What is a nursing organization. International nursing organizations and their role in the development of nursing. Milestones in the Development of the Nursing Profession

Report on the topic:
International nursing organizations, their role and participation in the development of nursing in the world
Completed by: Nosova O.V.

International Council of Nurses(International Council of Nurses, ICN) was established in 1899 as the first professional organization for women. Now the International Council of Nurses (CSM) is actually the largest and most authoritative international professional organization that unites national nursing associations from 136 countries, including the Russian Association of Nurses (RAMS).
In the world there are a large number international sister organizations. One of them - Sigma Theta Tay International - ranks 2nd in the world after the International Council of Nurses in terms of representativeness and scale of activity.

Sigma Theta Thai International (STTI) is International Organization of Nurses which aims to develop the nursing profession through education and nursing research.

The mission of the Honorary Society of Nurses Sigma Theta Tay International is to support the education, competence and professional development of nurses; STTI is a global community of nursing leaders who, using their knowledge, education, erudition, improve the health of people around the world.

The organization was founded in 1922. Its origins were 6 students of the sister school of Indiana State University in Indianapolis (USA). It all started with the fact that Dorothy Garrigus Adams, Elizabeth Russell Belford, Edith Moore Copeland, Marie Hippensteel Lingeman, Elizabeth McWilliams Miller, Mary Tolle Wright decided to create a women's club in which education and high achievements in nursing were very welcome and encouraged. The then director of the sister school, Ethel Palmer Clarke, gave permission for the organization because she believed that such professional communities should be based on universities or colleges.

The founders chose a name for their organization, consisting of the initial letters of the Greek words Storge, Tharsos and Time, meaning love, courage and honor.

When the students left high school and left Indianapolis, Dorothy Ford Buschmann, who had previously been very active in helping the students register their organization, decided to continue developing STTI. She believed that one of the main steps in the development of the organization was the creation of 5777 branches throughout the country. But this step was not easy to implement due to the small number of sister schools at US universities at that time. Despite this, the society continued to develop, and in 1927, on the first board of directors, Dorothy Bashman was elected the first president of 5777. By 1929, the organization had only two branches: Alpha (Indiana Univecsity School of Nursing) and Beta (Washington Univecsity at St. Louis).

In those years, because of the small number of university nursing schools, nursing research has not yet received the same recognition in the US as the research of other health care professionals. Considering that nursing research has a positive impact on the status of the profession, STTI members decided to create a nursing research fund. In 1936, for the first time in the country, the society allocated a grant for their implementation.

Today, the honorary society of nurses annually allocates more than 600 thousand dollars for nursing research. These are various grants, scholarships, and cash prizes. Each year, the Nursing Research Congress is held to discuss the most recent research on nursing from around the world.

To date, STTI has over 405,000 members from 114 countries, of which 130,000 are active. Of those active, 61% hold a master's or doctoral degree, 26% are nurses working in hospitals, 20% are independent prescribing nurses, nurse midwives, anesthetists and clinical specialists, 16% are administrators or supervisors, 23% are teachers or researchers.

463 branches opened on campuses of universities and colleges in Australia, Botswana, Brazil, Canada, Colombia, Ghana, Hong Kong, Japan, Kenya, Malawi, Mexico, the Netherlands, Pakistan, Singapore, South Africa, South Korea, Sweden, Switzerland, Taiwan, Tanzania, Wells and the United States. Among the members of several branches of STTI located in the United States, there are also representatives from Russia. But in the Russian Federation, a regional branch has not yet been created. American colleagues strongly support nursing reforms in Russia by organizing joint Russian-American nursing projects.

For example, one of the departments of STTI - Epsilon Beta Chapter, created at Fitchburg College (Fitchburg, Massachusetts), maintains links with the Faculty of Higher Nursing Education and Psychological and Social Work of the First Moscow State University. THEM. Sechenov from the day of its foundation.

One of the most important activities of the organization is the publication of periodicals aimed at supporting the education and professional development of nurses.

The most famous publication is the Journal of Nursing Scholarship.

It is issued quarterly with a circulation of 125,000 copies. An electronic version of the journal is available on the Society's website for STTI members and subscribers. The journal publishes the results of research by the world's most famous and respected nursing professionals.

One of the outstanding contributions to the development of nursing is the creation of the International Library for Nursing. Virginia Henderson (Virginia Henderson International Nursing Library). The library is unique in its kind. On its server, a database (Registry of Nursing Research database) has been created with more than 30 thousand studies and collections of abstracts from various conferences from around the world. The database is freely available.

International Council of Neonatal Nurses(Council of International Neonatal Nurses, COINN) is a new organization of nurses specializing in newborn care. Four of the oldest associations of neonatal nurses took part in the creation of the International Council of Neonatal Nurses (ICN N): the UK Neonatal Nurses Association, the US National Neonatal Nursing Association, the Australian College of Neonatal Nurses (formerly the Australian Neonatal Nurses Association) and the Neonatal Nurses Association. sisters of New Zealand.

The goals of the International Council of Neonatal Nurses are to draw attention to the health of newborns at the global level; helping countries develop standards of neonatal care acceptable to those countries; development of recommendations and guidelines for the provision of assistance based on existing ones; improving the quality of care for newborns worldwide, disseminating best practices; dissemination of printed information on common problems in newborn care; health policy development.

The ISOM plans to achieve these goals through joint work with the World Health Organization, the International Council of Nurses, other organizations, including corporate sponsors, that have influence in the international arena, simplifying and facilitating the work of representatives of developing countries with representatives from other developing countries. Building on existing information dissemination channels within WHO will assist the International Council of Neonatal Nurses in its work.

The latter approved the charter, organizational mission and goals, constantly expanding its regional ties, having representatives of more than 50 countries around the world. Contact points in the regions are nurses who want to work with other health professionals, ministries of health, non-governmental organizations to address issues and problems specific to the region. The rationale for this approach is that such a nurse has a better understanding of the culture and values ​​of her country, as well as the health care system, than a person on the other side of the Earth. For the mission of the International Council of Neonatal Nurses, it is extremely important not to set its own values ​​and standards, which may be alien to any country or institution, but to respond to needs and provide the necessary assistance, taking into account the cultural characteristics and values ​​inherent in a given country.

The International Council of Neonatal Nurses was officially registered in March 2005. In April 2005, the ISM website www.coinnurses.org was launched. During the first two months of its existence, the ISOM became a partner of the WHO Safe Motherhood and Newborn Health program launched in 1999, and a partner of the International Council of Nurses. While the ISOM does not have direct financial support from organizations or the right to vote on the International Council of Nurses, the ISOM can work through these two organizations to improve maternal and newborn health, influencing global health policy.

The partnership with the World Health Organization gives the MCH M links to the International Council of Midwifes (ICM), the International Pediatric Association (IPA), and the International Federation of Obstetricians and Gynecologists (FIGO), which allows for continuity in care for women of childbearing age, starting from adolescence. The purpose of the work in this group of four, as well as all cooperation with other organizations such as the Save the Babies Foundation, USAID, the UN, UNICEF, MSM, is to solve problems that are aimed at improving maternal and child mortality rates, reducing child and maternal morbidity in the world.

The neonatal associations of Australia and New Zealand, as active members of the MSNM, use their links with national nursing organizations in their countries to support the work of the International Council of Neonatal Nurses. In the future, it is necessary to expand the search for other organizations that can help the MOS with resources, as well as to initiate projects without duplicating existing ones. In the future, health system performance evaluation studies will be needed to identify deviations from baselines in relation to factors influencing maternal and child mortality and morbidity. Finally, using all the connections of the International Council of Neonatal Nurses to influence strategies for the care of mothers and children at the global level is the most important long-term goal of the MCHM.

MSNM work with national associations of nurses in various countries (New Zealand, Australia, Canada, Finland, Denmark, Great Britain, Scotland, Singapore, Sweden, South Africa, etc.), consults nurses in various countries, helping in the organization and development of professional organizations , sponsors neonatal nurses to participate in conferences, allocates grants for research. This support was provided to Russian nurses - leaders of the global neonatal community from the MSNM took part in the First All-Russian Conference of Neonatal Nurses, held in October 2006 in St. Petersburg.

The role of the head nurse in the organization of nursing in health care facilities

In modern conditions, when the healthcare reform in our country has begun, the tasks of the chief nurses of medical institutions to organize the work of nursing staff in accordance with the new complex problems being solved in the reformed healthcare institutions are immeasurably increasing.

Improving the quality and efficiency of the management activities of chief nurses is possible only through the use of modern management science.

Nursing personnel management is a purposeful activity of the heads of nursing services of medical institutions (HCIs) and their departments, using various management mechanisms and communication channels to ensure well-coordinated, qualified work of nursing personnel to provide patients with nursing care of the appropriate quantity and quality. Thus, outpatient clinics should ensure the work of nursing staff in the newly organized day hospitals, hospitals at home, outpatient surgery centers, general practitioner services, etc. Very difficult tasks are facing the nursing staff of hospitals after their restructuring into hospitals for intensive observation, rehabilitation treatment, as well as hospitals for the treatment of patients with chronic diseases and hospitals for medical and social care.

In health care facilities, the organizational structure of nursing staff management includes:

subjects of nursing staff management, i.e. those who manage nursing staff;

objects of management, i.e. nursing staff managed by the subjects of management;

management mechanisms - various types of managerial influences, with the help of which the effective management of nursing staff and the fulfillment of the tasks assigned to them are ensured;

Ways and channels of information transfer (direct - management decisions and reverse - information on the progress of implementation of management decisions) between subjects and objects of management. The relationship between the elements of the organizational structure of nursing staff management for solving nursing problems in health care facilities can be represented as the following diagram:

As can be seen from this diagram, all four elements of the organizational structure for managing the nursing staff of the health facility closely interact with each other to ensure the high quality of nursing in the institution.

There should be constant two-way communication between the subjects and objects of management: the subjects of management bring management decisions to the objects of management, and the objects of management send information, reporting and other information about the progress of these decisions to the subjects of management. The most important obligatory feedback channel of objects of management with subjects of management is control over the implementation of management decisions and the effectiveness of the nursing staff.

The management mechanisms used by the head of nursing services make it possible to determine the goals of management in relation to the work of this health facility, clarify the main directions (functions) of the management activities of chief nurses, carry out management activities based on the most important management principles and widely use organizational, administrative, socio-psychological and economic management methods.

Thus, the organizational structure of the management of nursing personnel of a healthcare facility is a complex, interconnected management system that can successfully function and ensure the high quality of nursing in a healthcare facility only if all the potential capabilities of each of its elements are effectively used.

Let us consider sequentially what each of the elements of the organizational structure of the management of the nursing staff of the healthcare facility is.

Subjects of nursing personnel management

nursing staff management

The subjects of management of the nursing staff of health facilities are the heads of nursing services of medical institutions:

chief nurses or deputy chief physicians for work with nursing and junior medical personnel, directors of hospitals (houses) of nursing care and hospices.

In recent years, in a number of large health facilities, the positions of deputy chief physicians for working with nursing and junior medical personnel have been introduced, which has contributed to improving the quality of nursing staff management and raising the authority of the heads of nursing services of health facilities.

As for nursing homes (hospitals) and hospices, they are institutions that mainly employ nurses and junior medical staff, and, therefore, the heads of these institutions are also the heads of nursing services for these health facilities. Unfortunately, these much-needed institutions are still not openly enough.

Chief nurses, as well as chief midwives and chief paramedics, are the main group of heads of nursing services of health facilities who manage the work, first of all, senior nurses of health care units: senior nurses, senior operating room nurses, senior midwives, senior paramedics, etc. and provide a strategy for improving nursing in healthcare facilities.

In the clinics of the Moscow Medical Academy. THEM. Sechenov introduced the positions of chief nurses of clinics while maintaining the position of chief nurse in the management of all clinics, and in each individual clinic there are also positions of senior nurses.

In accordance with the Nomenclature of the positions of medical and pharmaceutical personnel and specialists with higher professional education in healthcare institutions, the chief nurse belongs to the positions of the heads of the institution. Consequently, the head nurse is an official of the institution with all the ensuing rights and responsibilities.

The tariff and qualification characteristics for the chief nurse (Appendix 2 to the Decree of the Ministry of Labor of Russia dated August 27, 1997 N ° 43) stipulate that in order to occupy this position, a higher medical education is required without presenting requirements for work experience or secondary medical education and work experience in the profile is not less than 5 years.

Order of the Ministry of Health of Russia dated June 19, 1997 No. 249 "On the nomenclature of specialties of nursing and pharmaceutical personnel" established that persons holding the positions of chief nurses must have the specialty "organization of nursing". This order approved the Regulations on specialists in the organization of nursing (hereinafter referred to as the Regulations) and the Qualification characteristics for these specialists.

The Regulation specifies the requirements for admission to work in the specialty "organization of nursing". Persons with a higher medical education in the specialty "Nursing" or a secondary medical education in the specialties: "Nursing", "General Medicine", "Obstetrics" and a certificate in the specialty "Organization" are allowed to professional activities as a specialist in the organization of nursing. nursing."

Along with the general requirements, the Regulation sets out in detail the duties, rights and responsibilities of these specialists, which allows it to be used as a basis for developing job descriptions for chief nurses.

The qualification characteristic for specialists with secondary medical and pharmaceutical education in the specialty "Organization of Nursing" includes a detailed list of general and special knowledge and general skills that these specialists must possess.

The same requirements are provided for attestation and certification of chief nurses.

The head nurse is appointed and dismissed from work by order of the head physician of the health facility.

To improve the efficiency of the management activities of chief nurses, services of chief nurses have been established in a number of large health facilities. So, the services of chief nurses include the so-called. chief specialists in certain areas of activity - chief (senior) nurses of hospitals for surgery, pediatrics, etc.; on work with ward nurses, procedural nurses, operating nurses; on training nurses and monitoring their work, etc. In a number of health facilities, methodological rooms for training have been created, etc. *

The following basic requirements are imposed on the subjects of nursing personnel management, that is, mainly on the chief nurses.

When appointing chief nurses to the post, it is necessary to take into account their desire to engage in managerial activities and not appoint them to this position against their will.

Candidates for the positions of chief nurses must have a certain set of personal universal qualities, without which it is impossible to manage people.

Managers must have sufficient professional training in accordance with the requirements of the Qualification Characteristics for Nursing Organization Specialists and have detailed information about the activities of the health facility in which they work (or will work).

Chief nurses should have knowledge about the activities of the mandatory health insurance funds (CHI) and especially about the requirements they impose on health facilities.

Effective work of managers is possible only if there is a clearly defined range of duties, rights, responsibilities and subordination. It is especially important to determine the immediate superiors of the chief nurse who have the right to give her orders and instructions. As a rule, it is advisable to limit them to the chief physician, and in his absence - to the person replacing him. As for other heads of health facilities, the head nurse should cooperate with them on an equal footing, that is, on partnership terms.

The circle of persons reporting to the head nurse should be limited to senior nurses (midwives, paramedics, pharmacists).

6. Comprehensive, systematic, purposeful work of chief nurses, their coverage of all urgent problems of the activities of the nursing staff of health facilities is possible only if there are detailed and approved work plans and regulations for their activities for a month.

The revitalization of the work of the Council of Nurses and especially the creation of a management apparatus in the form of introducing the positions of chief specialists of health care facilities in areas (in surgery, pediatrics, etc., senior nurses for training and control, senior ward, procedural, operating rooms, district nurses of the institution, etc.), the creation and organization of the work of educational and methodological rooms, etc. It is extremely important for the chief nurses to master the rules for delegating their routine functions to senior nurses and chief specialists.

7. In connection with the work begun on reforming health care - the restructuring of inpatient care, the redistribution of inpatient medical care to the outpatient level, the development of a network of day hospitals, outpatient surgery centers, consultative and diagnostic centers, the creation of a general practitioner service and other areas of development and transformation of medical services - it is extremely important to intensify work on organizing and adapting the activities of nursing staff to work in reformed and transformed healthcare facilities.

9. Effective management of the work of nursing staff is possible only if they are constantly taken care of: about their health, labor protection, creating a favorable psychological microclimate in the work team, optimizing the workload, convenient work schedule, providing those who wish the opportunity to receive additional income, etc.

10. Heads of nursing services should constantly improve their qualifications, study new normative materials, literature on the development of nursing, the experience of leading heads of nursing services and other healthcare facilities, implement their positive experience in their work.

11. Nursing leaders should seek leadership in their organizations and influence others in such a way that they work effectively to achieve the goals of effective nursing care for patients, while subordinates must firmly know that their efforts will be known to the leader and he will properly evaluate them .

12. When evaluating the effectiveness of the management of nursing leaders, it is advisable to use the "management grid modified by Blake and Mouton. This grid uses two main criteria: the degree of consideration for the interests of people and the degree of consideration for the interests of production, while the degree of "care for the person" and the degree of "care about production" are ranked on a scale from 1 to 9.

The management grid of Blake and Mouton, indicating the middle and four extreme positions, is shown in the following diagram.

Consider the positions indicated on the "grid" as assessed by the heads of nursing services:

1.1 - impoverished management (fear of poverty) - the manager makes minimal efforts just to avoid being fired. Such a style essentially cannot be called leadership, since there is practically no leadership of nursing staff;

9 - management in the spirit of a country house (rest home) - the head almost completely focuses on creating favorable conditions for subordinates, but practically does not care about improving the performance of nursing staff to provide them with full-fledged nursing care;

1 - power - subordination (authority - subordination) - the leader completely ignores the concern for subordinates and is focused on ensuring the effectiveness of the work of nursing staff, using their authority. This is a very rigid management style;

5 - organizational management (organization) - effectively managing nursing staff and taking care of subordinates, the head of nursing services achieves both an acceptable quality of nursing care for patients and a favorable moral and psychological climate in the work team and satisfaction of subordinates with caring for them;

9.9 - group management (team) - the most effective leadership style, because due to increased attention to subordinates, caring for them and ensuring effective management of nursing staff, the leader ensures that subordinates consciously participate in the implementation of the goals of the health facility and provide effective nursing care for patients. This style of leadership also provides an excellent moral and psychological climate in the work team and satisfaction of subordinates with the constant care of their leaders.

Therefore, every head of nursing should strive for a management style consistent with positions 5.5 and 9.9. At the same time, leadership styles corresponding to positions 1.1, 1.9 and 9.1 are unacceptable for heads of nursing services, which should be taken into account by the first heads of health facilities.

It is advisable to use the indicated criteria for the "management grid" to assess the leadership style of senior nurses.

13. Effective managerial activity of the heads of nursing services at health facilities is possible only on the condition that the first heads of medical institutions will fully support the chief nurses in their efforts to develop nursing at health facilities and skillfully adjust their work. It is very important that the leaders of the nursing staff have optimal working conditions: comfortable working premises, reliable communication with all services of health care facilities, personal computers and the necessary office equipment, decent wages, etc.

Nursing personnel management objects

The objects of management of nursing and junior medical personnel include positions of paramedical and pharmaceutical personnel, junior medical and pharmaceutical personnel listed in the Nomenclature of positions of medical and pharmaceutical personnel and specialists with higher professional education in healthcare institutions *.

In a number of health facilities, along with the above, new positions have appeared: nurses - consultants for patient care, nurse coordinators, day hospital nurses, etc.

In recent years, special services have been created in health care facilities to analyze and record work with insured persons under compulsory medical insurance, where nurses, medical statisticians and medical registrars do a lot of complex work.

Operational departments (dispatch services) have been organized in a number of health facilities, where medical registrars and nurses are successfully working.

1. Employees employed in the positions of paramedical and pharmaceutical personnel must have the appropriate education, confirmed by a state diploma, a specialist certificate and, preferably, an attestation category.

2. Employees must clearly know their job duties, rights and responsibilities.

Employees must perform nursing manipulations in strict accordance with the performance standards approved in the prescribed manner and brought to the attention of employees.

The workload of employees, set by the head of the institution, must correspond to the physiological capabilities of employees to perform their duties in a quality manner.

It is necessary to create favorable conditions for employees: draw up optimal work and vacation schedules; to provide them with means of small-scale mechanization of labor; create dispatching (operational) and transport (interdepartmental) services; to enter positions of couriers in the institution; organize a centralized drug service (CSN); to introduce a single computer network that unites automated workstations (AWP); effectively organize the work of the centralized sterilization department (CSO) and other services that provide assistance primarily to paramedical workers in medical departments. It is especially important to introduce the most important principle of work organization in institutions: all health care facilities work to maximize the satisfaction of the needs of medical departments.

It is necessary to provide workers with safe working conditions, protection of their health, etc.

It is extremely important that managers use all available opportunities of the current legislation for decent remuneration of employees (increases, allowances, additional payments, bonuses, use of compulsory medical insurance funds, etc.).

The most important factor in ensuring the efficient work of paramedical and pharmaceutical workers is the creation of conditions for the constant improvement of their qualifications, self-training, certification and certification, as well as the inclusion of the best and promising employees in the personnel reserve to fill the positions of managers and other most important nursing positions in healthcare facilities .

Literature:

1. Kheifets A.S. Article "Management activities of the chief nurses of hospitals to monitor the work of nursing and junior medical personnel." - Chief nurse, 2000, No. 1, p. 29; No. 2, p.7.

2. Articles: L.V. Spirin and G.I. Panasyuk (Chief Nurse, 2000, No. 0, pp. 41-43); N.D. Lada and Zh.V. Yoon (Chief Nurse, 2000 No. 1, pp. 41-43); T.I. Kareva and M.G. Leushina (Chief Nurse, 2000, No. 1, p. 44-47).

Meskon M.Kh., Albert M., Heudori F. Fundamentals of management / Per. from English. - M.: Case LTD, 1944, p. 493 - 498.

DEPARTMENT OF NURSING

abstract

on the topic: “The development of nursing at the present stage”

Performed:

faculty student

GSO 186 groups

Barinova Yulia Yurievna

Checked:

Karaseva Larisa Arkadevna

Syzran 2000

Plan

I.Introduction.

II.Nursing program.

1. Basic concepts used in the program.

2. Terms and stages of the program implementation.

3. Resource support for the program.

4. Organization of program management and control over the course of its implementation.

5.

III.Program content.

1. The main objectives of the program.

2. Program principles.

3. The main activities of nursing staff.

IV.Improving the organization of work of nursing staff.

v.Improvement of personnel policy.

VI.Improvement of professional education and development of scientific research in nursing

VII.Development of professional associations, associations and unions.

VIII.Program implementation mechanism.

IX.Conclusion.

The development of nursing at the present stage.

In the recent past, nursing was treated as an activity that did not require much special training.

I will consider how the official Soviet ideology interpreted the concepts of "nurse" and "care for the sick." These definitions, on the one hand, demonstrated the attitude of society towards the activities and status of nurses, and, on the other hand, shaped it. So, in the Decree of the People's Commissariat of Health (1927) it was said: "The average health worker should only be an assistant to the doctor, work according to his instructions and under his supervision, must be fully prepared to perform all the procedures prescribed by the doctor, and have precisely developed technical skills."

In the 1963 Popular Medical Encyclopedia, a nurse is described as: "A person of average medical qualification working under the direction of a physician and carrying out his prescriptions and certain procedures"; The Brief Medical Encyclopedia of 1994 defines a nurse as "a specialist with a secondary medical education working under the direction of a doctor in a health facility."

In 1993, the main principles of the philosophy of nursing in Russia were formulated for the first time, according to which a nurse is "a specialist with a professional education who shares the philosophy of nursing and has the right to nursing work. She acts both independently and in cooperation with other professional healthcare workers." First, in educational institutions, and then in treatment and prevention, the concepts of "nursing process", "nursing diagnosis", "nursing medical history", "patient's needs" began to be considered.

NURSING DEVELOPMENT PROGRAM

The state program for the development of nursing in the Russian Federation was developed in accordance with the order of the Ministry of Health of the Russian Federation of December 31, 1997 No. 390 "On measures to improve nursing in the Russian Federation."

At present, it has become obvious that a complex of unfavorable demographic, socio-economic, political and environmental factors that have arisen in recent years in the country has had an extremely negative impact on the health of the population.

The increase in demand for medical services occurs against the backdrop of an ever-increasing shortage of material and financial resources. The amount of healthcare financing from the budgets of all levels and from the funds of compulsory medical insurance cannot provide the population with free public medical care.

In the current situation, nursing personnel, who constitute the largest category of health workers, and the services they provide are seen as a valuable health resource to meet the needs of the population for accessible, affordable and cost-effective medical care.

The reform of nursing education carried out in the country under the leadership of the Ministry of Health has yielded concrete results, expressed in the creation of a multi-level system for training nursing personnel, improving the quality of vocational education, for the first time in Russia, specialists with higher nursing education have been trained.

At the same time, the lack of a legal basis for the activities of nursing professionals, mechanisms for its regulation, means and methods of social protection and motivation of qualified personnel leave a declared, but so far unfulfilled need for practical healthcare to use the existing nursing potential. There is a significant staffing imbalance in the industry in the ratio between doctors and nursing staff, the outflow of qualified

nursing staff from public health institutions, workloads, staff dissatisfaction and social tensions are increasing.

In this regard, there is an urgent need in the country for a well-thought-out state program for the reform and development of nursing. The program should be based on the real conditions and possibilities of state and municipal health care. The main directions, approaches and principles laid down in the Program should serve as a guideline for programmatic and other management actions at the regional and local levels.

Basic concepts used in the Program:

Nursing - an integral part of the health care system, which includes activities to promote health, prevent diseases, provide psychosocial assistance and care to people with physical and (or) mental illnesses, as well as disabled people of all age groups. Nursing encompasses the physical, intellectual, and social aspects of life as they affect health, disease, disability, and death.

Such assistance should be provided by nursing staff in health care facilities and any other institutions, as well as in the home, in other words, wherever there is a need for it.

Nursing staff - these are employees who have a medical education in the specialties of nursing, obstetrics, general medicine (qualification of a paramedic) and admitted to professional activities in the prescribed manner.

The diversity of roles nurses perform requires an understanding of the factors that affect health, the causes of disease, how it is treated and rehabilitated, and the environmental, social and political contexts in which care is provided and the health system operates.

Terms and stages of the program implementation

To ensure consistency in the implementation of the main directions of the Program, work on its implementation will be carried out in stages in 1998-2005.

The first stage - 1998-2000 includes the preparation of priority, urgent measures (creation of regulatory, legal, material and

technical and organizational base) for the implementation of the Program.

The second stage - 2001-2005. includes the implementation of cost-effective forms and methods of nursing services in the healthcare system of the Russian Federation.

Resource support of the program

The program is being implemented at the expense of the federal budget, funds from the budgets of the constituent entities of the Russian Federation and extra-budgetary sources attracted for its implementation, which do not contradict the existing legislation.

Financial support for resolving issues that are under the joint jurisdiction of the Russian Federation and its constituent entities is carried out mainly at the expense of the budgets of the constituent entities of the Russian Federation.

Organization of program management and control over the course of its implementation

Management and control over the implementation of the Program is carried out by the Ministry of Health of the Russian Federation. The main directions and provisions of the Program are annually refined and monitored based on the progress of its implementation and the effectiveness of the use of funds.

Evaluation of the effectiveness of medical - social and economic consequences of the implementation of the program

The medico-social and economic efficiency of the Program will be assessed based on the indicators of the effectiveness and quality of the nursing services of the nursing staff of healthcare institutions, education and social protection of the population, as well as their structural divisions, in the course of implementing the main directions, provisions and activities of the Program.

Decree of the Government of the Russian Federation dated 05.11.97 No. 1387 "On measures to stabilize and develop healthcare and medical science in the Russian Federation" provides for the implementation of a reform in the industry aimed at improving the quality, accessibility and cost-effectiveness of medical care to the population in the conditions of the formation of market relations.

An important role in the healthcare reform, ensuring the availability and quality of services provided to the population, strengthening the preventive focus, and solving the problems of medical and social assistance is assigned to specialists with secondary medical and higher nursing education and constituting the largest category of healthcare workers.

For the rational and effective use of the existing human resources nursing potential, in the current situation, the formation of state policy in the field of nursing and increasing the responsibility of authorities at all levels for its implementation are becoming important.

MINISTRY OF HEALTH OF THE RUSSIAN FEDERATION

All-Russian Educational-Scientific-Methodical Center

for Continuing Medical and Pharmaceutical Education

2.16. Providing first aid in emergency conditions.

2.17. Participation in carrying out activities to organize the activities of a medical institution in extreme conditions.

3.1. Have access to the information necessary for the qualitative performance of the functional duties of nursing and junior medical personnel.

3.2. To improve the system of organizing the work of middle and junior medical personnel on the basis of best practices and the introduction of new technologies.

3.3. To improve the system for evaluating the work of middle and junior medical personnel in the new economic conditions.

3.4. Make proposals to the management on improving the quality of medical care for the population.

3.5. Apply (public influence or verbal disciplinary action, recommend to the administration of the medical institution other measures of influence for violations in the work of middle and junior medical staff.

3.6, Apply to the administration for the issuance of moral and material incentives for middle and junior medical personnel.

3.7. Participate in the work of professional medical associations.

3.8. Improve qualifications and be certified for the assignment of qualification categories.

4. RESPONSIBILITY

A specialist for non-fulfillment of his professional duties shall be liable under the current legislation.

Cycle: “Modern aspects of management, health economics”

Specialty: “Organization of nursing”

Position: “Chief nurse, head nurse of an outpatient clinic acting as departments within a medical institution”

1. T E O R I A

The system and policy of health care in the Russian Federation for the protection of public health. Concepts for the development of health care in the Russian Federation. Primary health care. The role of the chief nurse in the implementation of federal programs to protect the health of the population. Determination of population health indicators. Analysis of statistical indicators of public health. and analysis of indicators of medical and social efficiency of medical institutions.

Application of the basics of office work in the work of the chief nurse of health care institutions in the analysis of the activities of health facilities: analysis of annual statistical reports and primary medical documentation reflecting the activities of middle and junior medical personnel.

Planning a system of measures to organize and control the activities of the nursing service in an outpatient setting, in a specialized hospital.

Evaluation of the effectiveness of management activities. Carrying out marketing research and adjusting the needs of the population in various types of nursing care based on the results of marketing research, and their implementation in practical healthcare.

Organization of work on personnel planning for specialists with secondary medical education, placement, use, training and qualification assessment. Monitoring the implementation of the nursing process during the internship.

Management of material resources of health care. Accounting and liability. Participation of the chief nurse in the inventory of material assets in health facilities. Receipt, implementation of proper storage, accounting, spending and delivery to the state fund of products containing precious metals.

Rationing of work of average medical personnel. Calculation of the standard number of positions of middle and junior medical personnel.

Budgeting for major items. Carrying out calculations for items of expenditure. Calculation of the cost of medical care,

Conducting an analysis of the quality of medical care by paramedical personnel.

Infection control and infection safety. The role of the chief nurse in the organization and control of the sanitary and epidemiological regime in healthcare institutions, in structural divisions: quality control of the processing of medical instruments and care items; in the prevention of occupational infection with viral hepatitis and HIV infection and nosocomial infection of patients.

The role and participation of the head nurse in the immunoprophylaxis of infectious diseases, in the organization of the sanitary and epidemiological regime in the detection of especially dangerous infections.

The system for organizing the interaction of health care institutions with institutions of a sanitary and epidemiological profile: for the sanitary condition of medical facilities, a catering unit and canteen departments.

The role and participation of the head nurse in the organization of medical support for the population in emergencies and disasters.

2. P R A C T I C A.

Planning a system of measures on the prospects for the development of the nursing service of medical institutions using scientific and managerial approaches to improve the quality of nursing care for the population.

Analysis of statistical indicators for assessing the health of the population and correction of the needs of the population in various types of nursing care, taking into account the analysis data. Analysis of performance indicators of a medical institution.

Analysis of the form of annual statistical reports and primary medical documentation, reflecting the activities of middle and junior medical personnel. Control over the correct maintenance of medical records in the structural divisions of health facilities. At practical classes, analyze the performance indicators of health facilities and various forms of annual reports (Note: based on the results of homework or at seminars).

Organization of nursing care for patients on the basis of the nursing process and the implementation of control over the care of incurable patients. In the classroom, analyze nursing histories.

Organization and control to ensure medical and protective, sanitary and epidemiological regimes in a medical institution. At a practical lesson, provide for a visit to the central sterilization, procedural and other departments of the hospital with a subsequent analysis of the results.

Organization of control over sanitary-educational and anti-epidemic work with the population of paramedical personnel.

Acquaintance with the organization of work of institutions of a sanitary and epidemiological profile. Implementation of current and preventive sanitary supervision in health facilities. Control of the sanitary condition of the catering department, food preparation technology, food storage. At a practical lesson with a visit to the catering department, conduct a hygienic assessment of the prepared food, establish the compliance of the prepared dishes with the diet number. To study the regulatory documents regulating the activities of dairy kitchens.

Planning a system of measures for organizing the work of the nursing service of outpatient clinics, specialized hospitals, FAPs, health centers, emergency and emergency medical care, medical institutions for the protection of maternal and child health.

In practical classes, all educational questions in this section should be studied and developed in the relevant health facilities.

Organization of work on personnel planning for specialists with secondary medical education for advanced training and retraining, attestation and certification. Monitoring the implementation of individual professional job descriptions for nursing and junior medical personnel. Organization of industrial practice for students of colleges and schools.

At the lesson, analyze typical mistakes in personnel work, certification, etc. (Note: based on the materials submitted by the certified to the central certification commissions, on the analysis of listeners' answers).

Management of material resources of health care, pharmaceutical provision of medical institutions; regulation of labor of middle and junior medical personnel.

In practical classes, study the issues of receiving, accounting, storing, using, inventorying material values, medicines, studying regulatory documents. Use and study the regulatory documents for the operation of medical equipment and equipment, safety and labor protection.

Calculate the number of positions planned for hospitals and polyclinics. Make a budget for the main items. Calculate the cost of medical care with the application of labor standards. Assess the quality and effectiveness of nursing care against standards.

In practical classes on the basics of medical informatics, study the principles of computer operation, work with the Norton Commander program, with files, text editing, printing texts, and work with spreadsheets. Familiarize yourself with the ACS of the hospital, polyclinic.

At practical classes in disaster medicine, develop training activities on medical support for the activities of a medical institution; provision of first aid in emergency situations.

JOB REQUIREMENTS FOR A NURSING SPECIALIST WORKING IN

POSITIONS CHIEF NURSE, SENIOR OUTPATIENT NURSE,

OPERATING ON THE RIGHTS OF DEPARTMENTS AS A PART OF THE MEDICAL AND PREVENTIVE INSTITUTION.

(POSTGRADUATE TRAINING)