Strategic Direction 2002-2008 |
Action: Management of health personnel for nursing and midwifery services
|
Related factors: establishment of national employment policies that seek equity for the gender relations that permeate nursing and midwifery with healthy and safe working conditions, with salary dignity, recognition, and appreciation of the nursing and midwifery competences. Based on the above, in addition to hiring, it aims to retain the staff. |
Strategic Direction 2002-2008 |
Action: Practice and health system improvement
|
Related factors: given the dynamism of the health systems, nursing and midwifery need to increasingly base their decision-making and care/management models based on the best scientific evidence, with a view to the best care practices. From this context, improving access to efficient nursing and midwifery services to the individual, family, and community derives as an objective. |
Strategic Direction 2011-2016 |
Action: Contribution to the strengthening of health systems and services
|
Related factors: contribution to person-centered care. This way, it aims to enable nurses and midwives to play a greater role in ensuring that the design, delivery, and performance of the health systems meet people's needs. |
Strategic Direction 2011-2016 |
Action: Nursing and midwifery policy and practice
|
Related factors: improving the professional position of nursing and midwifery |
Strategic Direction 2011-2016 |
Action: Nursing and midwifery workforce management
|
Related factors: performance improvement. Thus, it aims to promote a positive work environment, with support supervision for the ideal performance of the nursing and midwifery workforce. |
Strategic Direction 2011-2016 |
Action: Partnership for nursing and midwifery services
|
Related factors: it is necessary to encourage active and systematic collaboration among nursing and midwifery organizations, in addition to community-based organizations, professional groups, and the government. Therefore, it aims at the following: implementation and monitoring of these strategic directions, and articulation and strengthening of effective networks and partnerships to improve nursing and midwifery services. |
Strategic Direction 2016-2020 |
Action: Ensuring an educated, competent and motivated nursing and midwifery workforce within effective and responsive health systems at all levels and in different settings
|
Related factors: educating, recruiting, implementing, and maintaining the adequate number of nursing and midwifery workers with the necessary competences, strengthened with resources favorable to the performance of work, governed by professional regulations. To this end, it establishes the following as a strategy: to align investments and to coordinate plans for the development of nursing and midwifery in the management of the workforce. |
Strategic Direction 2016-2020 |
Action: Working together to maximize the capacities and potentials of nurses and midwives through intra- and inter-professional collaborative partnerships, education and continuing professional development
|
Related factors: to optimize the impact of nursing and midwifery on the health systems, at all levels of health care, by means of inter- and intra-professional collaboration and partnership. For that, it is necessary to outline, monitor, and evaluate roles/responsibilities of the nursing and midwifery workforce to promote education and collaborative practice. |