Managing information is a critical competency for health care workers in the 21st century. This means individuals must be able integrate, analyse and critically appraise information in real time so they can adapt and respond to changing demands. This may include the need at times to innovate and broaden their scope. 2.1 Partnerships with patients/consumers and their whānau/families Establish meaningful engagement and partnerships with patients/consumers and their whānau/families as the central participants of the health care team KNOWLEDGE OF ACTIONS the core values associated with patient centred care the concept of patient engagement and patient partnership across the spectrum of health care as a key strategy for improving health outcomes the principles of health literacy and cultural competency applies the principles of patient centred care as part of everyday practice partners with the patient/consumer and their whānau/family so that their care is tailored to meet their expressed needs and preferences identifies the health literacy of their patients and adapts communication style to ensure the patient/consumer and their whānau/family understand key information and are supported to ask questions 2.2 Quality and safety culture Contribute to and a culture that values and promotes quality and safety as top priorities KNOWLEDGE OF ACTIONS what a good quality and safety culture is and the with better patient outcomes the value of openness and transparency in health care and the implications for quality and safety the importance of reporting and the mechanisms for reporting in their own organisation fosters a quality and safety culture within their own work environment is open and transparent in words and actions recognises and reports quality and safety concerns 2.3 Leadership Doing what is right and setting an example so that others follow. In the context of a defined leadership role, leadership carries the responsibility of setting the direction for improving quality and safety consistent with organisational and national goals KNOWLEDGE OF ACTIONS
the broad principles of leadership and the implications for their own role within the team demonstrates leadership appropriate to their role models doing the right thing in both words and actions motivates and leads others to do the right thing in words and actions delivers safe and effective care every time for the right patient in the right place at the right time 2.4 Systems thinking Optimise system performance by being aware that a system is an interdependent group of items, people or processes with a common purpose; and work with others to avoid unintended consequences KNOWLEDGE OF ACTIONS the New Zealand health care context- both the structure and function of national, regional and local organisations health care as a complex system local systems and processes demonstrates an awareness of where their role fits in the context of the wider system works within their team or department and ensures that actions taken don’t have unintended consequences for other areas 2.5 Teamwork and communication Work with others across professional, organisational and cultural boundaries to facilitate achieving shared quality and safety goals KNOWLEDGE OF ACTIONS the principles of: effective communication skills including active listening team building skills including individual member traits and how they contribute to team functioning conflict management and resolution giving and receiving constructive feedback demonstrates understanding of the purpose of the team demonstrates understanding of their roles, strengths and responsibilities as well as that of each team member ensures written and verbal communications to exchange information are respectful and logical\ plans and manages time and responsibilities to achieve team objectives adapts and adjusts own behaviour and strategies to meet team objectives shows trust and respect for others in the workplace applies active listening and effective conflict management skills
systems and processes in key services and organisations they interact with build capability to improve team and system resilience 3.5 Teamwork and communication Work with others across professional, organisational and cultural boundaries to facilitate achieving shared quality and safety KNOWLEDGE OF ACTIONS the basic principles of: effective team work and impact on patient outcomes team building skills including individual member traits and how they contribute to team functioning effective communication skills including active listening conflict management and resolution negotiation skills giving and receiving constructive feedback foster a team culture that supports quality and safety model communication that is clear, respectful and logical model trust and respect for others in the workplace demonstrates understanding of their roles, strengths and responsibilities as well as that of each team member adapt and adjust their own behaviour and strategies to meet team objectives use active listening, effective conflict management and negotiation skills for quality and patient safety give and receive constructive feedback in the context of an open team culture 3.6 Improvement is evidence-based and data-driven Decisions are made on evidence rather than on beliefs and perceptions KNOWLEDGE OF ACTIONS evidence-based practice methods and tools of data, sampling methodologies, data collection and management the reliability validity and limitations of metrics for measurement the role of quantitative and qualitative data for improving system performance data analysis, interpretation and presentation to communicate results the requirement for a range of metrics to understand system performance and reliability use evidence and industry benchmarks to set performance standards and inform continuous performance improvement to get the best for health care resources at population and individual levels access and appraise evidence to identify best practice use valid and reliable measures to evaluate aspects of service delivery, drive improvement and inform change and sustainability use multiple data sources and a broad range of metrics to assess system performance and reliability and to identify areas for improvement
approaches to managing safety risks at the individual and organisational levels a systems approach to analyse and learn from systems failures to improve patient safety (incident investigation and analysis) the principles of open disclosure including understanding the impact on others the role of incident management systems for organisational reporting and learning barriers and enablers for reporting and learning from system failures is risk (clinically and operationally) and reports safety concerns is proactive in anticipating future threats and takes steps to minimise risk use a systems approach in responding to and mitigating the consequences of human error apply human factors knowledge to increase the safety of system performance participate in adverse reviews to identify and address system vulnerabilities openness by sharing learning from failures and successes and encourage conversations about safety risks coach and mentor others to build capability in patient safety work with senior leaders to ensure that systems and processes are in place to support patients, whanau/families and staff after adverse events 3.9 Managing change Know and use principles of change management to support effective implementation and sustainability of quality and safety improvements KNOWLEDGE OF ACTIONS change management theory and practice how change can impact on self and others facilitation tools and techniques for leading change the importance and value of implementing sustainable quality and safety improvements basic understanding of social movement concepts communicate the vision for change in collaboration with the senior executive team and build a compelling story help create the imperative for change assess the readiness for change lead and support service change processes build good relationships and networks across service and organisational boundaries to influence and engage others for change empower change within their team and service areas actively communicate successful change Capabilities of senior organisational leaders
measurement strategies for system improvement types of data, sampling methodologies, data collection and management the reliability, validity and limitations of metrics for measurement data analysis, interpretation and presentation to communicate results receive and act on information from multiple sources to drive organisational quality and safety improvement apply evidence for best practice to their own board activities for improving board performance 6.7 Quality improvement knowledge and skills Apply appropriate tools and methods to improve the quality of care KNOWLEDGE ACTIONS Have a basic understanding of the history and current context of health care improvement the concepts of harm, and variation in health care the basic principles of improvement methodologies and tools the basic principles of measurement strategies for improvement implementing and sustaining improvements use an effective set of measures to monitor quality performance of the organisational and its services and foster openness and transparency with the results ensure resources and expertise are appropriately allocated to achieve quality and patient safety goals to meet current and future demand ensure and resource consumer participation and partnership in quality improvement encourage creativity and innovative practice in system redesign ensure management is undertaking continuous quality improvement 6.8 Patient safety knowledge and skills Apply appropriate tools and methods to improve the reliability of delivering safe care KNOWLEDGE OF ACTIONS patient safety concepts and frameworks the nature and extent of patient harm human factors including human error managing safety risks at the individual and organisational levels incident management systems for organisational reporting and learning the barriers and enablers for reporting on and learning from system failures ensure the organisation has a coherent and effective safety framework to manage current and future safety ensure and resource an effective clinical governance structure receive an effective set of measures to monitor safety performance of the organisation and its services and foster openness and transparency with the results ensure staff use appropriate safety practices to manage risk and increase the reliability of safe care across the system