[UCC] UCC for Siantar - Thanks And Praise The Lord

Dear all

Thanks and Praise The Lord

Berkat perlindungan Tuhan maka pelayanan UCC ke kampus PTASN Pematang Siantar dan RSA Medan (20 -23 Maret 2008) sudah berjalan dengan baik.

Persiapan yang sempat mendebarkan karena last minute sehari sebelum keberangkatan Ticket Adam Air dibatalkan semua :( pada akhirnya Tuhan tetap memberikan jalan keluar walaupun dengan sedikit perjuangan (seharusnya yang berangkat 4 jadi 3 orang, dengan harga tiket yang menjadi 3 kali lipat dan kepulangan terpaksa dua orang dari Pekanbaru, jalan darat dulu ke pekanbaru ).

Sabeth Sianipar tidak jadi datang karena anaknya dirawat di RS Pondok Indah (padahal Ticket sudah di beli)

Rombongan dariManado, Bandung & Jakarta (Br. Joko, Zr. Wandan & Zr Grace) tiba di kampus PTASN jam 2 pagi. sementara rombongan dari duri (dua mobil): yosaphat, Erline, Dwipo, Rusmiati, melvin dan 4 anak anak tiba di kampus jam 9 pagi dan langsung ke Dining untuk makan pagi bersama he..he... karena sudah ditunggu oleh ibu Manafe (dulu sempat kerja di UPPKM RSA Bandung).

Acara Pelatihan dan seminar berjalan dengan baik, di buka dengan resmi oleh Pak Limbong dan Evelyne Tambunan (Ketua Jurusan), pada kesempatan ini UCC juga memberikan 2 buah Copy Buku Nursing terbaru yang didapat dari Bang Didi juga kenang kenangan kepada Officer dan Staff Dosen AKPER berupa MUG UCC

1. Pelatihan BLS diberikan untuk TK 3 pada hari kamis dan Jumat pagi.

2. Sharing experience oleh UCC kepada mahasiswa TK 1 & 2 dilakukan pada hari kamis pagi (oleh Dwipo, Joko, Grace dan tambahan bintang tamu Sahlan Sihotang)

3. Kamis siang, seminar Komunikasi oleh Zr. Wandan untuk TK 1 & 2

4. Jumat pagi seminar Career opportunity preparation untuk TK 1 dan Hospital Customer Service for Nurse untik TK 2

5. Jumat Siang, seminar Biobehavioral Nursing Intervention untuk TK 1,2 & 3 oleh Br. Joko

Malam sabat, vesper bersama dan perjamuan Suci di kampus PTASN, Sabat pagi bergereja di kampus dan sabat sore jalan jalan ke Parapat atas kebaikan Bapaknya Early Limbong meminjamkan mobil he..he...

Minggu pagi rombongan terbagi dua, satu mobil kembali ke duri sekaligus membawa anak anak pulang agar hari senin bisa sekolah, sementara satu rombongan lagi ke RSA Medan untuk menemani Br. Joko memberikan seminar kepada perawat di RSA Medan.

Seminar di RSA Medan dilaksanakan menjadi 2 sessi (jam 1-3 dan jam 3.30 - 5:00), rombongan ke duri berangkat jam 6 dari Medan sementara Br. Joko diantar oleh RSA ke Airport. seminar ini disambut dirasakan sangat bermanfaat oleh para perawat yang hadir.

Adalah satu kebahagian bahwa pelayanan UCC di PTASN maupun di RSA Medan mendapat sambutan positip. semua teman teman UCC yang datang merasakan kegembiraan tidur diasrama dan makan di dining. semua semangat untuk makan dan tidur he..he karena suasana asrama adalah suasana penuh cerita dan kegembiraan.

Harapan kami, dimasa mendatang akan lebih banyak lagi rekan rekan UCC yang ikut bergabung dalam setiap pelayanan baik itu ke Kampus kampus maupun ke Rumah Sakit.

Ucapan Terimakasih dan Doa kami sampaikan kepada:

1. Semua Teman teman yang sudah mendoakan program ini

2. Semua teman teman yang sudah berniat untuk ikut tapi karena satu dan lain hal terhalang untuk hadir (there will be next time for all of you)

3. Evelyne Tambunan, Pipin Sitorus, Marta Limbong dan Yunice Purba sebagai Tuan rumah yang telah menyambut UCC dengan penuh keramah tamahan PTASN.

4. Pipin Sitorus, yang sudah membantu Team UCC sebagai salah satu Team Pelatih

5. Erita Limbong, sebagai Perawat Training yang telah menyambut UCC di RSA Medan

6. Joko untuk Waktu dan pengorbanannya sehingga disela sela kesibukan sebagai Dekan Fak Perawatan UNKLAB masih meluangkan waktu melayani dan berbagi ilmu ke Pematang Siantar dan Medan

6. Mas Dwipo & Mbak Rusmiati atas segala kebaikan hatinya sehingga rombongan dari Duri mendapatkan pinjaman Mobil Blazer ^__^ juga untuk dukungannya mengajar dan sharing experience, atas pinjaman Manikin untuk Test mahasiswa serta kemurahan hatinya.

7. Wandan yang udah cape bahwa bawa Manikin UCC dari Bandung dan juga yang sampe jam 10.30 malam di bandung dan langsung kerja malam

8. Ghe ghe yang udah sibuk nyiapin Kaos, Mug UCC, Power point Presentation, Name Tag and many back up duties. Juga sudah hampir semaput ngurusin ticket (Manado, Jakarta, Medan, Pekanbaru) he..he sampe sampe harus nyari oleh oleh untuk orang travel yang berbaik hati (sepertinya tiket masih ngutang nich karena belum selesai ngitung ngitungnya ha..ha God is Good)

9. Erlyne, atas dukungannya untuk Yosaphat he..he....

10 Yosaphat untuk BLS training yang sudah dipersiapkan dengan mantap juga untuk kesediaannya "Nyupir" Duri - Siantar - Medan - Duri (mampir di bengkel dan Bolu meranti he..he)

11. Didi Zebedeus & Lily untuk long life supportnya dengan Doa yang tidak berkeputusan dan sudah menyediakan UCC's Manikin, Buku buku & CD untuk disumbangkan ke Kampus, juga untuk "Back up" for all UCC Program

12. Untuk semua teman teman yang sudah SMS dan email memberikan support untuk pelayanan UCC ke Siantar. GBU all

13. Untuk semua teman teman yang namanya sengaja tidak ditulis he..he tapi selalu mendukung setiap pelayanan UCC

Next Prgoram: PONTIANAK 25 May - 1 June 2008. Tersedia MUG UCC dan KAOS UCC untuk mendukung Pelayanan Pontianak

Undangan dari Sir Joko Sutopo MAN (Dekan Fakultas Perawatan UNKLAB) agar UCC bisa datang ke UNKLAB pertengahan Oktober dengan BLS training, Seminar, Theodora Award dan Demorgan Award.

So .. bagi teman teman yang punya waktu pertengahan Oktober 2008 be ready ..... sisihkan uang jajan untuk tiket pesawat .... transportasi dan akomodasi dan komsumsi selama di Manado akan disediakan Brur Joko he..he enakan jadi UCC .. punya banyak saudara dimana mana ^___^

akhir kata: Kiranya nama Tuhan saja yang dimuliakan dalam setiap pelayanan UCC dan diranya Tuhan yang menyempurnakan setiap rencana dan pelayanan yang sudah UCC siapkan

GBU all

Keep shining keep smiling

Melvin

terlampir Photo hari pertama .... he..he

(message was posted in miling list UCC@yahoogroups.com by bang Melvin Simatupang)

Lowongan di Kimberly-Lever Indonesia

Nurse Technical Advisor

Nurse Technical Advisor

Aga Khan University (AKU)

Established in 1980, Aga Khan University School of Nursing (AKUSON) is the first academic component of the University. Since its inception, AKUSON has played a pivotal role in changing public perceptions towards the nursing profession and has established in Pakistan an internationally acceptable model for nursing education and practice. At present, AKUSON conducts four academic programmes: General Nursing (R.N.) Diploma (3 years), B.Sc.N. (4 years), Post R.N. B.Sc.N. (2 years) and M.Sc.N (2 years). The School currently has an enrollment of about 400 students. AKUSON graduates are working in leadership positions nationally as well as internationally in UK, USA, Africa etc. AKU is part of Aga Khan Development Network (AKDN), a group of private international development agencies which work in the developing countries of Asia and Africa. Since the signing of the Agreement of Cooperation for Development with the Interim Administration of Afghanistan by His Highness the Aga Khan, the AKDN has responded with capacity building and rehabilitation initiatives in Afghanistan.

Location: Afghanistan (Kabul)
Closing date: 01 Apr 2008

Job Description
Reporting to the Director, AKU Programmes, Afghanistan, the incumbent will be responsible for:
- Overall management and implementation of AKUSON’s nursing education program at IHS (Kabul and other).
- Coordinate efforts of the AKU-SON nursing team to build capacity of the IHS nursing faculty, and improve the overall quality of the diploma program at IHS.
- Develop a plan for training of the clinical staff in hospital and IHS nurses to enable them to supervise and support students in clinical skills training and skills laboratory areas.
- Coordinate nursing-related activities with local health and government authorities, donors, NGOs (national and international), IHS management, management at clinical training sites, and other stakeholders to move forward the program objectives.
- Take the lead in ongoing monitoring and evaluation of the programme and subsequent changes in programme activities to improve impact.

Requirements:
- Masters in Nursing from a recognized institution is preferred.
- Practicing nurse with comprehensive clinical and teaching experience.
- 3-5 years experience relevant to this post
- Pleasant personality and diplomatic abilities
- Good organizational skills
- Fluent in written and spoken English
- Computer literate in Word and Excel
- Willing to live and work in Afghanistan

Vacancies Contact
E-mail: recruitment@aku.edu

Reference Code: RW_7CNBDX-22

Being new

Being new

Caryn Salito, RN, MSN, MBA 1

In an article entitled The Challenges of Being New, Catherine Robinson-Walker, MBA, MCC 1 brings attention to the challenges a new nurse manager faces. Ms. Robinson-Walker identified that the biggest challenge of a new nurse manager is lack of support.

Most would probably consider me a new nurse with a mere 7 years of nursing experience. I am currently completing my MSN/MBA and have always had the desire to run a nursing unit in my area of expertise. Approximately 8 months ago I was given this exact opportunity. I was given the opportunity to manage a 27-bed inpatient nursing unit along with its coinciding outpatient clinic.

The decision I was faced with was not simple. I asked myself several times “Do I accept this opportunity or should I gain more experience and wait for the next opportunity to come along?”
Many factors would contribute to my decision. My commute would change from nonexistent to a 1-hour drive each way. My days would increase from 8 hours to whenever the job was done. I continuously questioned whether I am the right person to fill this position. Would I be able to maintain such a large inpatient unit and high volume clinic with no management experience? Would the staff accept me? Would the institution be a good fit for me? Most importantly, would I have the support and mentorship that would be necessary to allow me to succeed?

My thoughts kept racing, and the only question answered was “would I have the support and mentorship that would be necessary for me to succeed?” The answer I received time and time again was “Yes.”

From day one I knew I was in for the challenge of a lifetime. I felt as though the entire hospital was awaiting me, the new nurse manager. I knew no one, yet the whole hospital knew me. My eyes were overwhelmed with their stares. My mind was overwhelmed with what I assumed were their thoughts. My stomach was overwhelmed with nerves. My ears were overwhelmed with the abundance of names being sent through them. I was overwhelmed.

I continuously had to remind myself of the support I was guaranteed. Knowing that when it all became too much I would have someone to turn to and know she would give me the support I needed to get through. My support was my boss and a fellow nurse manager. The nurse manager assigned as my mentor was wonderful, but she, too, was a new nurse manager with less then a year of management experience on her resume. When I questioned how effective one new nurse manager could be as a mentor to another new nurse manager I was reminded that she had years of nursing experience to speak about at this very same institution.

In From Novice to Expert, Patricia Benner, RN, PhD 2 teaches nurses that a nurse will be successful personally and professionally when she is nurtured from novice to expert. To develop from novice to expert it is crucial that the novice have direction from others with more experience. In the profession of nursing, experience has traditionally been defined as the total years an individual has practiced as a nurse. Commonly, experience in a particular role within nursing is not considered. To assure nurse managers are successful it is pertinent they model after nurses with an abundance of management experience rather then many nursing years of experience. A nurse with 20 years of clinical nursing experience and 1 year of management experience is as novice as a nurse with 7 years of clinical experience and 8 months of management experience. A novice manager mentoring a novice manager will not allow for professional growth and success. What it will allow for is dissatisfaction, as well as mental and physical exhaustion.

With each day that passes I have been expected to do more and more. My mentoring sessions have dwindled from every week to “Hello, how are you doing?” while arriving at a meeting. My meetings with my boss take place on a biweekly basis with the expectation that I call when I am uncertain or I hit a bump in the road. If this were the case, I would never hang up the phone.
As a new nurse manager I would define support as a solid foundation composed of resources and individuals that allow a nurse manager the opportunity to grow both personally and professionally. Support is receiving proper and thorough training. It is knowing that as a manager you are being heard, it is knowing that others are being held accountable so yet another task does not fall into your lap as the manager, it is knowing that when you throw your hands in the air someone will come and help you through.

After reality set in and I realized that I was now a nurse manager, I did feel a sense of excitement in the midst of my nerves. I was excited about entering an institution at the brink of tremendous change. I was excited to add my thoughts and previous experience to their change process. I would be helping to make a difference, or at least I thought.

In an article entitled “The Change-Dazed Manager,” Katherine Vestal 3 nicely states that “today's nurse managers are experiencing the most intense, change laden roles that ever functioned in healthcare.” Vestal 3 goes on to state that “Nurse Managers manage healthcare organizations that are larger by revenue then most small businesses in America.”
I have found that running a multi-million dollar business alone is difficult. It is very difficult to lift my head out of my daily tasks. The needs of my staff take precedence, the schedule and payroll need to be completed and e-mails and phone calls need to be returned. On top of my day-to-day tasks, I find myself holding members of other departments accountable for completing their tasks. When their work is not complete and it affects my unit, I find myself completing their work.

Nursing management positions now require a minimum of an MSN. In 5 weeks I will have my MSN/MBA. Currently, I do not find myself using my degree. I do not have the time to work on projects that would require me to use the knowledge I have gained from my graduate course work.

It is now that the profession of nursing needs to conform to allow its new nurse managers the opportunity to be successful. It is the successful new nurse managers who will bring nursing to the next level of practice.

Footnotes1. Caryn Salito, RN, MSN, MBA, is a recent graduate of the MSN/MBA program at the Johns Hopkins University School of Nursing in Baltimore, Md.

References
1 Robinson-Walker C, The challenges of being new, Nurs Leader, Volume: 5, Issue: 1 (2007), pp. 8--9 Bibliographic Page Full text
2 Benner P, From novice to expert, (1985), Prentice Hall, New York.
3 Vestal K, The changed-dazed manager, Nurs Leader, Volume: 1, Issue: 5 (2003), pp. 6--7 Bibliographic Page Full text

Look up: Could that new leader be you?

Look up: Could that new leader be you?

Katherine Vestal, RN, PhD, FAAN, FACHE 1,

Have you ever watched a leader that you admire and wondered if you could ever be successful in that job? Or conversely, have you watched someone and said to yourself that you could never, or would never, do that job? Or have you assessed a leader and determined that you think you could do a better job than they do? Probably all of us have experienced these moments more than once and found that they either motivate us to explore opportunities or confirm that we should just stay the course with our present role.

Given the current and increasing leadership shortage in nursing, these thoughts will inevitably lead to a lot of soul searching as pressures mount to have talented nurses in leadership roles. Nursing leadership roles are naturally evolving to meet myriad organizational challenges, so there will be ample opportunities for those who aspire to fill them. While all leadership roles do not necessarily involve upward promotion, at some point in a career that will likely be the case. So look up. What do you see in the hierarchy in the way of leadership roles? Do any of them look challenging or attractive to you? Do you aspire to fill a specific role?

Many of us are reluctant to have discussions about our leadership career aspirations or potential pathways. Are we afraid to offend the people currently in the roles? Or are we afraid to commit to a pathway and do the work to make it happen for fear of failure or disappointment? Often, we assume that because we are doing a good job in our current role that that will be recognized and we will be sought out for new opportunities. So there is usually some mix of fear of the unknown, reluctance to clarify our career intents, and belief that if we work hard enough the opportunities will come to us.

While this may work for some, more than likely it will slow advancement or in some cases derail upward mobility. Both of these are antithetical to what we need in nursing. So how can we begin to look up, clarify what we want, and set a course to achieve career goals?

Assess the changes that are underway in your organization
Many of these changes will create opportunities that you might pursue. For instance, if there are leadership changes underway and new leaders are coming into the organization or internal leaders moving around in the organization, vacancies will be created that will probably need to be filled. Give a lot of thought to pursing selected opportunities by assessing your interest in the work of that role, determining how selection will be made, and doing a self assessment of what you would bring to the role. If you can then envision yourself in the role it is helpful to talk with others to get information and feedback.

Make it known that you are interested in the job or a job with increased responsibility
In busy complex healthcare organizations it is easy to be overlooked, so have a conversation with other leaders and express your interest in advancing your career. Make it clear that you are ready to tackle assignments where you can learn and grow, that you are actively pursuing knowledge and skill building, and that you have the energy to invest in new initiatives. Whether this leads to a new role, a committee leadership assignment, or a special project is less important than the fact that you are now in a more visible position and can continue to pursue your goals.

Gather information on your experiences and accomplishments into a portfolio that you can review and also share with others
Over the years we tend to forget a lot of the detail of what we have accomplished, so it is important to periodically take stock of our careers to date. In objectively reviewing your accomplishments and holding them up to the career plan that you design, it will become clear where your strengths are and the areas that you will need to develop. In discussing your career portfolio with leaders who can advise you, you will get valuable insight into how the organization views your preparation for advancement.

Getting up to speed quickly will fast track your advancement
None of us ever has a full portfolio of skills and knowledge needed by the organization. But some have more than others. Establish a plan to enable you to gain expertise quickly so you are ready for the opportunities as they arise. For instance, if you determine that you need more expertise in fi-nance, or human resources, or patient safety, look around you and find people who can teach or mentor you and implement a plan to learn what you need to know. These resources can be inside or outside of the organization and in many cases can be learned through continuing education programs or the internet.

Demonstrate that you are flexible, focused, and dependable in meeting goals and metrics
With the increased pressure to meet targets and goals in healthcare organizations, it will not go unnoticed that you are able to deliver results. In the process you show that you are creative, innovative and able to find new and better ways of doing things. It is important that you share your findings with others, not only to better the organization, but also to create a platform for your own career pursuits. It is easy to think that the things you ac-complish will be highly visible and credited to you, but in reality that does not happen by chance.

Being scared can be a good thing as it will motivate you to quickly find an answer
Most leaders will tell you that they had a fair amount of fear when they began new jobs and that they felt that they had a lot at stake to succeed. From the outside, they exuded confidence so it was hard to see that they were scared, but they were. Often it is that same fear that keeps capable people from pursuing new jobs and the opportunity to grow and advance is lost. For all nurse leaders, there will be so many opportunities to advance that we must understand that the fear we feel should be the driver for learning and advancement. It is not necessary when considering a new role, to overemphasize your needs. Just acknowledge that there are things to be learned and you will have a plan to accomplish that.

Look for opportunities to try a role on an interim basis
With all of the organizational challenges there are always opportunities to fill a function or role on a short-term basis. That might be just the chance to try out a role and see if it interests you while also getting visibility from other leaders. Interim roles always have unique challenges so you will need a sense of adventure as you assume the responsibilities. Be sure when agreeing to assume an interim leadership role that you have clarity about what must be accomplished within a defined time frame. This will help you determine how you can pace change and meet expectations. Be prepared to track your results closely and stay in close touch with the leader the role reports to.

In many ways advancing in leadership and moving to the top is as much of an art as a science. Of course, you will need to have substantial knowledge and skills as you assume increasing responsibility, but you will also have to keep looking up and determine what you will need to learn next. Perhaps the greatest challenge is to be able to visualize yourself in that role and make a personal career commitment to get there.
So be sure and look around at the leaders you admire, look up at the leaders you aspire to be, and then look inside yourself and instill the drive to get there. We need so many new leaders, and you can make sure you are one of them.

Footnotes1. Katherine Vestal, RN, PhD, FAAN, FACHE, is president of Work Innovations, Inc., in Lake Leelanau, Mich.

Upaya Meningkatkan Profesionalisme Perawat

Upaya Meningkatkan Profesionalisme Perawat

(Dari Simposium Keperawatan RS Husada)

JAKARTA – Sebut satu saja pekerjaan yang sangat mulia, jawaban yang mungkin paling banyak muncul adalah perawat. Betapa tidak, merawat pasien yang sedang sakit adalah pekerjaan yang sangat sulit. Tak semua orang bisa memiliki kesabaran dalam melayani orang yang tengah menderita penyakit.

Namun, perawat sebagai profesi dan bagian integral dari pelayanan kesehatan tidak saja membutuhkan kesabaran. Kemampuannya untuk ikut mengatasi masalah-masalah kesehatan tentu harus juga bisa diandalkan.
Demikian dikemukakan pakar Keperawatan Murni Suliantoro dalam simposium bertema "Upaya Memajukan Profesionalisme dan Praktik Keperawatan" yang berlangsung di Rumah Sakit Husada, pekan lalu.
Untuk mewujudkan keperawatan sebagai profesi yang utuh, menurut Murni, ada beberapa syarat yang harus dipenuhi. Setiap perawat harus mempunyai "body of knowledge" yang spesifik, memberikan pelayanan kepada masyarakat melalui praktik keprofesian yang didasari motivasi altruistik, mempunyai standar kompetensi dan kode etik profesi. Para praktisi dipersiapkan melalui pendidikan khusus pada jenjang pendidikan tinggi.

Simposium yang menampilkan para pakar di bidang keperawatan dan kesehatan ini membahas juga pelaksanaan keperawatan profesional terkini, isu etik dan spiritual dalam asuhan keperawatan, pemahaman profesionalisme dalam keperawatan dan pemeliharaan kualitas rekam medis dalam menunjang peningkatan mutu pelayanan kesehatan.

Kerangka Kerja
International Council of Nurses (ICN) mengeluarkan kerangka kerja kompetensi bagi perawat yang mencakup tiga bidang, yaitu bidang Professional, Ethical and Legal Practice, bidang Care Provision and Management dan bidang Professional Development. Kerangka kerja ini menurut Murni kini menjadi acuan dalam menyusun standar kompetensi perawat di Indonesia.
Budi Sampurna, Pakar Hukum Kesehatan dari Universitas di Indonesia, mengemukakan bahwa setiap profesi pada dasarnya memiliki tiga syarat utama, yaitu kompetensi yang diperoleh melalui pelatihan yang ekstensif, komponen intelektual yang bermakna dalam melakukan tugasnya, dan memberikan pelayanan yang penting kepada masyarakat.

Sikap yang terlihat pada profesionalisme adalah profesional yang bertanggung jawab dalam arti sikap dan pelaku yang akuntabel kepada masyarakat, baik masyarakat profesi maupun masyarakat luas. Beberapa ciri profesionalisme tersebut merupakan ciri profesi itu sendiri, seperti kompetensi dan kewenangan yang selalu sesuai dengan tempat dan waktu, sikap yang etis sesuai dengan standar yang ditetapkan oleh profesinya dan khusus untuk profesi kesehatan ditambah dengan sikap altruis (rela berkorban).
Kemampuan atau kompetensi, menurut Budi, diperoleh seorang profesional dari pendidikan atau pelatihannya, sedangkan kewenangan diperoleh dari penguasa atau pemegang otoritas di bidang tersebut melalui pemberian izin.
Kewenangan itu, ungkap Budi, memang hanya diberikan kepada mereka yang memiliki kemampuan. Namun, memiliki kemampuan tidak berarti memiliki kewenangan. Seperti juga kemampuan yang didapat secara berjenjang, kewenangan yang diberikan juga berjenjang.

Dalam profesi kesehatan hanya kewenangan yang bersifat umum saja yang diatur oleh Departemen Kesehatan sebagai penguasa segala keprofesian di bidang kesehatan dan kedokteran. Sementara itu, kewenangan yang bersifat khusus dalam arti tindakan kedokteran atau kesehatan tertentu diserahkan kepada profesi masing-masing.

Dijelaskan Budi, kompetensi dalam keperawatan berarti kemampuan khusus perawat dalam bidang tertentu yang memiliki tingkat minimal yang harus dilampaui.

Kewenangan berkaitan dengan izin melaksanakan praktik profesi. Kewenangan memiliki dua aspek, yakni kewenangan material dan kewenangan formal. Kewenangan material diperoleh sejak seseorang memiliki kompetensi dan kemudian teregistrasi (registered nurse) yang disebut Surat Ijin Perawat atau SIP.
Sedangkan kewenangan formal adalah izin yang memberikan kewenangan kepada penerimanya untuk melakukan praktik profesi perawat yaitu Surat Ijin Kerja (SIK) bila bekerja di dalam suatu institusi dan Surat Ijin Praktik Perawat (SIPP) bila bekerja secara perorangan atau berkelompok.

Murni mengatakan profesi keperawatan di Indonesia mempunyai peluang sekaligus tantangan dalam menunjukkan profesionalismenya. Cepat atau lamban pengakuan dan penghargaan terhadap profesi keperawatan tergantung pada kemampuan dan kemampuan setiap perawat dalam menghadapi masalah-masalah keperawatan baik dalam skala mikro maupun makro.
Hal yang tidak kalah penting, kata Murni, adalah penyelenggaraan pendidikan yang bertanggung jawab. Dalam pengabdiannya, perawat dituntut bekerja secara profesional, memiliki sifat "caring", bertanggung jawab dan bertanggung gugat. Setiap perawat harus berusaha selalu meningkatkan kemampuannya baik dari segi keterampilan di mana era globalisasi diharapkan kemampuan profesionalisme perawat dengan basis kompetensi seiring dengan perkembangan ilmu pengetahuan. (tom)

Vacancy for Nurse Midwife

Nurse Midwife

Medical Emergency Relief International (Merlin)

International Health NGO

Location: Sudan (Adilla, South Darfur)
Closing date: 31 Mar 2008

Job Description

Programme: Phc to Host and Idp Populations Of Adilla Locality In South Darfur
Responsible To: Medical Coordinator
Working With: Project Officer, Phc Nurses, Medical Coordinator
Location: Adilla– South Darfur-Sudan
Start Date: ASAP
Duration: 9 Months with Possible Extension (Subject To Funding)
Allowance: £12,113 - £16562 per annum dependant on relevant experience, an annual cost of living allowance of £4,646, insurance cover, accommodation and return flights.

Context & Programme Summary:
- Merlin Northern Sudan
- The goal of the Sudan mission is to address humanitarian and health crises within Sudan, with particular focus on Darfur (Western Sudan) while increasing capacity of local structures to deliver effective and quality primary health care services.

- Over two million people are now thought to have been displaced since the commencement of hostilities in the Darfur region, many of whom continue to be in acute need of emergency assistance. These needs are further exacerbated by seasonal rains & food shortages due to interruptions of agricultural cycles. Developments at the peace process level may initiate population returns in certain areas, while other areas continue to experience displacement.

- Merlin has been working in Darfur since late 2004, and currently runs 3 projects across South Darfur. Merlin's primary health care interventions provide quality services through both static and outreach mobile clinic services. Activities increase community-level access to health care by establishing static primary health clinics in former mobile clinic locations, and starting new mobile sites where population movements indicate severe need. The programme will also extend health education: Merlin believes that preventive health care has significant impacts on health status. This is embedded in a context where Merlin collaborates closely with Sudan's Ministry of Health and other government agencies for material and human resource support for projects. The focus for 2008 will be the continuation of the primary health care provision within the areas we're already supporting with the addition of nutritional support on a CTC basis.

Key Responsibilities

Programme:
- Implement TOT courses to train for Village Midwives, in undertaking safe motherhood initiatives including ANC, safe delivery, management of complications, post natal follow up, STI diagnosis and treatment and health education relevant to maternal health.
- Work with local staff to train health workers on reproductive health including,
- STI services, HIV/AIDS awareness and prevention, counseling for gender based violence and referral links with support agencies for psycho-social management of GBV victims.
- Implement standard protocols and guidelines for SMI and RH in collaboration with MoH and Merlin staff (such as syndromic case management of STDs, referral of obstetric emergencies, medical response to survivors of sexual violence, counseling, antenatal, delivery, post natal and family planning services)
- Develop and implement a supervision system for health workers and village midwives to support implementation of all SMI and RH activities.
- Strengthen referral services between communities and primary and secondary health facilities to promote SMI and RH access and utilisation of services.
- Ensure ongoing supply of drugs and consumables according to the protocols prescribed by MoH and supported by Merlin.
- Attend meetings with the MoH and UN agencies for program development of services for RH and SMI at district level.
- Participate in community meetings for women's groups, community leaders and village midwives in camps to promote more community participation in planning and delivery of appropriate services for SMI, RH and GBV management.
- Develop a strong monitoring system for SMI and RH activities during the emergency phase that will form the basis of a comprehensive M&E system.
- Support the development of new projects for Merlin Health programs in collaboration with the Medical Officer and Country Medical Co-ordinator.

Reporting:
- Write internal monthly and donor reports as required by Merlin management
- Provide regular reports and database information to MoH counterparts and UN agencies and other stakeholders as relevant to the health activities supported by Merlin.
- Document all operational research and relevant findings for field based health programs for Merlin.

Person Specification

Essential:
- Qualified Nurse- Midwife with field based experience in public health preferably in emergency relief programs.
- Significant experience in training of trainers / health workers
- Experience with sexual and gender based violence issues and activities
- Experience in implementation and monitoring of maternal health programs.
- Experience in multi-cultural, multi-national work settings
- Knowledge and experience of MISP (Minimum Initial Service Package)
- Knowledge of IEC and experience of community mobilization
- Willingness to live in team accommodation and be prepared to travel frequently.
- Previous experience of working and living in insecure environments
- Report writing skills
- Planning and organisational skills

Desirable:
- Previous experience of working in Sudan.
- Knowledge of mainstreaming gender issues into programmes
- Ability to speak and understand Arabic
- Counseling skills

Only short-listed applicants will be contacted. Due to the urgency of this position, applications will be short listed on a regular basis and we may offer this post before the closing date.
Please note: this is an unaccompanied position.

Vacancies Contact

To apply for this vacancy
Please download an application form from our website www.merlin.org.uk. Completed application forms should be emailed to applications@merlin-uk.org stating clearly I the subject filed the job title, country and reference number (if any).

Reference Code: RW_7CDKP2-53

HEALTH-CARE WORKERS, THE 'TRUE LIFESAVERS,' MUST BE SUPPORTED - BAN KI-MOON

HEALTH-CARE WORKERS, THE 'TRUE LIFESAVERS,' MUST BE SUPPORTED – BAN KI-MOON

New York, Mar 4 2008 10:02AM
The time has come to focus on supporting and retaining health workers – "the true lifesavers in the society of every nation"– Secretary-General Ban Ki-moon told the first-ever world forum on the topic, which convened in Kampala, Uganda, today.

"Almost 60 countries – most of them in Africa – face such critical shortages of health workers that they cannot provide basic health care to all their people," Mr. Ban said at the Global Forum for Human Resources in Health, which expects over 1,000 government leaders and experts to meet under the auspices of the World Health Organization (<"http://www.who.int/mediacentre/en/">WHO).

In his statement to the gathering, Mr. Ban emphasized the crucial part that health care plays in economic development and in reaching the Millennium Development Goals (MDGs), which aim to reduce extreme poverty and other global ills by 2015.

"I appreciate that the issues are complex," he said, maintaining that the crisis in the world's health workforce requires different stakeholders to take action in a range of areas – migration, development, education, finance and more.

However, he pointed to renewed momentum throughout the international community to tackle large challenges in health care, as well as advances in knowledge.

"We have the resources and the know-how," he concluded: "Let us work together, with coherent and coordinated action, to translate commitments into protected livelihoods and saved lives."

The first Global Forum for Human Resources in Health will run through 7 March.
2008-03-03 00:00:00.000


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