EDITORIAL
Consultant Editor Wendy Osborne
ASCN Honorary Education Officer, Charter Healthcare Nurse Manager Ostomy Care (Coloplast Ltd)
Editorial Board Julia Williams
Specialist Nurse Stoma Care, West Middlesex University Hospital, Editorial Isleworth Board
Julie Barwell Lisa Dougherty
Team Clinical Nursing Services NurseLeader, Consultant, IV Therapy Ostomy Care The Royal Marsden NHS Foundation Trust Hollister Ltd, Berkshire
Jill Kayley Marion Haskin
Independent Nurse Consultant Senior Lecturer, Northumbria University Community IV Therapy
KarenSubeditor Bravery Chief Nurse Haematology/ SarahPractitioner Kahn IV Practice Development Lead
Subeditors Daniel Davies Vicqui Stuart-Jones Editor Associate Julie SmithPublishers Julie Smith Subeditor Andrew Iafrati Daniel Davies Commercial Manager Associate Publisher Andrew Wright Chloe Moffat Publishing Director PublisherKerr Anthony Anthony Kerr If you would like to submit an article for publication in this supplement please contact Julie Smith on 020 7738 5454 or [email protected] If you would like to submit an article for publication in this supplement please contact Julie Smith on 020 7738 5454 or [email protected]
MA Healthcare Ltd is part of the Mark Allen Group
www.markallengroup.com The British Journal of Nursing is published by MA Healthcare Ltd, St Jude’s Church, Dulwich Road, London SE24 0PB Tel: 020 7738 5454 Editorial: 020 7501 6716 Sales: 020 7501 6726 Subscriptions: 0800 137201 Email: [email protected] Websites: www.britishjournalofnursing.com
© MA Healthcare Ltd, 2014. All rights reserved. No part of the British Journal of Nursing may © Healthcare Ltd, 2014. All rights reserved. beMA reproduced, stored in a retrieval system, No part of the British Journal may or transmitted in any form or of by Nursing any means be reproduced, stored inphotocopying, a retrieval system, electronic, mechanical, recording, or or transmitted in any form or bypermission any meansof the otherwise without prior written electronic, mechanical, photocopying, recording, or Publishing Director. otherwise without prior written permission of the Print: Pensord Press Ltd, Blackwood, NP12 2YA Publishing Director. Cover picture: istockphoto.com Print: Pensord Press Ltd, Blackwood, NP12 2YA Cover picture: istockphoto.com
The paper used within this publication has been sourced from Chain-of-Custody certified manufacturers, operating within international environmental standards, to ensure sustainable sourcing of the raw materials, sustainable production and to minimise our carbon footprint.
Transforming services through clinical leadership
A
very warm welcome to this edition of the BJN stoma care supplement, published in partnership with the Association of Stoma Care Nurses (ASCN). We are delighted to welcome those able to attend to this year’s annual conference at Harrogate International Centre and hope that you enjoy the mix of keynote talks, research and clinical presentations, panel discussions, and industrial exposition. We are confident these will meet your needs for professional development. The theme this year is ‘Making a difference – together’, which reflects the impact that stoma care nurses make to the patients that we care for. This year, like all previous years, promises to be packed with inspiring presentations and the sharing of new ideas that show the exemplary and complex work that the stoma care nurse (SCN) provides to our unique patient group. The NHS looks very different now to 10 years ago and SCNs need to be equipped to meet both the current and future challenges of the healthcare system. We are all working in a context of an increasingly older and unhealthy population and decision making is much more clinically led. With this in mind, SCNs need to have a different set of skills to enable them to transform services, and take risks that will meet the challenges of the coming years. I have been fortunate to have completed the Royal College of Nursing (2005) Clinical Leadership Programme, which aims to transform clinical leaders into agents of positive change. The programme was designed and developed to create patient-centred clinical leaders, capable of developing effective team relationships that enable the delivery of patient centred care. Creating sustainable clinical leadership development that benefits the patient, service delivery, the team and the organisation is dependent upon supporting individuals to become self-aware leaders that will have the confidence to challenge any poor behaviours they encounter. In order to enhance clinical leadership capabilities and become more patient centred, SCNs should develop the following skills: ■■ Learn to manage self: self-awareness will give SCNs the ability to reflect on their own specific development needs. Being more self-aware can enable SCNs to develop confidence in their leadership capability and help them to develop and initiate change ■■ Effective relationships within teams: having an awareness of yourself as well as others is crucial for effective communication within a team. Myers-
British Journal of Nursing, 2014 (Stoma Supplement), Vol 23, No 17
Briggs Type Indicator (Briggs Myers and Myers, 1980) is a commonly used assessment tool and can help SCNs to understand and respect different personality types. This can have a positive impact on the multidisciplinary team who may have a different way of problem solving and therefore improve outcomes for patients ■■ Develop a consistent patient focus on care: Observations of care and patient stories are a crucial element in helping SCNs shape their actions and make changes that will benefit the patient. As SCNs, we should not become complacent about the services that we provide and there is always room for improvement. Action Learning sets can help SCNs to think about different ways of working and can be used as an approach to problem solve that will ultimately improve the quality of care for patients (McGill and Brockbank, 2004) Stoma nurses can be brought together to exchange, challenge and support each other to enhance and develop their competencies to work at an advance level of practice. (Pedler, 2008) ■■ Networking: ASCN is the perfect arena for networking among our peers and sharing best practice and innovative ideas. SCNs should make the most of the opportunities to talk with other nurses from other areas and within different health settings ■■ Political awareness: SCNs should be able and confident to influence key stake holders in order to improve patient care. Service improvement projects will raise the profile of the SCN and if aligned locally may increase the chances of a wider engagement at a national level. Additionally, the projects can be used as a way of improving patients’ outcomes. Clinical leadership can be summed up in the vision of Florence Nightingale when she said ‘Let whoever is in charge keep this simple question in her head … how I can provide for the right thing to be always BJN done?’ Briggs Myers I, Myers PB (1980) Gifts Differing: Understanding Personality Type. 1st edn. Davies-Black Publishing, California Department of Health (2008) High Quality care for all: NHS Next Stage Review final report. DH, London. http://tinyurl.com/ mh5gw9t (accessed 15 September 2014) McGill I, Brockbank A (2004) The Action Learning Handbook. Routledge Falmer, Oxfordshire Pedler M (2008) Action Learning for Managers. Ashgate Publishing Limited, Surrey Royal College of Nursing (2005) Clinical Leadership Programme. Royal College of Nursing, London
Julie Barwell
Team Leader, Clinical Nursing Services Ostomy Care, Hollister Ltd
S3
British Journal of Nursing. Downloaded from magonlinelibrary.com by 130.194.020.173 on November 23, 2015. For personal use only. No other uses without permission. . All rights reserved.
Consultant Editor Wendy Osborne
ASCN Honorary Education Officer, Charter Healthcare Nurse Manager Ostomy Care (Coloplast Ltd)
Editorial Board Julia Williams
Specialist Nurse Stoma Care, West Middlesex University Hospital, Editorial Isleworth Board
Julie Barwell Lisa Dougherty
Team Clinical Nursing Services NurseLeader, Consultant, IV Therapy Ostomy Care The Royal Marsden NHS Foundation Trust Hollister Ltd, Berkshire
Jill Kayley Marion Haskin
Independent Nurse Consultant Senior Lecturer, Northumbria University Community IV Therapy
KarenSubeditor Bravery Chief Nurse Haematology/ SarahPractitioner Kahn IV Practice Development Lead
Subeditors Daniel Davies Vicqui Stuart-Jones Editor Associate Julie SmithPublishers Julie Smith Subeditor Andrew Iafrati Daniel Davies Commercial Manager Associate Publisher Andrew Wright Chloe Moffat Publishing Director PublisherKerr Anthony Anthony Kerr If you would like to submit an article for publication in this supplement please contact Julie Smith on 020 7738 5454 or [email protected] If you would like to submit an article for publication in this supplement please contact Julie Smith on 020 7738 5454 or [email protected]
MA Healthcare Ltd is part of the Mark Allen Group
www.markallengroup.com The British Journal of Nursing is published by MA Healthcare Ltd, St Jude’s Church, Dulwich Road, London SE24 0PB Tel: 020 7738 5454 Editorial: 020 7501 6716 Sales: 020 7501 6726 Subscriptions: 0800 137201 Email: [email protected] Websites: www.britishjournalofnursing.com
© MA Healthcare Ltd, 2014. All rights reserved. No part of the British Journal of Nursing may © Healthcare Ltd, 2014. All rights reserved. beMA reproduced, stored in a retrieval system, No part of the British Journal may or transmitted in any form or of by Nursing any means be reproduced, stored inphotocopying, a retrieval system, electronic, mechanical, recording, or or transmitted in any form or bypermission any meansof the otherwise without prior written electronic, mechanical, photocopying, recording, or Publishing Director. otherwise without prior written permission of the Print: Pensord Press Ltd, Blackwood, NP12 2YA Publishing Director. Cover picture: istockphoto.com Print: Pensord Press Ltd, Blackwood, NP12 2YA Cover picture: istockphoto.com
The paper used within this publication has been sourced from Chain-of-Custody certified manufacturers, operating within international environmental standards, to ensure sustainable sourcing of the raw materials, sustainable production and to minimise our carbon footprint.
Transforming services through clinical leadership
A
very warm welcome to this edition of the BJN stoma care supplement, published in partnership with the Association of Stoma Care Nurses (ASCN). We are delighted to welcome those able to attend to this year’s annual conference at Harrogate International Centre and hope that you enjoy the mix of keynote talks, research and clinical presentations, panel discussions, and industrial exposition. We are confident these will meet your needs for professional development. The theme this year is ‘Making a difference – together’, which reflects the impact that stoma care nurses make to the patients that we care for. This year, like all previous years, promises to be packed with inspiring presentations and the sharing of new ideas that show the exemplary and complex work that the stoma care nurse (SCN) provides to our unique patient group. The NHS looks very different now to 10 years ago and SCNs need to be equipped to meet both the current and future challenges of the healthcare system. We are all working in a context of an increasingly older and unhealthy population and decision making is much more clinically led. With this in mind, SCNs need to have a different set of skills to enable them to transform services, and take risks that will meet the challenges of the coming years. I have been fortunate to have completed the Royal College of Nursing (2005) Clinical Leadership Programme, which aims to transform clinical leaders into agents of positive change. The programme was designed and developed to create patient-centred clinical leaders, capable of developing effective team relationships that enable the delivery of patient centred care. Creating sustainable clinical leadership development that benefits the patient, service delivery, the team and the organisation is dependent upon supporting individuals to become self-aware leaders that will have the confidence to challenge any poor behaviours they encounter. In order to enhance clinical leadership capabilities and become more patient centred, SCNs should develop the following skills: ■■ Learn to manage self: self-awareness will give SCNs the ability to reflect on their own specific development needs. Being more self-aware can enable SCNs to develop confidence in their leadership capability and help them to develop and initiate change ■■ Effective relationships within teams: having an awareness of yourself as well as others is crucial for effective communication within a team. Myers-
British Journal of Nursing, 2014 (Stoma Supplement), Vol 23, No 17
Briggs Type Indicator (Briggs Myers and Myers, 1980) is a commonly used assessment tool and can help SCNs to understand and respect different personality types. This can have a positive impact on the multidisciplinary team who may have a different way of problem solving and therefore improve outcomes for patients ■■ Develop a consistent patient focus on care: Observations of care and patient stories are a crucial element in helping SCNs shape their actions and make changes that will benefit the patient. As SCNs, we should not become complacent about the services that we provide and there is always room for improvement. Action Learning sets can help SCNs to think about different ways of working and can be used as an approach to problem solve that will ultimately improve the quality of care for patients (McGill and Brockbank, 2004) Stoma nurses can be brought together to exchange, challenge and support each other to enhance and develop their competencies to work at an advance level of practice. (Pedler, 2008) ■■ Networking: ASCN is the perfect arena for networking among our peers and sharing best practice and innovative ideas. SCNs should make the most of the opportunities to talk with other nurses from other areas and within different health settings ■■ Political awareness: SCNs should be able and confident to influence key stake holders in order to improve patient care. Service improvement projects will raise the profile of the SCN and if aligned locally may increase the chances of a wider engagement at a national level. Additionally, the projects can be used as a way of improving patients’ outcomes. Clinical leadership can be summed up in the vision of Florence Nightingale when she said ‘Let whoever is in charge keep this simple question in her head … how I can provide for the right thing to be always BJN done?’ Briggs Myers I, Myers PB (1980) Gifts Differing: Understanding Personality Type. 1st edn. Davies-Black Publishing, California Department of Health (2008) High Quality care for all: NHS Next Stage Review final report. DH, London. http://tinyurl.com/ mh5gw9t (accessed 15 September 2014) McGill I, Brockbank A (2004) The Action Learning Handbook. Routledge Falmer, Oxfordshire Pedler M (2008) Action Learning for Managers. Ashgate Publishing Limited, Surrey Royal College of Nursing (2005) Clinical Leadership Programme. Royal College of Nursing, London
Julie Barwell
Team Leader, Clinical Nursing Services Ostomy Care, Hollister Ltd
S3
British Journal of Nursing. Downloaded from magonlinelibrary.com by 130.194.020.173 on November 23, 2015. For personal use only. No other uses without permission. . All rights reserved.
