Nurse Consultants 10 years on: an insight to the role for Nurse Managers
Version of Record online: 7 SEP 2011
© 2011 Blackwell Publishing Ltd
Journal of Nursing Management
Special Issue: This issue: Opportunities and challenges facing the future global nursing and midwifery workforce Issue editor: Mary Douglas
Volume 19, Issue 6, pages 820–831, September 2011
How to Cite
MULLEN, C., GAVIN-DALEY, A., KILGANNON, H. and SWIFT, J. (2011), Nurse Consultants 10 years on: an insight to the role for Nurse Managers. Journal of Nursing Management, 19: 820–831. doi: 10.1111/j.1365-2834.2011.01284.x
- Issue online: 7 SEP 2011
- Version of Record online: 7 SEP 2011
- Accepted for publication: 16 June 2011
- new roles;
- non medical consultants;
mullen c., gavin-daley a., kilgannon h. & swift j. (2011) Journal of Nursing Management19, 820–831 Nurse Consultants 10 years on: an insight to the role for Nurse Managers
Aims To evaluate the Non-Medical Consultant role in the North West of England. The objective was to identify the current number of Non-Medical Consultants, what they do and the impact of the role in practice.
Background The Non-Medical Consultant role for nursing and midwifery was introduced in the UK in 2000 to provide better outcomes for patients by improving service and quality; strengthening clinical leadership; and providing a new career opportunity to help retain experienced and expert professionals in practice.
Design A combined qualitative and quantitative design was adopted. This included desktop review of previous studies, a survey questionnaire to current consultants, focus group meetings with Non-Medical Consultants, sponsors and champions.
Results The role is effective, flexible, responsive and outward facing both internal to the organization and externally on a local, regional and national basis. A key challenge for the Non-Medical Consultants was organizational understanding of the role. The small size of the Non-Medical Consultant workforce can limit individual organizations experience of establishing and supporting the role.
Conclusion Effective Non-Medical Consultants lead, drive and support quality improvement, increased productivity and service effectiveness. Other impacts include sharing and promoting best practice with colleagues, income generation and financial savings through service redesign and/or staff skill mix changes.
Implications for Nursing Management Managerial issues identified may assist Nurse Managers seeking to introduce new consultant roles and/or support, and retain existing consultants to reach their full potential.