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We are very appreciative of the input of
our stakeholders – we could not do our
work on our own. This contribution to,
and engagement with, our work helps us
ensure that by the time new policies and
standards are introduced there is good
support for them.
This brings me to another
important piece of work
finished in the past year –
the development of our new
strategic plan setting out our
goals and priorities through
to 2022.
This is based on our analysis of the current
and future healthcare environment and
its impact on nursing practice. It flows out
of what we have achieved over the past
three years and looks to how we wish to
proceed for the future.
As I have indicated, with the value
we place on our engagement with
stakeholders, collaboration has long been
a value of the Council. In our new plan
we position the enhancement of national,
global and interdisciplinary collaboration
as one of our four key strategic priorities.
International links become more critical
with the ongoing development of a global
nursing workforce. In October 2016, with
two other Councillors, I attended a series
of international regulator meetings hosted
by the National State Boards of Nursing
in Chicago.
The desire for more streamlined and
coordinated work across jurisdictions,
with the bold aim of developing some
kind of global regulation in the future, is
a common theme amongst regulators.
There are obvious gains to be made in
terms of improving flexibility, mobility
and most importantly best practice
efficiency. However we must also be
mindful of diversity.
Interdisciplinary collaboration is a growing
trend, with the Government in New
Zealand, as elsewhere, seeking greater
integration between care provided to
people in hospitals and in the community.
We are starting to see nurses leading
and coordinating care. They are working
in teams with other health professionals
and also the social sector to ensure that
care plans are truly getting the best
outcomes for people and are not simply
working from a health paradigm. There
is also more focus in nursing practice on
prevention and early detection to avoid
unnecessary or early deaths.
These changes need to be reflected
in our regulatory frameworks. As the
regulator, we have to make sure that
our future nurses are educated and
prepared to work in this new way, in
multidisciplinary teams. We need to
ensure that our standards are shaped
in ways that support nurses to address
health disparities and get better
outcomes for all. This may mean that
different competencies are required
of future nurses as they register. Our
strategic plan signals that we will be
reviewing the registered nurse scope
of practice in coming years.
As nursing practice evolves, so too must
we as an organisation. “We lead, learn and
improve” is a core value for the Council
articulated in the strategic plan. It is
particularly close to my heart.
Despite change and challenge, nursing
remains a rewarding and privileged role.
Nurses care for people when they are
at their most vulnerable. No matter how
much technology advances, it is the care
and compassion shown by nurses that
distinguishes our profession apart. This
care is evidence based, compassionate,
and tailored and responsive to individual
and family needs.
That nurses do deliver quality care is
evidenced by the very low number of
notifications we receive expressing
concern or complaining about the
competence, health or conduct of nurses
in New Zealand. We publicly report on
all the notifications received and the
outcome of our investigations. This is
important for both transparency and
accountability – values we hold at the
heart of our organisation. The public can
have confidence that any nurse registered
to practise in New Zealand meets high
standards of skill, knowledge and ethical
conduct. I thank all nurses working for their
ongoing commitment to public safety.
I also wish to thank Council members
– we have had a stable and productive
year with no changes around the Board
table. Finally I want to thank our highly
respected Chief Executive and Registrar
for her intelligent and reflective leadership
of our organisation.
Annual Report 2017 | 7