Newsletter Volume 8 Number 2 SPRING 2016

Greetings from the Chairperson’s Desk

I am honoured to have been selected to be the chairperson for the Forum for Professional Nurse Leaders. This is a huge task to follow in the footsteps of a remarkable Lady: Annelie Meiring who has been the chairperson for many years. I will be supported on this journey by a very able team, Nelouise Geyer, Deena Naidoo, Suseth Goosen and Annelie Meiring who remains on the Executive Committee as the Treasurer. Nursing in RSA are facing many challenges and dare I say was there ever a period in history when Nursing as a profession did not face varying challenges and obstacles. All of this require robust and skilled leadership to take the profession to and keep it in the right direction. I will continue to strive to ensure that as a collective we uphold the objectives of the FPNL. The Forum aims to promote leadership in nursing through:

Creating a platform for the effective communication between Nurse Leaders.

The production of a quarterly newsletter to share knowledge and information on new developments in SA healthcare and the nursing profession.

The improvement of standards in all dimensions of nursing.

The planning of a bi-annual conference and other networking

opportunities to share information, best practice and capacity building.

Fostering a spirit of co-operation at the level of Professional Nurses (Leaders) in both the public and private healthcare sectors.

Any other work, project and/or initiative identified by the Forum from time to time.

For the Forum to be successful it is important that we have strong very well-functioning regions (Chapters) to make sure that all the work done nationally are cascaded to all the members nationally. To this end I am delighted to mention that the Gauteng region will be revived under the strong and able leadership of Rene van Niekerk and Sonett van Wyk. The healthcare environment is changing very fast and one of the most challenging issues we are facing are poor nursing care, litigation, changing education and training platform. These are but a few, but all of it will require a strength in Nursing Leadership as never seen before. During the next year the Forum will focus on leadership development with a particular focus on the dimension of quality nursing care. We will start soon to plan for our next conference in 2018, watch this space for dates and as usual we will endeavour to make this a unforgettable event that contribute to Nursing Leadership in SA.

Fasie Smith

INSIDE THIS ISSUE

Chairperson’s message …1

SANC Licensing fees……..1

2016 Conference ………….2

Thank you to sponsors…..4

Celebrating leaders ………5

SANC CPD …………………7

Coffee drinkers……………7

Less unnatural deaths…...8

FPNL Calendar ……………8

Texting & driving………….8

Household expenditure….9

Orange health……………..9

Book review ……………...10

Thought for the month….10

Newsletter Production

Team ……………………...10

2017 SANC licensing fees Remember that the 2017 SANC licensing fees for 2017 are due before 31

December 2016:

Category Annual fees on

1 Jan 2017

60-64 years on 1

Jan 2017

65*years on 1

Jan 2017

RN/RM R 590.00 R 440.00 R 290.00

EN R 360.00 R 270.00 R 180.00

ENA R 250:00 R 180.00 R 120.00

2016 Conference

As always the conference presented a wonderful networking opportunity to strengthen old friendships and establish new relationships. This year the FPNL invited senior students to attend the conference not only to stimulate interest in professional organisation, but also to expose them to the world of the qualified nurse in a variety of clinical settings and the challenges of managing nursing services. Their experience was positive with many ‘firsts’ highlighted - first conference, first Gautrain trip and others. We hope to share some of their experiences with readers in future.

Nurses are special

The first speaker on the programme was Dr Brain Joffe, CEO of Bidvest. He highlighted that nurses see the worst and the best of the human race - they are selfless people who serve others in their need. Goodwill of hospitals rest in the nurses - without nurses who deliver these services, there is no hospital. While there is a need for management to manage overall service delivery, the business will not run without people to perform the job required for service delivery. If the people at the bottom lets us down, the service delivery will suffer and so will patient satisfaction. For a patient to have a good experience, it is really important that nurses enjoy what they do. Patients see this. He advised nurses to not make life sad for themselves - convert sadness into a happy place.

With regard to taking FPNL as an organisation forward, his advise is that it not become a business, as professional organisations are the place for interaction and learning. Corporates generally last for about 13 years. They do not survive because they do not change. They settle for a formula that works and stick to this formula which is the kiss of death. So, for the FPNL to survive, the time Exco members serve should be limited as we are currently doing, and young members

2016 not only celebrated 20 years of excellence in nursing leadership, but also presented delegates with an

exceptional and successful conference - those who could not attend certainly missed a great opportunity.

All photos were taken by Sonett van Wyk

This year nurse leaders had another opportunity to attend a very successful conference. This can be attributed to the participation of the Carina Young as the conference organiser together with members of the Exco - she even was willing to have 6 am meetings with us when it was the only time when diaries coincided with a space! Carina our greatest appreciation for your assistance to make the conference such a great success! Equally or gratitude goes to Dr Elizabeth Mokoka who at every conference so graciously act as the programme manager to effectively manage all of us to respect and remain on time!

should be brought in to modernise and change the organisation - if this is done, the FPNL will have longevity! We have not been successful enough with bringing in younger nurse leaders.

He finally highlighted that nurses and teachers have the responsibility to educate the world!

Carina Young Dr Elizabeth Mokoka Media Chef MC

FPNL Exco 2016

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As part of the FPNL celebrations delegates contributed

personal hygiene products which will be donated to a

community service project.

As always there was a table challenge - this year with

crochet hooks and yarn, unused swabs got a crochet

boarder. These will also be donated to a community

service project. The challenge was to see who can

produce the most cloths and the best looking work.

The winner will still be determined.

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A broad range of speakers entertained

delegates with their knowledge and

expertise

Those who attended the last session on day 1 will remember

the importance of remaining focused on the goals! The gala dinner was sponsored by Seanda Healthcare

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Thank you to our sponsors & contributors Thank you to the following companies who contributed to the conference and for joining us to celebrate 20

years of organising nursing leadership! We also thank UNISA Department of Health studies for hosting the

Charlotte Searle Memorial Lecture in collaboration with the FPNL celebrations!

Celebrating our leaders and their contributions

As the national Chairperson of the Best Care…Always!* Campaign since 2013, Yolanda Louise Walsh has performed an important role in strengthening clinical leadership to promote quality care and patient safety. Yolanda has been active in spreading the message on best practice and patient safety through participation in projects and participating in public speaking events. She was the chairperson of the Quality Improvement Summit for the event’s first three years (2013-2015). The QI Summit has focused on developing quality improvement capability for healthcare providers in South Africa from both the public and private sectors. She co-facilitated the implementation of the Best Care Always Campaign in nine public sector hospitals in the Western Cape. In particular, her leadership is proven by speaking up publicly about adverse incidents thus breaking the silence on the mistakes that happen in healthcare. This opens the door to a non-punitive culture of reporting incidents so that lessons learned can contribute to eliminating preventable harm in the quest for quality patient care and safety. This award goes to Yolanda Louise Walsh for her excellent leadership role to promote quality care and patient safety. * Best Care… Always! is a collaborative quality initiative for consistent best practice and patient safety. It is a uniquely collaborative effort among health care organisations, clinical teams and supporting stakeholders and organisations across South Africa. Because there is no virtue in focusing on substandard norms, the campaign is modelled on international benchmarks and focuses on infection prevention and antibiotic stewardship, with a commitment by the hospitals to defined quality interventions that prevent patient risk as a result of healthcare associated infections.

June Stock has been involved in the Commissioning and launch of the 200 bed Hillcrest Private Hospital which has been open for five years with a staff compliment of 403 at present. The hospital on its first year was nominated for PMR Bronze Award. On the second and third year they achieved the top PMR award being the Diamond Award and the fourth year a Silver Arrow as well as the top 20 Discovery Award for Private Hospitals. This is a direct reflection of the influence of the Nursing Department and Management. The staff, medical practitioners and equipment at Hillcrest are equal to the best in the world, a status maintained through on-going investment, training and a quest for client service excellence. June has managed to mould a united middle management team who all follow her leadership style of staff involvement, recognition and regard encouraging all staff to perform at their optimum level and producing staff who themselves have been nominated for national awards because of her unfailing quest for excellence. June leads by example and is a visible presence on the wards at HPH she takes an interest in staff development as well as any personal issues that are important. Her stand-ards are high and non-negotiable. June has been actively involved in the KZN chapter of the FPNL and has produced informative and attractive newsletters. She is passionate about the Forum and has instilled a keen interest in other professional nurses. The award goes to June Stock for her excellent contribution in the field of nursing leadership.

The FPNL has a longstanding belief that as a profession we have to celebrate our leaders. A few

highlights will be shared in all newsletters. Please share the stories of your local heroes with us so that

we celebrate the contribution nurses are making, not only to health and nursing care, but life and

communities in general.

Yolanda Louise Walsh

June Stock

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Tiny Magano has a nursing background of humble beginnings. She started as Staff Nurse and ended as a Sister in charge of several Clinics in Odi Region having obtained Diplomas in General Nurse; Midwifery; Primary Health Care and Psychiatry. She is the current Chief Executive Officer at Jubilee District Hospital from 2003 to date - the hospital that crafted her nursing career. She has served in various leadership positions including as Board Member in the former Bophuthatswana Nursing Association. Tiny has a deep seated passion for Women’s issues, is a mentor for young women and emerging managers and loves engaging in leadership and management conversations. The main reason why she received the award is for her advocacy role in nursing. She has been very vocal in the media about the image of nursing. The Forum for Professional Nurse Leaders celebrates a nurse in a non-nursing position who still remember that she is a nurse and willing to speak up publicly about the professional issues in nursing.

Celebrating our leaders and their contributions

Tiny Magano

Annelie Meiring

A special award went to a nurse leader known to be the epitome of servant leadership. This means that she has been leading by serving others - all of us - leading from the front, back or the middle. She has worked as hard if not harder than the rest of the Exco teams she has served on. She has provided effective stewardship over the organization and its members through her personal commitment to the FPNL. This special FPNL Leadership Award was granted to Annelie Meiring in recognition of an inspirational leader who made a difference and extraordinary contribution to nursing leadership and the profession over the last 20 years

Estelle Coustas, the Mediclinic Southern Africa Nursing Executive, obtained her Doctorate in Business Administration from a Swiss business school in October 2015 after completing 8 business modules and a dissertation over a period of 5 years. Although international nurse recruitment was initially envisaged to be a short to medium term strategy to combat the nursing shortage when Mediclinic embarked on this journey in 2005, with the delay in the introduction of the new nursing qualifications in our country it was evident that this recruitment would be necessary for the foreseeable future. Estelle therefore elected to complete her dissertation entitled “A Qualitative Case Study of factors impacting international employee retention in a private hospital organisation in South Africa” The purpose of her descriptive intrinsic case study was to understand the obstacles and consider the remediation required to address these obstacles in retaining the international Registered Nurses who work for Mediclinic beyond their current three-year contract period. In order to mitigate the possible bias resulting from her personal involvement in this project from the outset in 2005, the individual interviews and focus group discussions in 8 sampled hospitals across the country were conducted by an independent researcher, Professor Marina Clarke. The hospital managements’ perceptions of the contribution the international Registered Nurses made towards the functioning of their hospitals was also explored, and it was confirmed that these nurses added value in a number of ways, specifically through their clinical skills and leadership, as well as professionalism, serving as mentors and role models for the South African staff. Although the management was concerned about the communication capability of these nurses before their arrival, and the impact on the organisation’s clients, specifically the patients and the medical practitioners, these international Registered Nurses showed that competence would negate the impact of language.

Dr Estelle Coustas

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SANC CPD Progress report

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An information session to update nurses on the CPD pilot was held by the SANC on the 19

th June 2016 at the

Premier Hotel, OR Tambo. The presentation covered the implementation of the pilot project and the progress made. Monitoring visits The SANC did monitoring and support visits until the end of January 2016 in Gauteng and February 2016 in Mpumalanga provinces. 51 pilot sites were included in the visits and all categories of nurses were interviewed. Some of the nurse practitioners still experienced problems in populating the Log-sheets. Declaration forms Declaration forms were distributed to pilot institutions in Gauteng 18

th to 26

th January 2016 and collected on the

10th February 2016. Mpumalanga pilot sites received

their Declaration forms on the 11th February 2016 and

the forms were collected on the 17th March 2016.

A total of 1259 Declaration forms have been captured. Focus Group Discussions (FGD) Focus Group Discussions (FGD) were conducted from 18

th to 29

th February 2016 as well as on the 7

th March

2016 in Gauteng and 1st to 9

th March 2016 in

Mpumalanga. Groups of 8 - 10 nurses of all cadres of nursing professionals (Registered Nurses, Enrolled Nurses and Enrolled Auxiliary Nurses) were invited to participate in the FGD. For smaller facilities, such as primary healthcare clinics (PHCs) and community health centres (CHCs) multiple facilities in close proximity were selected to ensure that there are 8 -10 nurses per FGD. The FGD focussed on:

Effectiveness of communication strategies used

Barriers and challenges to completing CPD points

Comprehension and feasibility of CPD guidelines, requirements and tools

Challenges experienced were:

The SA Nursing Council is in the process of developing a CPD system for nurses and midwives in South Africa as prescribed by the Nursing Act. The pilot of the system was reported on at a

meeting in June 2016. This report was compiled by Annelie Meiring.

Some institutions released a smaller number of nurses leading to less than 8 members attending

Some participants left the sessions after explanations citing that they were not interested

A total of 18 FGDs were conducted Questionnaires Participants in the FGDs were requested to complete a short questionnaire on individual experiences and perceptions of the pilot CPD program Questionnaires also collected information on the job designation and socio-demographics of FGD participants in order to disaggregate information by gender and nursing categories The duration of responding to the questionnaire was one hour and 154 questionnaires have been captured Next Steps:

Continue capturing data collected through the structured questionnaire

Analysing captured data

Writing a report

Disseminating the report to Stakeholders Other information:

A draft report will be available for discussion at the next stakeholders meeting.

Rules for CPD and renewal of registration: these documents are compiled but it is still a working document. The document will be made available when the draft is finalised

The CPD rules must be published in the Gazette for public comments

CPD service provider guidelines will be published

The SANC scheduled a CPD Provincial Information Sharing Plan. The provincial district structures will organise the venue and the nurses will be invited to attend.

The meeting was closed at 12:00 and the attendees were ensured that the follow-up meeting to discuss the pilot report will be held towards the end of the year.

Who says too much coffee is wrong? Coffee lovers seem to be making a difference to industry growth! In spite of the economic climate, South Africans still enjoy eating out resulting in coffee shops growing faster than the general economy according to Statistics South Africa. These statistics indicated in May 2016 that the food and beverage industry has grown with 2,9% compared to May 2015. Food sales have grown with 3,4% and bar sales only with 1,6% while restaurants and coffee shops have shown a 4,5% growth and fast food restaurants have grown with 3%. The total income growth of restaurants and coffee shops was 4,2% in May with a slower growth of 3% at fast food places.

Coffee drinkers assists economy!

Discovery Life has analysed their claims received during 2015. Unnatural deaths contributed to 21% of all the claims Discovery Life Insurance received during 2015 for death related claims. This is down from 26% in 2014. The statistics further indicate that inland regions had a 74% higher prevalence of unnatural deaths as compared to the national average. The largest number of deaths were related to motor vehicle accidents (more than 40% of unnatural deaths) followed by suicidal deaths (almost 30%). The number of motor vehicle accidents has decreased since 2014 and was the main cause of death among younger persons. Fifty percent of the deaths of those younger than 30 was caused by motor vehicle accidents. The age of the youngest victim of vehicle accidents was 23 years and the oldest claimant 84 years of age. For the group older than 50 years, disease was responsible for 60% of deaths with specifically cancer and cardiovascular diseases causing 59% of those deaths. Most females between 31 and 60 years of age died of breast cancer. Amongst men prostate, skin and stomach related cancers were the main reasons for claims. The statistics for 2015 further indicated that Gauteng had a 9% higher than national average prevalence of cancer deaths; Eastern and Western Cape had 38% lower than national average cardiovascular disease and a 3% higher than national average of disability; and in Kwazulu Natal the majority of deaths related to cardiovascular diseases was 36% higher than national average with the lowest claims

SANC CPD Progress report FPNL Events Calendar

Have you ever texted a message or read a message on your mobile phone while driving? It has been found that when you quickly look down to your phone while driving at a speed of 80km per hour, you have travelled the length of a rugby field by the time you look up again. Sending a text while driving increases the risk of causing an accident with 23% A survey among 2500 people by the Automobile Association (AA) indicated that 7% of drivers had their phones in their hands or against their ears while driving. While it is not clear how many accidents are caused by this habit, it is known that your attention is divided and you struggle to stay in your own lane. This applies even when you talk on a hands free device. The same survey also indicated that numerous pedestrians stare at their phones while walking and do not watch the traffic, sometimes with disastrous results.

Texting while driving?

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Vehicle accidents Suicide Crime Other accidents Drowning Flight accidents

Reasons for death

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The current economic climate has influenced all of us resulting in us being able to do less and less with our Rands and run the risk of overspending

SA Household expenditure

more per month than what they earn. They depend on micro loans or other forms of debt to cover the income gap, but often also receive money from richer family members. Underreporting of income can also be possible as many of these households have members who earn their income informally. What about savings? Only those earning R123400 - R196700 per month are able to save 19% of their income after tax. The wealthy can potentially save an impressive 65% after tax. The challenge for health workers While this situation affects all of us as citizens of this country, a rhetorical question must be asked: Are we really surprised by the high stress levels of the people we care for in our health services?

The Bureau of Market Research, Standard Bank has found that 94.5% of South African households spend more than they earn. Only those earning more than R58 000 per month after tax seem to be able to spend on average less than their income. This represents 5.5% of South African households. Where does the money go? The research indicates that 29% goes to “contributions” - this includes medical aid, short term and life insurance, pension funds, and others (see the pie chart below). The next largest expenditure of 20% is for food, drinks and tobacco with the lowest amount of 2% spent in restaurants, coffee shops, hotels and communication. An amount of 3% is spent on education including primary, secondary and tertiary schooling. The poorest households spend on average R3800

29%

15%

3%6%5%

2%

6%

5%

20%

3%

2%

4%

2015 Household ExpenditureContributions

Trasnport

Recreation

Diverse

Housing, water, power

Restaurant, Hotel

Health

Household, furniture, maintenance

Food, drinks, tobacco

Education

Communicatioan

Clothes, shoes,

Oranges not the same?

A first study of its kind was undertaken on the content and nutritional value of South African orange

juice by Dr Cindy Hunlun, CPUT. She analysed the content and anti oxidant

level of mandarin, valencia and navel oranges and frozen orange juice concentrate. Frozen juice was compared with freshly squeezed orange juice.

Oranges, particularly navel and valencia, from the Eastern Cape

were found to be the most nutritious.

Frozen juices and juice bought off the shelf are less nutritious than freshly squeezed orange juice. Juices on the shelf often are diluted with other juices according to a legislated formula. Therefore, if you want healthy, nutritious value in a glass of orange juice, it must be freshly squeezed from the orange! The researcher recommends that legislation on the formula for the dilution of juices be amended to protect consumers. So get squeezing - it also boosts immunity, reduce signs of aging, protect against cancer, hypertension and high cholesterol!

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Book Review by Nelouise Geyer LEMON leadership by Brett Johnson

Much has been written about Leadership. Johnson states that the DNA of the leaders shapes the texture of organisations quite significantly. The tone, organisational structure and function is very different depending on which of the LEMON are leading the organisation at any time. Defining LEMONs Johnson defined five types of leaders - not styles, characteristics or profiles, but categories of leaders.

Luminaries - people who see the world through the lens of ideas, viewpoints, intellectual constructs, the “Why”

Entrepreneurs - people who see the world through the lens of opportunity, immediate needs to be filled, the “When”

Managers - people who see the systems, the practical workings the “How”

Organisers - people who see the world through the lens of tasks to be done, people to be served, the “What”

Networkers - people who see the world through the lens of webs to be woven, people to be connected, elements to be gathered, the “Who”

Unless the LEMON leadership and the fundamentals of the operating model are in sync, the leader of the organisation will fail. An interesting element about LEMON leadership is that there is a tendency for each of the leadership types to regard what the others do as “not real work”. Baseline - if you fail to appreciate the nature of work for other LEMONs, you will inevitably build a team that is devoid of key leadership styles. The result - a team with blind spots at best, prejudices at worst and will fail to deliver sustainable impact. The author warns that we should not be too quick to categorise ourselves or others. Mostly we will find that we have a primary and secondary LEMON typing which radically affect how we lead on a good day, and on a bad day. Characteristics of LEMONs Five chapters describe the characteristics of each of the LEMONs, what the organisations they lead look like, and what they do for work at the head, hands and heart

level. Each of the chapter has a short questionnaire that you can complete which contribute to developing your own profile. Other LEMON concepts The book further presents an overview of other concepts related to LEMONs:

What they protect under pressure

Strengths

Weaknesses

LEMON speak - you say what you are

LEMONs in flight

Corporate LEMONs

Shaping the LEMON

The dark side of LEMONs

Problems when failing to understand LEMON leader-ship

LEMON Vision considering stability, accuracy, brightness and range.

The full LEMON - this item talks to how you can put all of this to work.

How to put this to work Growth comes through recognising, appreciating and affirming the other leadership types - the ones that are not our primary or secondary slices. Success in implementing these concepts for ourselves is proportional to your ability to personally twist your LEMON to put forward the right slice of the lemon at the right time. This means suppressing our natural urges to do what is most comfortable and to react negatively to the least comfortable leadership slice. This approach can be strengthened through self development and an servant leadership approach. LEMON profile A one page profile is included where all the response from each chapter can be accumulated to determine your profile.

Only the mediocre die always at their best. Real leaders are always improving - and raising the bar on how superbly they

can perform and how quickly they can move.

- Jean Giraudoux -

Fasie Smith (Chairperson) Nelouise Geyer (Vice Chairperson) Annelie Meiring (Treasurer) Suseth Goosen (Secretary) Deena Naidoo (Exco member) Address: PO Box 779, Irene, 0062 Tel: +27 825 581 649 0r +27 833 655 277 Fax: +27 86 618 3605 E-mail: in-fo@fpnl.co.za Website: http://www.fpnl.co.za

Newsletter Production Team

A thought for the season…...

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