteria leaders. [Comparative Study]. Journal of Nursing
Director of Nursing UHL, Assistant Director of Nursing/ (Scrivens 1995). Administration, 35(9), 397-403.
ULHG Business Manager, CDONM Office,
ULHG Luzinski (2011) suggested that achieving magnet Drenkard, K. (2011). Magnet momentum: Creating a
status often requires a fundamental shift in culture of safety. Nurse Leader, 9(4), 28-46. 19p.
culture where by excellence can be achieved in
Mr. Declan McNamara, Ms. Breda Fallon, George, V., & Lovering, S. (2013). Transforming the
Peri-Operative Directorate, who was Interim DON Medicine the following areas, improved safety outcomes,
context of care through shared leadership and
ULHG Directorate, ULHG for a period of time increased staff engagement, satisfaction, and
partnership. Nursing Administration Quarterly, 37(1),
during the development of the retention, better service and higher patient
52-59.
Strategic Plan. satisfaction, higher measurable financial return
Ms. Patricia O’Gorman, and improved patient outcomes (Aiken & Harris, D., & Cohn, T. (2014). Designing and opening a
Operational Director of Nursing, Patrician, 2000; Brady-Schwartz, 2005; Stone new hospital with a culture and foundation of
Ennis Hospital, ULHG et al., 2007). Magnet®: An exemplar in transformational leadership.
Nurse Leader, 12(4), 62-77.
The Magnet journey focuses on transforming
Kelly LA, McHugh MD, Aiken LH. Nurse outcomes in
organisational culture through changes in
magnet® and non-magnet hospitals. J Nurs Adm.
structures, processes and outcomes that
KEY STAKEHOLDERS GROUPS 2012;42:S44-9. 11.
empower nurses and midwives to collectively
engage in shared decision-making at all levels Luzinski, C. (2011). Introducing the official leadership
Prof Colette Cowan Strategic Nursing Forum
(George & Lovering, 2013; Harris & Cohn, 2014). journal of the magnet recognition program®. JONA:
Chief Executive Officer
Senior Midwifery Management Team The Journal of Nursing Administration, 41(10), 389-
UL Hospital Group
390.
Focus Group(s) Participation
Scrivens E. (1995) Accreditation: Protecting the
Ms. Suzanne Dunne Professional or the Consumer? Open University Press,
Head of Strategy Buckingham.
UL Hospital Group
Stone, P. W., Mooney-Kane, C., Larson, E. L., Horan, T.,
Glance, L. G., Zwanziger, J., & Dick, A. W. (2007).
Nurse working conditions and patient safety
Ms. Liz Early
outcomes. Medical Care, 45(6), 571-578
Leadership Consultant -
Facilitator
University of Limerick Hospital Group, Working
together, caring for the Midwest, Strategic Plan
2018-2022
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