PRIORITIES FOR ACTION
NURSING AND MIDWIFERY STRATEGY
1st Published April 2000
Revised July 2000
Reviewed July 2002
Revised: September 2002
Review Date July 2004
SUMMARY
Introduction
This strategy has been developed so that clear direction and leadership is available to all nurses
and midwifes and to those who manage nurses within the Trust in relation to the priorities for
action. These have been developed in partnership with the Clinical Nurse/Midwife leaders, our
colleagues in Education, and the professional and staff-side organisations. The strategy has
been subject to extensive consultation both internally and externally, prior to final agreement.
The implementation of these priorities will be in collaboration with all professional groups.
Aim
The fundamental aim of this Strategy is to improve all aspects of patient care and services by
ensuring that the nursing and midwifery contribution is developed and enhanced.
Key Objectives
The agreed professional priorities are summarised in the areas of:

professional practice

education

clinical effectiveness

clinical leadership

performance management
North Glasgow University Hospitals NHS Trust
Professional Practice
1.
Progress information on current roles, responsibilities, locations and practice within
North Glasgow Trust and review each in line with the Trust Implementation Plan (TIP) to
ensure that maximum efficiency and value for money is achieved.
2.
Support priorities for the development of nursing practice, especially in relation to
government NHS strategies and specific services outlined in the Health Improvement
Plan (HIP), e.g. Cancer, Cardio-respiratory, Elderly, Drugs and Alcohol Abuse, Primary
Care, Specialist and Nurse Led Care and Ambulatory Care.
3.
Support the Practice Development Forum to agree and monitor professional practice
and to ensure that its objectives are communicated widely across the Trust.
4.
Develop the RCN Clinical Leadership programme in all Divisions with emphasis on
locally agreed action plans.
5.
Establish a programme of clinical supervision with specific reference to preceptorship in
all Divisions.
6.
Develop the role of the Consultant Nurse/Midwife across the Trust.
7.
Support clinical practice by supporting collaboration with academic institutions so that
support is available locally to all nurses and midwifes.
8.
Promote excellence in professional practice throughout all Divisions.
9.
Develop a programme of workload measurement/analysis.
North Glasgow University Hospitals NHS Trust
Education
1.
Review a training needs analysis to identify training and educational issues for
professional practice.
2.
Implement a training and education plan for the profession that addresses the issues
identified and ensures:






3.
that the skills and competencies of all unqualified staff are developed and
monitored;
that staff who are returning to practice after five years are fit to practice through
the Return to Practice course;
that a competency based programme for all newly appointed, qualified staff is
developed and implemented;
that the annual priorities identified in professional practice are supported;
that the priorities already committed continue to be supported (Critical Care,
ODP, ENP, Return to Practice, Drugs and Alcohol, A.C.A.D., Endoscopy);
that staff have the opportunity of accessing continuing education.
Continue to work with the Universities in Glasgow and surrounding area, to develop a
comprehensive support system of mentorship and preceptorship for students, pre- and
post-registration.
4.
Ensure that all Divisions and/or Specialties develop partnership arrangements with the
Universities to help meet the educational needs of nurses.
5.
Ensure educational programmes include methods of literature review, critical appraisal
and statistical analysis to enable nurses to critique and undertake research projects.
6.
Agree a comprehensive in house training provision which is based on agreed priorities.
7.
Promote learning and development as an opportunity for all staff.
North Glasgow University Hospitals NHS Trust
Clinical Effectiveness/Governance
1.
Establish a framework to ensure that nursing/midwifery practice is evidence based.
2.
Collaborate with other disciplines in the implementation of SIGN Guidelines and
establish a framework to ensure that nursing aspects of the Guidelines are complied
with.
3.
Establish the Practice Development Forum to ensure nationally agreed standards from
the National Standards Group, NMPDU, UKCC, Royal College of Nursing and other
identified agencies are met.
4.
Ensure that systems of clinical audit are in place to monitor and measure the
effectiveness of the nursing services.
5.
Ensure professional standards are developed, monitored and reviewed.
6.
Ensure the Clinical Governance strategy is in place to provide patient/client focused
care, integrated approach to management and improving quality, effective multiprofessional teamwork, information sharing and networking and an open culture.
7.
Develop a Risk Management culture in all Divisions with specific reference to clinical risk
management.
8.
Implement the Generic Standards from the Clinical Standards Board of Scotland in all
areas.
9.
Implement the specific standards from the Clinical Standards Board of Scotland in
specific areas.
North Glasgow University Hospitals NHS Trust
Clinical Leadership/Management
1.
Promote a structure which ensures that:

Nursing is represented by nurses at all levels of the organisation

A clinical leadership programme is introduced

There is a programme for succession planning based on competency

There is a continued focus on ensuring that nurses and midwifes at all levels and
in all posts demonstrate clinical credibility
2.
Develop systems to allow the nursing budgets to be devolved to Ward or Department
level.
3.
Ensure that a corporate approach to personnel issues for the nursing profession is
introduced with emphasis on the recommendations from Facing the Future.
4.
Identify the areas where nurse/midwife led clinics, wards, or care will enhance patient
services and support their development.
5.
Encourage clinical nurse specialists and practice development nurses to become more
involved in clinical practice with particular emphasis on supporting the CNS Forum and
the PD Forum.
6.
Implement a performance appraisal system which ensures that opportunities exist for
regular review.
7.
Ensure that a patient focus is promoted at all times.
North Glasgow University Hospitals NHS Trust
Performance Management
1.
Encourage systematic review of the Nursing/Midwifery Strategy at all organisational
levels.
North Glasgow University Hospitals NHS Trust
Implementation
1.
At a personal level, individual nurses should take ownership and responsibility for the
implementation of the strategy by reflecting on their practice to identify where they might
make an impact in achieving the fundamental aim and key objectives.
2.
At a corporate and local level the following will facilitate the implementation of this
strategy:
(i)
Each Division should establish Forums at Divisional, Directorate or Specialty
level with the responsibility of formulating and implementing action plans for the
strategy. The Forums should send quarterly progress reports to the Division.
(ii)
The strategy implementation plans should name individuals or groups e.g.
Clinical Team Leaders/Nurse Managers, who have a key role in ensuring specific
sections of the plans are acted upon.
(iii)
Each Division should monitor the progress of the Forums and send quarterly
reports to the Executive Director of Nursing.
(iv)
The Executive Director of Nursing will be accountable for ensuring overall
compliance with the strategy.
(v)
The Trust will support a number of structures (Appendix) to facilitate the
implementation of this strategy.
North Glasgow University Hospitals NHS Trust
Conclusion
Achieving Better Patient Services is the goal that all must strive for.
The important role nurses play in this is recognised. Success will be determined by our ability to
enable and empower staff to take the profession forward. This will be achieved by investing in
nurses through a continuous programme of training and development according to needs,
abilities and the agreed professional priorities.
North Glasgow University Hospitals NHS Trust
Structure
DNS
DN
DN
DN
DN
DN
RTO
Associate Director
of Nursing
Reader/Professor Senior Nurse
Clinical Research Professional Practice
Development
Project In Service Manpower
ODP
Budgetscan
ICU
Nurse Bank
Nur Aux
Practice Development Forum
CNO
NMPDU
Trust Board/DNS
DNS/DN Group
Strategy
DN/CNM Forum
Strategy
Implementation
Practice Development Forum
Strategy
Policy
DNS/DN/PDSN/Local PDC
External Structures
GCU
Academic Practice Liaison
Senior Staff from
West of Scotland
(MCS)
Post Graduate
Education
(Kay Currie/Marty Wright
Teresa Crawford)
GGHB
NGT
Area Nursing/
Midwifery Con
(J McQueen/L Love)
DNS Mtg
DNS/DN
+ PDF
Professional
Network
CN/DNS/Prof
(MCS)
Practice
Development Forum
Placement Advisory Group
DN/Dept Heads
Professional
Advisory Group
DNS/DN/RCN/
RCM/Unison
GU
University
Liaison
Prof/DNS
(MCS)
Post Graduate
Diploma
Clinical Care
(M McLaughlin)
North Glasgow University Hospitals NHS Trust
Nursing and Midwifery Strategy
‘Priorities for Action’
2002 – 2003 Action Plan
1
Objective
Professional
Practice
2
Education
Plan
Professional Practice Development Forum
Consultant Nurse/Midwife
Public Health Role of the Nurse and Midwife
Medicines Management
Professor in Research
Research and Development Strategy
Return To Practice
Competency based Preceptorship Programme
(trained)
Competency Programme (untrained)
Critical Care Course
ODP Course
ENP Course
ACAD Course
Lecturer Practitioner
Endoscopy for Nurse
In Service Training
Nurse Prescribing
Anaesthetic Nurses for Obstetric Practice
Ophthalmology Course
Orthopaedic Course
Renal Course
Chemotherapy Education
Care of the Older Adult
Practice Development Module
Beatson Education Programme
COMMENTS:
1.
Andrea Thomson will schedule Key Areas for reporting on to Divisional Nurses Agenda.
2.
Reports should focus on progress/plan for next six months.
Lead
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North Glasgow University Hospitals NHS Trust
Nursing and Midwifery Strategy
‘Priorities for Action’
2002 – 2003 Action Plan
3
4
5
Objective
Clinical Effectiveness
Clinical Leadership
Performance
Management
Plan
Clinical Governance Strategy
CNORIS
CSBS agenda
Drugs & Alcohol Strategy
Nurse Led Services
ABSP Agenda
RCN Clinical Leadership Programme
CNM Leadership Programme
Head of Department G Grade Leadership
CNS Forum
Clinical Supervision/Appraisal/Preceptorship
Recruitment/Manpower/nurse bank
SNIP
Workload and Dependency Measurement
(productivity)
Nursing Outcomes
The contribution of CNS to improve patient
outcomes
Development of new roles to support the
nurse and ward manager
COMMENTS:
1.
Andrea Thomson will schedule Key Areas for reporting on to Divisional Nurses Agenda.
2.
Reports should focus on progress/plan for next six months.
Lead
MCS
JMQ
MCS
WM
DNs
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