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Nursing and Midwifery StrategyExecutive SummaryThe approach underpinning our strategyWhether as a patient or a member of staff, we all want to be treated with dignity, respect,sensitivity, and compassion. The way we work and interact, professionally and personally, helps toshape the environment for both patients and colleagues and this can have a real impact on thepatient experience.1234Putting the patient at thecenter of everything we doOur professional practice will be focused on the patient and their needs. Ineverything we do we will always consider three key questions:What am I doing?, Why am I doing it?, and Who am I doing it for?Designing and deliveringservices that meet patientneedsOur services will meet the needs of the individual patient, the communitiesand the wider health population groups.Working with patients toachieve the best outcomesWe will work with patients to ensure their care is right for them andwherever possible, we will engage patients and their families in moreeffectively managing their conditions.Incorporating the principlesof best value in our careWe will make our care and services flexible as well as responsive to patientneeds. We will work with each other and colleagues to ensure quality isparamount. We will reduce duplication and focus on doing things once anddoing them right.7

Nursing and Midwifery StrategyExecutive SummaryKey challengesA very diverse workforceChange in Qatar’s populationhealthcare needsLack of available nursesA challenge in our aim to offerhigh quality standardized careacross the organization.The scope of practice fornurses and midwives needs toevolve accordingly.International shortfall in theavailability of registerednurses has resulted in a highlycompetitive market for thislimited resource.Limited availability (locally andregionally) of nurses with thespecialized skills.8Diverse patient groupPopulation growthThe diverse range of patientsand levels of healthcare literacycan be challenging when tryingto deliver a consistent approachto care delivery.The exponential populationgrowth has put a strain on theexisting workforce and althoughstaff recruitment is ongoing,this will not cover the shortterm shortfall.

Nursing and Midwifery StrategyExecutive SummaryStrategic goalsDeliver high-quality, evidencebased, patient-centered andcompassionate careDevelop an educationalframework to underpin thenursing and midwifery careerframeworkEncourage Qatari nursing andmidwifery staff developmentEstablish Nursing and Midwiferygovernance structures whichcontribute to clinical andmanagerial decision makingRestructure education andtraining provisionEnsure the translation ofevidence into practice basedon a culture of research andinnovation9

Nursing and Midwifery StrategyExecutive SummaryOur four key prioritiesOur philosophy is to deliver interprofessional, multi-disciplinary and evidence-based care that iscompassionate and person-centered. This philosophy is supported by the values that apply to everymember of the team and our nursing and midwifery practice. We are committed to developing thenursing and midwifery work environment that will see HMC remain the employer of choice. We will dothis in alignment with our key focus areas that include Practice, Workforce, Leadership, and Innovation.Ensure excellence in clinical practice andservices: underpinned with accreditedevidence and supporting the needs of ourcommunitiesWe strengthen our efforts to foster excellencein clinical practice through empoweringand enabling nurses and midwives topractice to the level to which theyare educated and licensed.We will research and develop strategies aimedat improving a healthy work environmentand implementing nurse-led workplace improvements, underpinned byevidence-based leadership model.PRACTICEWORKFORCELEADERSHIPINNOVATIONDevelop leaders with theskills to ensure and enablethe delivery of the higheststandards of services and careWe will enhance our efforts to build a culture oflearning and education for nursing and midwifery atHMC to develop leadership capability at all levels, whichwill be achieved by working with internal and externalpartners to provide ongoing education to developprofessional skills and expertise.10Recruit, retain and develop the right staff withthe right knowledge, the right skills and theright attitudeForge partnerships thatsupport research andeducation – fosteringadvancement and innovation incareWe are committed to developing innovationprograms that will assist our teams in delivering bettercare in complex work environments. This includestechnical innovation designed to improve communicationbetween multi-disciplinary teams. We also plan tointroduce solutions that will enable staff to have easieraccess to their professional development portfolio witheasier oversight of their personal pathway towardsachieving professional relicensing.

Nursing and Midwifery StrategyExecutive SummaryWhat will this mean for nursing in HMC?In summary, we have adopted an approach that will see the concentrationof efforts in three core areas, including general nursing, advanced nursingand nursing leadership. General NursingAdvanced NursingNurse LeadershipAmongst the highest skillednurse workforce in theworld, each with their ownpersonalized training anddevelopment planNew roles with specializedskills, helping to deliver ourmodel of care and providegreater support to medics andmore access to faster care forpatientsSupport more Qatari nationalsto attain the necessaryskills for leadership roles innursing, helping to ensure ourapproach is sustainable wellinto the futureSupports continuousimprovement in patient careHelps to retain and attractnursing staff to HMCEnsures that every nurse feelsvalued by HMC – strengtheningtheir commitment to deliveringthe best care Can support significantimprovements in access to careWil help to ensure that clinicalteams can deliver moreimprovements in care in thefutureWill attract more senior nursesto work in HMC in the future Will help to attract morenationals into nursing roles goingforwardSupports our approach to besustainable in the future11

Nursing and Midwifery StrategyAbout HMC Nursing andMidwiferyAs of mid-2018 HMC had over 10,000 nursesand midwives working across its hospitals, clinics,homecare, and residential services, and they areamong the most important and trusted membersof the patient care team.Many staff have remained working at HMC for a decade orlonger, which is a testimony to the long-term relationshipsthat have been established on a very personal levelbetween the organization and the individuals who helpdeliver the care.Our nurses and midwives are highly trained clinicians, withover 70% being university graduates. Most of HMC’snursing and midwifery leaders hold advanced qualifications,such as a Master of Science in Nursing; and advancedacademic qualifications are a requirement for senior careerprogression.Nearly half of all the nursing and midwifery executiveleadership positions at HMC are held by Qatari nationalsand HMC’s leadership team is committed to helping morenationals develop the right skills and experience to take onleading roles in the organization.Nursing and midwifery education is promoted at everylevel and all major specialties. This is evidenced by the 122courses that were conducted throughout 2017, whichyielded 12,262 Continuous Professional Development(CPD) hours accredited from the Qatar Council forHealthcare Practitioners (QCHP).In support of the ongoing efforts to raise the standards ofnursing and midwifery care at HMC and the public profileof nursing in Qatar, HMC entered into a partnership withthe World Innovation Summit for Health (WISH) in March2018 to establish Nursing Now Qatar. Nursing Now Qataris the Qatar chapter of a global campaign that aims toimprove healthcare by raising the profile and status ofnurses worldwide and supporting nurses to lead, learn, andbuild a global movement. The Qatar chapter is the first inthe region.12Our missionTo deliver the safest, most effectiveand most compassionate nursing andmidwifery care based on the individualizedneeds of our patients and their families.Our visionTo become one of the best nursing andmidwifery services in the world.Our ValuesOur values comprise:Respect - Professionalism - PatientSafety - Academic and Clinical Excellence- Teamwork - Research and Innovation Social Responsibility.

Nursing and Midwifery StrategyStrategy OverviewNurses and midwives form the largest professional workforce within our healthcare system and, as such,play an instrumental role in defining the care and services provided to our patients and their families. Theworkforce is very diverse, which mirrors the equally diverse patient population group. This is immenselybeneficial in providing to care to patients in a language they are more comfortable with and wherelanguage can otherwise be a barrier to treatment optimization.Our Nursing and Midwifery Strategy 2019-2022 supportsthe principles, aims, priorities and goals of the NationalHealth Strategy 2018-2022 – Our Health, Our Futureand the Qatar National Vision 2030. It underpins ourcontributions to improving the health and well-being of, andpatient care provided to, the people and communities ofQatar.As we build on the achievements of our previousstrategies, we must recognize that the health needs of ourcommunities are changing, bringing significant challengesfor both health professionals and the populations we serve.To meet these challenges and to make the most of theopportunities they will present, our Nursing and MidwiferyStrategy must be refocused.As professions, nursing and midwifery have long traditionsof leading change across health services, demonstrating apassion for leadership and innovation to drive quality andperformance improvements. Strong nurse and midwifeleaders are able to make positive, tangible changes tothe delivery of care. It is evident that these traits, whichhave been amply demonstrated throughout HMC, havegenerated interprofessional respect and facilitated greatercollaboration. These are important traits as they playsuch a significant role in shaping patient care delivery andconsequently have a major impact on patient experience.Until now we have operated in a very medically-ledwork environment that was defined by strictly enforcedprofessional roles, which often operated in silos. Hence inthe majority of cases our physicians deliver many of theservices that can be provided by experienced nursing ormidwifery practitioners. This is the case in countries suchas the UK, US and Australia, where professional nursing andmidwifery have evolved and contributed to the evidence ofsignificant benefits.There is a considerable body of evidence endorsing thepositive impacts of specialist nursing care on patientoutcomes. This suggests that adequate numbers of highlyeducated trained nurses can reduce the risk of patientmortality, can produce health outcomes that are equivalentto those of doctors for patients with a range of chronichealth problems, and can enhance patient satisfaction.Whilst the core professional aims of nursing and midwiferywill remain constant, there are areas in which we will berequired to explore new ways of working. This will requirethe addition of new skills, new roles, new structures andeven new thinking. Nursing care is integral to the modelof care we aspire to at HMC and one that is supportedby the Ministry of Public Health (MoPH). Our evolvingnursing model helps to support our vision of promotingpreventative care through supporting patient education andencouraging more care in the community.13

Nursing and Midwifery StrategyOver the next 12 to 18 months we will work withdifferent stakeholders to update our career developmentframework. This will facilitate the capability andcompetency development of staff and ensure we maintaina commitment to high professional standards and ethics.Our framework will assist in benchmarking existing roles,while informing staff about their career progressionopportunities. It is guiding our efforts to develop andimplement new roles and new ways of working that willhelp modernize the HMC nursing and midwifery workforceto meet the future needs of the State of Qatar.As part of our efforts to develop new roles and new waysof working, we are continuing to promote Advanced NursePractitioner (ANP) roles that will strengthen our capacityand capability to provide more preventative care. Ultimatelythis approach will support the delivery of more advancedcare in the community. These specially trained nurses andmidwives will have greater autonomy to assess and treatpatients and their efforts will help shift some of the burdenof demand from our busy hospitals.A definition of AdvancedNursing PracticeThe term advanced nursing practice covers amultitude of roles and job titles and advancedpractice roles exist in numerous specialist acuteand primary care settings globally. Advancedpractice encompasses autonomous workingwithin an expanded scope of clinical practicewhich applies highly developed knowledge andclinical reasoning skills. Consequently, it shouldbe viewed as a ‘level of practice’ as opposed to aspecific role and is not exclusively characterizedby the clinical domain. (NHS Wales, 2011)The introduction of the Clinical Nurse Specialists (CNS)program several years ago has not gained as muchmomentum in general nursing as initially hoped. Whilewe have some CNS working effectively in specific areassuch as stroke, ICU, wound care and pain control, themain success to date has been in cancer care, where theyhave considerably improved the patient pathway andcommunication. A key reason for this has been the supportfrom strategic stakeholders and senior managers, whichhave helped gain more physician acceptance.Our aim is to ensure that the Advanced Nurse Practitionerqualifications available locally are in line with internationalprofessional education standards and meet the complexneeds of our high functioning system. Our goal is toestablish these highly skilled roles and for them to berecognized as important professional practitionersin multidisciplinary team working independently yetcollaboratively alongside physicians and other clinicians. Theexpansion of these roles will be linked to a more effectiveinternship program and supported by a new governancemodel.14

Nursing and Midwifery StrategyPeer reviewed literature has shown that wherenurse-led initiative have been allowed to flourishand given the support of management andphysician colleagues, the results have regularlyproved positive.We are planning to implement a new automated systemto help staff have easier oversight of their individualprofessional development achievements and to identifywhat additional education they need to achieve relicensingin Qatar.Additionally, we are working closely with the Qatar Councilof Healthcare Professionals (QCHP) team to developtechnology that will deliver an auto feed of relevantinformation to each nurse and midwife licensed in Qatar.This will be aligned with our aim of having personalizedcontinuous professional development plans and will helpeach nurse and midwife enhance their skills and developtheir competency in the area they are working, which willenable them to deliver better care.In line with the commitment to Qatarize key roles acrossHMC, we are working closely with a group of Qatari nursesand midwives who are advancing their career throughachieving appropriate qualifications. This includes academicqualifications as well as relevant practical experience andprofessional leadership skills. Our aim is to expand thenumber of national staff year on year who elect to work inthis field. We want more young Qatari men and women tochoose nursing as a career they and their families are proudof and where they feel they will make a difference to thehealth of the country.We have a steadily growing number of Qatari nurses andmidwives practicing at HMC, and have a strategic goal toexpand this number each year. We have many more Qatarihealthcare professionals who have completed their nursetraining but have moved into other fields of practice. Whilethey are using their training in different areas, such as15

Nursing and Midwifery Strategyquality improvement, infection control, education, policydevelopment etc., our aim is to encourage and supportthose who have completed their nursing and midwiferyeducation to continue working in this great profession.Our philosophy is to deliver interprofessional, multidisciplinary and evidence-based care that is compassionateand person-centered. This philosophy captures what weseek to achieve, and is supported by the values that applyto each and every one of us and our nursing and workAcademicand ClinicalExcellenceSocialResponsibility16This document articulates the link between nursing andmidwifery practice, education, leadership, governance andresearch. It outlines the refreshed strategy and four-yearaction plan from 2019 to 2022 (Appendix II) designedto support our continued journey towards deliveringexcellence in nursing and midwifery care.This strategy is designed to ensure that wesafeguard and promote a supportive culture,where learning and development continue tocontribute to a knowledgeable and dynamicworkforce, that is effectively supported by strongand visible leadership at all levels and across thesystem.

Nursing and Midwifery StrategyTransforming nursing to deliver safe,effective and harm-free careWith this framework, we aim to provide a positive experience of care to our patients, to colleagues andpartners we interact with in multidisciplinary settings, and also to our colleagues who we work with on adaily basis.The Nursing and Midwifery Strategy 2019 – 2022represents the continuation of a robust and effectiveframework for the ongoing development of HMC’snursing and midwifery services. It builds on the previousstrategies and the areas that have been refreshed reflectthe involvement a

A strong nursing and midwifery workforce is essential if we are to continue providing safe, effective, and compassionate care to all of our patients. I am proud of our nursing and midwifery workforce; our workforce has grown at a rapid pace over the past decade. We have seen an increase of 12% in our nursing and midwifery staff between 2016 and .