undergraduate
programme.
Postgraduate study amongst
the practice nurses is also
encouraged and a new
graduate of a few years ago is
almost ready to submit her NP
portfolio.
Karyn Sangster Chief Nurse
Advisor Primary and Integrated
Care at Counties Manukau DHB
told the group about significant
practice change spurred on by
GP Dr Tim Hou’s observation
that the traditional primary
care model wasn’t working well
for people with long term
health conditions. In order to
better meet the needs a
planned,
proactive
care
programme
has
been
developed. The programme is
overseen
by
a
clinical
governance board with nurses,
allied health and doctors
supported to provide more
purposeful assessment, care
planning and care coordination
to over 21,300 people with long
term conditions. All the people
in the programme now have an
electronic shared care plan
visible across the health
system.
by NZ nurses to assist in the
journey of change. A strategic
nursing leadership narrative
would align itself with the
vision of the NZHS. I imagine
the call to action will be every
place is the right place, for
responding to the health needs
of people. A substantial shift
will be required away from
traditional places of care
(hospitals) to care closer to
peoples home and as directed
by their needs. Corresponding
shifts in nursing education and
in models of care, alongside
ongoing removal of any barriers
to innovation will need to
occur. I look forward to sharing
the early draft of a strategic
narrative with you early in the
New Year.
In the meantime I want to
thank you all for the
remarkable work you do in
primary and community care
for New Zealanders, I wish you
a very safe and happy
Christmas and a wonderful
2017.
A strategic narrative for change
A recent discussion with a
senior primary care nurse has
motivated me to consider
further developing, with the
sector, a strategic nursing
leadership
narrative
for
guidance, use and adaptation
December 2016 L.O.G.I.C
5