Nicola Ryley1, Carolyn Middleton2. 1. Aneurin Bevan University Health Board, Newport, UK. 2. Scheduled Care, Aneurin Bevan University Health Board, Newport, UK.
Abstract
AIM: To discuss the implementation of the Welsh Government's Advanced Practice Framework into a Welsh University Health Board. BACKGROUND: A plethora of advanced practice roles have evolved across all health-care areas in response to the European Working Time Directive and workforce shortage drivers, leading to confusion and lack of structure. EVALUATION: A literature review was undertaken and a staged plan implemented. Data presented as descriptive statistics and graphs include staff numbers, grade, educational qualifications job plans and funding streams. KEY ISSUES: Advanced practice should be viewed as a level of practice and not as a role. It must be underpinned by robust Governance arrangements and included in workforce planning. Audit of practice demonstrates the impact of advanced practice roles in the delivery of high quality safe patient care. CONCLUSIONS: The Advanced Practice Framework will ensure consistency in clinical practice skills and theoretical knowledge of practitioners holding the protected title. It will support organisations to deliver high quality responsive services. IMPLICATIONS FOR NURSING MANAGEMENT: Health-care delivery continues to evolve rapidly with advanced practice forming part of the future delivery model of flexible and affordable services, whilst ensuring safe, high quality patient care. It also provides a clear career development structure.
AIM: To discuss the implementation of the Welsh Government's Advanced Practice Framework into a Welsh University Health Board. BACKGROUND: A plethora of advanced practice roles have evolved across all health-care areas in response to the European Working Time Directive and workforce shortage drivers, leading to confusion and lack of structure. EVALUATION: A literature review was undertaken and a staged plan implemented. Data presented as descriptive statistics and graphs include staff numbers, grade, educational qualifications job plans and funding streams. KEY ISSUES: Advanced practice should be viewed as a level of practice and not as a role. It must be underpinned by robust Governance arrangements and included in workforce planning. Audit of practice demonstrates the impact of advanced practice roles in the delivery of high quality safe patient care. CONCLUSIONS: The Advanced Practice Framework will ensure consistency in clinical practice skills and theoretical knowledge of practitioners holding the protected title. It will support organisations to deliver high quality responsive services. IMPLICATIONS FOR NURSING MANAGEMENT: Health-care delivery continues to evolve rapidly with advanced practice forming part of the future delivery model of flexible and affordable services, whilst ensuring safe, high quality patient care. It also provides a clear career development structure.