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An advanced nurse practitioner‐led service – consequences of service redesign for managers and organizational infrastructure
Author(s) -
BARTON DAVID,
MASHLAN WENDY
Publication year - 2011
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1111/j.1365-2834.2011.01301.x
Subject(s) - nursing , service (business) , service delivery framework , medicine , organizational structure , health care , business , management , marketing , economic growth , economics
barton d . & mashlan w. (2011) Journal of Nursing Management 19, 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.