Palliative Care Nursing: Principles and Evidence for Practice

By Sheila Payne; Jane Seymour et al. | Go to book overview
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Leading and managing nurses in a
changing environment
Matthew HopkinsThe leadership and management of nurses across the hospice and specialist palliative care world is undergoing a transformation. Complex drivers are underpinning this change, including:
The changing needs and expectations of patients, carers and other service users, including demands for quicker access to services/in-patient beds and better information about treatment options.
Health care commissioners are demanding improvements in access to services, quality of care and value for money.
Voluntary sector organizations are facing increasing difficulties in securing adequate levels of charitable income to meet the cost pressures of increased patient throughput and dependency.
Changes to the organization of palliative care delivery due to the introduction of clinical governance and the move towards a more flexible workforce.

These drivers are impacting against a backdrop of an inadequate supply of motivated and well-trained nurses, which are so fundamental to the care and management of dying patients and their families. Thus, the demands on nurse managers and leaders to seek new ways of working to optimize their current resources become greater and more challenging.

In this chapter, I aim to provide palliative care nurses with a framework for leading and managing nursing teams, within the constraints of a changing environment, to deliver the highest quality of nursing care possible to their patients. Some of the key environmental changes that have impacted on palliative care nursing are briefly discussed and a new model of nursing management is introduced. This new model, which comprises five components, aims to address the complexities of managing nurses within the palliative care workplace. It should be stressed that these components are as


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Palliative Care Nursing: Principles and Evidence for Practice
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