Get access

An advanced nurse practitioner-led service – consequences of service redesign for managers and organizational infrastructure

Authors


David Barton
Head of the Department of Nursing
College of Human and Health Science
Swansea University/Prifysgol Abertawe
Singleton Park
Swansea SA2 8PP
UK
E-mail: T.D.Barton@swansea.ac.uk

Abstract

barton d. & mashlan w. (2011) Journal of Nursing Management19, 943–949

An advanced nurse practitioner-led service – consequences of service redesign for managers and organizational infrastructure

Aim  A service review of a secondary care advanced nurse practitioner-led service.

Background  An acute hospital-based elderly care rehabilitation service evolved over a 9-year period from a traditional consultant/junior doctor configuration to a consultant/advanced nurse practitioner configuration. The review evaluated the advanced nurse practitioner team’s role in the clinical setting, and the constraints experienced as a result of the traditions of the hospital organization.

Evaluation  The review drew its conclusions from opinion data collected from 38 professionals and non-professionals within the rehabilitation service.

Key issues  The organizational infrastructure and traditions that had an impact on service delivery by the advanced nurse practitioner team. There is a demand for senior management to act on developmental constraints.

Conclusions  The advanced nurse practitioner-led rehabilitation service was fit for purpose and an emerging model of a non-medical led care. However, important organizational constraints were identified.

Implications for nursing management  An advanced nurse practitioner team, working in collaboration with medical consultants, was a model for future service redesign in the acute hospital setting. Nevertheless, it presented challenges to senior health-care managers on current organizational infrastructures.

Ancillary