Strategic Planning for Advanced Nursing Practice

Preface

Contents

1: Introduction

1.1 Defining Strategy and Strategic Planning

1.2 Policy and Policy Theory Defined

1.3 Significance of a Strategic Approach

1.3.1 Benefits to a Strategic Approach

1.3.2 Limitations to a Strategic Approach

References

2: Strategic Planning for Advanced Nursing Practice

2.1 Key Factors to Consider in Exploring the Possibilities for an Advanced Nursing Practice Initiative

2.2 Defining the Policy Process

2.2.1 Agenda Setting

2.2.2 Policymakers and Their Networks

2.2.3 Influencing Policy Decisions

2.2.4 Nurses’ Participation in the Policy Process

2.3 Frameworks for Implementation of Advanced Nursing Practice

2.3.1 PEPPA Framework

2.3.1.1 PEPPA Framework Steps

2.3.2 Schober Conceptual Policy Framework for Advanced Practice Nursing

2.3.2.1 Literature Review Leading to Framework Development

2.3.2.2 Framework Development

2.3.2.3 Intended Use of the Conceptual Policy Framework

2.3.2.4 Critical Points of the Conceptual Policy Framework

2.3.2.5 Discussion of Critical Points

2.3.2.6 Strategic Planning and the Conceptual Policy Framework

2.3.3 Conceptual Policy Framework: Singapore Exemplar

2.3.3.1 Cornerstone One: Singapore Context (Legitimacy, Feasibility, Support, and Motivation for Advanced Nursing Practice Concept)

2.3.3.2 Cornerstone Two: Singapore Context (Definition of APN and Function in Healthcare Settings)

2.3.3.3 Strategic Planning and Coordination: Singapore Context

2.3.4 Additional Models/Frameworks for Advanced Nursing Practice

2.3.4.1 Scotland: An Advanced Practice Toolkit

2.3.4.2 Ireland: Advanced Nurse Practitioner and Advanced Midwife Practitioner

References

3: Theories of Social and Healthcare Policy

3.1 Hall, Land, Parker, and Webb Agenda-Setting Framework

3.1.1 Legitimacy

3.1.2 Feasibility

3.1.3 Support

3.2 Kingdon’s “Windows of Opportunity”

3.3 Lindblom’s Incrementalism and Disjointed Incrementalism

3.3.1 Disjointed Incrementalism

3.3.2 Strengths and Limitations of Incrementalism

3.3.2.1 Strengths of Incrementalism

3.3.2.2 Limitations of Incrementalism

3.4 Walt’s Framework for Policy Implementation

3.4.1 Principles of the Walt Framework

3.4.2 The Policy Process According to Walt

3.4.3 Implementation: Do Those Who Implement Policy Decide Policy Formulation?

3.4.4 Walt’s Strategy for Policy Implementation

3.5 A Comparison of Theories of the Policy Process

3.6 Commentary on the Relevance of Policy Theory for Nursing

References

4: Evidence-Based Policy Decisions

4.1 Reality: Is Evidence Used to Make Policy Decisions?

4.2 Policy Agenda Setting and Policy Decisions: Frameworks and Models

4.2.1 Key Decision-Makers: Power and Authority

4.2.2 Participation in the Policy Process: Direct and Indirect

4.2.2.1 Direct Participation

4.2.2.2 Indirect Participation

References

5: Politics: The Art of Diplomacy and Negotiation

5.1 Nurses’ Stages of Political Engagement

5.2 Acquiring the Necessary Skills

5.2.1 Leadership Competencies

5.2.1.1 Communication and Collaboration: A Beneficiary Policy Approach

References

6: Effective Change: A Strategic Approach

6.1 Assessment of the Healthcare Environment

6.1.1 Scanning the Environment

6.1.2 SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis

6.1.3 Stakeholder Analysis

6.2 Regulation

6.2.1 SSPP Model (Scope, Standards, Policies, and Procedures)

6.2.2 Non-medical Prescribing in the United Kingdom (UK): Policy and Legal Strategy

6.2.2.1 Non-medical Prescribing in the United Kingdom: The Origins

6.2.2.2 Toward Independent Prescribing

6.2.2.3 Nurse Prescribers’ Extended Formulary

6.2.2.4 Regulation

6.2.2.5 Supervision in Practice as Part of Education

6.2.2.6 Regulatory Standards

6.2.2.7 Prescribing Accountability

6.2.2.8 Prescribing Within the Area of Competence

6.2.2.9 Consent

6.2.2.10 Record Keeping

6.2.2.11 Professional Indemnity

6.2.2.12 Maintaining Competence in Practice and CPD

6.2.2.13 Competency Framework for All Prescribers

6.2.2.14 Impact of Prescribing on Clinical Practice in the United Kingdom

6.2.2.15 Conclusion

6.2.3 Nurse Prescribing: A Global Role Analysis

6.2.3.1 Advanced Practice Nursing, Advanced Nursing, and Task Shifting/Sharing

6.2.3.2 Global Nurse Prescribing by Role Descriptor

6.2.3.3 Conclusion

6.3 Introducing Advanced Practice Nurses: A Process

6.3.1 The Nurse Practitioner in New Zealand: Legislation and Process

6.3.1.1 Nurse Practitioner Registration, Legislation, and Processes

6.3.1.2 Nurse Practitioner Prescribing Legislation

6.3.1.3 Nurse Practitioner Education

6.3.1.4 Conclusion

6.3.2 Transition Experiences of Nurse Practitioners in Australia

6.3.2.1 Nurse Practitioner Implementation in Australia

6.3.2.2 The Importance of Intraprofessional Support

6.3.2.3 The Importance of Interprofessional Support

6.3.3 Advanced Nursing Practice Strategy and Policy in Germany

6.3.4 The Netherlands: Process, Legislation, and Evaluation

6.3.4.1 Introduction

6.3.4.2 Motivation

6.3.4.3 Educational Program

6.3.4.4 Legislation

6.3.4.5 Opportunities

6.3.4.6 Evaluation

6.4 Influencing the Process: Beneficial Debate and Discussion

6.5 Research and Evaluation

6.5.1 Dissemination of Empirical Findings and Information

Appendix 6.1: SWOT Analysis Matrix Template (Schober 2016)

Appendix 6.2: SWOT Analysis Matrix Illustration (Schober 2016)

Appendix 6.3: Global Nurse Prescribing by Role Descriptor

References

7: Policy Analysis

7.1 Process and Models

7.1.1 Policy Analysis Models

7.1.1.1 Process Model

7.1.1.2 Substantive Model

7.1.1.3 Eightfold Path

7.1.1.4 Logical-Positivist Model

7.1.1.5 Participatory Policy Analysis (PPA)

7.2 Indicators and Outcomes

7.3 Evaluation and Adaptation: Population Indicators

7.4 Determining the Correct Path to Follow

References

8: Rational Policy Decision-Making: Idealism Versus Realism

8.1 Policy-Making: A Rational Process

8.2 Incrementalism and Policy Decisions

8.3 A Debate: Rational Change Versus Disjointed Incrementalism

8.3.1 Assumptions of the Rational Decision-Making Model

8.3.2 Incrementalism and Disjointed Incrementalism

References

Index