CORPORATE PLAN 2017-2021 - Northern Ireland Practice and Education Council for Nursing and Midwifery
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Northern Ireland Practice and Education
Council for Nursing and Midwifery
CORPORATE PLAN 2017-2021
Leading and inspiring nurses and midwives
to achieve and uphold excellence
in professional practice.
NIPEC CORPORATE PLAN 2017-2021 1 Contents Chair and Chief Executive’s Foreword...................................................... 2 Strategic Context.................................................................................................... 3 About NIPEC – Our Purpose............................................................................ 4 Our Values ................................................................................................................. 6 Our Vision ................................................................................................................... 7 Our Mission ............................................................................................................... 7 Our Stakeholders................................................................................................... 8 Our Work 2012 - 2016......................................................................................... 9 Governance and Performance ................................................................ 10 Planning Assumptions................................................................................... 10 Our Priorities........................................................................................................ 12 Accountability, Monitoring and Implementation ....................... 17 Reference Endnotes........................................................................................ 18 Appendix I: Our Work 2012 - 2016........................................................ 20 Appendix II: Governance and Performance Review, 2012 - 2016........................................................ 23
2 NIPEC CORPORATE PLAN 2017-2021
Chair and Chief Executive’s Foreword
We are pleased to launch our 2017 – 2021 Corporate Plan on behalf of NIPEC.
NIPEC retains a focus on work Our Corporate Plan 2017 – 2021
developed through robust quality has been developed as a result of
improvement methods and strategic engagement with key stakeholders
alliances to translate regional to appropriately reflect the priorities
direction and policy into practice of nurses and midwives across
and provide resources strengthen Northern Ireland, working within a
the capacity and capability of the multi-professional context. We hope
nursing and midwifery professions in you find it informative and useful,
Northern Ireland. as a guide to our organisational
business over the next four years.
Professor Carol Curran, OBE
Chair NIPEC is committed to effective,
positive multi-professional co-
production and co-design, with a
wide range of stakeholders from
various sectors in order to promote
and support the practice, education
and professional development of
nurses and midwives to facilitate the
delivery of safe, effective, person-
centred compassionate services.
Mrs Angela McLernon, OBE
Chief Executive
NIPEC CORPORATE PLAN 2017-2021 3
Strategic Context
NIPEC works within a strategic In response to the Expert Panel A range of strategic policies which
context where an ambitious work report on Health and Social Services support reform and transformation
plan outlined in the Programme for in Northern Ireland – ‘Systems not of services have been developed
Government Framework1 along with Structures2, the Health Minister set within Northern Ireland including:
a reform agenda to improve health out a vision for change in Health and Quality 20204; A Strategy for Maternity
and social care services for people in Well Being 2026: Delivering Together3. Care in Northern Ireland 2012-20185;
Northern Ireland, is underway. The vision is based on principles of Making Life Better6; Improving the
co-production and co-design working Patient and Client Experience7, eHealth
The Programme for Government in partnership with those who and Care Strategy for Northern
Framework 2016 – 20211 is being deliver the services to implement Ireland8.
taken forward using an outcomes- change.
based accountability approach NIPEC will also continue to
measured through indicators of NIPEC plays a particular role in support the development of, and
success. There are eight strategic supporting the vision and objectives responses from across nursing and
health indicators for success that of the Chief Nursing Officer, midwifery, to emerging professional
contribute to the achievement of Department of Health (DoH), in the policy, strategy and regulatory
four population based outcomes, continued pursuit of excellence requirements such as: Nursing and
which are that: in the delivery of nursing and Midwifery Council Strategy9; The
• We enjoy long, healthy and midwifery services to the population Code10; outcome of the NMC review
active lives of Northern Ireland. This support of the standards for pre-registration
• We give our children and young will continue to be offered at this nursing education, along with
people the best start in life key time of change and opportunity recommendations and findings of
• We care for others and we help within Northern Ireland. data from local and public inquiries
those in need and investigations.
• We have high quality public
services.
4 NIPEC CORPORATE PLAN 2017-2021
About NIPEC - Our Purpose
NIPEC was established in 2002 (3) Without prejudice to the Achievement of NIPEC’s statutory
through primary legislation under generality of subsection (2) the responsibilities is also laid out
the Health and Personal Social Council may within its ‘Management Statement
Services Act (2002) as a Non- (a) provide guidance on best & Financial Memorandum’ as
Departmental Public Body (NDPB). practice for nurses and approved by the Minister of Health,
The Act identifies the following midwives, and Social Services & Public Safety
responsibilities for NIPEC: (b) provide advice and and Department of Finance which
information on matters sets out the rules and guidance
(2) “It shall be the duty of the Council relating to nursing and relevant to the exercise of NIPEC’s
to promote midwifery. functions, duties and powers as well
(a) high standards of practice as how it is held to account for its
among nurses and midwives (4) The Council shall, in the exercise performance.
(b) high standards in the of its functions, act
education and training of (a) in accordance with any
nurses and midwives; and directions given to it by the
(c) the professional development Department, and
of nurses and midwives. (b) under the general guidance of
the Department.”
NIPEC CORPORATE PLAN 2017-2021 5
NIPEC Staff and Council
NIPEC has a total of 15 permanent Chair
staff, with opportunity to develop Professor Carol Curran, OBE
others through secondment
and temporary posts. Six of the Professional Members
permanent staff, including the Chief Ms Deirdre O’Donnell
Executive, are required to have Mrs Ruth Burrows
professional registration with the Mrs Lisa Houlihan
Nursing and Midwifery Council. Mr Patrick McGreevy
The organisation is governed by a Mrs Deborah Oktar-Campbell
Council, comprising: Ms Catherine Rice (Deputy Chair of Audit & Risk Committee)
Vacancy
Vacancy
Executive Member
Mrs Angela McLernon, OBE, Chief Executive (Seconded from DoH)
Lay Members
Ms Alison Baxendale (Deputy Chair of NIPEC)
Dr Vinod Tohani (Chair of Audit & Risk Committee)
Ms Maureen Clark
Mr Paul Davidson
Vacancy
Vacancy
Ex Officio Member
Professor Charlotte McArdle, Chief Nursing Officer, DoH
6 NIPEC CORPORATE PLAN 2017-2021
Our Values
NIPEC is a unique person-centred organisation guided by a set of values that directly impact on what we do and how we
do it.
Our values, summarised below, reflect that our functions These values will provide a constant reference point for
are set in a context of requirement for all nurses and our organisation as we seek to implement the Corporate
midwives to adhere to the Nursing and Midwifery Council Plan: 2017-2021.
The Code: Professional standards of practice and behaviour
for nurses and midwives10.
BE IMPARTIAL BE COLLABORATIVE BE ACCOUNTABLE BE DYNAMIC PROVIDE MAXIMISE VALUE
LEADERSHIP FOR MONEY
We act with integrity, We are accessible We are accountable We are creative and We provide We support and
transparency and to individuals to the DoH, public, innovative in our professional promote quality
objectivity and interested stakeholders and approach to leadership that through continuous
We promote a organisations staff for stewardship co-design outcomes positively impacts on improvement,
culture of equality We are responsive of public funds and using Quality nurses and midwives delivered in the most
and diversity to the needs of our achievement of Improvement effective and efficient
stakeholders and corporate outcomes methodology way within available
work in partnership resources.
with them to co-
produce outcomesNIPEC CORPORATE PLAN 2017-2021 7
Our Vision Our Mission
Our vision has been informed through a series of
engagement events with our stakeholders, including
the public. That means that our vision has been defined
by the people with whom, and for whom, we work. Our
vision for the next four years reflects the intention to work
as an organisation that will continue to be:
NIPEC aims to further promote the
highest standards of practice, education
and professional development of nurses
Leading and and midwives to facilitate the delivery
of safe, effective, compassionate,
inspiring nurses person-centred services.
and midwives
to achieve and
uphold excellence
in professional
practice.8 NIPEC CORPORATE PLAN 2017-2021
Our Stakeholders
NIPEC strives to be an outward
facing organisation: providing Permanent Department
Education providers:
leadership for a positive impact and Staff side Secretary of Health
Ulster University |
endeavouring to hold the respect of Organisations:
Queen’s University Belfast
RCN | RCM |
a wide range of stakeholders within | CEC | Leadership centre
UNITE | UNISON
a ‘values based’ approach. NIPEC | Open University
collaborates, engages and consults
with a wide range of stakeholders Chief Nursing
throughout each business year to Officer
deliver a challenging programme
Regulation
of work that has an impact on the
and Quality
delivery of care in Northern Ireland Improvement
and beyond. The principles of co- Authority (RQIA) National
NIPEC Council
production and co-design underpin Departmental,
Chief Executive Professional
Professional
NIPEC’s stakeholder communication Team Corporate & Support
and Regulatory
and engagement, living out the Team
Organisations
ethos of the fourth element of the Independent
‘quadruple aim’, cited in Systems Not and Voluntary
Structures2 and Health and Wellbeing Sector
2026: Delivering Together3 Health and
Health and Social
Business Social Care
Care Trusts
Services Board
Belfast | South Eastern
Organisation Nursing and | Northern | Western
Midwifery Public Health | Southern
Council (NMC) AgencyNIPEC CORPORATE PLAN 2017-2021 9 Our work 2012-2016 NIPEC’s role in supporting the resources, tools, guidance and provision of safe, effective, outcomes. This work has been with compassionate, person-centred care the engagement and partnership is at the forefront of improving and of our stakeholders, using robust developing the professional practice evidence-based approaches and of the nursing and midwifery methodologies, underpinned by best workforce in Northern Ireland to practice and delivered within agreed ensure that the right people with the time frames. Examples of some of right skills, are in the right place at the key achievements under the the right time to provide Corporate Plan 2012-2016 can be care and services for found at Appendix I, page 20. the public. In 2012 NIPEC celebrated 10 years of work in Northern Ireland and during the last four years we have worked consistently across our four statutory areas to deliver a range of products,
10 NIPEC CORPORATE PLAN 2017-2021
Governance and Performance Review 2012-2016
NIPEC, as a NDPB views corporate With the UK level of funding As part of NIPEC’s commitment to
governance as the way in which for public sector organisations openness and accountability it will
it is directed and controlled. remaining restricted and the review this plan annually to ensure it
NIPEC defines the allocation of outcome of the European Union continues to reflect both current and
responsibilities among the staff referendum in 2016 being to ‘Leave’, anticipated demands and it will also
within the organisation, determines this will ultimately effect the NI publish the plan on its website.
the rules and procedures for making budget allocation from Her Majesty’s
decisions on corporate affairs, Treasury. Therefore, substantial
including the process through which savings/efficiencies will continue to
the organisation’s objectives are set, have to be made by public sector
and provides the means of achieving organisations and in order to deliver
those objectives and monitoring high quality and consistent outputs,
performance. with reducing resources, this will
require even greater challenges over
the period of this Corporate Plan.NIPEC CORPORATE PLAN 2017-2021 11
and Planning Assumptions
NIPEC will, during the period of • ensuring the safeguarding, Planning Assumptions
this Corporate Plan, continue to and proper and effective use Key assumptions for NIPEC’s
deliver the strategic objective of of public funds, together with strategic priorities 2017-2021 used to
maintaining a robust governance the stewardship of assets and develop this plan are:
and accountability framework by: resources
• ensuring that Business • quality assuring its project • NIPEC’s statutory functions will
Risk Management remains work using the NIPEC Quality not change
firmly integrated within the Assurance Enhancement • The structural change to the
organisation, so that risks to Framework. Northern Ireland Health and
the organisation are managed Please see Appendix II, page 23, for Social Care Sector will not have
effectively and proportionately a summary of NIPEC’s financial and a significant impact on the
• maintaining its robust financial governance performance over the organisational form and capacity
governance arrangements past four years. of NIPEC
• A financial breakeven each year
• complying with statutory and
regulatory requirements12 NIPEC CORPORATE PLAN 2017-2021
DELIVERY OF SAFE, EFFECTIVE, COMPASSIONATE,
PERSON-CENTRED SERVICES
Our Priorities TO ACHIEVE AND
LEADING AND INSPIRING
UPHOLD EXCELLENCE IN
NURSES AND MIDWIVES
PROFESSIONAL PRACTICE
E
P R A C TI C
NIPEC’s strategic priorities support
our overarching vision to lead and PRACTICE
inspire nurses and midwives to
achieve and uphold excellence in
ED
professional practice.
UC A TI O N
EDUCATION
Our commitment to our
stakeholders and the public in
Northern Ireland over the next four
years is that we will continuously
PROFESSIONAL
L
improve within our functions as
T
FESSIONA
ELOPMEN
DEVELOPMENT
a modern, effective and efficient
organisation. Our priorities
PRO
DEV
practically demonstrate how
that will be achieved within our GUIDANCE, ADVICE
legislative responsibilities. AND INFORMATION
GU NFORMATION
IDA
I
NCE, ADVIC
E
&
MODERN EFFECTIVE AND EFFICIENT ORGANISATIONNIPEC CORPORATE PLAN 2017-2021 13
NIPEC will promote high standards of practice among nurses and
E
midwives by:
P R A C TI C
1. Completing regional programmes of work within agreed
timescales that support continuous improvements in safe,
effective care and compassionate person-centred services.
2. Communicating and engaging with stakeholders and
partners in ways that maximise opportunities to develop and
ED
support professional practice.
UC A TI O N
3. Sharing and supporting improvement in practice by
developing and disseminating throughout Northern Ireland
and beyond best practice based on robust evidence.
4. Assessing the impact of our work.
L
T
FESSIONA
ELOPMEN
PRO
DEV
GU NFORMATION
IDA
I
NCE, ADVIC
E
&14 NIPEC CORPORATE PLAN 2017-2021
NIPEC will promote high standards of education among nurses and
E
midwives by:
P R A C TI C
1. Contributing to the quality assurance of non NMC approved
education, learning and development programmes for
nurses and midwives.
2. Developing a range of specific tools and resources to support
the education, learning and development of nurses and
ED
midwives.
UC A TI O N
3. Engaging with stakeholders to achieve education, learning
and development programmes that are fit for purpose and
relevant to service need, for nurses and midwives.
4. Engaging with a range of organisations and agencies to
support the continued development of inter-professional
L
T
FESSIONA
ELOPMEN
education.
PRO
DEV
GU NFORMATION
IDA
I
NCE, ADVIC
E
&NIPEC CORPORATE PLAN 2017-2021 15
NIPEC will promote the professional development of nurses and
E
midwives by:
P R A C TI C
1. Promoting professionalism within the principles of The
Code10.
2. Leading the development of a range of resources through
engagement and collaboration with stakeholders that
maintain and develop the professional practice of nurses
ED
and midwives aligned to the strategic transformation of
UC A TI O N
services in Northern Ireland.
3. Supporting the development of professional roles of nurses
and midwives across all areas of practice.
4. Promoting innovation in professional development activities
through digital technology advances.
L
T
FESSIONA
ELOPMEN
PRO
DEV
GU NFORMATION
IDA
I
NCE, ADVIC
E
&16 NIPEC CORPORATE PLAN 2017-2021
NIPEC will provide guidance, advice and information on best
E
practice and matters relating to nursing and midwifery by:
P R A C TI C
1. Facilitating the translation and implementation of strategic
policy relating to all aspects of practice, education and
professional development of nurses and midwives.
2. Supporting the interpretation and application of relevant
legislation.
ED
UC A TI O N
3. Supporting the capacity and capability of leaders at all levels
within the nursing and midwifery professions.
4. Ensuring that all outcomes of our work are consistent with
regional policy and national regulatory requirements.
L
T
FESSIONA
ELOPMEN
PRO
DEV
GU NFORMATION
IDA
I
NCE, ADVIC
E
&NIPEC CORPORATE PLAN 2017-2021 17
Accountability, Monitoring and Implementation
This Corporate Plan sets out the DoH. NIPEC is monitored by the • Complying with statutory and
Vision, Values, Aim and Strategic DoH against the Corporate Plan regulatory requirements
Priorities for the next four years of and annual Business Plan, through • Ensuring the continued effective
NIPEC’s business. It represents a regular accountability review stewardship of public funds,
framework within which NIPEC will meetings throughout the business assets and resources
continue to engage and co-produce year, annual and quality reports and • Enabling continuous quality
with partners and key stakeholders other ad hoc arrangements. improvement within work streams
to deliver a challenging plan of and projects
work each business year, reflecting Implementation • Maintaining and improving
the needs of health and social care The implementation of the information, communication and
service provision in Northern Ireland. Corporate Plan 2017-2021, requires technology infrastructure and
NIPEC’s Corporate and Business Plans a supporting infrastructure of resources.
will support the achievement of the robust governance and appropriate These objectives are underpinned by
key outcomes for health identified resources to enable effective our intention to maintain and support
in the Programme for Government1, management providing assurance the development of a competent and
tackling health inequalities, improving to DoH through regular monitoring valued workforce, strengthening a
physical and mental health and processes. This accountability culture of critical enquiry through the
wellbeing, reducing preventable includes both corporate and financial use of best available evidence and
deaths and improving the quality of performance. We intend to deliver maximising the use of advancements
healthcare experience. this element of NIPEC’s business by: in information technology to the
• Ensuring that effective and benefit of staff and stakeholders.
Accountability and Monitoring proportionate business risk
NIPEC is accountable to the Minister management remains firmly This, together with the availability of
for Health through our sponsor integrated within the organisation adequate funding, will ensure NIPEC
branch, the Nursing, Midwifery and • Maintaining our robust financial is successful in the delivery of this
Allied Health Professions Directorate, governance arrangements Corporate Plan 2017-2021.18 NIPEC CORPORATE PLAN 2017-2021
References
1
Northern Ireland Executive. (2016). Protect and Improve Quality in Health (2015). Strategy 2015-2020. Dynamic
Draft Programme for Government and Social Care in Northern Ireland. regulation for a changing world.
Framework 2016-2021. Available Belfast, DHSSPS. London, NMC.
for download at: https://www. 5
Department of Health Social 10
Nursing and Midwifery Council.
northernireland.gov.uk/sites/default/ Services and Public Safety. (2012). A (2015). The Code: Professional
files/consultations/newnigov/draft- Strategy for Maternity Care in Northern standards of practice and behaviour
pfg-framework-2016-21.pdf Ireland 2012 – 2018. Belfast, DHSSPS. for nurses and midwives. London,
2
Expert Panel Report, Department 6
Department of Health Social NMC.
of Health. (2016). Systems, Not Services and Public Safety. (2014). 11
Northern Ireland Practice and
Structures. Changing Health and Making Life Better. A Whole System Education Council. (2013). Promoting
Social Care. Available for download Strategic Framework for Public health. Good Nutrition Guidance and
at: https://www.health-ni.gov.uk/ 2013-2023. Belfast, DHSSPSNI. resources to support the use of MUST
publications/systems-not-structures- across all care settings. Belfast, NIPEC.
changing-health-and-social-care-full-
7
Department of Health Social
report Services and Public Safety. (2008). 12
Northern Ireland Practice and
Improving the patient/ Client Education Council. (2013). Standards
3
Department of Health. (2016). Experience. Belfast, DHSSPSNI. for Person Centred Nursing and
Health and Wellbeing 2026: Delivering Midwifery Record Keeping Practice.
Together. Available for download
8
Health and Social Care Board.
(2016). eHealth and Care Strategy Available for download at: http://
at: https://www.health-ni.gov.uk/ www.nipec.hscni.net/recordkeeping/
sites/default/files/publications/ for Northern Ireland. Available
for download at: https://www. docs/Standards%20for%20
health/health-and-wellbeing-2026- Nursing%20and%20Midwifery%20
delivering-together.pdf health-ni.gov.uk/sites/default/files/
publications/dhssps/interactive- Record%20Keeping%20Practice.pdf
4
Department of Health Social ehealth-strategy.pdf Northern Ireland Practice and
13
Services and Public Safety. (2011). Education Council. (2014). Midwives
Quality 2020, A 10 Year Strategy to Nursing and Midwifery Council.
9NIPEC CORPORATE PLAN 2017-2021 19
and Medicines. Available for Services and Public Safety. (2015). Education Council. (2013). Impact
download at: http://www.nipec. A Workforce Plan for Nursing and measurement Framework. Available
hscni.net/MidwivesandMedicines/ Midwifery 2015-2020. Belfast: DHSSPS for download at: http://www.nipec.
NIMidwives%26Medicines.pdf (unpublished). hscni.net/wpfb-file/doc-17-feb-
14
Department of Health, Social 18
Scottish Executive (2012). The 14-caroles-refined-nipec-impact-
Services and Public Safety (2010) Report of the UK Modernising measurement-framework-feb-14-
Delivering Excellence Supporting Learning Disabilities Nursing Review: doc/
Recovery. A Professional Framework Strengthening the Commitment. Ibid, N 2, page 8.
23
for Mental Health Nursing in Northern Edinburgh; Scottish Government. Ibid, N 3, page 10.
24
Ireland (2011-2016). Belfast: DHSSPS 19
Department of Health, Social
Health Equalities Framework (2013)
15
Services and Public Safety. (2014).
available at http://www.ndti.org.uk/ Delivering Care: Nurse Staffing in
uploads/files/The_Health_Equality_ Northern Ireland. Available for
Framework.pdf download at: https://www.health-
Agenda for Change project
16 ni.gov.uk/publications/delivering-
Team. (2004). The NHS Knowledge care-nurse-staffing-levels-northern-
and Skills Framework (NHS KSF) ireland
and Development Review Process. Moore, A. (2015). Thinking big on
20
Available for download at: http:// quality. Nursing Standard. 30(3): 22-
www.webarchive.org.uk/wayback/ 23.
archive/20070626120000/http:// 21
Cannon, F., and McCutcheon, K.
www.dh.gov.uk/prod_consum_dh/ (2016). Nursing Revalidation. Journal
DH_4090861b114.pdf of Perioperative Practice. 26(4), 72-77.
Department of Health, Social
17
Northern Ireland Practice and
2220 NIPEC CORPORATE PLAN 2017-2021
Appendix I Our Work 2012 – 2016
During the last four years we have worked consistently • Reviews into the roles and impact of the Maternity
across our four statutory areas to deliver a range of Support Workers and Support Officers for Ward
products, resources, tools, guidance and outcomes. This Sisters/ Charge Nurses.
work has been with the engagement and partnership • The development and implementation of an
of our stakeholders, using robust evidence based Attributes Framework on behalf of the Co-chairs of
approaches and methodologies, underpinned by best Quality 2020 Task Group 4: Professional Leadership, to
practice and delivered within agreed time frames. support quality improvement in Northern Ireland.
Examples of some of the key achievements under the • Development and implementation of a preceptorship
Corporate Plan 2012-2016 are: framework for Northern Ireland including an online
microsite of tools and resources.
Practice: • Development of the Promoting Good Nutrition
• Management of the regional Recording Care Project Guidance and Resources11 and their inclusion on the
developing resources including improvement in record Northern Ireland Electronic Care Record in 2014.
keeping practice of 30% across 105 adult in-patient • Development of an Advanced Nursing Practice
wards, a regional children’s in-patient nursing record, Framework to provide clarity about the Advanced
a new model of nursing care planning, development Nurse Practitioner role in Northern Ireland.
of champions to support change and a framework to • Development and review of Standards for Person-
support the record keeping practice of health care Centred Nursing and Midwifery Record Keeping
support workers. Practice12.
• Support for a Regional Group to agree a set of • A programme of work to ensure that nurses and
high level Key Performance Indicators (KPIs) to midwives, along with their employers, were ready
demonstrate and monitor the unique contribution of to implement the requirements of the Nursing and
nurses and midwives. Midwifery Council (NMC) in support of the introduction
• Development of a competence assessment tools to of revalidation.
support Team Leaders and review of the Respiratory • Development of an interactive educational resource,
Competence Assessment Tool (R-CAT). Midwives and Medicines NI13 to support midwivesNIPEC CORPORATE PLAN 2017-2021 21
to fully understand their role and responsibilities in • Production of a regional approach to the application
relation to medicines management and the delivery and selection processes for pre-registration nursing
of safe and effective practice in Northern Ireland - programmes. Evaluation demonstrated a reduction of
Winner in the British Journal of Midwifery Awards almost 40% in the total number of interviews required
2015. to select applicants, a significant reduction in the time
• Development of an action plan to enable the requested from service colleagues to participate in the
implementation of the Delivering Excellence interviewing process.
Supporting Recovery Framework14, in partnership • Running awareness events promoting the Health
with the Public Health Agency. Equalities Framework15 for those practising or
teaching in the area of learning disabilities nursing and
Education: education.
• Annual submission of a report of quality assurance • Led a review of the education learning agreement
activity of non-NMC regulated and Department of template which had been in pilot form across all five
Health (DoH) commissioned education and learning Trusts during 2011-2012.
activities to DoH. • Development of an in-house Quality Assurance
• Support to the Education Commissioning Group of Framework including a self-assessment tool.
the DoH through an interim arrangement of providing • Preparation of an information fact sheet for
administration support (ceased December 2013). registrants at undergraduate level on how to access
• In partnership with the Infection Prevention and degree-level study through Accredited Prior Learning
Control (IPC) Lead Nurses, engagement with Higher (APL).
Education Institutions to update nursing and • Supported the development and embedding of
midwifery education staff in current IPC policies and a recovery-orientated approach in practice in
procedures. training programmes for all health and social care
• Identification of gaps in the provision of pre- professionals, at both under-and post-graduate levels
registration learning and assessment placements within HSC Trusts, Education Institutions and the HSC
in the Independent and Voluntary Sector. Clinical Education Centre.22 NIPEC CORPORATE PLAN 2017-2021
Professional Development: Advice, Guidance and Information:
• Annual evaluation of supervision in nursing across • Co-ordination and management of the adoption of
the five HSC Trusts with a demonstrated increase in Phase 1 of the Delivering Care: Nurse Staffing in
responses over the four year period. Northern Ireland19 framework resulting in the release
• Development of resources to support Nursing of £12 million in funding to support nurse staffing
Assistants including a Code of Conduct, Job in the acute care settings of general and specialist
Description for Agenda for Change Band 2 and 3 medicine and surgery.
and relevant Knowledge and Skills Framework16 Post • Production of final draft guidance on nurse staffing
Outlines and Induction and Development Pathway. levels in Type 1 Emergency Departments in
• Review and update of the NIPEC portfolio to meet Northern Ireland as part of the Delivering Care Project,
NMC requirements for revalidation. in partnership with the Public Health Agency and HSC
• NIPEC supported DHSSPS to develop A Workforce Trusts.
Plan for Nursing and Midwifery 2015-202017 • Continued membership of a range of multi-
• Development and implementation of an action professional fora providing strategic and professional
plan to meet the recommendations from the advice and guidance on matters related to the nursing
Strengthening the Commitment18 report. and midwifery professions.
• Development of a Career Pathway for Nursing and • Hosting and facilitation of regional fora for senior
Midwifery. nurses working in the Independent and Voluntary
• Development of a Professional Framework for sector and for Lead IPC nurses.
Emergency Care Nursing. • Featured in the September 2015 Nursing
• Review of the current provision of midwifery Standard20 as an indispensable organisation which
supervision to provide professional advice and raises professional standards in nursing and
external assurances to the Chief Nursing Officer. midwifery in Northern Ireland.
• Publication on revalidation in the Journal of
Perioperative Practice published on March 201621.
• Publication of SCAN on a monthly basis, for seniorNIPEC CORPORATE PLAN 2017-2021 23
nurses and midwives in the statutory, independent, • Consultation events – for example on the regulation
voluntary and education sectors, highlighting current of Health and Social Care Professionals; facilitation
topical health and healthcare issues, key publications of Lord Willis of Knaresborough to hear the views of
and events, under the broad headings of governance, nurses to inform a review of commissioned nurse
leadership, workforce, education/development and education; supporting registrant understanding and
patient experience. feedback to the development of capacity legislation in
Northern Ireland.
One of NIPEC’s main vehicles for communicating
guidance to registrants is its website which is continually Throughout all of the activity each year, NIPEC’s staff
growing and being adapted to ensure that it continues to remains committed to growing their knowledge, skills
meet the needs of nurses and midwives within Northern and networks to support the registrant professions
Ireland. During the period 2012 – 2016, NIPEC undertook in Northern Ireland. This includes the review of the
a number of evaluative reviews and updated the NIPEC impact of resources which occurs annually through
main website and many of the other web resources the use of the Impact Measurement Framework22.
including the NIPEC portfolio and micro sites along with Recommendations from each cycle are presented to the
the development of new websites such as the career Chief Nursing Officer and actioned by NIPEC.
pathway. In addition, our engagement with stakeholders
has continued through the many events we hosted
including:
• Annual conferences
• Annual stakeholder events to inform business
planning
• Regional Ward Sister and Charge Nurse Conferences24 NIPEC CORPORATE PLAN 2017-2021
Appendix II Governance and Performance Targets 2012 - 2016
Table 1 Performance in Performance in Performance in Performance in
Targets Set 2015-16 2014-15 2013-14 2012-13
Break Even on revenue and operating costs 0.8% 0.86% 0.75% 0.98%
or or or or
(Target: within 0.25% of RRL or £20,000) £11,073 £11,944 £9,812 £15,724
Keep within the Capital resources limit Achieved Achieved Achieved Achieved
(CRL)
Sickness Absence rates 1.29% 3.0% 5.25% 3.56%
(Target: for this year (Target: for this year (Target: for this year (Target: none set for
(Target reduced each year) was 4.5%) was 4.5%) was 5.2%) this year)
Invoice prompt Payment percentage within 97.96% 87.5% 82.7% 94.1%
30 days.
(Target: 95%)
Invoice prompt Payment percentage within 92.53% 69.2% 61.9% Not required to be
10 days. (Target: for this year (Target: for this year (Target: for this year recorded
was 70%) was 60%) was 50%)
(Target increased each year)
Controls Assurance Standards All the relevant All the relevant All the relevant All the relevant 10
9 areas achieved 9 areas achieved 10 areas achieved areas achieved
(Target: Substantial score i.e. 75%-99% scores within the scores within the scores within the scores within the
compliance) substantial range substantial range substantial range substantial range
(The scores ranged (The scores ranged (The scores ranged (The scores ranged
from 83% to 97%) from 84% to 97%) from 82% to 97%) from 82% to 97%)NIPEC CORPORATE PLAN 2017-2021 25
Targets Set Performance in Performance in Performance in Performance in
2015-16 2014-15 2013-14 2012-13
Break Even on revenue and
operating costs
(Target: within 0.25% of RRL
or £20,000)
Keep within the Capital
resources limit (CRL)
Sickness Absence rates
(Target reduced each year)
Invoice prompt Payment
percentage within 30 days.
(Target: 95%)
Invoice prompt Payment
percentage within 10 days.
(Target increased each year)
Controls Assurance Standards
(Target: Substantial score i.e.
75%-99% compliance)
Showing Table 1 in a RAG format:
Key:
Achieved within 10% of Target outside 10% of Target No target setCentre House
79 Chichester Street This document can be downloaded from
Belfast BT1 4JE the NIPEC website www.nipec.hscni.net
ISBN: 978-1-903-580-55-4
Tel. 0300 300 0066
www.nipec.hscni.net January 2017You can also read
