Cashin, A, Heartfield, M, Bryce, J, Devey, L, Buckley, T, Cox, D, Kerdo, E, Kelly, J, Thoms, D & Fisher, M 2017, 'Standards for practice for registered nurses in Australia', Collegian.View/Download from: UTS OPUS or Publisher's site
© 2016 Australian College of Nursing Ltd. This article describes the development of the inaugural Australian registered nurse standards for practice, incorporating the first review since 2006 of the National competency standards for the registered nurse (Nursing and Midwifery Board of Australia, 2006), for the Nursing and Midwifery Board of Australia (NMBA). In this multistage study, mixed methods were used by the research team to review literature, conduct a gap analysis of current registered nurse practice against the existing competency standards and consult widely. A large number, close to 10,000, stakeholders both internal and external to the profession were engaged in the redesign of the standards through interviews, two online structured response surveys, and two rounds of work-based observation of registered nurse practice.The revised standards were endorsed by the NMBA in November 2015. These new standards foreground the ethical and relational nature of nursing and the significance of translating evidence into practice for quality outcomes. The resultant standards are similar in appearance and focus to other such standards that are in place internationally. Difference is evident in seven interconnected standards that outline registered nurse capabilities while allowing for progress in both the nature and context of practice. These standards extend for the first time to communicate the standard of practice for all registered nurses in Australia.
Debono, D, Travaglia, JF, Dunn, AG, Thoms, D, Hinchcliff, R, Plumb, J, Milne, J, Erez-Rein, N, Wiley, J & Braithwaite, J 2016, 'Strengthening the capacity of nursing leaders through multifaceted professional development initiatives: A mixed method evaluation of the 'Take The Lead' program.', Collegian, vol. 23, no. 1, pp. 19-28.View/Download from: UTS OPUS or Publisher's site
Effective nursing leadership is necessary for the delivery of safe, high quality healthcare. Yet experience and research tells us that nursing leaders are commonly unprepared for their roles. Take The Lead (TTL), a large-scale, multifaceted professional development program was initiated in New South Wales, Australia, to strengthen the capacity of Nursing/Midwifery Unit Managers (N/MUMs). The aim of this study was to examine the effects of TTL on job performance, nursing leadership and patient experience.Nursing/Midwifery Unit Managers (n = 30) and managers of N/MUMs (n = 30) who had completed the TTL program were interviewed between August and December 2010. The semi-structured interviews included a combination of open-ended questions and questions that required respondents to rate statements using a Likert scale. Data from the open-ended questions were thematically analysed to identify and categorise key concepts. The responses to the Likert items were analysed via descriptive statistics.Nursing/Midwifery Unit Managers' participation in TTL engendered improvements in job performance and leadership skills, as well as some improvement in patients' experiences of care. The program facilitated role clarification and helped foster peer-support and learning networks, which were perceived to provide ongoing professional and personal benefits to participants.Our study revealed a consensus about the beneficial outcomes of TTL among those involved with the program. It supports the significant and ongoing value of widely implemented, multifaceted nursing leadership development programs and demonstrates that participants value their informal interactions as highly as they do the formal content. These findings have implications for delivery mode of similar professional development programs.
© 2016 Mosby, Inc. Health systems around the world are embarking on what are at times significant reforms. Drivers for these reforms reflect among many things the changing demographics of societies, the growing impact of chronic and complex conditions, the increasing technological aspects of care, and the increasing cost of health care overall. Nurses are often key contributors and implementers of these various changes. Nurse leaders need to consider their role in enabling the profession during these times of reform. The context within which such reforms are taking place needs to be understood and recognized if nursing is to make a valued contribution. At the same time, nurse leaders need to foster a context within the profession that supports engagement, innovation, and change.
Walsh, K, Kitson, A, Cross, W, Thoms, D, Thornton, A, Moss, C, Campbell, S & Graham, I 2012, 'A conversation about practice development and knowledge translation as mechanisms to align the academic and clinical contexts for the advancement of nursing practice', COLLEGIAN, vol. 19, no. 2, pp. 67-75.View/Download from: UTS OPUS or Publisher's site
Clarke, E, Diers, D, Kunisch, J, Duffield, CM, Thoms, D, Hawes, S, Stasa, H & Fry, M 2012, 'Strengthening the nursing and midwifery unit manager role: an interim programme evaluation', Journal of Nursing Management, vol. 20, no. 1, pp. 120-129.View/Download from: UTS OPUS or Publisher's site
Aims: An interim evaluation was conducted on the professional development components of the New South Wales (NSW) Health 'take the lead' ('ttl') programme, an initiative aimed at enhancing nursing/midwifery unit managers' (N/MUM) skills. Background: Previous research has highlighted the importance of strong nurse leaders, and shown that training programmes may assist in improving leadership skills. The NSW Nursing and Midwifery Office (NaMO) developed the 'ttl' programme for N/MUMs with the intention of improving hospital quality by strengthening nurse leadership. The programme had three strands, with the professional development modules a key component. Method: Semi-structured interviews were conducted with 17 participants who had completed components of the 'ttl' programme. The interviews explored participants' perceptions of the programme, and suggestions for improvement. Qualitative analysis was conducted on the transcribed interviews. Results: The N/MUMs reported feeling increasingly empowered, knowledgeable and supported as a result of attending the 'ttl' workshops. Conclusions: The results suggest that the studied components of the 'ttl' programme may be effective in assisting nurse leaders gain new leadership skills and institute positive changes in the nursing work environment. Implications for Nursing Management: Leadership programmes such as 'ttl' may provide an effective tool for improving N/MUM performance and role confidence
Duffield, CM, Roche, MA, Blay, N, Thoms, D & Stasa, H 2011, 'The consequences of executive turnover', Journal of Research in Nursing, vol. 16, no. 6, pp. 503-514.View/Download from: UTS OPUS or Publisher's site
The high rate of executive turnover in the healthcare industry is a major issue for health service organisations and their staff both in Australia and internationally. In the course of planning a research project examining nurse turnover at the clinical level within three Australian States/Territories, the researchers became aware of frequent executive turnover at all levels (State Department of Health, Area Health Service, hospital). Over a period of approximately 2 years there were 41 executives occupying 18 different positions, highlighting the scope of this issue in Australia. Few studies have examined the causes and consequences of this phenomenon in depth. Factors such as age, gender, education, lack of career advancement opportunities and remuneration have all been identified in the literature as important contributors to executive turnover. High turnover rates have been found to be associated with a number of negative consequences, including organisational instability, high financial costs, loss of human capital and adverse effects on staff morale and patient care.
Hamlin, L, Chiarella, M, Cubitt, J, Duff, J, Jones, K, Thoms, D & Waldron, J 2010, 'The Perioperative Nursing Workforce Program in NSW: How a professional perioperative nursing association meets one of its mandates', ACORN: The Journal of Perioperative Nursing, vol. 23, no. 4, pp. 12-14.View/Download from: UTS OPUS
The need to review and change the way nursing care is delivered in perioperative settings is predicated on nursing workforce shortages, the changing, increasingly technolbbsed and risk~prone OR practice milieu, and increasing demand for surgery. In responding to members' concerns about these issues, the NSW Operating Theatre Association Inc. (NSW OTA) in conjunction with and with sponsorship from the NSW Chief Nursing and Midwifery Officer, initiated and oversaw rhe development of a program, called the Periol)crative Nursing Workforce Program (PNWP), The aims of this program arc to make better use of human resources, to improve the way care is provided and rhus improve patient outcomes; and to empower pcrioperative nurses so they are capable of independently improving rheir working environment. The program, which takes a practice develop!nent approach, program participants and some of their projects are presented in this paper.
Chiarella, M, Thoms, D, Lau, C & McInnes, E 2008, 'An overview of the competency movement in nursing and midwifery', Collegian, vol. 15, no. 2, pp. 45-53.View/Download from: UTS OPUS or Publisher's site
The aim of this paper is to examine the purpose and growth of the development of general, advanced and specialist competency standards in nursing and midwifery in Australia. The definitions, content, types, utility and acceptability of competencies are r
Manley, K, McCormack, B, Wilson, V & Thoms, D 2008, 'The future contribution of practice development in a changing healthcare context (Chapter 18)' in Manley, K, McCormack, B & Wilson, V (eds), International practice development in nursing and healthcare, Blackwell Publishing, Oxford, United Kingdom, pp. 379-395.