GENERAL SECRETARY S REPORT. New South Wales Nurses & Midwives Association. Council Meeting. 6 December Contents

Transcription

1 GENERAL SECRETARY S REPORT New South Wales Nurses & Midwives Association Council Meeting 6 December 2017 Contents Key Direction 1: Grow our capacity to influence 3 Marriage Equality 3 Campaigning for a YES vote 3 ~ Hunter New England Local Health District 5 John Hunter Hospital: Systematic non-compliance with NHPPD requirements 5 Mid North Coast Local Health District 7 Coffs Harbour Hospital: Non maternity patients within Birthrate Plus FTE 7 Northern NSW Local Health District 8 Lismore Base Hospital - Acute Mental Health Unit (Tallowood): proposed staffing reduction 8 Northern Sydney Local Health District 8 Hornsby Hospital: Non-compliance with NHPPD requirements 8 Key Direction 2: Be innovative in our advocacy and bargaining 9 Family and Community Services 9 Dispute: Forced transition of FACS staff to the NGO sector 9 Northern NSW Local Health District 10 Lismore Base Hospital: In-charge allowance 10 Key Direction 3: promote a world class, well-funded, integrated health system 12 Bennelong By-election 12 Send Turnbull a message 12 ~ Illawarra Shoalhaven Local Health District 13 Shellharbour/Port Kembla Hospital - Public Private Partnership (PPP) 13 Education & Scholarships 14 Association Education Program 2017 / Bob Fenwick Mentoring Grants Program 14 Elder Abuse Forum 15 Lions Nurses Foundation 15 Medicinal Cannabis Forum: Debunking the Myths 15 ~ update to draft report

2 Illawarra Shoalhaven Local Health District 15 Wollongong Hospital: Maternity Unit and community campaign 15 Key Direction Leadership Team 3 17 Northern Sydney Local Health District / Ministry of Health 17 Northern Beaches Hospital transition process 17 NSW Parliament 18 Government Sector Employment Amendment (Transfers to Non-Government Sector) Regulation Submissions and Inquiries 18 Aged Care Quality Assessment and Accreditation Framework 18 Work Health and Safety 19 Key Direction 4: Promote the Association as a significant and professional advocate for the health system and our members 20 Environmental Issues 20 Australian Catholic University 20 Planetary Health and Sustainable Healthcare Forum 21 Key Partnerships 21 City West Housing 21 NCOSS Health Equity Alliance 21 NSW School Nurses Association 22 NSW Health Manual Handling Special Interest Group 22 Quality Aged Care Group (QACAG) 22 SafeWork NSW Musculoskeletal Disorder Consultative Group 23 General Secretary s Report to Council 6 December 2017 Page 2 of 23

3 KEY DIRECTION 1 Grow our capacity to influence In order to win better outcomes for our members, the Association* must grow our influence. Influence comes when Association members and member leaders have the ability to use their collective power to enforce rights and achieve new outcomes in their workplaces, their sector and within the health system. We define the health system as inclusive of everywhere our members work. STRATEGIES 1.1 Grow power and influence by increasing the number of Association members 1.2 Identify new member leaders who can build their workplace influence 1.3 Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence 1.4 Grow the number of Association members actively engaged across the health, disability and aged care systems 1.5 Ensure a focus on retaining as many members as possible (* Association should be read to mean the New South Wales Nurses and Midwives Association and the Australian Nursing and Midwifery Federation NSW Branch.) Marriage Equality Campaigning for a YES vote The marriage equality campaign presented an opportunity for the Association to advocate for a change that would benefit the health of the LGBTIQ community and stand up for members being discriminated against on the basis of their sexual orientation. Previous Association survey results indicated this was an issue that the majority of members supported, especially younger members. Campaigning on marriage equality aligns well with the Association s Strategic Plan and offers opportunity for development and growth, particularly within student members. The campaign sits within Key Direction 1, 3 and 4. Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Key Direction 3 Strategy 3.1 Strategy 3.2 Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems Consult with Association members on their vision of an integrated health system Identify the features of a world class, well-funded, integrated health system General Secretary s Report to Council 6 December 2017 Page 3 of 23

4 Strategy 3.4 Strategy 3.5 Develop initiatives, affiliations and partnerships on issues that affect Association members Advocate and influence decision makers on key issues that affect Association members and the delivery of care Key Direction 4 Strategy 4.1 Strategy 4.2 Strategy 4.3 Strategy 4.4 Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions Develop risk management strategies to uphold the Association s reputation Advance and promote nursing and midwifery as professions creatively and through multiple platforms Ensure our Vision and Values are reflected in all our communications and actions The NSWNMA launched a campaign to support a YES vote for marriage equality after a resolution was passed at the 2016 annual conference to participate in the Australians for Equality National Campaign for Marriage Equality. The campaign consisted of social media including video and meme production, direct s to members, flyers, member training at our Waterloo office for activists/leaders, a day of action across supportive health facilities in NSW, Nurses & Midwives for Equality branded campaign materials and involvement in supporter events. To assist in dealing with any negative feedback, the Association produced key messages and statements of support to reinforce our position. Overwhelming support was received from members, with many sending personal thank you messages for our involvement. Students became more inclined to sign up as Associate Members on hearing we supported the issue. Over 520 members pledged their support to actively assist with the campaign. Around 15 branches participated in the day of action, which also resulted in two local newspaper articles and one local TV news clip. The Facebook page, Nurses and Midwives for Equality attracted 518 followers throughout the campaign. The most popular NSWNMA Facebook post achieved a reach of 212,956, with over 4,000 likes, 1,248 shares and only four negative reactions. The post was also featured on Buzzfeed as one of the most successful posts in the campaign for marriage equality. On 15 November, the plebiscite results were announced, with 61% in favour. General Secretary s Report to Council 6 December 2017 Page 4 of 23

5 ~ Hunter New England Local Health District John Hunter Hospital: Systematic non-compliance with NHPPD requirements On 25 August 2017, the Association undertook a review of records at John Hunter Hospital ( JHH ) after concerns were raised regarding non-compliance with the terms of clause 53 of the Award. This review was on the back of significant concerns from members regarding unreasonable staffing levels and excessive and unsafe levels of overtime. Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Key Direction 2 Strategy 2.3 Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance This review revealed an unprecedented level of non-compliance with NHPPD. The Association s calculations showed some 6,695 nursing hours (or equivalent to 900 days or 23 weeks) below the Award required minimums on NHPPD wards over a seven month period 31 December 2016 and 31 July On 19 October the John Hunter Hospital Branch voted to take industrial action in the form of a ban on undertaking follow up phone calls to discharged patients. On the same day HNELHD filed urgent dispute proceedings regarding the Association s bans. On 20 October following a strong recommendation from the Commission, the JHH Branch voted to lift the bans pending resolution of this issue in the Commission. Dispute proceedings are currently being heard in the Commission regarding this issue. Immediately following the Association s records review, HNELHD has taken steps to address the issue including: o o o o Ensuring that minimum NHPPD staffing levels are complied with. HNELHD has agreed to provide reports to the Association regarding NHPPD compliance; HNELHD Executive Management has issued correspondence to all management staff regarding the requirement to comply with NHPPD; HNELHD is fast tracking recruitment to vacant nursing positions; HNELHD is implementing a new permanent relief pool in addition to casual positions. In addition, further discussions are taking place regarding the processes around follow up phone calls, the inclusion of staffing associated with specials and Close Observations Beds (CoB) within NHPPD and communications to staff regarding vacant shifts. Commissioner Stanton attended the John Hunter Hospital Campus on 29 November for a further conference of this dispute. Approximately 30 branch members and an equal number of JHH management attended. General Secretary s Report to Council 6 December 2017 Page 5 of 23

6 The LHD reported the steps they had taken, in line with the Belmont Recommendations, and additional steps including a review of follow-up phone calls and procedures. From the Association s perspective, Commissioner Stanton was advised of a number of issues remaining unresolved, including: o o o Continued regular use of AiNs to fill vacant RN shifts (including the use of prebooked AiNs): The Association remains concerned that the District is continuing to breach clause 53(iv) Section I: Replacement of Absences in relation to like-forlike replacements; The issue of staffing of Specials and CoBs: The District indicated this week that they cannot agree to the staffing of specials and COBs being removed from NHPPD numbers and advised this was an issue the Association would have to take up directly with the MoH. The Association raised concerns that the failure to provide additional staff when requested by a NUM or Delegate was in contravention of clause 53(r) of the Award; Follow-up phone calls: The Association argued that the calls continued to put workload pressure on staff particularly in the context of staffing issues with non- like-for-like replacement and failure to provide additional staff for specials and COBs is still of concern at JHH. In addition the use of ward staff to care for discharged patients was not contemplated under the NHPPD assessment of staffing levels and many of the questions were outside the scope of nursing duties as they related to satisfaction feedback. One significant win for members coming out of this dispute conference was that the LHD DoNM, Sally Milson-Hawke, advised that follow-up phone calls did not need to be undertaken if staff were too busy to make the calls and would not need to be carried over to the following day if they were not completed. Members saw this as a significant change of position by the District. The matter has been stood over until 15 February 2018 to allow time for the parties to try and resolve the three outstanding issues. A branch meeting was held on 5 December to inform the branch of these outcomes. A further meeting with the District is planned prior to Christmas to try to formally lock the District into the position put forward by Ms Milson-Hawke. Maitland Hospital: Non-compliance with Award - resuscitation nurses On 12 September 2017 Association officers undertook a records review at Maitland Hospital relating to non-compliance with clause 53 of the Award. Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Key Direction 2 Strategy 2.3 Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance General Secretary s Report to Council 6 December 2017 Page 6 of 23

7 Along with various instances of non-compliance with NHPPD requirements, the records inspection also revealed a failure of the District to roster the minimum number of resuscitation nurses required under the Award within the Emergency Department. From 4 December 2017, two resuscitation nurses will be rostered for each shift at the Maitland Hospital Emergency Department. An additional nursing enhancement of 3.7 FTE RNs has been approved to fill this additional roster allocation. Mid North Coast Local Health District Coffs Harbour Hospital: Non maternity patients within Birthrate Plus FTE Earlier this year Coffs Harbour Hospital ( CHHC ) management contacted the Association regarding the implementation of a Midwifery Group Practice within the Maternity Services at the CHHC. During the consultation process for the implementation of the Midwifery Group Practice the Association became aware that a significant number of non-maternity patients were being admitted to the post-natal ward and cared for by maternity services nursing staff. Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Key Direction 2 Strategy 2.3 Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance The Association is concerned that midwifery services nursing staff are being used to care for non-maternity patients whilst the service has staffing levels in place slightly below Birthrate Plus assessed Full Time Equivalent (FTE) staffing levels required under the Award. The Association is of the view that the regular use of Maternity Services Staff to care for nonmaternity patients undermines clause 53, Section V, of the Award. In addition the Association is concerned that NHPPD requirements for non-maternity patients who would otherwise be placed in a general ward are not being met. The NSWNMA has invoked the disputes clause under the Award and a disputes meeting was held on 23 October This meeting did not resolve the issue and the Association has written to the District seeking confirmation that nursing enhancements of 5.5 NHPPD will be put in place for each non-maternity patient admitted to the postnatal ward at CHHC. The Association awaits the District s response but it is expected that the matter may require the assistance of the NSW Industrial Relations Commission to achieve a resolution. General Secretary s Report to Council 6 December 2017 Page 7 of 23

8 Northern NSW Local Health District Lismore Base Hospital - Acute Mental Health Unit (Tallowood): proposed staffing reduction A move by Lismore Hospital to reduce staffing and replace the NUM 1s with in-charge of shifts triggered industrial action in the form of bed closures by the Branch Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Key Direction 2 Strategy 2.3 Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance Following the closure of beds, NNSWLHD referred the matter to the NSW Industrial Relations Commission. The matter has not been able to be resolved in conciliation. The matter will be subject of arbitration, although the LHD has raised a jurisdictional question that will be arbitrated. Northern Sydney Local Health District Hornsby Hospital: Non-compliance with NHPPD requirements Significant concerns had been raised by members regarding compliance with staffing as set out in the Award. Key Direction 1 Strategy 1.1 Strategy 1.2 Strategy 1.3 Strategy 1.4 Key Direction 2 Strategy 2.3 Grow power and influence by increasing the number of Association members Identify new member leaders who can build their workplace influence Equip Association member leaders with the skills, knowledge and confidence to lead members to use their influence Grow the number of Association members actively engaged across the health, disability and aged care systems Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance On 22 November 2017, the Association undertook a review of records at Hornsby Hospital citing concerns regarding non-compliance with the terms of clause 53 of the Award. Documentation obtained is currently being reviewed but non-compliance and hours theft from patients appears endemic. A Disputes meeting was held on 27 November. General Secretary s Report to Council 6 December 2017 Page 8 of 23

9 KEY DIRECTION 2 Be innovative in our advocacy and bargaining New challenges and environments require new thinking and continuous improvement of professional and industrial advocacy and bargaining. The Association will directly represent and organise members and their workplaces, as well as engage with the community and other key stakeholders, to achieve advancement in professional and industrial outcomes. STRATEGIES 2.1 Review and implement improved Association approaches and processes for collective bargaining and enforcement of rights 2.2 Ensure that advocacy and bargaining aligns with our growing capacity to influence 2.3 Ensure existing Ratios systems are implemented and enforced properly through member education and member leader vigilance 2.4 Actively use political and community lobbying campaigns to assist with advocacy and bargaining outcomes 2.5 Campaign to extend enforceable staffing arrangements for safe patient care into other sectors 2.6 Review Association approaches and processes for linking professional advocacy to organising and growth 2.7 Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups Family and Community Services Dispute: Forced transition of FACS staff to the NGO sector The Association (and a number of workplace delegates) have in good faith been trying to resolve concerns with the current framework/processes being utilised for the transition of employment and services from FACS to the NGO sector. This of course arises with the rollout of the NDIS and the decision of the NSW Government to vacate the disability field entirely, which will result in FACS employees being transferred without their consent to the NGO provider. Key Direction 2 Strategy 2.7 Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups Key Direction 1 Strategy 1.2 Identify new member leaders who can build their workplace influence Strategy 1.5 Ensure a focus on retaining as many members as possible General Secretary s Report to Council 6 December 2017 Page 9 of 23

10 Key Direction 3 Strategy 3.2 Identify the features of a world class, well-funded, integrated health system The Association notified the Industrial Relations Commission of NSW ( Commission ) of a dispute on what may be described as global issues of the forced transfer of staff. At the conclusion of the conciliation phase of the dispute, two matters remained outstanding. One of these was recognition of previous public sector service if returning to the government sector. The Association has since made additional representations directly to the Public Service Commissioner, which have referred such enquiries to NSW Treasury (NSW PSIR). The Association has also written directly to the Minister for Disability Services seeking his intervention. The second issue was enforceability of employment commitments made by the NSW Government. This issue relates to the enforceability of terms and conditions of employment of transferring FACS staff when employed by a NGO provider. This will require the current dispute clause in the Nurses (Department of Family and Community Services - Ageing, Disability and Home Care) (State) Award 2017 to be effectively utilised within the federal industrial jurisdiction when it becomes a copied state instrument on transfer. Following the receipt of legal advice, the Association requested the Commission to have this particular matter dealt with via arbitration, with the view of ensuring the current dispute clause will continue to provide access to conciliation, mediation and arbitration following transfer to a new provider under federal industrial legislation. This was subject of a Full Bench hearing on 5 October A decision is still pending from the Full Bench of the Commission. The Association continues to provide assistance to individual members affected by the transfer. Northern NSW Local Health District Lismore Base Hospital: In-charge allowance The NSWNMA recently had very successful outcome at Lismore Hospital following the Incharge allowance being removed from nurses working in the ICU. The members fought a longstanding campaign and with industrial involvement the In-charge allowance was reinstated with back pay. Key Direction 2 Strategy 2.2 Ensure that advocacy and bargaining aligns with our growing capacity to influence Following on from this outcome, the Northern NSW LHD forwarded a draft policy on the Incharge Allowance, which was reviewed by the NSWNMA but then subsequently withdrawn by the LHD due to issues with its content as it was non compliant with Award provisions. At Lismore Hospital, management strategically targeted wards with a view to removing the allowance, despite the withdrawal of the proposed policy. General Secretary s Report to Council 6 December 2017 Page 10 of 23

11 The branch was made aware of this and acted very quickly with resolutions based on the award definition; management in turn replied by reinstating the allowance, advising this was an error. However, management has made mention that an audit of all wards where the allowance applies, may be considered. Hospital management is not happy with the result the local branch and the NSWNMA achieved for ICU nurses. Branches across the LHD are requesting that this matter is addressed at the next JCC in December as concerns are being raised in many hospitals. General Secretary s Report to Council 6 December 2017 Page 11 of 23

12 KEY DIRECTION 3 Promote a world class, wellfunded, integrated health system Increasingly, health is becoming a defining political issue in our country and budget decisions impact on the delivery of care. The Association will be an effective advocate for delivery of quality outcomes of care in an ever-changing health system and influence policy and decision-makers to invest in prevention and universality. STRATEGIES 3.1 Consult with Association members on their vision of an integrated health system 3.2 Identify the features of a world class, well-funded, integrated health system 3.3 Develop an education program for Association members and member leaders 3.4 Develop initiatives, affiliations and partnerships on issues that affect Association members 3.5 Advocate and influence decision makers on key issues that affect Association members and the delivery of care Bennelong By-election Send Turnbull a message The Bennelong by-election offers a chance to push the Turnbull government into minority in Canberra. This is vitally important in stopping the avalanche of anti-union laws from Prime Minister Turnbull and the Minister for Employment Michaelia Cash. Winning in Bennelong will go a long way towards stopping the government s anti-union, anti-worker agenda and allow the union movement to get on with the job of improving members lives and growing our movement. The NSWNMA will join the union movement in running a strong campaign in Bennelong. This will include phone banking, high visibility local activities and a strong presence at pre-polling sites. Key Direction 3 Strategy 3.1 Strategy 3.2 Strategy 3.3 Strategy 3.4 Strategy 3.5 Consult with Association members on their vision of an integrated health system Identify the features of a world class, well-funded, integrated health system Develop an education program for Association members and member leaders Develop initiatives, affiliations and partnerships on issues that affect Association members Advocate and influence decision makers on key issues that affect Association members and the delivery of care General Secretary s Report to Council 6 December 2017 Page 12 of 23

13 Key Direction 2 Strategy 2.4 Actively use political and community lobbying campaigns to assist with advocacy and bargaining outcomes Last week, we started phone banking and having one-on-one conversations with 300 persuadable members who live in the electorate, as well as joining other union members at pre polling sites. A majority of members who have been contacted are already expressing an interest in sending Prime Minister Turnbull a message and voting the Liberals out of government. Illawarra Shoalhaven Local Health District Shellharbour/Port Kembla Hospital - Public Private Partnership (PPP) Key Direction 3 Strategy 3.1 Strategy 3.2 Strategy 3.3 Strategy 3.4 Strategy 3.5 Key Direction 2 Strategy 2.4 Consult with Association members on their vision of an integrated health system Identify the features of a world class, well-funded, integrated health system Develop an education program for Association members and member leaders Develop initiatives, affiliations and partnerships on issues that affect Association members Advocate and influence decision makers on key issues that affect Association members and the delivery of care Actively use political and community lobbying campaigns to assist with advocacy and bargaining outcomes The combined unions of NSWNMA, HSU, ASMOF, Unions NSW and the Keep Shellharbour and Port Kembla Hospitals Public Community Group organised a Politics in the Pub. The strategy was to focus on Mr Gareth Ward, the Liberal Member for Kiama, by inviting his constituents. A meeting with NSW Health Minister, Brad Hazzard, was organised by the combined unions. A delegation of members from NSWNMA, HSU, ASMOF and the community group attended with the purpose of communicating an ask of keeping Shellharbour/Port Kembla hospitals public and requesting a timeline of an announcement. Politics in the Pub was attended by approximately 100 local community members from Mr Ward s constituency in Kiama. One member leader and one union official from all unions addressed the public. Following the Politics in the Pub, Mr Ward publicly announced he was going to support the anti-privatisation campaign and requested that Shellharbour now be publicly funded. General Secretary s Report to Council 6 December 2017 Page 13 of 23

14 The delegation met with Minister Hazard and Mr Ward on 19 October 2017; two NSWNMA member leaders attended the meeting. Minister Hazzard was non-committal on the ask to keep Shellharbour/Port Kembla Hospitals public, but agreed to try to make an announcement by mid-november. On 27 October 2017, Minister Hazzard announced that Shellharbour hospital would remain publicly funded. A combined unions and community celebration was held on 12 November Education & Scholarships Association Education Program 2017 / 2018 Key Direction 3 Strategy 3.3 Strategy 3.4 Develop an education program for Association members and member leaders Develop initiatives, affiliations and partnerships on issues that affect Association members An Education Needs Analysis Survey was conducted with the membership to assist in the development of the Association s 2018 education program. 1,412 members responded from across NSW Local Health Districts and representation was good with most nursing and midwifery specialty areas being represented. The main theme preventing access to education was around the lack of ability to have time off work, distance to education and cost of education. Self-care was one of the most requested education sessions by members. This highlights members concern with workloads and work conditions taking a toll on the workforce. The Association is working on the education program to try and address some of these issues raised within the survey. Bob Fenwick Mentoring Grants Program The Bob Fenwick Memorial Mentoring Grants Program Award Ceremony 2017 Round 6 was held in October. Both Mrs Jan Fenwick and Ms Kate Fenwick attended the ceremony. The Ceremony was a great success with very positive feedback from those attending. Mr Warren Shaw, Acting Principal Policy Officer of Clinical Services Business Unit, NSW Ministry of Health, provided the opening address. Mr Brett Holmes provided background into the program and the achievements made through the Program. Mr Charles Davidson, Aboriginal Workforce Manager, Workforce Planning & Development, was also present along with NSW Ministry of Health representatives from a number of Local Health Districts. General Secretary s Report to Council 6 December 2017 Page 14 of 23

15 The program continues to refine and improve, with a broadening of the scope of the program to increase the range of eligible participants that can benefit from the Program. The Association is currently negotiating with the Ministry for the next round of funding for the Programs continuation into 2018 and beyond. Elder Abuse Forum An aged care forum on Elder Abuse occurred on 20 October in Sydney and 20 November in Bathurst. Both were supported by the Seniors Rights Service, NSW Elder Abuse Helpline and Resource Unit and Community Legal Centre. Both forums were well attended by members and evaluated well. 43 members were registered for the Bathurst forum, showing there is interest in regional education. Member evaluations highlighted they value recognition by the Association of regional membership and the increase of education sessions in those areas. Lions Nurses Foundation The Lions Nurses Foundation scholarship has closed for application for studies being undertaken in the 2018 academic year. 124 applications were received and 14 applications have received favourable consideration. All unsuccessful applicants have been notified. Medicinal Cannabis Forum: Debunking the Myths Following the successful Medicinal Cannabis Forum: Debunking the Myths which was held in Sydney on 7 September, the forum will be held regionally in The forum will be held in Coffs Harbour on 9 March, Wollongong in June and Newcastle in October (dates for Wollongong and Newcastle tbc). Illawarra Shoalhaven Local Health District Wollongong Hospital: Maternity Unit and community campaign The Wollongong Hospital Maternity Unit raised issues with the branch in August regarding staff shortages of approximately 19 FTE. This vacancy issue has been known for over two years by hospital management, with little effort made by the hospital executive and the LHD to actively recruit to these vacancies. General Secretary s Report to Council 6 December 2017 Page 15 of 23

16 As of 31 October 2017, the service has vacancies of at least 13 FTE, which does not include Long Service Leave and Maternity leave vacancies. Since 15 October 2017, members report at least three further resignations from the maternity service with reports of only one new member of staff. Key Direction 3 Strategy 3.4 Strategy 3.5 Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members Advocate and influence decision makers on key issues that affect NSWNMA members and the delivery of care A delegation of members met with the Health Minister in September. Mr Hazzard indicated to members that it was most likely a budget problem that was leading to these positions not being recruited to, but would need more information. The Branch determined they needed to launch a campaign to pressure the decision makers, namely the Minister for Health and the ISLHD, as they have had no progress at a local level. Branch representatives from maternity services met to develop a campaign strategy plan. It was decided to focus on political members for the area and specific Ministers, while also aiming to form affiliations and partnerships with community consumer groups. The plan was then taken to the Branch for endorsement. The campaign launch, held on 24 October 2017, was attended by approximately 70 midwives and community members along with consumer group, Better Births. It received good media coverage locally, and had the support of the State ALP Member of Parliament for Wollongong. Since the media attention and pressure from members within the service, hospital management is now advertising interstate and outside of erecruit. They have also advised that the recruitment process has been sped up. Local MPs have supported the campaign, which was achieved by encouraging NSWNMA members to contact and meet with local MPs, and have delivered joint letters to the Health Minister via the Member for Kiama, Gareth Ward. Rapport has been established with local consumer/community groups which was achieved with education provided to members by various officers from across the Association. The hospital executive has advised they have approached the Chief Nurse to gain permission to advertise and recruit from overseas. Members and the Association are yet to receive any further information from the Health Minister or from the ISLHD surrounding the Maternity services and staffing issues. The branch has further campaign activities planned for December with assistance and education provided to enable the key members to plan and carry out a member developed campaign plan. General Secretary s Report to Council 6 December 2017 Page 16 of 23

17 Key Direction Leadership Team 3 Key Direction 3 Strategy 3.3 Strategy 3.4 Develop an education program for Association members and member leaders Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members A series of professional issues papers focusing on member issues is being produced. A planning day was held on 27 November. An occasional paper on the value of Mindfulness for Healthcare Workers is being developed. Work was progressed on the operational plan, with the planning meeting being very productive. Northern Sydney Local Health District / Ministry of Health Northern Beaches Hospital transition process The NSW Government has contracted Healthscope to build and operate (and be the employing entity of staff) at a new Northern Beaches Hospital located at Frenchs Forest. This new hospital would be in lieu of public health services currently provided at Manly and Mona Vale Hospitals, with Manly Hospital closing entirely, and residual services remaining at Mona Vale Hospital. Public health unions had been seeking definitive answers on a number of longstanding (global) issues related to this redevelopment. Key Direction 3 Strategy 3.4 Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members Key Direction 1 Strategy 1.5 Ensure a focus on retaining as many members as possible Key Direction 2 Strategy 2.7 Strategically use legal and industrial tribunals to deliver outcomes for individual members or groups Northern Sydney Local Health District ( District ) recently released a document that set out a suggested expression of interest ( EOI ) process that establishes the framework to manage the transition of staff from Manly and Mona Vale Hospitals to the Northern Beaches Hospital. After receiving feedback from members, the Association and workplace representatives from both hospitals met with the District to discuss the EOI process released, and provide feedback and possible suggested modifications. The Association has provided to NSLHD and the Ministry a copy of feedback received, which sadly demonstrated that much work still needs to be done, and with each discussion, possible new questions arise. General Secretary s Report to Council 6 December 2017 Page 17 of 23

18 The Association is seeking further feedback from members at Manly and Mona Vale Hospitals on associated issues. Draft matching principles were released for review. It is anticipated that information will be made available in the week commencing 27 November of staffing structures and profiles to be utilised by Healthscope at the Northern Beaches Hospital. NSW Parliament Government Sector Employment Amendment (Transfers to Non-Government Sector) Regulation 2016 Disallowance motion to be debated in the NSW Parliament. Key Direction 3 Strategy 3.4 Develop initiatives, affiliations and partnerships on issues that affect NSWNMA members Further to previous updates that the then Baird NSW Government (without any prior warning or consideration to consult) had the Government Sector Employment Amendment (Transfers to Non-Government Sector) Regulation 2016 ( Regulation ) gazetted. The Regulation further eroded the rights of government sector workers whose role may be subject to privatisation. Unions NSW and affiliates have agitated with cross bench members of the NSW Legislative Council to support a disallowance motion on the Regulation (i.e. have it set aside) tabled by the ALP Opposition. After numerous adjournments, this debate has again recently been postponed till 7 March Submissions and Inquiries Aged Care Quality Assessment and Accreditation Framework Key Direction 3 Strategy 3.5 Advocate and influence decision makers on key issues that affect Association members and the delivery of care Effectiveness of the Aged Care Quality Assessment and Accreditation Framework for protecting residents from abuse and poor practices, and ensuring proper clinical and medical care standards are maintained and practiced. On 13 June 2017, the Senate referred this matter to the Senate Community Affairs References Committee for inquiry and report. The Committee is due to report on 18 February The first hearing was in Adelaide on 21 November; no further hearing dates were scheduled at time of writing. General Secretary s Report to Council 6 December 2017 Page 18 of 23

19 A supplementary submission was made on 20 November This followed the release of the Tune Aged Care Legislated Review report and Carnell and Paterson report into the findings at Oakden. Neither made recommendations regarding the need for safe staffing methodology. The supplementary submission focused on research which demonstrates the link between safe staffing and safe care. The Association assisted the Quality Aged Care Group Inc. (QACAG) to make an organisational submission to the Inquiry. This focused on the real life stories of QACAG members, which highlighted examples of missed care and poor quality outcomes for residents, directly linked to unsafe staffing in residential aged care. Work Health and Safety Key Direction 3 Strategy 3.5 Advocate and influence decision makers on key issues that affect Association members and the delivery of care A memorandum of understanding relating to WHS Right of Entry has been developed by SESLHD in consultation with relevant Unions that appears to be consistent with the Work Health and Safety Act and appropriately referenced. The MoU was signed by the NSWNMA and HSU. It is anticipated that the signing of this MoU may result in other LHDs requesting the same approach. The MoU is consistent with NSW Health Policy PD2013_050 WHS Better Practice Procedures Section Protocols with unions. It is recommended that each agency has a protocol with unions concerning inspections and how to arrange access on the day of an inspection. General Secretary s Report to Council 6 December 2017 Page 19 of 23

20 KEY DIRECTION 4 Promote the Association as a significant and professional advocate for the health system and our members The Association must be a viable organisation in the public arena and vocal advocates of health and industrial relations. Our reputation must be protected and our Values actively promoted as a way of enhancing the professional advancement and standing of our members in their workplaces. We will continue to strive to be an organisation relevant to all nurses and midwives, build relationships with key stakeholders and be an influential voice in the communities where our members work and live, as well as nationally and internationally. STRATEGIES 4.1 Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions 4.2 Develop risk management strategies to uphold the Association s reputation 4.3 Advance and promote nursing and midwifery as professions creatively and through multiple platforms 4.4 Ensure our Vision and Values are reflected in all our communications and actions Environmental Issues Key Direction 4 Strategy 4.1 Australian Catholic University Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions NSWNMA officers visited the Australian Catholic University in October to present to a small group of nursing staff and nursing students on the topic of environmental health and the role of the Association in this work. The presentation was well received with the likelihood of the NSWNMA being invited for staff in-services in the future. General Secretary s Report to Council 6 December 2017 Page 20 of 23

21 Planetary Health and Sustainable Healthcare Forum On 1 November, Climate Change Reference Group (CCARG) members and NSWNMA officers attended the Planetary Health & Sustainable Healthcare Forum at the Sydney Business School. There were a series of presentations on Climate Change and Human Health, the Anthropocene period, and the concept of Planetary Health. Three nurses were in attendance and the CCARG saw this as an opportunity to engage with other health professionals in the quest to promote the Global Green & Healthy Hospitals (GGHH) to other LHDs. Key Partnerships Strategy 4.1 City West Housing Build and develop partnerships with key community, academic and political organisations to promote issues that define our Vision and Key Directions City West Housing, an affordable housing provider, has met with the Association. They expect to have an additional 400 apartments (1, 2 and 3 bedrooms) to become available in the next 18 months for people who live or work in the City of Sydney and meet eligibility criteria. They requested assistance to promote the affordable rental housing to nurses and midwives. The Association has written to the A/DoN of St Vincent s Hospital and Royal Prince Alfred Hospital and the DoN of Sydney and Sydney Eye Hospital, requesting a venue to hold two information sessions at each hospital. The Association has ed and invited members who live or work in the City of Sydney to the information sessions. The also sets out the eligibility criteria to access the affordable rental housing. The sessions will be held between 4 and 15 December. The Association expects to complete a report following the information sessions that details the number of members that participated and the number that asked to be added to the waiting list for affordable housing. NCOSS Health Equity Alliance A meeting of the NCOSS Health Equity Alliance was held in early November, with focus of this meeting on planning for General Secretary s Report to Council 6 December 2017 Page 21 of 23

22 Some progress was made to identify health issues for rural communities as a priority. The invited speaker was Janine Dawson, Diabetes Prevention Program Manager, Western Sydney Local Health District, who spoke about diabetes being a hot spot in Western Sydney. As part of the Western Sydney Diabetes Prevention Alliance, Ms Dawson discussed the work of the Alliance, its 50 partners, budget and targeting of the Blacktown area through introducing walking groups in hospitals, reducing sugary food and drink in hospitals, and getting chef, Stephanie Alexander s, national programs into three primary schools. NSW School Nurses Association The annual conference of the School Nurses Association was held in Sydney in late September. The event was well represented from NSW and other states, with a range of speakers from different specialties. One of the most relevant speakers, in relation to the Association membership, was the need for self-care, a session presented by Anna- Louise Bouvier titled: Happy Body at Work. The conference provided an opportunity to discuss the work of the Association with nurses and meet and develop relationships with members of key community, government and academic organisations. NSW Health Manual Handling Special Interest Group The NSW Health Manual Handling Special Interest Group met on 17 November. A review of equipment was undertaken in consultation with WHS & Manual Handling Consultants present from across NSW. s of manual handling challenges, initiatives implemented and promotions and training undertaken were presented and discussed. A representative from SafeWork NSW was present at the meeting who promoted the Musculoskeletal Strategy as part of SafeWork NSW Roadmap and the forthcoming Manual Handling forum planned for October/November Quality Aged Care Group (QACAG) A meeting of the QACAG Inc. took place on 12 October at the CPSA Offices in Parramatta. The meeting was used to undertake future planning for the group, including a recruitment drive. QACAG has advertised for members in the CPSA circular The Voice ; this has attracted two new members so far. The Association will place a similar advertisement in The Lamp early in General Secretary s Report to Council 6 December 2017 Page 22 of 23

23 A newsletter will be developed quarterly by the Association and distributed to members. Members will be given activities to promote the 10 Questions Leaflets. SafeWork NSW Musculoskeletal Disorder Consultative Group The Association was represented at the recent meeting of this group. Consultation and planning was undertaken related to resources that may be able to be implemented to assist high risk occupations and associated tasks. Attendance at this forum assists in building and strengthening alliance with SafeWork NSW related to risks in the Healthcare Sector. Brett Holmes General Secretary General Secretary s Report to Council 6 December 2017 Page 23 of 23